P. 1
dell

dell

|Views: 157|Likes:
Published by राज
dell histroy
dell histroy

More info:

Published by: राज on Jan 23, 2013
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

08/09/2013

pdf

text

original

Dell’s Recommendation for Improving Decision Support, Operational Effectiveness, and Performance Management at Cook County Supporting Cook

County’s ERP and Information Management Vision
RFI #11-50-05I March 4, 2011

Dell Inc. One Dell Way Round Rock, TX 78682, USA www.dell.com

March 4, 2011 Ms. Elvia Fernandez Cook County Office of the Purchasing Agent 118 N. Clark Street/Room 1018 Chicago, IL 60602 Dear Ms. Fernandez: Dell Marketing L.P. (Dell) is pleased to submit our response to Request for Information (RFI) # 11-50-50I for the Cook County Enterprise Resource Planning (ERP) System. After carefully evaluating Cook County’s requirements, we believe the best formula for success is a joint Dell/Oracle PeopleSoft solution. As a leading solution provider for public sector customers, Dell uses a proven implementation methodology, which will allow Cook County’s desired ERP system solution to be delivered in an onsite or hosted format. Our Oracle and PeopleSoft qualifications enable us to partner with Cook County to provide the highest value for your ERP system. Dell understands that Cook County’s overall objective is to obtain information for planning purposes related to ERP systems, system integration services, technologies that support ERP systems, and strategies designed to optimize ERP project benefits. We also understand that Cook County does not intend to award a contract on the basis of the RFI responses. Dell is the number one reseller of Oracle technologies. For more than 20 years, Dell and Oracle have continued to strengthen our strategic partnership by providing state and local government customers with integrated solutions. Our proposal provides a comprehensive solution that fully addresses the requirements outlined in the RFI. Through our partnership with Oracle, our solution delivery team has the ability to meet and exceed your strategic needs and objectives. Together, a Dell and Oracle PeopleSoft solution will provide the following: ● ● ● ● ● ● Public sector industry focus and knowledge More than 1,100 skilled and experienced Oracle/PeopleSoft professionals Collaborative style and culture High-quality, customer-driven, and cost-effective delivery model Centralized application control, management, and administration High-availability of all business-critical applications

As requested, our response consists of one hard copy and four electronic copies on CD-ROM in PDF format. Dell also acknowledges receipt of Addendum #1 and Addendum #2. For questions specific to this proposal, please contact Tom Rocco at 619.275.2208 or Tom_Rocco@Dell.com, or Steve Wong at 636.273.1628 or Steve_M_Wong@Dell.com. We are excited to be a part of this important initiative and look forward to the opportunity of supporting Cook County’s needs and objectives. We realize you have many choices available when considering a solution partner. However, we believe that Cook County will find no company more uniquely qualified or committed to your success than Dell. Best Regards,

Scott P. McFarlane Vice President, Dell Services Education, State & Local Government

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I Table of Contents

Table of Contents
Table of Contents ........................................................................ i 

1.  2. 

Company Information ........................................................1-1  Description of Proposed Solution ..........................................2-1 
Overview of Requirements and Objectives ............................................ 2-1  Solution...................................................................................... 2-3  Outcome .................................................................................... 2-4  Why Dell and PeopleSoft ................................................................. 2-5  The Dell–Oracle/PeopleSoft Strategic Partnership ................................... 2-5  Proposed Solution.......................................................................... 2-6  Accelerate Methodology Overview ..................................................... 2-14  Project Management ..................................................................... 2-35  Communication Management ........................................................... 2-37  Service Philosophy ........................................................................ 2-41  ERP Applications/Add-Ons............................................................... 2-41 

3.  4.  5.  6. 

Implementation Resources .................................................3-1  Project Timeline ..............................................................4-1  Ongoing Internal Resources (Cook County) ..............................5-1  Response to Cook County Questions ......................................6-1 
Cook County Health & Hospitals System ............................................... 6-1  Countywide ERP Solution ................................................................. 6-1  ERP System Compatibility ................................................................ 6-5  Financials and HR/Payroll ................................................................ 6-6  Project Success ............................................................................ 6-6  Self-Service Solution ...................................................................... 6-8  Proposed Service Model ................................................................... 6-9  Business Intelligence and Reporting Capabilities .................................... 6-10  Business Process Standardization and Data Migration .............................. 6-12  Remotely Hosted ERP Solution.......................................................... 6-22 

Proposal Terms and Conditions ....................................................30 

Page i

Name of ERP Solution Provider: Name of contact person: Title: Telephone number: Email address: Description of company’s primary line of business: Dell Marketing. enhancing their lives and meeting their distinct needs. Company Information 1. as well as information about the system integration firm and any third-party solution providers recommended to meet the County’s functional and technology needs. Dell has revenues of over $50 billion this year and more than 100.275. such as IT.000 experienced and skilled technology and business services professionals and revenue of $8 billion from enhanced services and support over the past four quarters. We continue to expand our portfolio of services through acquisitions and organic growth.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 1. Page 1-1 . Dell has played a critical role in transforming public sector.000 employees.246. Dell’s services division is one of the world’s largest technology services organizations with more than 43. In addition to serving and protecting their citizens. cutting-edge delivery of government services that taxpayers demand — all while dealing with decreasing budgets. The following figure depicts our collection of products and services.2208 | Mobile 619.P. commercial and healthcare business systems. local governments are tasked with enabling the convenient. Please copy the following tables as necessary. where government can become more efficient. Dell is committed to understanding the needs of our customers and meeting those needs. rooting out costly inefficiencies and innovating to deliver state-of-the-art capabilities to citizens. The Dell IT transformation strategy provides solutions that help IT leaders to both simplify and modernize their IT infrastructures. Company Information Please provide the requested information about your firm. Company Information 1.com For more than 26 years. L. government leaders must look at areas. Tom Rocco ERP Solutions Executive Office 619.6059 Tom_Rocco@dell. Dell's technology solutions have improved the productivity of thousands of government administrators. To overcome these challenges.

Dell. Georgia. Kansas. Counties Current published information on Oracle’s Public Sector customers may be found by visiting the Oracle website at: http://www. Dell hosts some of the world’s largest Oracle and PeopleSoft implementations. PeopleSoft has been implemented and referenced in more states than any other solutions combined. CA City of Arvada. CO University of Texas. Dell’s acquisition of Perot Systems in 2009 (now Dell Services) has broadened Dell’s Oracle/PeopleSoft capabilities even further.oracle. We are focused on making solutions that are aligned to your success. Dell's Oracle Practice is now more than 1. Oracle provides integrated ERP software with robust capabilities for public sector customers. Cook County can count on Dell for hardware.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 1.S. Tennessee. Hyperion and OBIEE (Oracle Business Intelligence Enterprise Edition). including:     25 of the 25 Top National Governments 15 of the 15 U. Cook County is more comparable to medium and large states than other jurisdictions. Customers where we’ve successfully deployed solutions leveraging Oracle/PeopleSoft and Hyperion technologies include:       Alameda County. Oracle has over 1. and services that reduce IT complexity and make your organization run more efficiently. state or local government that is equal in size or larger than Cook County? Dell and Oracle have a long-standing. Oklahoma.600 Public Sector customers in North America. software. Today. worldwide. Dell Services offers complementary capabilities with one shared focus—make IT and business solutions work harder for our government customers.S. As a result. and in neighboring states like Indiana and Minnesota. As the second largest county and the 19th largest government in the United States. Connecticut. States 24 of the 25 Top U. Medical Branch Internal Revenue Service Palm Beach County. Texas.S.com www. state and local government customers for more than 15 years. The Dell–Oracle/PeopleSoft Strategic Partnership Dell started the Oracle/PeopleSoft consulting practice in 1995.100 people strong and provides endto-end services for a comprehensive range of Oracle technologies including Oracle EBusiness.com/us/industries/public-sector/038044.com Minimum vendor qualifications Has your ERP software been successfully implemented at a federal. Company Information Oracle Corporation Oracle is a leading software provider to government clients and one of the largest information technology companies in North America.Oracle. Your company’s website address: www. FL University of Missouri Page 1-2 .S. PeopleSoft is also deployed in a huge array of Federal customers as well as numerous large state agencies and other major cities and major counties. PeopleSoft.htm. Oracle is the market leaders in providing Public Sector customers using the PeopleSoft Enterprise solution. Cities  15 of the 15 Top U. National and local governments around the world get better results with Oracle. Federal Cabinet Agencies 50 of the 50 U. Dell has developed Oracle-based solutions for numerous customers with similar requirements to Cook County. Some States in which PeopleSoft is used include Ohio. strategic partnership and have worked together to provide solutions to federal.

dell. In addition to serving and protecting their citizens. Dell Marketing.2208 Mobile: 619.com Page 1-3 . The following figure depicts our collection of products and services. rooting out costly inefficiencies and innovating to deliver state-of-the-art capabilities to citizens.P.com For more than 26 years. We continue to expand our portfolio of services through acquisitions and organic growth. Treasury and Fleet Management are all used by numerous customers but are not as prevalent as the other functions which are all heavily used. commercial and healthcare business systems. Dell has played a critical role in transforming public sector. Modules for Pension.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 1. multi-suite PeopleSoft solutions (like that envisioned for Cook County) have been successfully deployed numerous times for customers of comparable size to Cook County.6059 Tom_Rocco@dell. Most of the State deployments of PeopleSoft listed above utilize all of the functionality described in this RFI.000 employees. such as IT. Dell is committed to understanding the needs of our customers and meeting those needs. Company Information Have as many ERP modules envisioned for the County been successfully implemented at a single government agency? ERP System Integration Firm: Name of contact person: Title: Telephone number: Email address: Description of company’s primary line of business: Full. Dell has revenues of over $50 billion this year and more than 100. enhancing their lives and meeting their distinct needs. Your company’s website address: www. cutting-edge delivery of government services that taxpayers demand — all while dealing with decreasing budgets.275. To overcome these challenges. where government can become more efficient. L. government leaders must look at areas. The Dell IT transformation strategy provides solutions that help IT leaders to both simplify and modernize their IT infrastructures.246. Dell's technology solutions have improved the productivity of thousands of government administrators. Dell’s services division is one of the world’s largest technology services organizations with more than 43.000 experienced and skilled technology and business services professionals and revenue of $8 billion from enhanced services and support over the past four quarters. Tom Rocco ERP Solutions Executive Office: 619. local governments are tasked with enabling the convenient.

However. Company Information Minimum vendor qualifications: Has your company successfully implemented an ERP system for a federal. (such as Pension. Treasury.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 1. Has your company successfully implemented as many ERP application modules at a single government agency? Page 1-4 . Medical Branch Internal Revenue Service Palm Beach County. if not all. FL  University of Missouri Additionally. Certain modules. Dell has an extensive services partnership network and mature recruiting model in place that provides us with the ability to quickly staff projects with the expertise needed to support any size implementation engagement. and Fleet Management) the Dell team has limited experience deploying in a government environment. CO University of Texas. Customers where we’ve successfully deployed solutions leveraging Oracle/PeopleSoft and Hyperion technologies include:      Alameda County. Dell Services has implemented multi-suite PeopleSoft solutions for some of the largest companies in the world (including FedEx Ground) and provided large-scale business and technology consulting services for the large Federal agencies such as the US Department of Transportation and the US Department of Education. state or local government that is equal in size or larger than Cook County? Dell has developed Oracle-based solutions for numerous customers with similar requirements to Cook County. Most of the PeopleSoft projects that Dell has supported (listed above) have leveraged most. of the main PeopleSoft application suites proposed for the County. CA City of Arvada.

The bureau oversees six departments. Description of Proposed Solution 2. The County is seeking to obtain information for planning purposes related to ERP systems. The County is also seeking an opportunity to achieve operational transformation and business improvement. Additionally. most County departments run nearly independent back-office functions. Cook County Illinois (Cook County) is the second largest county in the nation. The County would also like to improve its response to FOIA requests by having a searchable repository of electronic information including scanned documents. which in many cases are redundant. Because Cook County is also responsible for accounts payable and payroll for CCH&HS. each with unique requirements. technologies that support ERP systems. and hampered ability to quickly access key performance data. Key achievement objectives for Cook County are included below by department/business area. Description of Proposed Solution. proprietary AS/400 platform. Cook County is serving its residents’ increasing demand for services with fewer resources and funding due to shrinking budgets. compounded costs. These systems are many releases behind and run on an outdated. The County also desires to streamline accounts payable processing and tracking. Bureau of Finance The Bureau of Finance is responsible for ensuring Cook County is fiscally sound. The County desires to transition away from these ‘silos of information’ to a more integrated reporting system that captures a true enterprise-wide view of critical information. and financial reporting. This office is seeking to deploy a system that greatly enhances and streamlines the financial reporting capabilities of Cook County. including Comprehensive Annual Financial Report (CAFR) preparation and Governmental Accounting Standards Board (GASB) reports. and decentralized processes contribute to an extensive number of technical. Description of Proposed Solution RFI Reference: 2. The bureau is seeking a business system that can help reduce costs and provide a foundation for future growth. This includes achieving the ability to make electronic payments through the accounts payable process and achieving the ability to more easily and accurately track invoices through the payment process. most Cook County departments run nearly independent back office functions. and reporting issues resulting in Cook County experiencing inefficient back office operations. servers. These departments are described in the following subsections. and strategies designed to optimize ERP project benefits. integration with the CCH&HS data and/or systems will be important to achieve.3 million residents. Page 2-1 . Much of the current reporting Cook County prepares is driven by Excel spreadsheets. For example. pension payments. 10 Overview of Requirements and Objectives With approximately 5. system integration services. Cook County Health & Hospitals System (CCH&HS) is utilizing a subset of Lawson’s enterprise resource planning software applications which has no integration with the rest of Cook County’s ERP systems. Office of the Comptroller The Office of the Comptroller processes approximately $3 billion in disbursements annually and is responsible for Freedom of Information Action (FOIA) requests. Cook County currently uses JD Edwards’ One World and World Enterprise Resource Planning (ERP) systems. The limitations of the current ERP systems. operational. p. which in many cases are redundant. Additionally. Like many of our government agency customers.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2.

The County is looking to improve the ability to manage and track long-term projects and capital expenditures. Contracts and Compliance can monitor commitment levels. through employee self-service applications. enable faster. billing. will be the incorporation of an electronic approval process. This capability will allow Cook County to adjust strategies as needed to better achieve organizational goals. but currently cannot track the actual dollar amount achieved. Office of the Purchasing Agent The County is looking to centralize purchasing information. and approved service or product delivery. High on the list of the purchasing department’s requirements includes a solution that allows vendors to ‘self-register’. budgetary and central reporting for all grants. To better support this responsibility. agreement. Currently. Department of Risk Management The Department of Risk Management is responsible for the administration of employee benefit plans. Additionally. Being able to efficiently process claims and administer benefit programs for Cook County is paramount. and safety programs for Cook County. or eliminate. Budget and Management Services Budget and Management Services is responsible for preparing and monitoring the Annual Appropriation Bill (budget) of Cook County and coordinates the development of annual and long-term budgetary projections. Budget and Management Services would also benefit from integrating grants processing with project costing. During economically challenging times. and Cook County's capital equipment program. streamline operations. 3-way matching is attained through a labor-intensive.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and receivables providing Cook County with a fully integrated grants management solution. and certifies minority-andwomen-owned business (MBE /WBE) vendors. Contracts and Compliance would like to implement a reporting capability that can provide real-time information of compliance levels. Department of Revenue The Department of Revenue collects and enforces the Home Rule Taxes and various fees of Cook County. Description of Proposed Solution Contracts and Compliance The Office of Contracts and Compliance (Contracts and Compliance) has the primary responsibility of supporting supplier diversity for Cook County. The County would like to attain greater insight into spend levels and enhance its ‘3-way matching’ capability. To accomplish this goal and enhance overall reporting capabilities. In support of Cook County’s goal of greatly increasing the amount of paperless processes. The County would like to achieve automatic matching between the purchase order. eliminating the need for ‘wet’ signatures. and reduce. workers' compensation claims. when local businesses and taxpayers are experiencing an economic downturn. tracks. Additionally. This office monitors. will greatly reduce the administrative load on the Department of Risk Management staff. Integration with the human resources and finance departments will be an important achievement along with interfaces to Cook County’s benefit providers. Contracts and Compliance would like to improve integration with the Purchasing department. general liability claims. the Department of Revenue needs a system that provides improved access to information and enhanced automation to help reduce operating costs. allowing Cook County’s employees to access and update benefit information. paper-based and manual processes. Cook County desires to leverage a performance management solution that will allow the ability to continuously assess operational performance based on Key Performance Indicators (KPIs) and historical trends. Contracts and Compliance has traditionally run annual compliance reports and are now being requested to run compliance reports quarterly. contracts. more effective Page 2-2 . manual process. This capability would greatly reduce the administrative load on the purchasing department staff by permitting vendors to set up their accounts and update information.

The ability to make custom analytical applications that support timely decision making available to the different County entities will also be important. The Bureau currently supports five disparate ERP systems that are utilized by Cook County to support back office business functions. enterprise-wide ERP system. Bureau of Human Resources The Bureau of Human Resources directs and coordinates all human resource activities for Cook County’s approximately 25. the countywide e-recruiting system. Solution To achieve the business objectives outlined above. the Americans with Disabilities Act (ADA). The bureau is also responsible for classification and compensation. and transitioning away from paper-based information. Proprietary business computing solutions such as the AS/400 platform have increasingly become a drain on Cook County’s IT budget. security. The Bureau of Technology is taking a leadership position to help accomplish Cook County’s strategic goal of deploying a single. reliability.000 employees. and risk associated with Cook County’s current ERP deployment. a Microsoft CRM system. By leveraging an enhanced ERP computing platform. It is imperative that the proposed ERP solution be compatible with other strategic information technology systems and initiatives. This will necessitate enhancing access to data. This would create a single source for data entry and reporting. Employee self-service applications would like to be leveraged by the bureau to allow employees to view vacation and sick leave balances. and the Family and Medical Leave Act (FMLA). and labormanagement relations. These activities include. Bureau of Technology The Bureau of Technology implements enterprise-wide computing. Description of Proposed Solution resolution of taxpayer service inquiries. These include a countywide time and attendance system. The bureau would like to deploy a time and labor solution that provides workload information. providing and accepting employment applications for jobs currently posted and maintaining an applicant tracking system which monitors the status of job applications which have been filed with the bureau. a countywide cashiering system. therefore reducing the administrative workload on the bureau’s staff. collective bargaining. a treasury system. but are not limited to. communications. This will require a taxation management solution that has robust customer relationship management (CRM) capabilities built into the system.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and improve processing of transactions such as refund issuances. which sacrifices innovation. leave balances. The bureau desires to implement a position management solution that allows for the creation of approved personnel positions linking jobs to departments and employees to these approved positions. The bureau wants the ability to effectively and easily track compliance and develop reports. Dell recommends standardizing business processes and technology functionality across Cook County leveraging a single instance of the integrated Oracle/PeopleSoft applications and business intelligence solutions and Oracle’s Hyperion Budgeting & Page 2-3 . integrated. The bureau is also responsible for maintaining regulatory compliance with all federal and state requirements including the Equal Employment Opportunity (EEO). scalability. Crucial dollars are being spent on supporting outdated systems and maintaining the status quo. automating processes. and infrastructure technology solutions for Cook County. The bureau provides customers with superior service through strong relationships with Cook County’s customer community and optimized solutions based on thorough understanding of customer business processes. the Bureau will have the ability to accelerate Cook County's information flow and boost operational efficiency. The need to support multiple systems increases the cost. and support that Cook County demands. Transitioning from a proprietary computing system to standards-based solution using x86-architecture servers can provide the performance. and reported leave by leveraging integration with the benefits and payroll processes. and Taleo. complexity.

the greatest complexity in these implementations tends to revolve around issues that are not necessarily related to the application software such as business process standardization. ● Foundation—The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be established initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. reliability. and the expertise of Dell’s PeopleSoft consulting team. Dell’s implementation management approach is well suited to meet the requirements outlined by Cook County. The proposed solution greatly reduces system complexity and creates a single source for data entry and reporting. The definition and sequencing of functionality outlined in this section of the response is based on Dell’s experience implementing this solution at other state and local public agencies. and end-user reporting. From our experience working with similar customers. Program. reliability. scalability. accessing economies of scale. standards-based technology platform using x86-architecture servers that provide the performance. and cost associated with both the deployment of the foundation and advanced waves of the implementation. we recommend implementing after the foundation functionality wave has been established.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Dell is open to revising the approach to more closely align with Cook County’s requirements. Dell’s solution response includes two waves for each functional implementation track (that is. Dell recommends re-platforming Cook County’s technology infrastructure with an open standards-based solution using x86-architecture servers. Advanced—The advanced functionality wave includes functionality that is included in Cook County’s requirements list. Page 2-4 . Dell’s implementation approach addresses all these factors. and support that Cook County needs. scalability. post go-live support. We also recommend leveraging Dell’s proven ACCELERATE Oracle PeopleSoft implementation methodology. We include additional information on the ACCELERATE and P3MM methodologies in the Proposed Solution section of our response. like CCH&HS. Additionally. and support that Cook County demands. however. security. Our solution delivers an open. modification governance. This will allow Cook County’s end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. Our approach utilizes two distinct methodologies—P3MM and ACCELERATE—to ensure the success of an Oracle PeopleSoft implementation. Description of Proposed Solution Planning solution. incremental effort. countywide ERP system. Outcome Acceptance of our proposal will result in the successful deployment of a single. we suggest deploying the new solution in their organization towards the end of the deployment cycle to allow them to realize the value of their current solution. while the team is rolling out the solution for the agencies that have a higher degree of need. security. and Portfolio Management Methodology (P3MM) project tracking and oversight framework. The solution creates a centralized system with a Web-based interface that provides comprehensive business intelligence capabilities and custom analytics for the different Cook County entities. integrated. and would like to realize some of the value from this solution. which will provide the performance. Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. our Project. If the definition and sequence does not align with Cook County’s needs. Human Capital Management. change management. ● Dell’s response includes the scope impact. Benefits will be achieved from result from eliminating process duplication. This solution provides the foundation for achieving Cook County’s strategic goal of setting up a shared services environment. For those Cook County agencies that have recently implemented a leading solution. and establishing consistent standards throughout Cook County. help desk support. our experience delivering high-value ERP solutions to public sector customers. security administration.

from high-level strategic consulting to productivity-enhancing applications services. Dell has the availability of both staff and PeopleSoft implementation tools to support Cook County’s strategic initiatives. successful relationship with Cook County as its existing enterprise software and hardware provider.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Our Dell team has successfully led numerous Oracle PeopleSoft projects in the areas of Financials. Dell has achieved the highest certification a partner can achieve. We believe this unique relationship provides us with access to key Oracle/PeopleSoft resources that can be called on quickly to help Cook County be successful during this business. Page 2-5 . the PeopleSoft solution has delivered many of the unique regulatory and statutory requirements that will be needed to support the breadth and depth of Cook County’s needs. The Dell–Oracle/PeopleSoft Strategic Partnership Oracle and Dell share a comprehensive and mutually beneficial relationship that has been built over the past 15 years. Dell has built a global team of consultants with expertise in PeopleSoft applications who have guided successful implementations for customers across multiple industries. Dell has a longstanding track record for delivering exceptional application implementation services to private and public sector organizations. We realize Cook County has many choices available when considering a consulting partner. Dell has the personnel to execute high-value implementations and upgrades for our customers. This relationship has given us first-hand knowledge of how to deploy and optimize technology solutions in Cook County’s environment. we feel that Cook County will find no company more uniquely qualified or committed to Cook County’s success than Dell. Cook County can expect the solution to be delivered as promised. Supply Chain. Hundreds of employees at both companies are fully dedicated to servicing the products of the other. yet structured. supporting infrastructure services. Many of these customers have become our strongest advocates by providing referrals to other organizations. Dell’s proven PeopleSoft implementation methodology is collaborative. Why Dell and PeopleSoft Besides our long-term. Cook County leaders obtain more timely access to key information across the entire organization leading to more informed decision making and improved service to the public. However. Procurement. Dell uses industryspecific processes that align business and IT strategies to implement and enhance existing Oracle/PeopleSoft applications or transition to new Oracle solutions whichever satisfies the needs of Cook County’s business. With hundreds of consultants dedicated to our Oracle/PeopleSoft Practice. Grants. we have also enjoyed a strong relationship on several successful services and technology projects. We help our customers maximize the benefits and value of Oracle/PeopleSoft solutions. and Business Intelligence. Description of Proposed Solution With a single integrated system. As an Oracle Platinum Partner. Materials Management. Payroll. as required. Our collective partnership goes to the very top of our respective executive leadership teams—Michael Dell and Larry Ellison. and cost-effective business process solutions. Dell is a Platinum Partner and the #1 Global Reseller of Oracle software. Human Resources. We believe that PeopleSoft is well suited to a multi-agency configuration that can deliver economies of scale and a great deal of flexibility. As an Oracle Platinum Partner. organizational and technology transformation project. The PeopleSoft solution is the most widely used solution in the state and local marketplace and because of PeopleSoft’s public sector focus. to facilitate achievement of the project objectives and benefits.

incremental effort. a Microsoft CRM system. the PeopleSoft solution Page 2-6 . operational. utilities/tools/report generators.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. financial. Human Capital Management. The definition and sequencing of functionality outlined in this section of the response is based on Dell’s experience implementing this solution at other state and local public agencies. as required. If the definition and sequence does not align with Cook County’s needs. The PeopleSoft solution is the most widely used solution in the state and local marketplace and because of PeopleSoft’s public sector focus. treasury. and third party applications that you would recommend to meet the County’s requirements. the countywide e-recruiting system Design and deploy a fully accessible Web browser-based technology solution that will enable easy access to systems data housed in a relational database technology Deploy a comprehensive systems and ad hoc reporting solution that will facilitate access to information and streamline data driven decision-making ● ● ● Dell recommends Cook County implement the Oracle/PeopleSoft software as your ERP solution. Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. add-ons e. a treasury system. supply chain and grants management. a countywide cashiering system. ● Dell’s response includes the scope impact.g. Project Objectives The following is a list of project objectives (not in priority order) that Cook County plans to accomplish: ● Select. and reporting issues ― Improve Cook County’s operational efficiency and effectiveness ― Facilitate addressing the relevant major initiatives in President Preckwinkle’s Transition Team Report dated December 7. Please describe your solution. and business intelligence platform to: ― Replace the legacy. however. Advanced—The advanced functionality wave includes functionality that is included in Cook County’s requirements list. customized JD Edwards One World and World ERP systems ― Remove the current technical. This will allow Cook County’s end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. Dell is open to revising the approach to more closely align with Cook County’s requirements. We believe that PeopleSoft is well suited to a multi-agency configuration that can deliver economies of scale and a great deal of flexibility. and clearly identify the application software modules. and deploy a state-of-the-art enterprise management information system with integrated human capital management. design. underlying technology. and cost associated with both the deployment of the foundation and advanced waves of the implementation. Description of Proposed Solution Proposed Solution 1. Dell’s solution response includes two waves for each functional implementation track (that is. and Taleo. ● Foundation—The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be established initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. we recommend implementing after the foundation functionality wave has been established. 2010 Implement and integrate the ERP solution that is compatible with other Cook County strategic IT initiatives such as a countywide time and attendance system. Dell recommends that Cook County perform a standardized-services implementation of the Oracle/PeopleSoft system modules in a single instance for the entire county.

while the team is rolling out the solution for the agencies that have a higher degree of need.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. our recommended approach would be to deploy the solution in the two waves of functionality. and reduce the rate of change each end user and the county overall will need to absorb at each go-live. we suggest deploying the new solution in their organization towards the end of the deployment cycle to allow them to realize the value of their current solution. We believe that this phased deployment will reduce the implementation risk while increasing the level of ownership for the new recommended solution across Cook County’s end-user population. security administration. We believe this will provide a smoother transition of Cook County’s enduser population to PeopleSoft. post go-live configuration maintenance. From our experience working with similar customers. etc. Scope The following table summarizes the scope for each wave of the implementation and form the basis for the estimated work effort and timeline reflected in the staffing plan and project. and end-user reporting. by groups of agencies. the greatest complexity in these implementations tends to revolve around issues that are not necessarily related to the application software. Because of the complexity of Cook County’s operational and regulatory environment. Because these business process-related discussions tend to be the most complex issues to resolve in a multi-agency environment. build internal resource skill sets more gradually over a longer period of time across all the agencies of Cook County. help desk support. outlined above. core set of users to facilitate more internal support for the application in preparation for the broader countywide deployment Roll out the solution by groups of agencies For those agencies that have recently implemented a leading solution and would like to realize some of the value from this solution. our recommended approach would be to: ● ● ● Design the standardized business processes related to the each wave of functionality for all participating agencies Deploy the solution for a central. such as the following: business process standardization. Page 2-7 . Description of Proposed Solution has delivered many of the unique regulatory and statutory requirements that will be needed to support the breadth and depth of Cook County’s needs. modification governance.

 Supply Chain & Fleet Management General Ledger and Budget Tracking Commitment Control Purchasing/eProcurement Accounts Payable Expenses Vendor and Catalog Self Service Project Costing Asset Management Inventory Work Order Cash Management Treasury Management Billing Accounts Receivable Advanced Planning and Budgeting Fleet Management Grants Management Pre‐Award Grants/Projects Post Award Grants/Projects Research Billing Contracts Research Receivables Business Intelligence Data Warehouse Reporting Tools Analytic and Dashboard Tools Figure 2-1: Summary of Implementation Scope Foundation X X X X X X Advanced X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X Page 2-8 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Description of Proposed Solution Functionality Human Capital Management Human Resources Base Benefits Payroll Commitment Accounting Employee Self Service ‐ eProfile Employee Self Service ‐ ePay Time and Labor including Self Service Absence Management Including Self Service Talent Acquisition Management Pension Administration Benefits Administration Employee Self Service ‐ eBenefits Employee Self Service ‐ eDevelopment Employee Self Service ‐ ePerformance Employee Self Service ‐ eCompensation Financial. Treasury.

 Transform. 40% Instructor Led 60% Web‐based self directed sessions leveraging User Productivity Kit 10 per business process. and will be committed to active participation in all project work sessions in accordance with the project plan and schedule. Foundation and Advanced) of the PeopleSoft Implementation. Patch standard. or architectural ● Page 2-9 . Potential delays incurred by the project. in our response. General ● ● One month of post go-live production support will be provided by the project team. assumptions. reports/queries. and cost will need to be revised to align with Cook County’s needs. the project effort. we believe that PeopleSoft or any leading ERP product’s functionality will meet most of the needs of Cook County’s end users. 1 week dress rehearsals before each wave Figure 2-2: Summary of Drivers Impacting Work Efforts The following assumptions form the basis for the estimated work effort and timeline reflected in the staffing plan for both the foundation and advanced functionality waves of the implementation as outlined in the scope table above. Prod. Pre. Drivers Assumption Area Agencies Modules/Functionality Key Business Processes Forms Interfaces Modifications & Workflows (Online & Batch) Conversions Reports/Queries Revised/Custom Data Warehouse Views Extract. state. train the trainer. we will work with Cooke County to confirm the approach. Dell is not responsible for unforeseen errors or delays caused by software application bugs. During the planning and blueprint phase of each of the waves of the implementation. university‐wide roles core users including staff for self service 1 manual per business process ‐ instructor led/Hrs per process 1 manual per business process ‐ self directed/Hrs per process 10 users per instructor‐led core class.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Dem. and local government agencies operate coupled with our experience working with Cook County. due to infrastructure. and security roles that we believe will be incrementally needed to satisfy the needs of Cook County’s end-user community. Conv (2). standardized & delivered processes 2 forms per module key set of interfaces key set of modifications tied to regulation/statute/policy only 2 conversions per transactional module. no automated testing tool Incremental Changes Resulting Build Link Assembly Test Scripts together for System Test Scripts Link System Test Scripts together for Integration Test Scripts Utilize 10% of Test Scripts for Performance Testing Utilize 10% of Test Scripts for User Acceptance Testing 2. 6 mocks for each  2 custom university‐wide reports/queries per module 2 custom/revised university‐wide views per module 1 custom/revised university‐wide ETL's per module 3 batch jobs per transactional module Sys. Dev. Train. Description of Proposed Solution Assumptions Because of the unique business and regulatory environment that public. Cook County employees with the appropriate knowledge of the current business environment and information systems will be made available as needed. The following table summarizes the key drivers that will impact the work effort and timeline needed to complete each wave (that is. sequencing. timeline. and timeframe necessary to deploy the ERP functionality within Cook County’s operating environment. If the assumptions and parameters used to calculate this incremental effort are incomplete or inaccurate. Des. batch jobs. interfaces. we provide further detail. conversion programs. application. workflows. outlining the expected level of modification. Load Program Revisions Batch Schedule Instances (one code set) Security Roles and Job Changes Number of Users Training Materials/Courses ‐ Instructor Led Training Materials/Courses ‐ Self Directed Instructor‐Led Training Sessions (by Process) Self Directed Training Sessions (by Process) Number of Test Scripts Assembly/String Test Exception Rate System Test Exception Rate Integration Test Exception Rate Performance Test Exception Rate User Acceptance Test Exception Rate Dress‐rehearsal Test Exception Rate Foundation 70 17 170 34 51 85 34 170 34 17 51 15 51 300 24 16 68 102 1700 30% 25% 25% 10% 5% 2% Advanced 70 22 220 44 66 110 44 220 44 22 66 20 66 400 24 16 88 132 2200 30% 25% 25% 10% 5% 2% Comments Shared Services for all agencies Standard Configuation  centralized. Cfg. As a result. Test (4). scope.

Internet. Project. and review and approve all key decisions. Dell will provide consultative support and recommendations. telephone. testing. and communications plans as the starting point for all project tasks. ● ● ● ● ● Process and Application ● Cook County will use the delivered PeopleSoft role-based application maps and functionality wherever possible. fax. The user community will be available when needed to provide information. ● Project Management ● The executive committee members will actively participate in periodic meetings to set direction and guide the project. security. The offsite development efforts will be performed at one of Dell’s development sites. A one half-day kick-off meeting for each wave will be conducted for all core project management. and review work products. ● ● The project will be performed onsite at Cook County’s project locations. workflows. review and approve key work products and deliverables. and Crystal reports. batch jobs. including Cook County and Dell team members. and identify issues to escalate to the project sponsor and steering committee. An issue management process will be implemented to resolve critical issues within three business days from issue identification date. and/or budget. copiers. Cook County will be responsible for the implementation of any specific business process or organizational role design recommendations. and Visio). and technical team members. resolve issues escalated by operating committee. Modifying reports and queries in SQR. Any unforeseen issues arising in these areas and causing delays to the project may require change to the project scope. Key user and technical stakeholder meetings and group interview sessions will be limited to two to four hour increments. computers. Page 2-10 . and interfaces for the project beyond those listed in the table above are out of scope and shall be the responsibility of Cook County.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. development. Cook County and Dell dedicated personnel will work full-time 8 to 10 hours daily. functional. reports and queries. test scripts. network. login accounts. will be performed by Cook County resources beyond those listed in the scoping table above. and analysis for modifications. mobilize and staff resources needed to complete the project. timeline. interfaces. intranet. regarding improvements to in-scope Cook County business processes or future state role design efficiencies. Access will also be provided to a baseline development environment prior to the team starting the project. resolve issues encountered by the project teams. Cook County will provide workspace. training materials. Excel Access. workflows. Each computer should include the following office automation suites applications: Cook County e-mail and Microsoft Office (Word. change management. and remote Virtual Private Network (VPN) access prior to the project start date. Dell and Cook County team members will work from their home/Dell locations on Fridays. nVision. report status. PowerPoint. Dell will leverage existing Cook County current and future state documentation such as business process. modifications. Cook County will strive to leverage the delivered functionality as much as practical to facilitate standardization across all Cook County agencies in scope. The current Cook County documentation closely represents the production environment. Planning. printers. Description of Proposed Solution problems have not been incorporated into the scope of work. and will work approximately 45 to 50 hours per week. define requirements. configuration. Project management will meet weekly to review project progress. provide sponsorship for the project throughout the user community. Monday through Thursday each week.

Dell has budgeted for a bank of offsite development hours to assist Cook County with report development as requested. ● Development ● Dell will work with the Cook County team members to define and design the automated and manual data conversions needed as a result of the new configuration of functionality. Cook County staff will timely coordinate the involvement of internal and third-parties to complete their portion of the interfaces beyond those listed in the scope table. design. Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. and third-party interfaces. unit test. Description of Proposed Solution ● Cook County will be responsible for gathering and cleansing any conversion data needed for any new configuration that is set up in the system. Cook County will be responsible for automated conversion activities related to the export and transformation of data between the Cook County legacy systems and PeopleSoft. Cook County will be responsible for Cook County legacy systems integration activities to share data between PeopleSoft and Cook County’s legacy systems. Cook County will be responsible for all data cleansing and validation of any manual or electronically converted data. and migration related to the import-related activities. Cook County will ● ● ● ● ● ● Page 2-11 . If Dell hours will be used. Cook County will be primarily responsible for development of all reports and queries. and the usability of the final product may be compromised.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. If additional interfaces are required. If additional conversions are required. build. Cook County will gather. validation. Dell’s services will include conversion technical design. including technical design. and any third-party security systems or protocols. Dell will be responsible for development of the PeopleSoftrelated interface activities to share data between PeopleSoft and Cook County’s legacy systems. Dell has budgeted for a bank of offsite development hours to assist Cook County with modification and workflow development. develop. and test the PeopleSoft modifications and workflows outlined in the scope table. files. During the design and planning phase. and stage data in the format needed for PeopleSoft. validate. Cook County and Dell will further define how Dell hours will be used and Cook County will assign the specific work units to Dell to help complete these modifications and workflows. networks. operating systems. terminated. the delivery timeline could be impacted. build. Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. Cook County will be responsible for the implementation and administration of all nonPeopleSoft security including all security-related to databases. unit test. During the planning and blueprint phase. Dell will work with Cook County team members to define. Dell will work with Cook County team members to define. and migration beyond those listed in the scope table. Cook County will create technical design. Any data cleansing and validation activities should be completed before each pass of the mock conversion. and migration related to the export and transformation activities. If data is not clean or staged for conversion when needed. Cook County and Dell will further define if the Dell hours will be used. and new users in the database will be added prior to the start of the build phase. unit test. Dell will work with the Cook County team members to define and design the data cleansing and collection strategy and plan. nonPeopleSoft. design. organize. New or additional modifications or workflows beyond those outlined as in-scope are considered out of scope. validation. build. Cleanup of inactive. validation. If new or additional modifications or workflows are required. Dell will be responsible for the development of the automated conversions activities related to the import of data from legacy systems into PeopleSoft. and develop PeopleSoft. New automated interfaces beyond those outlined as inscope are considered out of scope. Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project.

Cook County will perform the appropriate database refresh.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and will only be applied as needed to resolve critical issues within the software. ● ● ● ● Organizational Change ● The project communications strategy and plan will be confirmed with the executive and operating committees and jointly developed and continually revised to facilitate institutional alignment with new processes and systems. ● Page 2-12 . During the planning and blueprint phase. Dell has budgeted for a bank of offsite development hours to assist Cook County with batch job schedule development. Dell will review this readiness review to identify critical employee readiness issues and work with Cook County to formulate basic mitigation strategies to address these issues. Cook County will provide an acceptable hardware platform and database version to install the software and tools with enough capacity to handle the concurrent Wave 1 Foundation production activities. Cook County will provision and maintain the following database environments: SYS. while also completing the development and project activities associated with the second wave of the implementation. backup. Cook County will create. and training database environments will be available prior to the start of the build phase. and test the PeopleSoft batch jobs that need to be scheduled as outlined in the scope table. Description of Proposed Solution assign the specific work units where assistance is needed to satisfy its reporting needs. Technical ● ● Dell will work with Cook County to install a 9. Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. and support both the development and production technical environments during the project. Cook County will conduct a deployment readiness review prior to each final system cutover. If additional database environments are required. Cook County will provide dedicated PeopleSoft database administration support throughout the project life cycle. If additional reports and queries are required. design. VPN access or a comparable secure alternative to Cook County’s data and applications will be established and maintained throughout the duration of the project for Dell’s and Cook County team members to work remotely. New or additional batch jobs beyond those outlined as in-scope are considered out of scope. develop. testing (4). If new or additional batch jobs are required. During the business process review. Cook County will be responsible for timely support and maintenance of these databases. Design. Cook County and Dell will further define how the Dell hours will be used and Cook County will assign the specific work units to Dell to help complete the batch job schedule. Dell will work with the Cook County team members to evaluate and provide additional guidance and assistance on reporting needs. and Master Config databases prior to the start of the fit/gap phase. and pre-production and production databases will be available prior to the dress rehearsal and final move to production. maintain. DEMO. conversion (2). Installation of PeopleSoft bundles/patches and updates will be the responsibility of Cook County technical staff after the initial installation. Cook County will work with Dell to validate there will be minimal impact on the timeline before these are incorporated into the project. Cook County will leverage delivered and existing Cook County baseline and PeopleSoft delivered reports and queries wherever practical. and recovery within two business days of the request. Development. Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. ● Dell will work with Cook County team members to define.1 Baseline demonstration environment with inscope PeopleSoft applications prior to the start date of the project.

Cook County and Dell will work to develop and communicate a final system cutover schedule and plan. ● ● Systems Cutover ● Dell’s team lead will provide Cook County with a tactical cutover template. Cook County and Dell will be jointly responsible for all system cutover activities. Cook County will lead and execute all UAT activities. the cost and delivery schedule of the services will likely be impacted. and performance testing efforts. The Cook County team members will create the appropriate training materials. Dell will review the updated system cutover schedule and plan and provide consultative support and advice as requested. Page 2-13 . ● ● Testing ● Dell will develop the business scenario-based test plan and assist in co-development of scripts for the assembly. The training development will leverage the User Productivity Kit to develop all training materials for the PeopleSoft implementation. There will be two waves of testing in each test cycle with the focus of the second wave on regression testing adjustments made as a result of the first wave of testing. Cook County will work with Dell to validate there will be minimal impact on the timeline before these are incorporated into the project. integration. Additional training sessions will be developed and delivered through additional Cook County trainers. and User Acceptance Testing (UAT) efforts. Cook County business process documentation will serve as the starting point as the content for the process portion of the training. hardware. systems. Dell will budget a bank of training development hours to assist Cook County with the training material development. Testing for each test cycle will be conducted during a four-week period. ● ● To the extent that the assumptions described in this section are not met or turn out to be inaccurate. Agency Subject Matter Experts (SMEs) will be responsible for executing UAT scripts to facilitate learning and knowledge transfer. If Dell will be used. Cook County will be responsible for providing test data associated with all test scripts. Cook County will assign the specific work units where assistance is needed to satisfy the training development needs. Description of Proposed Solution End-User Training ● Cook County will prepare for and conduct end-user training sessions with the Cook County end users. performance. Cook County and Dell will align the timeframe for the cutover for each module based on Cook County’s overall agency processing schedule. integration. Cook County and Dell will further define if the Dell hours will be used. and software to conduct training of up to 20 students per session. The design materials and test scripts will serve as the foundation for the PeopleSoft navigation and application functional training examples. During the design and planning phase. A subset of the most commonly performed integration/systems test scripts will be used to perform the UAT. If this occurs. Cook County team members will execute the testing scripts during the assembly. Cook County trainers will attend this training to facilitate follow-up training and coaching. Cook County and Dell agree to mutually develop a workaround plan and revised schedule. The assembly of test scripts and samples transactions will be linked together to develop the integration/systems test scripts. The training will be delivered in one location at each agency equipped with proper facilities. systems. If additional training sessions are required.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. The user acceptance test cycle for all inscope business processes leveraging a subset of integration and systems test scripts and data where possible.

Description of Proposed Solution The following section provides an overview of Dell’s Accelerate Methodology and provides additional information about the tools and techniques Dell’s team can use to assist Cook County through the completion of the full life cycle implementation. This checklist will outline the documentation that ● Page 2-14 . and assignments. and deliverables as defined in the following figure. propose the future shared services business model. timeframe. Key members of the project team will finalize planning for all aspects of the project. The team develops a learning plan to ensure that team members receive the training and support necessary to perform their roles on the project. ● Prepare for Implementation Planning Project—The team will confirm implementation planning objectives. Program Management and Governance Visioning / BPR Plan & Scope • Project scope and planning • Executive Visioning/BPR • Project schedule • Communications Planning • Documented risks and assumptions Implementation Build & Test • Detailed RICE specs • Business process implementation • Technical development and configuration • System testing • Mock conversion Blueprint • Design/develop business process overviews and Tutor templates • Finalized scope and project plan • Development and conversion specs Transition • User training • User acceptance test • Production environment setup • Data conversion Production • Deliver program/ project • Go-Live support • Customer acceptance • Responsibility transfer to client/ third party Organizational Change Management Figure 2-3: Dell’s Oracle Accelerate Methodology Plan and Scope Phase During the Plan and Scope Phase. Gather Information and Analyze Systems—An information and access request checklist will be provided before the team starts work onsite. A governance structure will be formed to provide oversight and guidance to the project and approve key planning project deliverables. The project team is organized and oriented. plan. ensuring the high-level project objectives are properly aligned with the detailed project activities. The goals are to identify business and system requirements. The following key activities will be completed during the implementation planning project. milestone dates. scope. organization change and technology activities. and propose the application and IT architecture. Project management and status reporting standards will be jointly developed and rolled out to the team. and deliverable templates that will be used to guide the planning efforts. the project management team plans the implementation project. deliverables. Cook County resources from all agencies will be identified to work with Dell to gather information and complete the appropriate tasks and deliverables needed.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Accelerate Methodology Overview Dell’s Oracle Accelerate methodology is an integrated framework that includes the full life cycle implementation of business process redesign.

the project solution desired will be for one standardized services solution that meets the needs of all of Cook County agencies. Shared Service Vision 1. In addition to the business case. The team will also obtain information about the key peak processing times and other interdependent activities and projects that may impact or may be impacted by the PeopleSoft implementation. Dell will answer the following questions: ● ● ● ● Who should share them What is needed to enable these standardized services What should be the operating model to standardize these services How should these standardized service implementation activities be governed Page 2-15 . Leaders from each of the agencies will be involved in this executive workshop to facilitate the creation of a shared vision for the implementation across Cook County. creating a detailed “current state” and “future state. How will we do it? Figure 2-4: Project Implementation Flow Scope of Standardizing Business Processes The overall scope of this project is defined in the RFI. recommending a transition plan. A draft project charter will be developed to summarize the results of the Executive Workshop Session.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Information gathered will need to be aggregated.” defining the service delivery model. compiled. As part of the scoping and planning efforts with the Cook County. Description of Proposed Solution will need to be gathered and outline the systems that the project team will access. Where are we now? Assessment 3. and assessing change readiness and risks. During this workshop. and synthesized to support recommendations for implementing standardized services to serve all Cook County agencies. stated project components must also include benchmarking existing processes. Create Future State Standardized Business Process Strategy—We will create an in-depth business case that provides an evaluation and recommendation regarding the creation of key activities that will be included in the standardized services scope for the Cook County agencies. ● Conduct Executive Workshop Session—The project team will prepare for and conduct an executive visioning workshop. the team will clarify the key objectives for the implementation. ● The Dell project approach consists of four primary steps as depicted in the following graphic. Cook County will provide access to the current systems environments. confirm the project scope. recommending organizational design and staffing model. and define the benefits that leadership plans to achieve by completing the implementation. What will we do? 4. Many of these components will actually require at least a high-level design of the specific standardized services that will be recommended. As Cook County has stated. Where are we going? Strategy Formulation & Design Plan 2.

purchasing equipment and supplies. we answer the key question: Where are we going? Although we have clear objectives and scope for this project. Page 2-16 . Cook County leadership committees will also help define the overall principles and constraints as they relate specifically to the standardized services vision. refine. we need to better understand how each agency fits long-term into the standardized services landscape within the Cook County. The requirements will be consolidated into a preliminary standardized services vision (beginning of the future state). We will openly discuss how the Cook County agencies will interact with one another during the project. Within Cook County. Dell’s project approach consists of four primary steps as depicted in the following graphic. Figure 2-5: Dell’s Project Approach Vision In Step 1.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and approve the vision. methodology. it is also common for divisions and departments to perform many of these in-scope functions autonomously—for example. as necessary. expert resources. the expectations for working together in an operating mode. which we will refine and elaborate on during the balance of the project. Prior to starting the project. we can dive more extensively into defining standardized services requirements. Early in the project. We believe our approach is unique in that we will work with the Cook County and its agencies collaboratively. to meet the specific needs of Cook County. we must gauge the level of support for standardized services and specifically which services have support and by whom. We will perform this project “with you” and not “to you. we will work with the Cook County leadership to make refinements to our approach. and the types of governance models. Once we establish the strategic context and understand clearly the direction for standardized services. Vision. and practical experience. Cook County and its agencies will review. Requirements will be collected top-down at the overall level and bottom-up at the individual institution level. The challenge is that each of these agencies operates independently. Description of Proposed Solution ● ● What is the plan to build-out the standardized services capabilities What is the plan to ramp up the expected adoption We have tailored our standard approach to address our understanding of the stated needs for this project.” Dell will provide structure. We believe there can only be one vision for standardized services within Cook County.

may produce early savings. We assess each of the key dimensions: organization. At this point. if changed. The following figure illustrates how we might portray current costs in the context of target costs or benchmarks. Besides gathering data and quantifying the current state. By involving a broader base of key stakeholders. Assessment In Step 2. These quick-hit opportunities will be packed into a set of short-term recommendations for fast action. These answers will be refined as we progress through the balance of the project. We believe it is necessary to work with each agency to present the vision and obtain feedback. The primary deliverable will be a PowerPoint representation of the current state. Dell will also assess current organizational and people capabilities to understand each agencies willingness and capacity for change.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Approval of the assessment is the second major milestone. Dell employs a fact-based quantitative and qualitative data collection framework based on a set of proprietary tools and templates. As we review and quantify the current state. The primary deliverable will be a PowerPoint representation of the vision. we answer the key question: Where are we now? We answer this question in the specific context of the vision and standardized services requirements. and workshops. we can identify issues and concerns early. refinements to the future state. people. and the beginning of the in-depth business case. The key outcome is to achieve a better understanding of the potential of Page 2-17 . principles. Description of Proposed Solution Approval of the vision is the first major milestone. Assessment. which allow us to structure a more effective communication program and garner stronger and broader support. standardized services requirements. Assessment must be performed for each of the participating agencies to understand the gap between the vision (preliminary future state) and the current state. surveys and questionnaires. and constraints. and IT. Figure 2-6: Sample Cost Illustration We will work with the participants from each institution by using core team members. process. we will reveal current practices that. we will have a preliminary answer to the questions of which services should be standardized and who should share them.

it will contain an assessment of each individual member institution. and metrics. dependencies. Dell uses multiple well-established techniques to depoliticize this process and to drive decisions that are withstanding. we will review the options and make final future state decisions. Strategy Formulation and Design In Step 3. we must establish the process and criteria for evaluating the options and ultimately making decisions. resource requirements. and technology. schedules. skill sets and career development. People will explore staffing requirements. Description of Proposed Solution the future state and the gap in the current state. The following figure illustrates how the Cook County and its agencies may migrate to standardized services. and budgets. Organization will explore delivery models. processes. Processes will explore operational and process models. we will answer the key question: What will we do? The answer to this question will elaborate on the specific capabilities required to close the gap between the current state and the future state. This is not a specific technique that achieves stronger and broad support. we will have answered most of the following key questions: ● ● ● ● ● Which specific services should be standardized Who should share in the standardization What is needed to enable these standardized services What should be the operating model to standardize these services How should these standardized services implementation be governed Approval and sign-off of the standardized services strategy and high-level design is the third major milestone. The combination of the standardized services strategy and high-level design will form the final version of the future state. Page 2-18 . we will identify likely challenges. Strategy Plan In Step 4. These are the specific capabilities that actually enable standardized services. but before they are evaluated by the Cook County agencies. people. but a process that begins on day one of the project and is ingrained in how we perform every task day-in and day-out. Strategy Formulation and Design. Technology will explore the underlying applications and infrastructure. The road map will exist at the overall standardized services level. Dell will formulate the strategic and design options. service levels. priorities. When the evaluation and decision making process and criteria are established. As the options are narrowed and decisions made. Workshops at the individual agencies and a summit with Cook County leadership committees will be essential to garner support and gain consensus. we will answer the key question: How will we do it? The answer to this question will provide a road map to transition from the current state to the future state with high-level project plans. Although there will only be one deliverable.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Implementation plans will be developed factoring in the specific activities and deliverables that will need to be completed by the project team and the impact these plans will have on the individual agencies. milestones. Strategy Plan. and risks and explore mitigation strategies. At the completion of Strategy Formulation and Design. Dell will use its expertise and knowledge of best practices to identify a preliminary set of options as they relate to organization. governance. constraints. deliverables.

The change management strategy will be reviewed and approved by Cook County key project leadership and management members. The joint project team will conduct individual and group interviews to understand current and proposed technical architecture strategies and define recovery points and timing objectives. A communications strategy will be created to define the timing. A review of the current systems and technical environment will be performed to: ― Obtain server platform configuration data ― Outline operating systems versions and parameter settings ― Summarize network configuration ― Document current storage platform and configuration ― Outline the application architecture and setup ― Review the current database versions. settings.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Description of Proposed Solution Illustration Only Single Shared Services Solution Step 3–Vision Bolt-on Pay Travel GL Cluster Solutions P T AP T AP AM Step 2 GL AR GL AR P AM P AM T AP T AP GL Asset Mgt. Technical Architecture Assessment—The joint project team gathers information necessary to identify aspects of the systems environment and technical architecture and infrastructure that may not support the concurrent PeopleSoft implementation activities. and volume types ● Page 2-19 . Below is a high-level summary of the key activities and deliverables completed during the remainder of the planning and scoping phase of the Dell Accelerate Methodology ● Define the Change Management Strategy—The joint project team will assess the complexity and volume of changes anticipated and evaluate the impact these changes will have on the various agency stakeholders and end users that will be affected by the implementation. AP AR Individual Site Solutions Nationalize Existing Solutions Bolt-on AR GL AR Step 1 P AM • Common processes used throughout member institutions • Standard implementation of policies • Single shared services entity • Centralized process management and governance Current • 1-2 standard processes based on the best of heritage practices/ systems • Fragmented systems • Fragmented processes • Rationalized implementation of policies • Rationalized management structure • >80% common processes across cluster of institutions • Common policies • Standardized bolt-on solutions • Process management across clusters Figure 2-7: Sample Migration Flow At the completion of standardized services planning and scoping activities. layout. the in-depth business case will be completed and answers to the following key questions will be documented: ● ● ● What is the plan to build out the standardized services capabilities What is the plan to ramp up the expected adoption What is the financial case At this time. frequency. The joint project team will summarize the business process and changes and/or improvements that will result as a part of the implementation. the Cook County leadership committees will provide final approval and sign-off for the project. and methods the joint project team and agency leadership will use to share information about the upgrade and its impact on the various constituencies.

are conducted throughout the implementation life cycle to facilitate broader agency-wide participation and involvement in each key implementation step. The Cook County and Dell team member assignments will be made based on skills. This will provide the joint team the opportunity to obtain consensus and ownership for the project scope. and updated throughout the entire project life cycle and used by the team and leadership to keep the project team focused and on-track. risks. and the recommended option. The pros. The project plan. Implementation cost estimates will be created to summarize the hardware. and Responsibilities—Scoping inventories will be created to describe the complexity and volume of items within scope and the approximate time and effort required to drive the various portions of the implementation. enhance. Feedback obtained will be incorporated into the technical assessment prior to finalizing the results ● Outline Implementation Approach and Phasing Recommendations—Based on the information gathered during the workshops and the analysis performed by the joint project team on the systems and corresponding documentation. Using standard deliverable templates across the team provides each team member a framework to follow for completing assignments and enables more timely review and approval of materials from key participants and leaders across Cook County. and high-level cost ranges of each of these options. experiences. by process area. and resource expenditures needed to successfully complete the project. software. and interim milestones that need to be established for both the common and agency-specific teams to accomplish the project’s overall timeline goals. A draft of the technical assessment results will be created and reviewed with Cook County’s key technical leaders. Dell recommends that this integrated plan be monitored. Interim key deliverable milestones will be identified and an overall timeline created to show the sequence and timing of the implementation activities. maintained. user advisory group workshops. will be presented and approved by key Cook County project leadership and management. A gap analysis will be performed between the information gathered and leading practices to outline where the current environment is in alignment with leading practices and identify where gaps exist. A matrix summarizing the key responsibilities for each role outlined on the organization chart will be created. cons. the team will outline phasing options for Cook County to consider. resource estimate and timeline be developed jointly by the common and agencyspecific teams during the Common Design and Planning phase of the project. Roles. For example. Feedback received from project leadership and management will be incorporated into the drafts and approved. and Cost—A project plan will be created that outlines the key tasks/deliverables and effort estimates that will need to be completed as part of the implementation. staffing approach. Description of Proposed Solution Technical architecture data and statistics will be collected to outline the performance of the current environment. Create Integrated Overall and Agency-Specific Planning—Dell also suggests that an overall program plan. ● ● ● ● Page 2-20 . and cost summary draft(s) will be reviewed by key project leadership and management team members. and level of estimated availability. resource requirements. timeline. define the environmental requirements for growth and scalability. The joint project team will develop a strategy for bridging any identified gaps and define recommendations to streamline. and scale the technical platform to accommodate the PeopleSoft implementation activities. An implementation team organization chart will be drafted. The use of standard workshop materials enables workshop participants to focus efforts on the content of what is being discussed and proposed.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Timeline. and document any known or perceived environmental issues that will preclude it from supporting the concurrent PeopleSoft implementation project. Based on the recommended option selected. Outline Team Structure. improve. Rollout Standardized Deliverable Techniques and Templates—We suggest that the common and agency-specific teams follow the same approach for completing tasks and leverage standardized templates as the starting point for completing deliverables throughout the implementation life cycle. Create and Approve the Plan. the joint project team will recommend the appropriate technical infrastructure to align with the phased approach.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. will provide Cook County with the highest level of collaboration and cooperation. Plan & Scope Blueprint Build & Test Transition Production During the Plan & Scope Phase. Our approach for requirements definition includes gathering and reviewing existing current and future state business process and systems documentation and using this as the basis for conducting workshops to confirm and prioritize requirements and mapping Cook County business processes. propose the future business model. The goals are to identify business and system requirements. The workshops will be divided into two groups—one group focused on confirming the current state and one group focused on defining the future state vision using PeopleSoft-delivered functionality to the extent possible. Detailed design of any custom extensions. Dell’s methodology includes a detailed approach toward documenting and prioritizing the business and technical requirements associated with the implementation in a deliverable called the Requirements Traceability Matrix. The team also identifies process and organizational changes required for implementation. the user advisory groups work closely with the team to confirm the mapping of the current state (as-is) business processes and how the current systems application functional capability is set up to support these Page 2-21 . interfaces. Key Activities • Define strategy for changing business processes. The team develops a learning plan to ensure team members receive training and support necessary to perform their roles on the project. The project team is organized and oriented. the project management team plans the implantation project. These workshops include bringing together each agency’s SMEs and key users (user advisory groups) to define the current and future state business process and systems requirements. and propose the application and information technology architecture. and will facilitate the common configuration and development activities that Cook County agencies desire as part of this standardized services implementation. organization. in conjunction with each agencies active participation in the governance model as outlined within the RFI. and applications • Create conceptual model of the application and technical architecture • Define strategy for extending and customizing applications • Identify data conversion requirements and strategy for converting legacy data • Define testing approach and strategy • Define performance testing approach and tools • Conduct initial project team orientation • Develop project team training plan • Assess organization’s readiness for the project • Plan and initiate project communications Key Deliverables • High-level process vision and designs • Current business baseline • Preliminary conceptual technical architecture • Project team learning plan • Application extension Strategy • Data conversion strategy • Reporting and information access strategy • Application testing strategy • Performance testing strategy • Project readiness roadmap • Communications plan • Project charter and project initiation document • Project schedule and resource plan • Quality plan • Project initiation workshop Figure 2-8: Project Plan & Scope Phase Blueprint (Fit/Gap) Phase The goal of the Blueprint Phase is to create the optimal business process solutions to meet Cook County’s future business requirements. Project team members design application configuration options and detailed business procedure documentation. ● Current State Group—During the current state workshops. This matrix is organized by in-scope business processes and modules. Description of Proposed Solution Dell believes that the joint development of an integrated plan and use of standardized techniques and tools. and data conversions occur during this phase.

security. etc. They will identify and document configuration areas set up within the database that can be used across all agencies of Cook County. This team will also be responsible for the design.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. ● ● The team will incorporate the fit/gap analysis results into the requirements traceability matrix. timeframe. the user advisory groups will be asked to work with their individual departments to develop a business case and department-specific plan for accommodating these department-specific needs as a follow-up to the workshop sessions. Cook County standardized and agency-specific plans will need to be aligned. A Cook County standardized project and resource plan will be created for the implementation and deployment of the Cook County standardized business processes and configurations. This team will be ● Page 2-22 . To facilitate common setup and development across agencies and realize economies of scale. full-time team of Cook County employees participating from each agency. To facilitate the timely and successful completion of the overall project within the timeline outlined in the RFI. and deployment of standardized requirements at each department. Agency-Specific Team—This team will revise the agency-specific business processes to accommodate the design. ● Future State Group—During the future state workshops. ● Common Team—This team will facilitate the design. The Cook County standardized project and resource plan and the individual agency-specific plans will be reviewed and approved by the Cook County program management and leadership teams. and the approach that will be taken to satisfy the fits and address the gaps. resourced. full-time project management. and technical Dell consultants. consistency. This matrix will be the single source of information about each department. Cook County’s program management and leadership teams will approve each change request before work will commence. implementation.) across all agencies. implementation. This team will consist of a dedicated. Business Processes—The team will identify and obtain consensus on those future state business processes that will be standardized across Cook County and those that will need to remain unique at a department level. modification. For those configuration areas that only apply to some or one of the agencies within Cook County. the overall Cook County needs. the user advisory groups work closely with the team to map the proposed future state (to-be) business processes and demonstrate how the PeopleSoft-delivered functionality can be set up to support the future state vision. and deployment of Cook County standardized requirements (business processes. the team will consist of common and agency-specific teams with user advisory groups by process area serving as the liaison between both teams. implementation. This team will also include dedicated. functional. Business process improvements leveraging leading practices will be identified and the potential benefits for each will be summarized and used to prioritize the implementation sequence and scope. and staffed at the appropriate levels to facilitate the achievement of key interdependent milestone dates for the project. Future state process maps will be created by the team for those business processes that will be standardized across all Cook County agencies. Configuration Areas—The team will identify those configuration areas that will be standardized for all agencies within Cook County. Description of Proposed Solution business processes. configuration. For those business processes that will not be standardized across all Cook County agencies. the user advisory group members will be asked to work with their individual agency to map their unique future state business processes as a followup to the workshop sessions. and commonality. Business process pain points and inefficiencies will be identified and the implications will be documented. and effort associated with implementing and deploying these agency-specific business processes and configuration areas. agency-specific project plans will be created to outline the approach. For the business process and configuration areas that are unique to some or one agency. Changes requested after this approval is received will be documented following a formal change request process. reports and queries. and deployment of department-specific requirements and project plan. The team will identify current business processes that are common across Cook County and those that only apply to some or one agency.

and will work with the common team to develop and implement the Cook County standardized plan. we develop detailed “as-is” and “to-be” business process flow diagrams to document business process flows.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Our methodology incorporates a detailed approach toward understanding business and technical requirements. Additionally. and commonality. reports. We suggest logging the requirement for consideration in future upgrades to determine if the deviation changes. as well as documenting the desired business processes. We typically identify requirements and map business processes through workshops that bring customer SMEs to the table. these groups will escalate this competing priority to the executive committee (as defined in the RFI) for resolution. and modifications to the delivered application objects. ● User Advisory Group (by Process Area)—This group will consist of part-time. Page 2-23 . and technical consultants as requested by each department. regulatory. and at the time of the upgrade. Description of Proposed Solution comprised of dedicated department-specific resources supplemented by department-focused project management. we recommend that this deviation be logged and deferred. The user advisory group will also work with the agency-specific teams to develop and implement the applicable agency-specific plans. we address requirements definition and fit/gap analysis during our Blueprint phase. Dell suggests that a business justification document be created for each business process or configuration area that does not align with the overall Cook County business process and configuration standards agreed-on by the common team and user advisory groups by process area. strategic mission or objective at that agency or subset of agencies ― Recognizes that realizable and quantifiable benefits for the deviation are greater than the initial and ongoing costs associated with the deviation across a period of three to five years ● ● If the unique requirement or deviation does not pass one of these criteria. policy statement at that agency or subset of agencies ― Links directly to a published. is required to support the needs for each agency in Cook County or the deviation passes one of the criteria outlined above. Potential competing priorities between the common and agency-specific teams that cannot be resolved by the user advisory group by process area will be escalated by the appropriate user advisory group to the operating committee (as defined in the RFI) for resolution. The SME works closely with our consultants and the mapping of processes and requirements to application functions is documented. Guidelines for Resolving Competing Priorities—Dell recommends that a set of guiding principles be established and agreed-on by overall project and department leadership to facilitate common setup and development across the agencies and realize economies of scale. functional. and assist in resolving and competing priorities between the common and agency-specific teams. consistency. We suggest that the business justification for approval be limited to those business process and configuration deviations where the unique requirement passes one of the following criteria: ― Satisfies a published. Customizations inevitably arise during a project and. dedicated representatives for each process area from each department who will represent each agency’s needs in the current and future state workshops. Requirements Definition and Gap Analysis Techniques As part of our ERP Implementation Methodology. Competing Priority Escalation Procedures—The user advisory group by process area will serve as the liaison between the common and agency-specific teams and facilitate the standardization of design across Cook County. although best practices suggest minimizing enhancements. the reality of the situation is that unique business requirements necessitate interfaces. or statutory need for that agency or subset of agencies ― Supports a published. We incorporate the use of a detailed tracking mechanism for documenting the organization’s technical and functional requirements. If the user advisory group and operating committee are unable to resolve these potential competing priorities.

policy statement at one agency or subset of agencies ― Links directly to a published. inevitably. the alternatives that were considered. Our team works with the customer to develop a business justification document summarizing the rationale and benefits for moving forward with the recommended enhancement. ERP applications are designed with best practices in mind. Dell recommends that the development effort of modifications and other similar development items be prioritized in order from highest to lowest using these criteria: ● Satisfies the needs of all agencies in Cook County Page 2-24 . This provides the institution with the ability to control the impact each of these has on the overall project timeline and budget. yet meets the functional and technical needs of the organization. interfaces. and the appropriate governance committees before further work is performed on each enhancement. We suggest logging the potential modification for consideration in future upgrades to determine if the modification request changes and at the time of the upgrade is required to support the needs of all agencies in Cook County or the passes one of the criteria outlined above. or statutory need for one agency or subset of agencies ― Supports a published. Enhancement—Not all requirements can be met by delivered functionality and when business processes are strategic to the organization. This tool is used as an input to: a) the business process design session necessary to close the gap. the impact this enhancement will have on the project in terms of scope and timeline. We work closely with our customers to design an optimal solution that has minimal impact to the delivered application. The team obtains approval for each business justification document with the project team. regulatory. Our consultants work closely with the customer to close those gaps via one of two mechanisms: ● Business Process Redesign—The first method for closing gaps is to explore the possibility of redesigning the business process to match the delivered functionality of the ERP application. it is often necessary to customize the application rather than attempt to lose critical functional capability through a change in process. We use a detailed gap analysis and tracking mechanism for documenting gaps. and regulatory landscape that multi-agency public research agencies operate within. Dell suggests that this approach be followed for any new online/batch modifications. project management. workflows. and the initial and ongoing development effort and costs that the organization will incur if the enhancement is approved.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. or b) the design document that results from a decision to customize the application. Dell suggests Cook County evaluate whether or not a modification is approved if it passes one of the following criteria: ― Satisfies the needs of all agencies in Cook County ― Satisfies a published. operational. bolt-on applications. strategic mission/objective at one agency or subset of agencies ― Recognizes that the real and quantifiable benefits for the deviation are greater than the initial and ongoing costs associated with the deviation across a period of three to five years ― Realizes that the cost benefit analysis demonstrates that the modification is more favorable to Cook County overall than each of the business process or technology alternatives evaluated ● ● If the potential modification does not pass one of these criteria. we recommend that this modification be logged and deferred. and we typically work with our customers to develop a business case detailing the reason a delivered process or application function did not work. and conversion programs or changes to these programs that have been developed as part of the baseline database. reports and queries. Guidelines for Minimizing and Prioritizing Modifications—We recommend that a set of guiding principles be established and agreed-on by overall project and agency leadership to minimize and prioritize modifications. Description of Proposed Solution Because of the complex business. the mapping of requirements and processes to application functionality results in gaps.

and user security structures • Design the application and database configuration to support the security requirements • Design application extensions to address gaps • Design and develop conversion programs • Outline conversion testing plans • Develop detailed test scripts for unit. and consistent business process and application design by taking a more rigorous approach to justify all types of deviations from PeopleSoft. security profiles. regulatory statutory. Dell’s experience has been that customer’s achieve true economies of scale and can facilitate a common. or those that have been agreed-on by the leadership of all agencies that are to be included in the scope of the deployment. Key Activities • Finalize application setups. and the modification have realizable and quantifiable benefits greater than the initial and ongoing costs associated with the modification during a period of three to five years If the modification does not satisfy 1 through 4. interfaces and data conversions occur during this phase. regulatory statutory. standardized. or strategic mission/objective at one of the agencies If the modification does not satisfy 1 through 3. The team also identifies process and organizational changes required for implementation. policy statement. and integration testing • Develop performance testing scripts and prepare test data • Develop human performance systems requirements and define the learning plan to re-skill the users for their new roles Key Deliverables • • • • • • • • • • • • • • • Future process model Business requirements scenarios Audit and control requirements Mapped business requirements and data High-level Gap analysis Application setup documents Application extension definition and designs Security profiles Conversion data mapping and program designs Application and performance test scripts/data Technical architecture requirements and strategy Application architecture User learning plan Updated RAID log Time and cost tracking Figure 2-9: Project Blueprint Phase Page 2-25 . and the cost benefit analysis demonstrates that the modification is more favorable to Cook County than each of the business process or technology alternatives evaluated ● It is our experience that when our customer’s take a more rigorous approach to justify each modification from PeopleSoft delivered functionality using the business justification document approach. Detailed design or any custom extensions.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Below is a high-level summary of the key activities and deliverables completed during the blueprint phase of the Dell Accelerate Methodology Plan & Scope Blueprint Build & Test Transition Production The goal of the Blueprint Phase is to create the optimal business process solutions to meet your future business requirements. fewer modifications are approved. Description of Proposed Solution ● ● ● Satisfies a published. Project team members design application configuration options and detailed business procedure documentation. system. as delivered. or strategic mission/objective at more than one agency Satisfies a published. parameters. and project leadership approves and prioritizes these modifications up front following the guidelines established above. policy statement.

Data Conversion—Data will be collected. Page 2-26 . and unit tests all development items. Build and Unit Testing—Detailed functional and technical design specifications will be created for each approved enhancement (such as business process. An updated configuration document will be created or updated to reflect the rationale for adding or changing any database configuration area. interfaces. The team also configures and unit tests the master copy of the database. and UAT will be performed on the database to validate each enhancement will operate individually and collectively. conversions. interface. while the functional team executes functional. A unit test plan will be created for each enhancement to outline the conditions that need to be successfully achieved before the enhancement is considered operational. including Mercury and Rationale. and business system tests. data conversions. security). interfaces. configuration. We have leveraged many automated testing tools to help expedite this process. Build. Description of Proposed Solution Configure. The following provides further detail of the key activities completed during this phase: ● Business Process and Application Design—A business process detailed design document will be created for each business process change or improvement. integration. as specified. modifications. By engaging customer personnel. and Test phase. cleansed. reports/queries. and Test phase the development team codes. and end users. In addition to automated tests. we achieve two goals: ● ● Validate the customer adequately tests the solution and identifies all pertinent business scenarios Facilitate knowledge transfer and ownership of the end solution The following pages outline some of the testing methods that will be leveraged throughout the engagement. system integration. ● ● ● Based on our many years of ERP implementations. Dell will leverage a variety of testing methods to validate the best operating solution will be deployed. and Test Phase During the Configure. reports. Build. and queries. or query security role will be coded and unit tested to validate the changes made satisfies the design specification. Multiple mock conversions will be performed to validate that the conversion programs and accurately and completely converting the data from the legacy system into PeopleSoft. Training curriculum and materials also are developed during the Configure.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Dell can also facilitate extensive testing with customer core team members. including modifications. Each new or revised modification. report. and converted into the mock conversion environment to validate the conversion programs are working as planned and all data needed to support the enhanced baseline database will be completely and accurately stored in the system. subject matter experts. performance. Testing—Assembly. Build.

is usable. Requirements-driven. read and use reports. and objects to co-exist in an environment that emulates real world (production). The users will also check to verify all business requirements have been satisfied. This process requires its own verif ication to test that the integrity of data transf erred f rom the existing system to the replacement system is protected. i. Objectives include computational correctness.. This test may be planned and executed by the business representatives and/or end users to conf irm the system operates in the manner expected. end users can easily execute transactions. The f ocus of this type of testing is to prove the “connectivity” and “communication f low” in the technical and f unctional design documents. etc. This is a straightforward “end-to-end” test with minor defects to provide the users conf idence in the system. and recovery. are accurate and suitable f or the purpose intended. expected state transitions. proper handling of boundary conditions (including extreme inputs an conditions that cause extreme outputs).Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. May indicate tests required to modif y or re-structure the data f rom the existing system so that it will be accepted by the new system.e. modules. Soon it will be a subsystem. Concatenates testing strings or groups of “unit” tested modules. Tests the ability of the programs. This type of testing takes on the “bottom up approach”. This may include verif ying the system is easy to use. and application documentation and help screens are easy to use. application is navigable. Low-level tests that examine individual processes and data f lows. f orms. handling. based on selecting the input data and other parameters f rom the sof tware requirements and observing the outputs and reactions of the sof tware. and any supporting material such as procedures. Tests all known hardware and sof tware environments in which the system is expected to operate. The f ocus is on the links between the units and then builds to the links between the subsystems. adequate error detection. Black Box Test: Component Test: Configuration Test (also known as portability test): Data Conversion Test: Data assets that are transf erred f rom an existing system to a new system are considered a conversion. etc. proper behavior under stress or high load. Page 2-27 . Function Test: Integration Test: Demonstrates that the system interf aces and works with other applications and systems in the environment. Start by testing two links and then add another. Test this finished subsystem with another f inished subsystem. terminology is clear. Description of Proposed Solution TYPE Acceptance Test : DESCRIPTION Verif ies that the system meets the business f unctional and operational objectives def ined.

f requency. Data (often production data) is entered into both the current production system and the new system. measured and validated against pre-def ined criteria. This test type may also test f or acceptable levels of data. Demonstrates the sof tware product behaves as an integrated whole. This test is executed af ter system test is completed. transactions. ― Communication strategies and plans ― Consulting in training strategies and approaches Page 2-28 . or processors. ● Training and Change Management—Cook County training materials will be updated or created to educate the users on how to process transactions through PeopleSoft. transaction times (i.e. integration testing to ensure that at each level of integration errors have not been introduced into the tested system unintentionally. minimum damage to architecture). Examples include testing a heavy volume of data f or a longer period and/or testing a peak volume of data over a short span of time. String Test: System Test: Unit Test: Figure 2-10: Sample Testing Methods The joint Cook County and Dell project team will develop a testing strategy document that will outline the appropriate approach and sequence of testing that will be followed on the Cook County project. Sof tware and user interf ace procedures are observed in a controlled production-like environment. or saf e shutdown (maximum shutdown warning. The emphasis is in observing the responsiveness of the sof tware and ensuring the user interf ace procedures are in place and understood. Rerunning test cases during top-down. If the results are acceptable the current production system can be disengaged while the new system remains and becomes the production system. batches. and runs on the company’s technical platf orm. Tests designed to ensure the system ability to be restored to operation with f ull recovery (as prior to f ailure). and databases. The end of system test marks the hand-of f of the system f rom its creators to its owners f or acceptance test preparation. but operational procedures and perf ormance verif ication may be a part of this testing. Tests the f unctions of the sof tware along with error situations. These tests ensure the system provides acceptable response times. Conf irms that the extended business operation is ready f or the new information system. and/or durations. performs the way the creators intended. The new system is brought up in parallel to the production system. This proves all areas of the system interf ace with each other correctly. while processing the required transaction volumes on a production sized database. Perf ormance test may also be done f or interf aces. Systems are tested. and meets the service level perf ormance requirements.e. Both systems are operated as per the def ined procedures and using the same data then the results of the new system are compared to the current production system. The objectives of this type of testing are to confirm each element verif ies the technical design and the clarity of the design and coding. The f irst goal of this type of testing is confirming functionality. It also demonstrates the amount of data the sof tware can handle (this is especially necessary f or real-time systems) and the ability of applications and hardware to continue operating when exposed to situations that demand resources in abnormal quantity. Isolated testing of each logic f low path of code. This conf irms the inf ormation system being assessed will support the company’s current business cycles and volumes as well as handle predetermined f uture growth.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. networks. degraded recovery (reduced computing capacity but f ull f unctionality). Perf ormance testing illustrates the application is able to f ulf ill its tasks in an acceptable amount of time. batch cycle times (the time it takes to process a set of data supplied f or a single transaction or set of transactions). Multi-user test to prove that it is possible for an acceptable number of users to work with the system at the same time with specif ic volumes of data. Demonstrates the system functions to specif ication with acceptable response times (i. Description of Proposed Solution TYPE Interoperability Test: Load/Volume/Stress Test: DESCRIPTION Verif ies the sof tware is compatible with multiple versions of interf acing sof tware. Rerunning test cases that have been previously executed correctly in order to ensure that the modif ications to the system have not introduced new errors into unmodif ied portions of the system. This involves performing tests that extend beyond the ef f ort needed to simply test the integration of the current module. This may require running an enormously large number of test cases. Cook County user procedures will be developed to provide users with aid processing of transactions once Cook County completes the cutover to production. This includes total system environment testing which involves testing the product with other sof tware and hardware combinations supported by the product as well as security testing. Data and testing processes must be derived f rom business requirements. Model Office Test: Parallel Test: Performance Test: Recovery and Disaster Recovery Test: TYPE Regression Test: DESCRIPTION Testing of a previously verif ied sof tware product f ollowing modifications for extension (change in scope/f unction) or correction. The new system is installed in a production-like environment. the time it takes f or the system to process a request). the time it takes for the system to process a request and return a response).

For ERP initiatives. standardized materials are being presented. while more complex material will require customer-specific. and classroom training approach. and instructor-led training classes. proprietary training tools that we have created during the past 15 years of successful ERP transformation initiatives ― Oracle-delivered User Productivity Kit (UPK) pre-built samples. Oracle’s UPK is an excellent tool that we use on virtually every Oracle/PeopleSoft project to build training content. Training delivery is done using these pre-built business process scripts to ensure training is delivered consistently. viewing personnel information) will lend itself well to simple e-learning training. where we enable our customers to provide the training ― Training instructors—Dell-provided training A comprehensive and well-designed training program is necessary to facilitate the understanding of job responsibilities and to set and manage expectations. quality training materials are developed based on system requirements and user needs and delivered in a timely and cost-effective manner. Prior to building the training strategy. editing. such as delivery method. and in performance testing where we can run thousands of scripts concurrently to simulate peak loads User Curriculum Planning—Based on our experience in using best practice methodologies. the train-the-trainer approach will require significant participation from customer personnel. Individuals responsible for material development and delivery are required to follow a standardized methodology of tools and templates. we have proven successes in blending business process change content with PeopleSoft how-to content Training Development—The steps in the development process for creating. and an accurate facilities assessment. roll. mandatory versus optional courses. The focus on the training materials will be to ensure that throughout the process. and physical location. Dell provides tools as templates to jumpstart the training activities. develop training assets. This helps to ensure the consistency and quality of the materials developed Training Delivery—Extensive planning and a detailed training delivery strategy is required. and facilitate and deliver the training. formal. self-paced. e-learning. UPK is a powerful training tool that we also use in our UAT. The role-based curriculum plan drives the training development plan and also assists in the overall training registration efforts. Some material (for example. A formalized training production process should be used to ensure that with any change implemented. A comprehensive training strategy is developed to outline the approach and serves as a guideline to the training tasks. The audience analysis performed during the assessment phase identifies all users. the curriculum plan is developed and a list of proposed assets created. To design the appropriate training approach. Dell employs a role-based curriculum approach. develop a role-based curriculum. On our projects. regression testing. assigned roles. and adherence to mandated training ― Creation of course content ― Train-the-trainer services. From this. role definition. The three key pieces of information required for an accurate needs analysis include the audience analysis. Training resources are engaged early in the project to assess audience needs. determine roles. number of conducts. We use a combination of: ― Pre-built. a thorough assessment of users’ characteristics and needs is required at the beginning of every project to help tailor the training approach. and finalizing the training material assets must be considered. We typically prefer to use a combined train-the-trainer. classroom instructor-led training ● ● ● Page 2-29 . Description of Proposed Solution ― Core layout and conduct. We will leverage whatever assessment work has already been completed to complete the solution: ● Training Strategy—A robust training strategy provides the framework for the training program for individuals in the organization detailing the requirements for training to be developed and administered. We use these business process scripts in online.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. the needs of the organization are analyzed to make sure the correct training deliverables and delivery methods are executed.

and individuals within the participating agencies. Governance. Knowledge. The following section provides an overview of the approach to the organizational change activities. Policies. Description of Proposed Solution Overall. Jobs and Roles Competence—Job Skills. the requirements of a training strategy helps to ensure a solid training program is established and accepted by the program management team. supporting the entire life cycle of business performance and continuous improvement. Behavior. Culture • Behavior • Values • Norms • Motivation Organization • Structures Communication Planning & Execution • Address internal and external audiences • Effective communication of the mission. and goals • Use of cascading communications techniques Organizational Design • Design and implement best practice HR strategies • Consider culture and competencies Training Content Build & Management • Training assets are created and maintained • Assets maintained and acce3ssible around the clock Knowledge Transfer • Timely and effective knowledge transfer fosters confidence • Delivery designed to fit audience needs LEAD • Teams • Jobs/Roles • Policies Competency • Aptitude • Acumen • Skills • Knowledge Figure 2-12: Organization Architecture Page 2-30 . vision. What is our situation today? What does the solution look like? Organizational Transition How must our processes. and systems change? What new policies and procedures need to be designed? What is the plan to implement the solution? Current State How is my job changing? Future State Will I have the skills/support I need to carry out my new job? Individual Transition Am I comfortable with and capable of performing my job? Why are we doing this? What is in it for me? Figure 2-11: Dell’s Transition Methodology Dell has packaged the delivery of these “Organization Architecture” components with a comprehensive methodology. The Dell methodology considers: ● ● ● Culture—Values. Mission Organization—Organization Structure.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. organization. Motivation. Aptitude Dell’s methodology seeks to maximize success by addressing the needs of the organization and individuals throughout the change journey. project team members.

Dell follows a disciplined approach geared to enhancing the speed. and performance factors on an Page 2-31 . interface programs. The production environment is installed. interfaces. the development team codes and tests all custom extensions including application enhancements. Key Activities • Create detailed designs for application and database deployment and application configuration • Document detailed hardware and network requirements • Develop and test custom application extensions. workflows. During the cutover period. Legacy systems will be shut down and transactions will be staged during the cutover period. system. configured. Each transition brings its own set of issues that must be addressed if the organization is to successfully attain and sustain the change. Transactions are cutoff and staged for entry into the new system. both the departments and the individuals who make up the departments go through a transition. cleansing. project team. technical and system reference documentation Initiated change control processes Executed quality plans Updated RAID log Figure 2-13: Project Build & Test Phase Transition (Deployment) Phase The Transition phase consists of the migration plan development and ‘dress-rehearsal’ type activities in preparation for go-live. reports and queries. and interfaces. and sustainability of business transformation by focusing on human motivational. and support team is ready for the transition to production. Dress rehearsal activities will be performed to validate the sequence of steps and timeframe needed to migrate and transition each agency to production. The team creates and executes performance. integration and business system tests. conversions. Below is a high-level summary of the key activities and deliverables completed during the build and test phase of the Dell Accelerate Methodology Plan & Scope Blueprint Build & Test Transition Production During the Build & Test Phase. User training is performed to prepare the users to process transactions in the new system. adoption. the team oversees the entry of staged transactions by end users. capacity. Description of Proposed Solution During a change implementation. Conversion programs are installed and data is converted and validated. Once the cutover activities are complete.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Users will begin to process the staged transactions in the new production database. The final production database will be updated and secured. and custom application code • Develop and test conversion programs and perform conversion business object and validation testing • Prepare testing environments • Execute system performance testing • Develop user learning materials • Design the production support infrastructure and develop transition and contingency plan Key Deliverables • • • • • • • • • • • • • • Completed technical designs Created application extensions Developed conversion programs Performed conversion validation tests Finalized testing requirements and strategy Conducted unit. and configuration values are migrated into the production environment. Modifications. A readiness assessment is performed to confirm that the users. Final data collection. and integration testing Conducted performance testing Defined system capacity plan Developed user learning materials Developed transition and contingency plans Published user. and conversion activities will be performed for each agency. and secured. The pre-production baseline database will be created and secured. the final data conversion and cutover activities will be performed.

Figure 2-14: Transformation Management Flow Figure 2-15: System Training Approach Page 2-32 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. The following is an overview of how Dell approaches transformation management throughout the project life cycle from stakeholder assessment through end-user training. The assessment and ongoing activities focus on determining the baseline needs and opportunities to be addressed as part of a business process transition effort. Description of Proposed Solution individual and organizational level.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Plan & Scope Blueprint Build & Test Transition Production During the Transition Phase. Description of Proposed Solution Figure 2-16: Approach to Courseware and Deployment Below is a high-level summary of the key activities and deliverables completed during the transition phase of the Dell Accelerate Methodology. Key Activities • Install data conversion programs and automated conversion tools in Production. assess production readiness and execute production cutover Key Deliverables Installed conversion programs Converted and verified data Performed user acceptance test Conducted user learning events Prepared production environment Set up applications Implemented production support infrastructure • Verified production readiness • • • • • • • Figure 2-17: Project Transition Phase Page 2-33 . The project team fully executes data conversion and uses the developed documentation to train end users and support staff. convert legacy data. the project team deploys the finished application into the organization. and verify data accuracy • Perform acceptance test • Conduct user learning activities • Enter setups into the productions environment • Implement the support infrastructure. Transition depends on the Build and Test Phase for the fully tested business system. The organization conducts a production readiness check.

support. Production marks the last phase of the implementation and beginning of the system support cycle. and transitioning support to the full-time support organization. decommission former systems. and further refinements to the systems and configuration need to be made. researching and resolving issues that have been escalated. Below is a high-level summary of the key activities and deliverables completed during the production phase of the Dell Accelerate Methodology. At the conclusion of the post production support period. During the production support period.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Description of Proposed Solution Production (Support) Phase The Production Phase starts immediately after the production cutover activities are completed. and propose the future business and technical direction for the enterprise Figure 2-18: Project Production Phase Key Deliverables • • • • • Begin production Conducted post-project review Measured system performance Decommissioned former systems Refined production system Page 2-34 . the project team supports the user community while processing transitions. The team works quickly to fine-tune the system and begin regular maintenance. They provide ongoing support to the organization for the remaining life of the system. Plan & Scope Blueprint Build & Test Transition Production The Production Phase starts immediately with the planned cutover. the project team transitions from the project. Legacy systems are decommissioned and post production reviews are conducted by team leadership to identify areas needed for follow up and advanced training. Key Activities • Determine how well the Production System meets the business objectives and identify recommendations for enhanced organizational effectiveness • Assess system performance. Included in this final phase is a series of refinement and measurements activities.

Whenever an output is required. Program. and are part of our Project Management Information System (PMIS). and account leaders. The five phases of the PMM provide a time-phased approach to managing projects and are applied in an iterative manner. checklists. and Portfolio Management Methodology (P3MM) P3MM is the Dell framework for managing projects. The PMM component of the overall P3MM framework provides a methodical five-phased approach that is consistent for all types of projects and is referenced by all employees. Figure 2-19: Dell’s Project. custom applications. and overall portfolio of projects by project and program managers and the Project Management Office (PMO) throughout the project life cycle. and financial solutions. programs. Our P3MM is the synthesis of the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK). and Portfolio Management Methodology (P3MM). and Dell’s practical experience developing and delivering IT. However. Description of Proposed Solution Project Management The following figure provides a high-level view of Dell’s Project Management Methodology (PMM)— Project. business. the project management Standard Operating Procedures (SOPs) defines mandatory elements of the standards and Page 2-35 . The P3MM and all supplemental documentation are designed as part of the overall engagement approach for Cook County. the methodology provides tools and techniques to help produce the output. Tools and techniques include templates. The user maintains the flexibility to adapt to customer needs and practices. Program. software tools. P3MM is based on industry-accepted principals from the Project Management Institute (PMI). Program. and Portfolio Management Methodology (P3MM) Project. but rather a road map to be modified to fit the dynamics of each project. We have developed standard operating procedures and tools for each knowledge area to meet the needs of complex enterprise software initiatives.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. The PMM provides a standard approach to project management based on our best practices. The PMM is not a strict procedure. project managers. and intranet links. supporting processes. the Capability Maturity Model (CMM) of Carnegie Mellon University’s Software Engineering Institute (SEI).

verify. certifying project managers to manage projects of various levels and standards for conducting project plan certifications and project health assessments. along with guidelines to scale. Figure 2-20: Approach to Project Management Scope Management The Scope Management SOP defines the processes and their interactions used to plan. controlled during execution. resource plans. cost budget. and communications. but rather as a framework where other delivery methodologies can be plugged in to create a customized engagement approach that meets the needs of a particular customer. which is customer satisfaction. and delivered to the satisfaction of the sponsor. and risk. Description of Proposed Solution processes that our employees must follow. The objective of the scope management process is to ensure that the project scope is adequately defined. define. Provided below is a broad overview of P3MM project oversight included within the Dell Oracle Accelerate project methodology. which have a direct correlation to most other areas of the project including the schedule. ● Scope Planning—A key aspect of the Dell Scope Planning effort is to integrate the scope management processes with the other project management processes and to ensure all facets of the project are congruent and focused on the end goal. PMQP is a standard for quality practices in project and program management. P3MM is not intended for use as a standalone method.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and risk factors. integrated into the Project Plan Document (PPD). The following graphic illustrates the interlinking of Dell’s program governance. Scope management defines the project’s deliverables. risk mitigations. The entire PDD describes all of the Dell project management processes and how those processes are Page 2-36 . Our Project Management Quality Program (PMQP) is another part of our P3MM. according to size. It contains standards for categorizing projects according to size. complexity. complexity. The Dell approach to scope management is aligned with the PMBOK scope management processes and is described below in terms of the four PMBOK processes. and implementation management approaches. program management. and control the scope of work for a project.

● Scope Definition—The primary tool for scope management is the Work Breakdown Structure (WBS). The deliverable definition expands on the information in the WBS by providing a detailed description of the deliverable. communication. The WBS serves as the primary classification scheme for work performed on the project and all change requests are discussed in terms of their impact on the WBS deliverables and associated activities in the schedule. In the case of a software deliverable. and integration management processes. additional requirements. the WBS is also a tool for project integration. audience. Project schedules and cost estimates cover the same work as the WBS. which is part of the Integration Management SOP ● ● The PMM includes a process for conducting a Program Executive Workshop (PEW) to determine the best approach for organizing projects into programs of work that align to the customer’s overall business strategy and goals. Scope Verification—Includes those processes required to achieve formal acceptance of completed project deliverables from the customer. its attributes. The communication plan is the deliverables tool for the broader need of communication management. Scope Control—Comprises controlling changes to the baseline scope of work to ensure project objectives are met and deliverables and system functionality are delivered according to plan and within budget. sensitivities. messages. staffing. If Cook County desires to leverage its own methodology for this implementation. as well as formal acceptance that the deliverable has been produced to the satisfaction of the customer. Page 2-37 . technical environments. The following section addresses Dell’s approach to effectively communicate with Cook County staff and other stakeholders throughout the entire project. proceeds through a detailed estimate and impact assessment of the change and concludes with the approval or rejection of the request. communication method. and software products throughout the project life cycle. will apply per the applicable delivery methodology that defines and governs the project work. Before a deliverable is presented to the customer for review and acceptance. and are therefore organized using the WBS. This document will be maintained and updated as the project moves forward and if communication requirements change. This process is integrated with the overall change control process. The scope definition during project planning involves developing this WBS as a hierarchy of all deliverables required to complete the project. cost. Sound configuration management processes allow management to maintain the integrity of project work products. which includes resolving all of the reviewer’s comments. Communication Management The communication plan for the project will be an Excel spreadsheet that identifies the communication type. critical documents. key messages. We will work with Cook County project management to ensure that all key individuals and entities are included in the plan and the appropriate communication method. Scope management is integrated with schedule. Scope control begins with the submission of a change request concerning the scope of the project. A well-developed WBS is the basis for collaborative discussion among all the project participants and. Progress reports describe accomplishments in terms of WBS activities and deliverables that are underway and complete. The deliverable definition form includes signature lines for formal acceptance of the definition of the deliverable.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Because it defines all deliverables for the project. when properly prepared and maintained. Description of Proposed Solution integrated. frequency. and expected outcome. it will need to pass an internal review. and the acceptance criteria. can be one of the strongest management tools available on the project. The outputs of scope verification include accepted deliverables and change requests that result from the reviews. and timing are documented in the communication plan. timing. quality. such as unit testing and integration testing. Dell is open to following Cook County’s methodology for the planning and implementation activities. The scope definition is extended by producing a WBS dictionary and a deliverable definition for each deliverable.

which involve all key stakeholders involved in the project. percentage of work completed. The second form of meeting is a weekly status meeting that is held between the project sponsor and other key personnel. We operate in a very consensus-oriented mode to ensure that the decisions made are appropriate and accepted. At this meeting. Each Dell methodology involves activities to identify defects in products. The following sections describe the purpose of the meetings and reports that will be used. In addition. Our client executive will hold regular meetings with Cook County as will be defined in the strategic communications plan. program office. Our project team works daily with the key personnel of the utility to ensure knowledge transfer. We use four primary methods for communicating operational performance: ● ● ● ● Daily operation checkpoints Weekly operational performance reviews Monthly project management meetings Quarterly quality assurance reviews Communications strategies and plans can vary significantly from customer to customer based on the project’s objectives and the organizations change needs as determined during the Change Needs Assessment conducted early in the project. This plan will include communication protocols across all levels—management. we will have established the working relationships necessary to conduct business. and resources level. and tools to facilitate effective communication with all project stakeholders. It is important to the ongoing success of the relationship that we be viewed as an extension of the agency and fully included in decisions that may affect IT operations. coordinates activities across teams to help ensure integration. Page 2-38 . services. The first is project management meetings. Our goal is to provide predictable communications to establish overall user and stakeholder awareness of the project. This level of communication and review has worked well in all of our existing relationships with customers of varying size and complexity. The resulting communications strategy and actions that are executed are specified in our strategic communications plan.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. This helps to ensure effective project communication. We also conduct customer satisfaction surveys. Dell will work closely with Cook County staff to establish a communication plan that defines mutually agreed-on roles. This ensures that our products and services are designed and delivered according to the customer’s requirements. all methodologies have a named owner and contain improvement loops that specifically call for the recommendations and problems from users. we will update Cook County of our progress in the previous week. methods. We typically have two formal types of meetings that occur throughout the project. project. Description of Proposed Solution Our project management methodology emphasizes frequent and open communication throughout the project. Dell. The effective implementation of a system requires a close working relationship between the consultants and the Cook County project personnel. It is important for project success to plan meetings and reports to ensure that everyone involved in the project is informed and takes any necessary action. and coordination of all activities. Our approach is to create a single team consisting of members from the customer. and any other stakeholders included in the project. including escalation processes and protocols. These typically occur at key decision points in the project and are at least held monthly during the implementation. The transition period is used to integrate the Dell team into the daily operations of the agency. and manages risk and quality. At the end of the transition period. our expected activities in the upcoming week. These reviews include project specifics relative to project activities and status (for example. budget and schedule variance. inclusion of internal knowledge. and processes by means of verification (reviews) and validation (testing). Our program office will maintain and administer communications about the project across the stakeholder community and their associated project resources. and discuss any issues that need resolution prior to our proceeding. and key milestones reached). understanding of perspective.

and mitigate risks. Newly submitted. resolve issues. Issues that cannot be resolved informally will be escalated through formal processes and resolutions. At all times. Our goal is to avoid dissatisfaction by thinking through things carefully from the outset. we do not let the formal meeting process dictate a procrastination of issue resolution. Milestone review meetings are held as appropriate. periodic process. and outstanding issues are formally reviewed at weekly and monthly project management meetings. We understand that we will need to spend a significant amount of time at the beginning of this contract to understand Cook County’s goals for the contract and to ensure that we are setting up our systems to best accommodate those goals and the customer’s preferred processes. as appropriate. All of our personnel are available as needed and will be involved in key decisions of the project. Ad hoc meetings or discussions will be held to resolve issues as they surface and allow the project to move forward in an expedient fashion. Description of Proposed Solution Project Management Meetings Project meetings are held at regular intervals throughout the life of the project. when they are able to add value to the process and discussions. actions. issues. The purpose will be to review project activities to ensure that the milestone will be reached and that there are no significant issues or risks that would stop the project from proceeding to the next phase. Action is required and a recovery plan must be established Green—The project meets expectations Issue Resolution Process We are committed to delivering excellent customer service. and discuss change control requests. as appropriate. Issues brought up since the last review meeting will be resolved or escalated. Action is required and a recovery plan is needed Amber—The project is considered likely to fail unless actions are taken to redress. Individuals will be involved in meetings. Status Reporting Dell’s status reporting for the project is described below: ● ● ● Red—The project is in danger of imminent failure. Once the project is completed. Our full- Page 2-39 . The purpose of the meetings will be to review project progress. are documented to the Dell project management standards. and we will work as a team using a Total Quality Management (TQM) approach to identify any enhancements we may be able to make during the course of the agreement. Lessons learned are applied to improve the project outcome. We will detail these issues in written format and maintain a list of all outstanding issues in our issues database. just prior to the completion of a major milestone. However. recently resolved. prioritizing. identify. in any contract of this magnitude. and tracking project-related issues. The issues database also provides the critical functionality required to support the functionality gap resolution process. We give our customers an open forum to present concerns as they arise rather than waiting for a formal. we know that concerns arise.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. These project meetings will involve principally the participation of the customer’s PeopleSoft project manager and the Dell project manager. All meetings. and risks. and we are accustomed to working with customers on an ongoing basis to ensure that our services are meeting or exceeding their needs. classifying. It is typically used during all phases of the project to facilitate the tracking of communications and quick resolution of issues. The issues management database allows stakeholders and users an online tool for entering. this tool remains with the production support team to serve as an online reference. which occur during the life of the project. The project will use weekly project status reports. Our primary formal project contact will likely be the customer’s project manager.

This person will be solely responsible for overseeing the successful execution of the project’s governance. Dell personnel should notify the Dell project manager. adherence to budgets. Dell communicates its effect on the project schedule. with counterparts identified from both the parties. The project manager escalates issues to the Chair of the Operating Committee or Program Management Office. contractual obligations. if necessary. and administration. Dell handles all of the delays and issues through a well-defined escalation mechanism. All of our professionals are experienced practitioners and add value to the analysis process. The Dell project manager owns the primary responsibility for the technical delivery of the project. Various levels of escalation are provided in the following table. and the customer project manager will work with the Dell project director to reach a successful resolution. and the Dell project manager will work with the customer project manager to reach a successful resolution. any additions or changes in the scope of work are requested in writing. Description of Proposed Solution time project personnel typically work onsite. This is established as part of the overall governance process. Typically. Customer and Dell teams work together directly to resolve the more standard problems and issues that arise in completing various tasks. After the scope of work is finalized. Conversely. all escalations move up through an established escalation matrix. As with all project teams. and customer satisfaction. staffing. If the customer project manager is not satisfied with the response from Dell.   Level 2     Page 2-40 . customer personnel should notify the customer project manager. recommendations. the respective Level 2 managers will be engaged. at our customer’s locations. The Dell client executive is responsible for the overall relationship and successful delivery of services to the customer. the final decisions rest upon the project leadership. particularly. Level Description Level 1  The Level 1 escalation will resolve most issues for the project. We assign a dedicated client executive for all the projects. Conversely. We will supply Cook County with analyses. effort estimate. standards. We involve all of our personnel in the analysis of decisions and the final recommendations. and delivery director (offshore) to discuss the issue. If a successful resolution cannot be reached. and will participate in monthly Service Level Agreement (SLA) and forecasting review meetings with the customer’s senior management. and controlling the project. Dell can request that the issue be escalated to the customer Chair of the Executive Committee. and cost. all key decisions in the implementation of a new system must be made by customer personnel. Before either party can escalate to Level 3. The client executive is responsible for resolving commercial or contractual issues. with respect to technical methods. The Dell project manager will schedule a meeting between the customer project manager. The customer project manager will have the option of inviting the customer Chair of the Executive Committee to the meeting. reporting. Dell will have the option of extending the invitation to the Dell client executive and delivery director.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. We incorporate the changes after necessary approvals and authorization from the concerned management representative of the customer organization and Dell. This person is also responsible for ensuring the customer’s satisfaction with the services provided by Dell. The client executive relays any issue to the customer’s senior leadership. and monitoring the project milestones to ensure that the project is completed to the satisfaction of the customer. but the final decisions will rest with the associated customer stakeholders. the Dell client executive (onsite). and the customer project manager will schedule the meeting. This includes planning. monitoring. timely completion of the project. and reasons for recommendations. but more importantly. the customer can request that Dell escalate the issue to Level 2. to ensure effective communication and project team design. The Dell client executive will act as a point of escalation for all services delivered by the Dell team.

partnering approach to providing solutions that address our customers’ most important business.” Dell will provide structure. methodology. and technology needs. and timely decision making. technology and organizational change solutions to many public and private organizations to help them do more with less. Flexibility—We believe the best way to achieve success with our customers is to tailor our approach to align with their dynamic needs. Dell will demonstrate our flexibility through an interactive solution design with Cook County’s team. regulatory. timely access to information and resources. We suggest Cook County evaluate the following options to help optimize the investment in an enterprise ERP solution. Service Philosophy Dell’s service philosophy is described below: ● Cultural Fit—One of Dell’s truly distinguishing characteristic is our focus on core values. please identify any ERP applications or add-ons that you feel would help the County optimize its investment in an enterprise ERP solution. proven solutions that address its dynamic business and regulatory needs. Suggested add-on applications for consideration: ● Portal Solutions—Implement either the ERP portal solution or a market-leading portal solution to streamline the way users access their ERP applications and all other countywide applications that are needed to support their job functions Single Sign-On Solutions—Implement a single sign-on solution to provide streamlined maintenance of authentication and security access to ERP and other countywide systems Enterprise Integration Architecture Solutions—Implement an enterprise integration architecture solution to standardize and streamline the exchange of information between ERP and non-ERP systems ● ● Page 2-41 . ● ● ● We will perform this project “with you” and not “to you. We will work Cook County to provide leading. expert resources and practical experience. and customized to each customer’s needs. Industry/Technology Expertise and Reputation—We bring multiple decades of experience and numerous awards for our successful solution delivery and partnerships. Cook County must provide open and direct input. ERP Applications/Add-Ons 2. Our focus is on building a transparent. the public. Based upon your analysis of the County’s business units and the 2010 Transition Team Report. and each other. Description of Proposed Solution Level Description Level 3  Level 3 issues will be raised only after non-successful resolution at Levels 1 and 2. All employees operate in an honest and ethical manner with consistently high standards of integrity in all relationships with customers. Experience with Public Organizations—We have successfully delivered cost-effective business process. We provide a wide range of capabilities—from hardware to consulting—allowing Dell to keep Cook County ahead of the industry without increasing risk. We bring forward industry-leading practices with a commitment to create a cost-effective solution that is both low-risk and highvalue. The Chair of the Executive Committee and Dell Project Leader will arrange escalation meetings for their respective sides with the executive management personnel. Our experience successfully working within similar customers suggests that a more collaborative and consultative approach provides the best value to the customer. The functions outlined in the foundation and advanced implementation waves will provide significant functionality to address many of the issues outlined in the 2010 Transition Team report.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. governments.

This will allow for countywide dashboards and analytical applications to be built factoring in all data needed for decision making leveraging one set of standardized tools Expand the utilization of the ERP Strategic Sourcing capabilities to Strategic Partners— Implement full end-to-end supply chain planning and execution activities with strategic product and services vendors to improve quality. This will provide Cook County an opportunity to reduce redundant activities. and service delivery ERP Application Management and Hosting Service—We also suggest Cook County perform a cost/benefit analysis of buying versus building functional and technical application management services and/or hosting services to support the ERP solution. cost and timeliness of product.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. and shift focus of valuable county resources to more mission critical activities ● Suggested add-on services for consideration: ● ● Page 2-42 . These types of services provide a cost-effective way for organizations to offload the responsibility of these administrative systems to an outside provider. Outsourcing these services can provide Cook County with more flexibility to adjust technology to satisfy peak demands in business cycles through scalable technology and virtualization solutions Shared Services—Evaluate the ability to consolidate business processes into a shared services model for those common business processes being performed by more than one agency within Cook County. improve the level of service provided. freeing up resources within Cook County to focus on systems that more closely align with Cook County and its agencies’ mission. Description of Proposed Solution ● Extended usage of and Standardize Data Warehousing/Reporting Capabilities—Extend the ERP’s data warehouse solution and reporting capabilities to support the data and reporting needs of all countywide systems.

Both of these staffing considerations allow Cook County to become more self-sufficient in operating PeopleSoft once the system goes live. ― Common Team—This team will facilitate the design. and local government agencies. Dedicated Agency Involvement on Team—To facilitate collaboration and cooperation across the agencies participating in the project. Dell has provided organization charts related to the roles that we would expect to be filled assuming the project team will be enhancing the delivered PeopleSoft functionality with a set of modifications. a range of FTEs. conversions. configuration. report/queries. The project team jointly develops and follows an integrated (overall and agencyspecific) project plan and timeline. cooperation.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. state. dedicated involvement from each of the agencies included in the scope of the project. Dell believes this staffing model will facilitate building skills for Cook County from the start and allow Cook County team members to obtain knowledge about the functionality and business processes throughout the implementation. interfaces. the mapping of requirements and processes to delivered PeopleSoft functionality results in gaps. If Cook County’s desired staffing model is different than what is being proposed. Implementation Resources. p. For the purposes of this response. or as a ratio that identifies the number of County personnel relative to the number of vendor personnel. and common configuration and development throughout the project life cycle. The description of the roles are intended as examples. security. 11 3. Implementation Resources RFI Reference: 3. full-time team of Cook County employees participating from each agency on a Page 3-1 . configuration values. Estimates can be stated as an approximate number of FTEs. Dell recommends that the overall project team be staffed with active and dedicated personnel from each agency who will be staffed to the project as project team members. Dell has proposed a staffing model that has a higher ratio of customer to consulting hours. The overall project team includes active. implementation. Dell also has factored into the project plan. Implementation Resources Please complete the table below to estimate the number of County personnel that could be required for an ERP implementation. etc. and regulatory landscape that multi-agency public institutions operate within. etc.) across all agencies. This provides Cook County with a wider variety of roles and responsibilities to use as the starting point for internal planning efforts and which can be scaled upward or downward to reflect the results of these planning efforts. This team will consist of a dedicated. modification. The following is a summary definition of each of teams’ key roles on the project. These teams will be supplemented by User Advisory Groups by process area. We have found this staffing model to be most successful while implementing PeopleSoft technologies in public. Because of the complex business. ● Active.. The overall and agency-specific team members leverage standardized techniques and templates when completing tasks and deliverables. These groups will serve as the liaison between the Common and Agency-Specific teams. Implementation Resources 3. reports and queries. inevitably. Dell is open to revising/tailoring our staffing model to align with Cook County’s requirements. and deployment of Cook County standardized requirements (business processes. Dell suggests that the overall team be comprised of a Common team and Agency-Specific teams by wave. Dell’s recommended project staffing model includes the techniques that facilitate collaboration. These groups will consist of dedicated part time Subject Matter Experts (SMEs) from each agency. to reflect the broader spectrum of needs that will likely be identified during the Planning and Blueprint phase of the project. operational. please adjust them as necessary to accurately define all the resources you are recommending. active Cook County agency involvement throughout the project to facilitate buy-in and acceptance on the recommended process improvements/changes and the corresponding overall design of the PeopleSoft solution.

functional. and deployment of standardized requirements of each agency. implementation. implementation. dedicated representatives for each process area from each relevant Cook County department who will represent each department’s needs across all agencies throughout the implementation life cycle. and will also be responsible for the design. ― User Advisory Group (by Process Area)—This group will consist of part-time.and department-specific business processes to accommodate the design. and technical Dell Consultants. and technical consultants as requested by each agency. ― Agency-Specific Teams—This team will revise the agency-specific business processes to accommodate the design. full-time project management. The user advisory group will work with their agency and department leadership team members to develop and implement the applicable agency-specific plans. these SMEs will participate in the current and future state workshops. Initially. This team will be comprised of dedicated agency-specific resources supplemented by agency-focused project management. and deployment of Cook County’s standardized requirements within each department. implementation. Page 3-2 . The user advisory group will revise the agency. The following figure depicts an overview of the key activities that will be performed by the common and agency-specific teams by phase throughout the implementation life cycle. and deployment of agency-specific requirements and project plans. This team will also include dedicated. The level of participation of each member on the user advisory group will vary from part-time to full-time throughout the project implementation life cycle depending on the size and complexity of the impact the project will have on the business processes or technical areas in their agency and/or department.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources central team. and will work with the common project team to develop and implement the Cook County integrated plan. functional.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. custom views Inventory conversions  Define  data cleansing strategy Install and secure hardware & software Setup database instances Identify standard security roles  Define change management strategy Communicate project to agencies Create project website / publish content Establish agency engagement model Create integrated project plans / timeline Estimate resources and costs Organize integrated teams Rollout project management standards • • • • • • • • • • • • • • • • • • • • • Key Activities Create standard to‐be procedure documents Gather configuration values from agencies Complete functional configuration Design. build and test batch schedule Configure security roles and assign users Conduct assembly. ETL’s. schedule and materials  Prepare and secure production hardware / software Create deployment plan and timeline Prepare cutover schedule and assignments Define  production support structure/transition plan • • • • • • • • • • • • • • • • • • • • • Key Activities Conduct dress‐rehearsals Perform go/no‐go review Finalize cutover checklist  and plan Finalize production configuration Migrate development options to production Migrate reports. Page 3-3 . & integration testing Conduct performance testing and tuning Conduct end user acceptance testing Coordinate agency process redesign activities Communicate project status to agencies Collect agency engagement scorecards Prepare training plan. ETL’s. interfaces. views to production Setup production batch schedule Setup end user security in production Create/rollout help desk procedures Train end users Rollout final to‐be procedures to end users Stage cleansed data for final conversion Cutoff processing in legacy systems Perform final data conversion  Cutover to production Shutdown legacy systems Support end users thru first processing cycles Perform post production support review Resolve support review items Perform knowledge  transfer with support Transition team off project C o m m o n Phase Plan/Blueprint Build/Unit Test Central & Agency Deploy/Support A g e n c y • • • • • • • • • • • • Key Activities Gather agency requirements Validate as‐is process flows Participate in design sessions Validate to‐be process flows Inventory agency specific reports Identify impacted agency end users Gather sample agency transactions / data Outline agency work‐arounds Communicate project to users Develop agency plans Estimate agency resources/costs Organize agency teams • • • • • • • • • • • • Key Activities Gather configuration values and validate setup Design build & test  agency specific reports Design retrofit & test  agency specific systems Collect and cleanup  conversion data Assign agency users to security roles  Communicate project status to end users Complete periodic agency scorecards Participate in performance testing Participate in end user acceptance testing Complete agency process redesign activities Prepare agency specific training plan and materials  Create agency deployment plan and timeline • • • • • • • • • • • • Key Activities Participate in dress‐rehearsals Perform agency readiness review Finalize agency cutover checklist and plan Migrate retrofit systems to production Participate in training end users Participate  in final data conversion  Participate in cutover to production Shutdown shadow systems Support end users thru first processing cycles Perform agency production support review Resolve support review items Transition agency team off project Figure 3-1: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle The following section outlines the proposed organization chart and key roles and responsibilities for the project. custom views Design. system. forms Design. interfaces. build & test conversions  Collect and cleanup  conversion data Perform mock conversion testing Design. forms Inventory reports. build & test reports. ETL’s. build & test modifications. Implementation Resources • • • • • • • • • • • • • • • • • • • • • Key Activities Define institution‐wide requirements Create standard as‐is process flows Conduct design sessions Create standard to‐be process flows Define process improvements Design functional configuration Inventory modifications.

Implementation Resources Executive Committee (Governance Board) Administration • • • • • Client – Controller (100%) Client – Admin (200%) Client – Contracts (100%) Dell – Plan/Schedule (200%) Dell – Coordinator (200%) • Client – Chair (25%) • Members – Key Departmental / Agency Leaders • Dell – Dell Project Leader (25%) Quality Assurance • Client – Quality Lead • Dell – Dell Quality Lead Operating Committee • Client – Overall Program Manager (100%) • Members – Project Managers (Common Team. and group roles and responsibilities participating in the PeopleSoft project.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Page 3-4 . Agency Specific Teams) • Dell – Dell Overall Program Manager (100%) Common Teams (Each Wave) • Client – Common Project Manager • Dell – Common Project Manager  Agency Teams (Each Wave) • Client – Agency Project Manager • Dell – Agency Project Manager  Functional • • • • • • • Campus Solutions Human Capital  Financials  & Grants Treasury Supply Chain Fleet Business Intelligence • • • • Change Process Redesign Communications Agency Engagement Training • • • • • • • Technical Development Conversion Architecture Security Batch Data Warehouse  Reporting • • • • • • • Functional Campus Solutions Human Capital Financials  & Grants Treasury Supply Chain Fleet Management Business Intelligence Change • Process Redesign • Communications • Training • • • • Technical Data Cleansing Architecture Security Reporting User Advisory Groups by Process Area • Chair – Appointed by Subject Matter Experts – 15% • Members – Subject Matter Experts (Each Agency by Process Area) – 15% Figure 3-2: Proposed Organization Chart and Key Roles and Responsibilities Customer Project Team Roles and Responsibilities—Project Leadership/Management The following table depicts the anticipated key committee. team.

objectives. and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor and manage the project plan. systems and organizational change initiatives Functional experience with financial. and timeline Approve project budget and material change requests Resolve issues escalated by operating committee Participate in project executive committee meetings Set direction and periodically meet with the end user community to communicate project status Participate in periodic quality assurance reviews Communicate project vision.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and data warehousing business processes or applications     Task Description/ Responsibilities Define and share project vision. Implementation Resources Role    Executive Committee Chair Members FTE Required (#)  1 <10  Skills Executive leadership in large multi-entity business process. resources. human capital. human capital and data warehousing business processes or applications      100% 100%  10+ years of experience leading multiple full life-cycle  implementations      Page 3-5 . plan. and risk action plans Periodically attend executive committee meetings Prepare for and conduct period operating committee meetings Prepare overall project status reports Resolve issues escalated by the project team and user advisory groups Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with end % of Time 25% 20%  15+ years of experience leading multiple full life-cycle  implementations      Operating Committee Program Manager Members 1 <10   Hands-on leadership in large multi-entity business process. timeline. systems and organizational change initiatives Hands-on functional experience with financial. objectives. and goals Confirm and manage project scope.

etc. invoices. Implementation Resources Role FTE Required (#) Skills Task Description/ Responsibilities user community to communicate project status    Administration Controller 1   Hands-on project accounting and financial experience with large programs 5+ years of experience managing project-related financial activities Hands-on implementation contract experience working on large programs 5+ years of experience in implementation contract management Hands-on experience coordinating schedules. and data         Attend periodic quality assurance reviews Create. human capital.) Coordinate involvement with internal groups not directly on the project (i.e.) 100%  Administrator 2  Publish project and financial status reports Schedule overall team meetings Prepare. systems and organizational change initiatives Hands-on functional experience with financial. etc. terms/conditions. HR. catalog. and assisting with project documentation More than 3 years in a project administrator role      Quality Assurance 1-2  Hands-on leadership in large multi-entity business process. change requests. legal. timeline. store. monitor.e. independent project reviews Create and present review results at executive and operating committees Publish review results with teams as necessary Validate team implementation 200% 10%  Page 3-6 . etc.) Monitor and periodically review integrated project plan. budget. managing the publication of deliverables. publish and back-up project deliverables and documentation Set up and manage project office automation tools and documentation repositories Publish and distribute deliverables as requested Schedule and lead periodic.e. and resource estimates 100% % of Time    Contract Manager  1  Review and approve all contractual activities (i. change requests. and maintain the project financials Review and approve all financial activities of the project (i.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

stage. Implementation Resources Role FTE Required (#) Skills warehousing business processes or applications  10+ years of experience leading multiple full life cycle implementations Hands-on leadership experience with applicable business processes  Gather. timeline. and provide direction for sample business processes transactions and data used during the design sessions and testing efforts Validate business process. workflows. maintain. modification.and department-specific team Task Description/ Responsibilities recommendations to improve quality and mitigate risk % of Time    User Advisory Group by Process Area Chair Members 1 <15   5+ years with subject matter expertise in business processes  15% 15%           Page 3-7 . configuration.and department-specific project deliverables assigned Report agency. and documentation Review and help deploy changes to to-be business processes.and department-specific team project scope. approach.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. conversion decisions. and user procedures Validate list of role and responsibility changes noting significant exceptions and communicating changes with users Sign off on design-based scenarios representing agency-wide requirements Review the design and conduct of training sessions Coordinate involvement of agency end users Coach agency end users in production Communicate and facilitate agency-specific compliance with institution wide practices and standards Create. and resources requirements Prepare for and complete agency. interfaces. plan. and monitor agency. functional requirements. reports/query.

human capital and data warehousing business processes or applications 15+ years of experience leading multiple full life-cycle implementations Hands-on leadership in large multi-entity business process. objectives. Role FTE Required (#) Skills Task Description/Responsibilities % of Time  Dell Project Leader 1  Executive leadership in large multi-entity business process. timeline. and ERP implementations Hands-on functional experience with financial. resources.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.and department-specific issues Escalate agency. team. and/or Enterprise Resource Planning (ERP) implementations Functional experience with financial. systems and organizational change initiatives. objectives. and goals Confirm and manage project scope Confirm approach for completing project plan Monitor and manage the project plan.and department-specific issues to the operating committee for resolution % of Time Dell Project Team Roles and Responsibilities—Project Leadership/Management The table below depicts the anticipated key committee. and goals Validate and monitor project scope. human capital and data warehousing business processes or applications 10+ years of experience leading        Facilitate creation of project vision. Implementation Resources Role FTE Required (#) Skills Task Description/ Responsibilities status   Resolve agency. and timeline Review and approve project budget and material change requests Resolve issues escalated by operating committee Participate in project executive committee meetings Set direction and periodically meet with the end user community to communicate project status Participate in periodic quality assurance reviews 25%    Overall Program Manager 1         Communicate project vision. and risk action plans Periodically attends executive committee meetings Prepare for and conduct period operating committee meetings Prepare overall project status reports 100%   Page 3-8 . systems and organizational change initiatives. plan. and group roles and responsibilities participating in the PeopleSoft project.

and technologies Validate project deliverables and documentation comply with standards and is managed and controlled Coordinate the involvement of interdependent teams (i.e.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and organizational change initiatives Hands-on functional experience with financial. timeline. and data warehousing business processes or applications 10+ years of experience leading multiple full life-cycle implementations       Coordinator 2          Quality Assurance 1 to 2    Page 3-9 . Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time multiple full life-cycle implementations      Resolve issues escalated by the project team and user advisory groups Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with the end user community to communicate project status Attend periodic quality assurance reviews Create.) Plan and lead periodic. monitor. etc. and resource estimates Create and publish project and financial status reports Validate compliance with contractual activities (i. human capital.) Manage deployment of project methodology. quality assurance. systems. integrated initiatives.e. terms/conditions. independent project reviews Create and present review results at executive and operating committees Publish review results with teams as necessary Validate team implements recommendations to improve quality and mitigate risk 10% 100% 100%   Administration Plan/Schedule 2  Hands-on project accounting and financial experience with large programs 5+ years of experience managing project-related financial activities Hands-on implementation experience coordinating working on large programs 5+ years of experience in implementation methodology management Hands-on leadership in large multi-entity business process. and maintain the integrated project plan. tools. etc. change requests. standards. budget.

security. configuration. Implementation Resources Project Team Organization Chart—Foundation Wave The project team will facilitate the detailed design. and technical Dell consultants.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. business processes. functional. This team will consist of a dedicated.) across all departments. as requested. reports/queries. full-time project management. build. This team will also include dedicated. etc. implementation. full-time team of Cook County employees participating in the project. modification. and deployment of Cook County standardized requirements (that is. Page 3-10 .

Common Team Project Management – Foundation Wave • Client – Common Project Manager (100%) • Dell – Common Project Manager (100%) Functional • Client – Functional Lead (100%) • Dell – Functional Lead (100%) • • • • • • • • • • • • • • • • • • • • • • • • • • Client – Human Resources (100%) Client – Base Benefits (100%) Client – Payroll (100%) Client – Commitment Accounting (100%) Client – Employee Self Service (100%) Client – General Ledger (100%) Client – Budget Tracking (100%) Client – Commitment Control (100%) Client – Purchasing / eProcurement (100%) Client – Accounts Payable (100%) Client – Expenses (100%) Client – Vendor Self Service (100%) Client – Project Costing (100%) Client – Grants (100%) Client – Business Intelligence (200%) Client – Business Analysts/Testers (800% ) Dell – Human Resources/Base Benefits (100%) Dell – Payroll / Commitment Accounting(100%) Dell – Employee Self Service (100%) Dell – General Ledger / Commitment Control (100%) Dell – Budget (100%) Dell – Purchasing / eProcurement (100%) Dell – Accounts Payable / Expenses (100%) Dell – Vendor Self Service (100%) Dell – Grants / Projects (100%) Dell – Business Intelligence (100%) Change • Client – Change Lead (100%) • Dell – Change Lead (100%) • • • • • • • • • • • • Client – Human  Capital Process Redesign (200%) Client – Financials & Grants Process Redesign (200%) Client – Project Team Communications (100%) Client – End User Communications (100%) Client – Agency Engagement (100%) Client – Human Capital Trainers (300%) Client – Financials & Grants Trainers (300%) Client – Business Intelligence/Reporting Trainers (200%) Dell – Process Redesign Lead (100%) Dell– Communications Lead (100%) Dell – Agency Engagement Lead (100%) Dell – Training Lead (100%) Technical • Client – Technical Lead (100%) • Dell – Technical Lead (100%) • • • • • • • • • • • • • • • • • • • • • • • • • • • Client – Development Lead (100%) Client – Modification Developers (800%) Client – Interface Developers (500%) Client – Conversion Developers (300%) Client – Data Cleansing and Collection (300%) Client – Technical Architecture Lead (100%) Client – Security (200%) Client – Batch (200%) Client – Technical Architect (100%) Client – Database Administration (200%) Client – PeopleSoft Administration (200%) Client – Data Warehouse Lead (100%) Client – Database/ETL Administration (200%) Client – Report Developers (800%) Client – ETL Developers (200%) Client – Data  Warehouse  Developers (300%) Dell – Modification Developers (400%) Dell – Interface Developers (300%) Dell – Conversion Developers (300%) Dell – Data Cleansing and Collection (200%) Dell – Security (200%) Dell – PS/DB Administrator (200%) Dell – Data Warehouse Lead (100%) Dell – Data Warehouse Architect (100%) Dell – Report Developers (400%) Dell – ETL Developer (100%) Dell – Data Warehouse Developer (100%) Figure 3-3: Project Team Organization Chart—Foundation Wave Page 3-11 . Implementation Resources Project Team Organization Chart—Foundation Wave The following section outlines the proposed project team organization chart. and estimated level of effort/resources needed to complete the project within the timeframe provided. key roles and responsibilities.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

financial.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. objectives. Implementation Resources Cook County Project Management and Functional Team Roles and Responsibilities—Foundation Wave The following table describes the Cook County project management and functional team member key roles and responsibilities. agencies. supply chain. supply chain. and treasury applications 7+ years of experience in project manager role leading multiple ERP implementations            Create project vision. financial. and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor the project plan. and departments Resolve issues escalated by the project team and the user advisory group Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with agencyspecific teams to communicate project status Attend periodic quality assurance reviews Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules and deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end user 100%    Functional Lead 1  PeopleSoft/ERP functional project management in multientity environment Hands-on functional experience with the human capital. and risks Prepare for and conduct periodic operating committee meetings Present overall project status to leadership. resources. timeline. technical and change project management in multi-entity environment Hands-on functional experience with the human capital. treasury applications 5+ years of experience in project manager or team lead role leading multiple ERP implementations         100%   Page 3-12 . Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Project Manager (Wave) 1  PeopleSoft/ERP functional.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. conversion programs. and treasury applications assigned 3+ years of experience in functional role related to assignment  Attend periodic quality assurance reviews Provide leading practices during the design of business process. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time community to communicate project status                  Functional Team Members Human Resources Base Benefits Payroll Commitment Accounting Employee Self Service General Ledger Budget Tracking Commitment Control Purchasing/ eProcurement Accounts Payable Expenses Vendor Self-Service Project Costing Pre & Post-Award Grants Business Intelligence 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2  Functional experience working in a multi-entity environment Hands-on functional and business process experience with the human capital. and form changes/improvements Facilitate design sessions and document results Provide leading practices related to the “to-be” business process design documents. and user procedures Review detailed functional designs for modifications. and business process improvement/change recommendations Review test scripts. supply chain. and batch schedule to validate quality and completeness Design. reports/queries. forms designs. interfaces. configure. configuration. document test results. and document application setup associated with each implementation phase database Confirm new automated conversion data collection and cleansing activities needed to support the new functionality Suggest role. and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post-production support Document and report project application area status Escalate team issues to the functional lead for resolution Establish and facilitate compliance with agencywide practices and standards related to each deliverable    100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%              Page 3-13 . workflows. financial. responsibility and job description. expected results. and data and seed data in build and test databases Oversee the execution of test scripts.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

Business Analysts/Testers

8

 

Experience working in a multi-entity environment Hands-on functional, technical, and testing experience with the human capital, financial, supply chain, and treasury applications assigned 3+ years of experience in role related to assignment

   

Create functional and technical specifications Gather sample transactions and data for testing Create test scripts and expected results Execute test scripts and log issues for resolution

100%

Cook County Change Management Team Key Roles and Responsibilities—Foundation Wave
The following table describes the Cook County change management team member key roles and responsibilities.
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

Change Management Lead

1

PeopleSoft/ERP change management project management in multi-entity environment Hands-on change management experience with the communications, agency engagement, training, and process redesign capabilities 5+ years of experience as change management project manager or team lead role leading multiple ERP implementations

 

Supervise change management deliverable development Monitor workplan, timeline, and budget for change management areas. Assign tasks and due dates Report change management status for specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, and processes) Provide leading practices used for process redesign, communications, and training

100%

     

Page 3-14

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan, timeline, resources, risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Create methodology and tools to use to consistently map “to-be” processes Facilitate/participate in meetings mapping process flows Define and validate business process requirements Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Develop business case for improvements/changes Provide input on “high-impact” topics for project communications Provide input on development of training materials to ensure businesses processes are accurately and appropriately documented Assess organization and users’ communities readiness for change Analyze high-impact jobs Define role, responsibility, and job description change recommendations 100% 100%

       Process/Organization Redesign Team Members Human Capital Financials & Grants 2 2  Process or organizational redesign efforts in a multientity environment Hands-on process/organizational redesign experience with functional expertise in assigned area 5+ years of experience in process or organizational redesign team role on ERP implementations    

  

  

Page 3-15

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

 

Develop benchmarks to evaluate performance against core competencies Evaluate “as-is” responsibilities against core competencies and develop plan to migrate employees to desired responsibilities Develop award program and retention strategies Identify key stakeholders across all agencies and assess impact to each as a result of the project Define timing, frequency, vehicle, and messages that need to be sent to each stakeholder Create communications strategy and plan Create and distribute messages Build and manage Website/intranet content Create and distribute newsletters/Websites/intranet Act as liaison between stakeholder and project team to share communications feedback Coordinate involvement of department-specific team members Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Design and develop training curriculum and materials Conduct train-the-trainer workshops Create coaching program Develop transition strategy Provide input for ongoing support model 100% 100% 100% 100% 100%

  Communications   Project Team End User 1 1  Experience with creating and publishing communications in multi-entity environment Hands-on communications experience with project teams or distributed autonomous end users in assigned area Experience designing and implementing Websites or intranet sites and managing and publishing content 3+ years of experience in communications team role on ERP implementations Experience with creating training materials and conducting training in multientity environment Hands-on training development experience for end users in assigned area Experience designing and created Web-based and instructor led training materials leveraging leading training development tools 3+ years of experience in 

             

   

Training Human Capital Financials & Grants Business Intelligence/Reporting 3 3 2

Page 3-16

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

training team role on ERP implementations  Agency Engagement Lead 1  Experience with leading and managing ERP projects with change management experience in multi-entity environment Hands-on agency change management experience with project teams or distributed autonomous end users in assigned area 3+ years of experience in agency coordinator team lead role on ERP implementations         Supervise agency deliverable development Monitor workplan, timeline, and budget for agencies Assign tasks and due dates Report consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign, communications, and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables 100%

 

Cook County Technical Team Key Roles and Responsibilities—Foundation Wave
The following table describes the Cook County technical team member key roles and responsibilities.
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

    

Technical Team Leads Overall Development Architecture Data Warehouse 1 1 1 1

PeopleSoft/ERP technical project management in multientity environment Hands-on technical management experience with the development, architecture, and data warehouse capabilities 7+ years of experience in

    

Supervise technical development, reporting, and architecture deliverable development Monitor workplan, timeline, and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical areas Report status for the overall technical project areas 100% 100% 100% 100%

Page 3-17

build and unit test functional. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time technical management project manager or team lead role leading multiple ERP implementations in core area of responsibility      Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development. build and unit testing efforts related to modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design. hardware installation. workflows. as appropriate Participate in key build activities and oversee data refresh and back-up/restore activities Coordinate software. and architecture items Supervise the technical design. and end-user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity. reporting. reports. data level security configuration. interfaces. and security Confirm PeopleSoft System/Database Administration functions including environment. and associated database and application instances Support testing efforts and tune application and           Page 3-18 . and bundles and patches. tools. authentication. application. conversions programs.

identify and resolve issues Create technical designs for conversion programs Code. and resolve issues 100% 100% 100%    Developers Modifications Interfaces 8 5  PeopleSoft/ERP Technical development experience in multi-entity environment Hands-on development experience with the modifications/workflows and interfaces capabilities 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP conversion development experience in multi-entity environment Hands-on conversion experience 3+ years of experience in conversion developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data collection and cleansing experience in multi-entity environment Hands-on functional experience with the human capital. and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users 100%   Page 3-19 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. workflows. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time databases   Lead performance test application and database Perform. and grants data 3+ years of experience in data cleansing and collection role on multiple ERP implementations or similar projects in core area of             Conversion Developers 3     Data Collection and Cleansing 3        Coordinate and monitor status of data conversion cleansing. document. unit test. and manage code migration process for modifications. workflows. and configuration migration scripts Code. unit test. nonPeopleSoft. and collection activities with end users Stage conversion data needed for upgrade passes. interfaces. and configuration migration scripts Create technical designs for PeopleSoft. identify. document modifications. and security Create technical designs for modifications. and document conversion programs Execute mock conversions and document results Support testing efforts. financials. unit test. and document interfaces Support testing efforts. interfaces. workflows. and third-party interfaces Code. dress rehearsal activities. reports/queries.

and resolve issues Review and analyze application patches Update and tune technical application architecture Manage change control procedures between databases Support testing efforts and enhance modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. workflows. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time responsibility  Reports/Query Developers 8  PeopleSoft/ERP report development experience in multi-entity environment Hands-on report/query writing experience with tools supporting reporting efforts 3+ years of experience in report developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP security experience in multi-entity environment Hands-on security design and administration experience 3+ years of experience in security role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP application administration experience in multi-entity environment Hands-on application administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP database administration experience in multi-entity environment Hands-on database administration including patch    Install and configure PeopleSoft database instances Validate technical database architecture design needed Manage and apply database bundles and patches as 100%      Create technical designs for security roles for PeopleSoft Configure. and document security roles Work with agencies to assign users to security roles Revise access request procedures. unit test. conversion programs. interfaces. forms. and reports/queries related to application tuning 100% 100%    Create technical designs for PeopleSoft reports/queries Code. identify and resolve issues 100%    Security Administration 2     PeopleSoft Administration 2         Database Administration 2   Page 3-20 . and process Support testing efforts. identify. and document PeopleSoft reports/queries Support testing efforts. unit test.

and configuration migration scripts 100%        Data Warehouse Developers Extract. conversion programs. and database experience 3+ years of experience in a technical architect role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse developer experience in multi-entity        Technical Architect 1   Work with the end-user community impacted to recommend approaches to take to obtain desktop connectivity to the PeopleSoft applications Establish Web and network connectivity. and batch jobs Participate in key build activities Support testing efforts and enhance modifications. and hardware installation and associated database and application instances Participate in performance test application and database Create technical designs for modifications. and sequence batch jobs Design batch schedule and timing Configure batch processing tools Support testing efforts related to batch processing and resolve issues 100%    Batch 2  PeopleSoft/ERP batch scheduling experience in multi-entity environment Hands-on batch scheduling including application and tuning experience including the batch scheduling tool 3+ years of experience in batch schedule role on multiple ERP implementations or comparable projects in core area of responsibility PeopleSoft/ERP technical architect experience in multientity environment Hands-on technical architect experience including application. interfaces. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time application and tuning experience in database tool selected  3+ years of experience in database administration role on multiple ERP implementations in core area of responsibility needed    Tune database for modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. interfaces. reports. prioritize. customizations. interfaces. Transform 2   100% Page 3-21 . and security Participate in and coordinate software. and reports/queries Participate in performance test application and database Oversee data refresh and back-up/restore activities Identify. integrations. conversions. workflows. authentication. tools. workflows.

and creation of analytics. and reports/queries related to tuning 100%   Dell Project Management Team and Functional Roles and Responsibilities—Foundation Wave The following table describes the Dell Project Management and Functional Team member key roles and responsibilities. tables. nonPeopleSoft and third-party interfaces Code. and dashboards experience 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse and ETL administration experience in multi-entity environment Hands-on data warehouse database and ETL administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibilities     Code. workflows and configuration migration scripts Create technical designs for PeopleSoft. and manage project scope 100%  Page 3-22 . unit test and document interfaces Support testing efforts. technical and change project management in multi-entity environment Hands-on functional experience with the human capital. ETL’s. conversion programs.    Participate in project operating committee meetings and provide project leadership Escalate issues to operating and executive committees for resolution Define. unit test. and document modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. identify. and resolve issues 100%   Data Warehouse and ETL Administration 2      Review and analyze database and ETL application patches Update and tune technical application architecture related to ETL and data warehouse platform Manage change control procedures between data warehouse databases Support testing efforts and enhance modifications to data views. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time and Load  Data Views and Tables 3  environment Hands-on developer experience including ETL’s custom data views and tables. Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Project Manager 1  PeopleSoft/ERP functional. monitor.

and form changes Prepare for and co-facilitate design sessions Share leading business process and application configuration leading practices across application suites Review “to-be” business process designs. and job description changes and content for communications Outline potential application design content for training Lead test script development and all phases of       Page 3-23 . supply chain.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. timeline. configuration. and change team issues Oversee the timely completion of team member tasks and work products Review and approve key deliverables for quality and completeness Coordinate periodic quality assurance reviews Provide guidance for documenting business process. and security designs Supervise the documentation of the functional requirements are being satisfied and provide content for communications Oversee the configuration design and documentation of the applicable modules/functionality to facilitate integration of the design across application suite areas Suggest potential role. responsibility. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time financial. technical. and resources Periodically report status Troubleshoot and resolve functional. treasury applications  10+ years of experience in project manager role leading multiple ERP implementations            Outline the approach for completing project plan tasks Set direction and provide standard deliverable templates and standards Monitor and manage the project plan. functional development designs.

forms designs. responsibility. and document application setup based on leading practices Suggest role. interfaces. and job description and business process improvement/change recommendations based upon past project experiences and leading practices 100% 100% 100%     1  1 1     100% 100%   1 1 Page 3-24 . and treasury applications assigned 5+ years of experience in lead or consultant role on multiple ERP implementations     Lead cutover planning and execution to production Lead end-user support efforts Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end-user community to communicate project status Attend periodic quality assurance reviews Design business process. configure. workflows. reports/queries. configuration. supply chain.wide standards Design. and form changes/improvements based on leading practices Prepare for and co-facilitate design sessions Provide document “to-be” business process design documents. financial. batch schedule to facilitate compliance with county. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time testing    Functional Team Lead 1  PeopleSoft/ERP Functional Project Management in multientity environment Hands-on functional experience with the human capital. supply chain.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. conversion programs. and user procedures Review detailed functional designs for modifications. treasury applications 7+ years of experience in project manager or team lead role leading multiple ERP implementations            Functional Team Consultants Human Resources/ Base Benefits Payroll/ Commitment Accounting Employee SelfService General Ledger/ Commitment Control Budgeting Purchasing/ 1  PeopleSoft/ERP Functional Lead or consultant role in multientity environment Hands-on functional experience with the human capital. financial.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

eProcurement  Accounts Payable/ Expenses Vendor SelfService Grants/ Projects Business Intelligence 1

  1 1 1      

Review test scripts, expected results, and data and seed data in build and test databases Oversee the execution test scripts, document test results, and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional leads for resolution Establish and facilitate compliance with countywide practices and standards related to each deliverable Perform knowledge transfer of deliverable approaches and content to customer team members

100% 100% 100%

  

100% 100% 100%

Dell Change Management Team Key Roles and Responsibilities—Foundation Wave
The following table describes the Dell Change Management Team member key roles and responsibilities.
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

Change Management Lead

1

PeopleSoft/ERP Change Project Management role in multi-entity environment Hands-on change management experience with the communications, training, agency engagement, and process and organizational redesign associated with human capital, financial, supply chain, and treasury

 

Supervise change management deliverable development Monitor workplan, timeline, and budget for change management areas. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed

100%

  

Page 3-25

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

applications  10+ years of experience in change management project manager role leading multiple ERP implementations

  

Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, processes) Provide leading practices used for the process redesign, communications, and training Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan, timeline, resources, and risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee and co-lead change management deliverable development Provide direction on methodology/tools/templates for change management processes (process redesign, communications, and training) Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Guide training deliverable development Provide direction on methodology/tools/templates for training processes Resolve issues escalated by team members and escalate issues as needed Lead training topics with other teams Provide leading practices for models for 100%

 

   

   Training Team Lead 1  PeopleSoft/ERP training lead role in multi-entity environment Hands-on change management experience with focus on training material design and development associated with human capital, financial,  

  

Page 3-26

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time

supply chain, and treasury applications  Experience with leading training material development tools and trainthe-trainer techniques 5+ years of experience in training lead role leading multiple ERP implementations    

ongoing support (resource and budget requirements, scope, processes) Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Lead design and develop training curriculum and materials with significant input from business process analyst and team leads Define train-the-trainer, coaching and transition strategy approach and processes Conduct train-the-trainer workshops Participate in and lead specific training sessions assigned by customer training team Provide guidance in creating the coaching program Outline approach for developing transition strategy Provide input for ongoing support model Create methodology and tools to use to consistently map “to-be” processes Facilitate/participate in meetings mapping process flows Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Validate business case for improvements/changes Provide input on “high-impact” topics for project communications Assess organization and users’ communities readiness for change Validate high-impact jobs analysis 100%

       Process/Organization Redesign Team Lead 1  PeopleSoft/ERP process and organizational redesign lead role in multi-entity environment Hands-on change management experience with focus on process and organizational redesign associated with human capital, financial, supply chain, treasury applications 5+ years of experience in process and organizational redesign role leading multiple ERP implementations   

   

Page 3-27

frequency. financial. and budget for agencies Assign tasks and due dates 100% 100%            Agency Engagement Lead 1  PeopleSoft/ERP Agency engagement lead role in multi-entity environment Hands-on change management experience with focus on agency engagement associated with human capital. responsibility. and messages that need to be sent to each stakeholder Create communications strategy and plan Validate content of messages to be distributed/published Lead design of Website/intranet content Confirm newsletters/Websites/intranet content for distribution and publication Liaison between stakeholder and project team to share communications feedback Coordinate involvement of agency-specific communications team members Review and approve key communications deliverables from agency communications team members to validate compliance Create and roll out agency engagement model. and templates Oversee and review agency specific project plans and timelines to confirm alignment with project timeline Supervise agency deliverable development Monitor workplan.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. tools. vehicle. and treasury applications 5+ years of experience in communications role leading multiple ERP implementations  Recommend role. and treasury applications       Page 3-28 . supply chain. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time     Communications Lead 1  PeopleSoft/ERP communications lead role in multi-entity environment Hands-on change management experience with focus on communications associated with human capital. and job description change recommendations Publish benchmarks to evaluate performance against core competencies Provide award program and retention strategies leading practices Validate key stakeholders across all departments and assess impact to each as a result of the project Confirm timing. timeline. supply chain. financial.

and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables including performing periodic quality reviews to validate compliance with standards and confirm agency readiness   Page 3-29 . and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  5+ years of experience in agency engagement role leading multiple ERP implementations      Perform quality reviews of consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. communications.

financial. and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design. and unit test functional and data level security configuration 100% 100%             Page 3-30 . interfaces. supply chain. and unit testing efforts related to modifications. workflows. infrastructure and/or data warehouse lead role in multi-entity environment Hands-on technical development and infrastructure role associated with human capital. and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical areas Report status for the overall technical project areas Facilitate decisions within the team and across teams Resolve issues escalated by their team members. conversions programs. Role FTE Required (#) Skills Task Description/Responsibilities % of Time    Technical Team Lead Application Data Warehouse 1 1  PeopleSoft/ERP technical applications. and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development. reporting. and data warehouse applications 10+ years of experience in technical applications or data warehouse role leading multiple ERP implementations     Supervise technical development. build. timeline. reports. reporting and architecture deliverable development Monitor workplan.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. build. and architecture items Supervise the technical design. Implementation Resources Dell Technical Team Key Roles and Responsibilities—Foundation Wave The following table describes the Dell technical team member key roles and responsibilities. treasury.

and security Coordinate and supervise offsite development resources Review and approve key technical deliverables Create technical designs for modifications. document and manage code migration process for modifications. workflows. and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database Perform. and conversion programs Code. and conversion programs Provide leading practices approaches and ideas to the build and unit testing efforts Support testing activities Support production cutover activities. as requested 100% 100% 100%           Onsite/Offsite/Off shore Developers (Pool of resources)    Modifications/ Workflows Interfaces Conversion Programs 4 3 3    PeopleSoft/ERP developer role in multi-entity environment Hands-on developer experience with focus on modifications/workflows. financial. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time and end-user setup  Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity. authentication and security Confirm PeopleSoft System/Database Administration functions including environment. supply chain. interfaces.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. unit test. interfaces. and treasury applications 3+ years of experience in      Page 3-31 . interfaces. and document modifications. application. or conversion programs associated with human capital. interfaces. reports/queries. tools. workflows. and bundles and patches as appropriate Participate in key build activities and oversee data refresh and back-up/restore activities Coordinate software. workflows.

dress rehearsal activities. and reports/queries Assist with installation and configuration of 100% 100%          PeopleSoft and Database Administration 2  PeopleSoft/ERP application and database administration lead role in multi-entity environment Hands-on application and database administration experience with focus on patch application. interfaces. and tools Oversee and monitor status of data conversion cleansing and collection activities with end users Validate conversion data needed is properly staged for mock conversions.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and treasury applications 3+ years of experience in data clean up and collection lead role leading multiple ERP implementations    Develop data collection and cleansing strategy. tuning. sizing. and troubleshooting 5+ years of experience in application and database administrator lead role leading multiple ERP implementations           Page 3-32 . templates. methodology. and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users Validate data cleansing and collection team compliance with standards Review and approve key data cleansing and collection team member deliverables Create overall strategy and process for PeopleSoft and Database administration and tuning activities Review and analyze application patches Update and tune technical application architecture Configure functional and data level security Validate batch schedule configuration and documentation Manage change control procedures between databases Support testing efforts and enhance modifications. workflows. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time developer role leading multiple ERP implementations  Data Collection and Cleansing Leads 2  PeopleSoft/ERP data conversion and cleansing and collection lead role in multientity environment Hands-on data conversion experience with focus on data clean up and collection activities associated with human capital. conversion programs. supply chain. financial.

supply chain. workflows. reports. analytical tools associated with human capital. and document interfaces Support testing efforts. unit test. and analytics 100%  Page 3-33 . interfaces. financial. security. and resolve issues       Data Warehouse Developers Extract. customizations. and batch jobs Participate in key build activities Support testing efforts and enhance modifications. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time PeopleSoft database instances    Validate technical database architecture design needed Manage and apply database bundles and patches as needed Tune database for modifications. and third-party interfaces Code. identify. ETL’s. workflows and configuration migration scripts Create technical designs for PeopleSoft. interfaces. and treasury applications 5+ years of experience in data warehouse developer role leading multiple ERP implementations PeopleSoft/ERP data warehouse architect/lead role in multi-entity environment Hands-on data warehouse design experience with focus         100%   1 4  100% 100%  Data Warehouse Architect 1  Create and deploy data warehouse design standards and strategy Work with the end users to design data warehouse tables. and reports/queries Participate in performance test application and database Oversee data refresh and back-up/restore activities Create technical designs for modifications. and document modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. conversions. reporting. interfaces. custom. data views or tables or reports. conversion programs. Transform and Load Data Views and Tables Reports/Queries/ Analytics & Dashboards 1  PeopleSoft/ERP data warehouse developer role in multi-entity environment Hands-on data warehouse development experience with focus on ETL. queries. unit test. nonPeopleSoft. and configuration migration scripts Code. data views. workflows.

supply chain. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time on custom views. financial. and analytics associated with human capital. queries. and treasury applications  5+ years of experience in data warehouse architect role leading multiple ERP implementations    Create functional and technical design specifications and unit test plans Validate and oversee the data warehouse developers build activities align with design Validate reports. analytics and dashboards satisfy user needs and are in compliance with data warehouse standards Participate in testing and issues resolution efforts Review data warehouse training content to validate alignment with design Support end users through transition and deployment activities    Page 3-34 . ETL’s and/or reports.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

and deployment of Cook County standardized requirements at each agency. build & test reports. will also be responsible for the design. forms Inventory reports. implementation. schedule and materials  Prepare and secure production hardware / software Create deployment plan and timeline Prepare cutover schedule and assignments Define  production support structure/transition plan • • • • • • • • • • • • • • • • • • • • • Key Activities Conduct dress‐rehearsals Perform go/no‐go review Finalize cutover checklist  and plan Finalize production configuration Migrate development options to production Migrate reports. Implementation Resources Agency-Specific Sample Team Structure—Foundation Wave The agency-specific teams will revise the agency-specific business processes to accommodate the design. views to production Setup production batch schedule Setup end user security in production Create/rollout help desk procedures Train end users Rollout final to‐be procedures to end users Stage cleansed data for final conversion Cutoff processing in legacy systems Perform final data conversion  Cutover to production Shutdown legacy systems Support end users thru first processing cycles Perform post production support review Resolve support review items Perform knowledge  transfer with support Transition team off project C o m m o n Phase Plan/Blueprint Build/Unit Test Central & Agency Deploy/Support A g e n c y • • • • • • • • • • • • Key Activities Gather agency requirements Validate as‐is process flows Participate in design sessions Validate to‐be process flows Inventory agency specific reports Identify impacted agency end users Gather sample agency transactions / data Outline agency work‐arounds Communicate project to users Develop agency plans Estimate agency resources/costs Organize agency teams • • • • • • • • • • • • Key Activities Gather configuration values and validate setup Design build & test  agency specific reports Design retrofit & test  agency specific systems Collect and cleanup  conversion data Assign agency users to security roles  Communicate project status to end users Complete periodic agency scorecards Participate in performance testing Participate in end user acceptance testing Complete agency process redesign activities Prepare agency specific training plan and materials  Create agency deployment plan and timeline • • • • • • • • • • • • Key Activities Participate in dress‐rehearsals Perform agency readiness review Finalize agency cutover checklist and plan Migrate retrofit systems to production Participate in training end users Participate  in final data conversion  Participate in cutover to production Shutdown shadow systems Support end users thru first processing cycles Perform agency production support review Resolve support review items Transition agency team off project Figure 3-4: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle Below are the model organization charts for large and small to medium agencies for the foundation waves. ETL’s. custom views Design. custom views Inventory conversions  Define  data cleansing strategy Install and secure hardware & software Setup database instances Identify standard security roles  Define change management strategy Communicate project to agencies Create project website / publish content Establish agency engagement model Create integrated project plans / timeline Estimate resources and costs Organize integrated teams Rollout project management standards • • • • • • • • • • • • • • • • • • • • • Key Activities Create standard to‐be procedure documents Gather configuration values from agencies Complete functional configuration Design. The key project management. ETL’s. build & test modifications. build & test conversions  Collect and cleanup  conversion data Perform mock conversion testing Design. interfaces. & integration testing Conduct performance testing and tuning Conduct end user acceptance testing Coordinate agency process redesign activities Communicate project status to agencies Collect agency engagement scorecards Prepare training plan. build and test batch schedule Configure security roles and assign users Conduct assembly. and change management roles and responsibilities outlined in the organization charts below will focus on agency-specific activities that will align with those performed by the Common Team to successfully accomplish the key milestone deliverables and dates outlined within the integrated project plan. functional. The diagram below outlines the key activities that will be performed by the common team versus agency-specific teams. Page 3-35 . and deployment of agency-specific requirements. The level of participation of each member on the agency-specific teams will vary from part-time to full-time throughout the project implementation life cycle depending on the size and complexity of the impact the project will have on the business processes or technical areas at each agency. we have provided two models for agency specific teams to participate on the project (Large and Small to Medium). This team will be comprised of dedicated agency-specific resources focused on executing each agency’s specific project plan tasks. For purposes of our response to the RFI.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. implementation. ETL’s. • • • • • • • • • • • • • • • • • • • • • Key Activities Define institution‐wide requirements Create standard as‐is process flows Conduct design sessions Create standard to‐be process flows Define process improvements Design functional configuration Inventory modifications. interfaces. technical. forms Design. Dell has outlined two models for Cook County to consider for modeling all agencies included in the scope of the project. system.

Implementation Resources Large Agency Team Key Roles and Responsibilities—Foundation Wave The table below describes the large agency team member key roles and responsibilities Large Agency Team Project Management – Foundation Wave • Client – Agency Project Manager (100%) • Dell – Agency Project Manager (100%) Functional • Client – Functional Lead (100%) • Dell – Functional Lead (100%) • • • • • • • Client – Human Resources / Base Benefits (100%) Client – Payroll  / Commitment Accounting (100%) Client – General Ledger and Budgeting (100%) Client – Purchasing / Accounts Payable (100%) Client – Project Costing (50%) Client – Grants (50%) Client – Business Intelligence (100%) Change • Client – Change Lead (100%) • Dell – Change Lead (100%) • • • • • • Client – Human  Capital Process Redesign (75%) Client – Financials & Grants Process Redesign (75%) Client – Agency Communications (75%) Client – Human Capital Trainer (75%) Client – Financials & Grants Trainer (75%) Client – Business Intelligence/Reporting Trainer (75%) Technical • Client – Technical Lead (100%) • • • • Client – Data Cleansing and Collection (200%) Client – Technical Architecture (50%) Client – Security (75%) Client – Report Developers (200%) Figure 3-5: Large Agency Team Members Roles and Responsibilities Small to Medium Agency Team Key Roles and Responsibilities—Foundation Wave The table below describes the small to medium agency team member key roles and responsibilities: Small to Medium Agency Team Project Management – Foundation Wave • Client – Agency Project Manager (100%) • Dell – Agency Project Manager (100%) Functional • Client – Functional Lead (100%) Change • Client – Change Lead (100%) Technical • Client – Technical Lead (100%) • • • • Client – Human Capital (75%) Client – Finance (75%) Client – Grants (50%) Client – Business Intelligence (75%) • • • • • • Client – Human  Capital Process Redesign (50%) Client – Financials & Grants Process Redesign (50%) Client – Agency Communications (50%) Client – Human Capital Trainer (50%) Client – Financials & Grants Trainer (50%) Client – Business Intelligence/Reporting Trainer (50%) • • • • Client – Data Cleansing and Collection (100%) Client – Technical Architecture (25%) Client – Security (50%) Client – Report Developer (100%) Figure 3-6: Small to Medium Agency Team Member Roles and Responsibilities Page 3-36 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Page 3-37 . and estimated level of effort/resources needed to complete the project within the timeframe provided. key roles and responsibilities. Common Team Project Management – Advanced Wave • Client – Common Project Manager (100%) • Dell – Common Project Manager (100%) Functional • Client – Functional Lead (100%) • Dell – Functional Lead (100%) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Client – Benefits Admin / eBenefits (100%) Client – Time & Labor (100%) Client – Absence Management (100%) Client – Pension Administration (100%) Client – Talent Acquisition Management (100%) Client – Employee Self Service (100%) Client – Asset Management / Projects (100%) Client – Advanced Planning & Budgeting (100%) Client – Inventory (100%) Client – Work Order (100%) Client – Cash Management (100%) Client – Treasury Management (100%) Client – Billing (100%) Client – Accounts Receivable (100%) Client – Grants Billing/Receivables/Contracts (100%) Client – Fleet Management (200%) Client – Business Intelligence (200%) Client – Business Analysts/Testers (1000% ) Dell – Benefits Admin / eBenefits (100%) Dell – Time & Labor and Absence Mgmt (200%) Dell – Talent Acquisition Management (100%) Dell – Pension Administration (100%) Dell – Asset Management / Projects (100%) Dell – Advanced Planning & Budget (100%) Dell – Inventory (100%) Dell – Work Order (100%) Dell – Cash / Treasury Management (100%) Dell – Billing/Accounts Receivable (100%) Dell – Grants  Billing/Receivables/Contracts (100%) Dell – Fleet Management (100%) Dell – Business Intelligence (100%) Change • Client – Change Lead (100%) • Dell – Change Lead (100%) • • • • • • • • • • • • Client – Human  Capital Process Redesign (200%) Client – Financials & Grants Process Redesign (200%) Client – Project Team Communications (100%) Client – End User Communications (100%) Client – Agency Engagement (100%) Client – Human Capital Trainers (400%) Client – Financials & Grants Trainers (400%) Client – Business Intelligence/Reporting Trainers (300%) Dell – Process Redesign Lead (100%) Dell– Communications Lead (100%) Dell – Agency Engagement Lead (100%) Dell – Training Lead (100%) Technical • Client – Technical Lead (100%) • Dell – Technical Lead (100%) • • • • • • • • • • • • • • • • • • • • • • • • • • • Client – Development Lead (100%) Client – Modification Developers (1200%) Client – Interface Developers (600%) Client – Conversion Developers (400%) Client – Data Cleansing and Collection (400%) Client – Technical Architecture Lead (100%) Client – Security (200%) Client – Batch (200%) Client – Technical Architect (100%) Client – Database Administration (200%) Client – PeopleSoft Administration (200%) Client – Data Warehouse Lead (100%) Client – Database/ETL Administration (200%) Client – Report Developers (1200%) Client – ETL Developers (400%) Client – Data  Warehouse  Developers (400%) Dell – Modification Developers (600%) Dell – Interface Developers (400%) Dell – Conversion Developers (400%) Dell – Data Cleansing and Collection (200%) Dell – Security (200%) Dell – PS/DB Administrator (200%) Dell – Data Warehouse Lead (100%) Dell – Data Warehouse Architect (100%) Dell – Report Developers (600%) Dell – ETL Developer (200%) Dell – Data Warehouse Developer (200%) Figure 3-7: Project Team Organization Chart—Advanced Wave   Cook County Project Management and Functional Team Roles and Responsibilities—Advanced Wave The following table describes the Cook County project management and functional team member key roles and responsibilities. Implementation Resources Project Team Organization Chart—Advanced Wave The following section outlines the proposed project team organization chart.

Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Project Manager (Wave) 1  PeopleSoft/ERP functional. resources. timeline. treasury applications 5+ years of experience in project manager or team lead role leading multiple ERP implementations          100%   Page 3-38 . supply chain. and departments Resolve issues escalated by the project team and the user advisory group Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with agency specific teams to communicate project status Attend periodic quality assurance reviews Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee. financial. agencies. supply chain. treasury applications 7+ years of experience in project manager role leading multiple ERP implementations            Create project vision. and risks Prepare for and conduct period operating committee meetings Present overall project status to leadership. technical and change project management in multi-entity environment Hands-on functional experience with the human capital. and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor the project plan. objectives.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end user community to communicate project status Attend periodic quality assurance reviews 100%    Functional Lead 1  PeopleSoft/ERP functional project management in multientity environment Hands-on functional experience with the human capital. financial.

responsibility and job description and business process improvement/change recommendations Review test scripts. and form changes/improvements Facilitate design sessions and document results Provide leading practices related to the “to-be” business process design documents. treasury applications assigned 3+ years of experience in functional role related to assignment  Provide leading practices during the design of business process. and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional lead for resolution Establish and facilitate compliance with agencywide practices and standards related to each deliverable Create functional and technical specifications Gather sample transactions and data for testing    100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%           2 2       Business Analysts/Testers 10   Experience working in multientity environment Hands-on functional. and data and seed data in build and test databases Oversee the execution of test scripts. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time                 Functional Team Members Ben Admin/eBen Time & Labor Abs Mgmt Pension Administration Talent Acquisition Management Employee SelfService Asset Management Advanced Planning & Budget Inventory Work Order Cash Mgmt Treasury Mgmt Billing Accounts Receivable Grants Billing/ Receivables/ Contracts Fleet Mgmt Business Intelligence 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1  Functional experience working in multi-entity environment Hands-on functional and business process experience with the human capital.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. document test results. configuration. conversion programs. batch schedule to validate quality and completeness Design. financial. forms designs. supply chain. expected results. configure. workflows. and document application setup associated with the each implementation phase database Confirm new automated conversion data collection and cleansing activities needed to support the new functionality Suggest role.   100% Page 3-39 . interfaces. and user procedures Review detailed functional designs for modifications. reports/queries.

and training Guide the completion of the project plan tasks by change management team members within area of expertise 100%           Page 3-40 . timeline. and testing experience with the human capital. agency engagement. processes) Provide leading practices used for the process redesign. supply chain. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time technical. financial. scope. training. and process redesign capabilities 5+ years of experience in change management project manager or team lead role leading multiple ERP implementations   Supervise change management deliverable development Monitor workplan. communications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and treasury applications assigned  3+ years of experience in role related to assignment   Create test scripts and expected results Execute test scripts and log issues for resolution Cook County Change Management Team Key Roles and Responsibilities—Advanced Wave The following table describes the Cook County change management team member key roles and responsibilities. and budget for change management areas. Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Change Management Lead 1  PeopleSoft/ERP Change Management Project Management in multi-entity environment Hands-on change management experience with the communications.

resources. risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Create methodology and tools to use to consistently map “to-be” processes Facilitate/participate in meetings mapping process flows Define and validate business process requirements Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Develop business case for improvements/changes Provide input on “high-impact” topics for project communications Provide input on development of training materials to ensure businesses processes are accurately and appropriately documented. Assess organization and users’ communities readiness for change Analyze high-impact jobs Define role. timeline. and job description change recommendations Develop benchmarks to evaluate performance against core competencies Evaluate “as is” responsibilities against core 100% 100%        Process/Organization Redesign Team Members Human Capital Financials & Grants 2 2  Process or organizational redesign efforts in multientity environment Hands-on process/organizational redesign experience with functional expertise in assigned area 5+ years of experience in process or organizational redesign team role on ERP implementations               Page 3-41 . responsibility. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Monitor and manage the change management portion of the project plan.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

strategy. and plan Assess and select tools for online and workshop training Design and develop training curriculum and materials Conduct train-the-trainer workshops Create coaching program Develop transition strategy Provide input for ongoing support model 100% 100% 100% 100% 100%                       Training Human Capital Financials & Grants Business Intelligence/Reporting 4 4 3     Page 3-42 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. frequency. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time competencies and develop plan to migrate employees to desired responsibilities     Communications Project Team End User 1 1  Experience with creating and publishing communications in multi-entity environment Hands-on communications experience with project teams or distributed autonomous end users in assigned area Experience designing and implementing Website or intranet sites and managing and publishing content 3+ years of experience in communications team role on ERP implementations Experience with creating training materials and conducting training in multientity environment Hands-on training development experience for end users in assigned area Experience designing and created Web-based and instructor-led training materials leveraging leading training development tools 3+ years of experience in training team role on ERP implementations  Develop award program and retention strategies Identify key stakeholders across all agencies and assess impact to each as a result of the project Define timing. and messages that need to be sent to each stakeholder Create communications strategy and plan Create and distribute messages Build and manage Website/intranet content Create and distribute newsletters/Websites/intranet Liaison between stakeholder and project team to share communications feedback Coordinate involvement of department-specific team members Identify training audience in detail Define training requirements. vehicle.

reporting. and architecture deliverable development Monitor workplan. and data warehouse capabilities 7+ years of experience in technical management project manager or team lead role       Supervise technical development. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Agency Engagement Lead 1  Experience with leading and managing ERP projects with change management experience in multi-entity environment Hands-on agency change management experience with project teams or distributed autonomous end users in assigned area 3+ years of experience in agency coordinator team lead role on ERP implementations         Supervise agency deliverable development Monitor workplan. and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables 100%     Cook County Technical Team Key Roles and Responsibilities—Advanced Wave The following table describes the Cook County technical team member key roles and responsibilities. and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all Technical Areas Report status for the overall technical project areas Facilitate decisions within the team and across teams 100% 100% 100% 100%   Page 3-43 . Roles FTE Required (#) Skills Task Description/Responsibilities % of Time      Technical Team Leads Overall Development Architecture Data Warehouse 1 1 1 1  PeopleSoft/ERP technical project management in multientity environment Hands-on technical management experience with the development. communications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. timeline. and budget for agencies Assign tasks and due dates Report consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members. architecture. and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign. timeline.

authentication. and security Confirm PeopleSoft System/Database Administration functions including environment. reporting and architecture items Supervise the technical design. conversions programs. workflows. and unit testing efforts related to modifications. and unit test functional and data level security configuration and end-user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity. reports. build. application. tools.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time leading multiple ERP implementations in core area of responsibility     Resolve issues escalated by their team members. and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design. and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development. and bundles and patches as appropriate Participate in key build activities and overseeing data refresh and back-up/restore activities Coordinate software. build. interfaces. and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database            Page 3-44 .

dress rehearsal activities. and resolve issues 100% 100% 100%    Developers Modifications Interfaces 12 6  PeopleSoft/ERP Technical development experience in multi-entity environment Hands-on development experience with the modifications/workflows. and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users 100%   Page 3-45 . nonPeopleSoft and third-party interfaces Code. identify. financials. and configuration migration scripts Code. interfaces. and security Create technical designs for modifications. interfaces. and document modifications. reports/queries.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. unit test. unit test. unit test. document and manage code migration process for modifications. and interfaces capabilities 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP conversion development experience in multi-entity environment Hands-on conversion experience 3+ years of experience in conversion developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data collection and cleansing experience in multi-entity environment Hands-on functional experience with the human capital. workflows and configuration migration scripts Create technical designs for PeopleSoft. and document interfaces Support testing efforts. workflows. and grants data 3+ years of experience in data cleansing and collection role on multiple ERP implementations or similar projects in core area of responsibility             Conversion Developers 4     Data Collection and Cleansing 4        Coordinate and monitor status of data conversion cleansing and collection activities with end users Stage conversion data needed for upgrade passes. and document conversion programs Execute mock conversions and document results Support testing efforts. identify. workflows. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Perform. and resolve issues Create technical designs for conversion programs Code.

unit test. and document security roles Work with Agencies to assign users to security roles Revise access request procedures. workflows. interfaces. and process Support testing efforts. identify and resolve issues Review and analyze application patches Update and tune technical application architecture Manage change control procedures between databases Support testing efforts and enhance modifications. and document PeopleSoft reports/queries Support testing efforts. identify and resolve issues 100%    Security Administration 2           Create technical designs for security roles for PeopleSoft Configure. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Reports/Query Developers 12  PeopleSoft/ERP report development experience in multi-entity environment Hands-on report/query writing experience with tools supporting reporting efforts 3+ years of experience in report developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP security experience in multi-entity environment Hands-on security design and administration experience 3+ years of experience in security role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP application administration experience in multi-entity environment Hands-on application administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP database administration experience in multi-entity environment Hands-on database administration including patch application and tuning    Create technical designs for PeopleSoft reports/queries Code. unit test. and reports/queries related to application tuning 100%    PeopleSoft Administration 2  100%    Database Administration 2     Install and configure PeopleSoft database instances Validate technical database architecture design needed Manage and apply database bundles and patches as needed 100%  Page 3-46 . conversion programs. forms.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

reports. integrations. conversions. tools. workflows. and sequence batch jobs Design batch schedule and timing Configure batch processing tools Support testing efforts related to batch processing and resolve issues 100%    Batch 2  PeopleSoft/ERP batch scheduling experience in multi-entity environment Hands-on batch scheduling including application and tuning experience including the batch scheduling tool 3+ years of experience in batch schedule role on multiple ERP implementations or comparable projects in core area of responsibility PeopleSoft/ERP technical architect experience in multientity environment Hands-on technical architect experience including application. Transform and 4    100% Page 3-47 . prioritize. unit test and document modifications. 100%        Data Warehouse Developers Extract. and database experience 3+ years of experience in a Technical Architect role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse developer experience in multi-entity environment        Technical Architect 1   Work with the end-user community impacted to recommend approaches to take to obtain desktop connectivity to the PeopleSoft applications Establish Web and network connectivity. workflows. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time experience in database tool selected  3+ years of experience in database administration role on multiple ERP implementations in core area of responsibility    Tune database for modifications. interfaces. interfaces.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. customizations. authentication and security Participate in and coordinate software. conversion programs. and configuration migration scripts Code. and reports/queries Participate in performance test application and database Overseeing data refresh and back-up/restore activities Identify. and batch jobs Participate in key build activities Support testing efforts and enhance modifications. and hardware installation and associated database and application instances Participate in performance test application and database Create technical designs for modifications. interfaces.

unit test and document interfaces Support testing efforts. ETL’s. monitor and manage project scope Outline the approach for completing project plan 100%  Page 3-48 . Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Project Manager 1  PeopleSoft/ERP functional.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and dashboards experience 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse and ETL administration experience in multi-entity environment Hands-on data warehouse database and ETL administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibilities workflows and configuration migration scripts    Create technical designs for PeopleSoft. treasury     Participate in project operating committee meetings and provide project leadership Escalate issues to operating and executive committees for resolution Define. financial. conversion programs. identify and resolve issues 100%   Data Warehouse and ETL Administration 2      Review and analyze database and ETL application patches Update and tune technical application architecture related to ETL and data warehouse platform Manage change control procedures between data warehouse databases Support testing efforts and enhance modifications to data views. technical and change project management in multi-entity environment Hands-on functional experience with the human capital. and creation of analytics. supply chain. nonPeopleSoft and third-party interfaces Code. and reports/queries related to tuning 100%   Dell Project Management Team and Functional Roles and Responsibilities—Advanced Wave The following table describes the Dell project management and functional team member key roles and responsibilities. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time Load  Data Views and Tables 4  Hands-on developer experience including ETL’s custom data views and tables. tables.

and change team issues Oversee the timely completion of team member tasks and work products Review and approve key deliverables for quality and completeness Coordinate periodic quality assurance reviews Provide guidance for documenting business process. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time applications  10+ years of experience in project manager role leading multiple ERP implementations           tasks Set direction and provide standard deliverable templates and standards Monitor and manage the project plan. and security designs Supervise the documentation of the functional requirements are being satisfied and provide content for communications Oversee the configuration design and documentation of the applicable modules/functionality to facilitate integration of the design across application suite areas Suggest potential role. functional development designs. responsibility and job description changes and content for communications Outline potential application design content for training Lead test script development and all phases of testing       Page 3-49 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and resources Periodically report status Troubleshoot and resolve functional. configuration. timeline. and form changes Prepare for and co-facilitate design sessions Share leading business process and application configuration leading practices across application suites Review “to-be” business process designs. technical.

interfaces. configure.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. forms designs. and data and 100% 100% 100% 100% 100% 100% 100% 100%          1 1  Page 3-50 . financial. batch schedule to facilitate compliance with county-wide standards Design. and form changes/improvements based on leading practices Prepare for and co-facilitate design sessions Provide document “to-be” business process design documents. configuration. financial. supply chain. responsibility. reports/queries. workflows. and document application setup based on leading practices Suggest role. and treasury applications assigned 5+ years of experience in lead or consultant role on multiple ERP implementations     Lead cutover planning and execution to production Lead end user support efforts Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end-user community to communicate project status Attend periodic quality assurance reviews Design business process. expected results. and job description and business process improvement/change recommendations based upon past project experiences and leading practices Review test scripts. conversion programs. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time    Functional Team Lead 1  PeopleSoft/ERP Functional Project Management in multientity environment Hands-on functional experience with the human capital. treasury applications 7+ years of experience in project manager or team lead role leading multiple ERP implementations           Functional Team Consultants    Ben Admin/ ebenefits Time & Labor/ Absence Mgmt Talent Acquisition Mgmt Pension Administration Asset Management Asset Mgmt/ Projects Advanced 1 2 1 1   PeopleSoft/ERP Functional Lead or consultant role in multientity environment Hands-on functional experience with the human capital. and user procedures Review detailed functional designs for modifications. supply chain.

Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time Planning & Budget    Inventory Work Order Cash/ Treasury Management Billing/ Accounts Receivable Grants Billing/ Receivables/Co ntracts Fleet Management Business Intelligence 1  1 1 1 1 1       seed data in build and test databases Oversee the execution test scripts. and process   Supervise change management deliverable development Monitor workplan. Roles FTE Required (#) Skills Task Description/Responsibilities % of Time  Change Management Lead 1  PeopleSoft/ERP Change Project Management role in multi-entity environment Hands-on change management experience with the communications. document test results. training. and budget for change management areas. agency engagement. and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional Leads for resolution Establish and facilitate compliance with countywide practices and standards related to each deliverable Perform knowledge transfer of deliverable approaches and content to customer team members 100% 100% 100% 100% 100% 100% 100% 100%   1 1 1    Dell Change Management Team Key Roles and Responsibilities—Advanced Wave The following table describes the Dell change management team member key roles and responsibilities. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across 100%    Page 3-51 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. timeline.

and risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee and co-lead change management deliverable development Provide direction on methodology/tools/templates for change management processes (process redesign. timeline. and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time and organizational redesign associated with human capital. communications. and treasury applications  10+ years of experience in change management project manager role leading multiple ERP implementations teams     Resolve issues escalated by team members. processes) Provide leading practices used for the process redesign. and training Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan. resources. supply chain. scope.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. communications and training) Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Guide training deliverable development Provide direction on methodology/tools/templates for training processes Resolve issues escalated by their team 100%           Training Team Lead 1  PeopleSoft/ERP training lead role in multi-entity environment Hands-on change management experience     Page 3-52 . financial.

treasury applications  Experience with leading training material development tools and train the trainer techniques 5+ years of experience in training lead role leading multiple ERP implementations members. treasury applications 5+ years of experience in        Page 3-53 . supply chain.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. processes) Identify training audience in detail Define training requirements. strategy. supply chain. and escalate issues as needed   Lead training topics with other teams Provide leading practices for models for ongoing support (resource and budget requirements. coaching. scope. and transition strategy approach and processes Conduct train-the-trainer workshops Participate in and lead specific training sessions assigned by customer training team Provide guidance in creating the coaching program Outline approach for developing transition strategy Provide input for ongoing support model Create methodology and tools to use to consistently map “to-be” processes Facilitate/participate in meetings mapping process flows Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Validate business case for improvements/changes Provide input on “high-impact” topics for project communications 100%             Process/Organization Redesign Team Lead 1  PeopleSoft/ERP process and organizational redesign lead role in multi-entity environment Hands-on change management experience with focus on process and organizational redesign associated with human capital. financial. financial. and plan Assess and select tools for online and workshop training Lead design and develop training curriculum and materials (with significant input from business process analyst and team leads) Define train-the-trainer. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time with focus on training material design and development associated with human capital.

vehicle.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. frequency. and job description change recommendations Publish benchmarks to evaluate performance against core competencies Provide award program and retention strategies leading practices Validate key stakeholders across all departments and assess impact to each as a result of the project Confirm timing. tools and templates Oversee and review agency specific project plans and timelines to confirm alignment with project timeline Supervise agency deliverable development 100% 100%  Communications Lead 1  PeopleSoft/ERP communications lead role in multi-entity environment Hands-on change management experience with focus on communications associated with human capital. financial. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time process and organizational redesign role leading multiple ERP implementations      Assess organization and users community’s readiness for change Validate high-impact jobs analysis Recommend role. supply chain. and messages that need to be sent to each stakeholder Create communications strategy and plan Validate content of messages to be distributed/published Lead design of Website/intranet content Confirm newsletters/Websites/intranet content for distribution and publication Liaison between stakeholder and project team to share communications feedback Coordinate involvement of agency-specific communications team members Review and approve key communications deliverables from agency communications team members to validate compliance Create and roll out agency engagement model. responsibility. treasury applications 5+ years of experience in communications role leading multiple ERP implementations             Agency Engagement Lead 1  PeopleSoft/ERP Agency engagement lead role in multi-entity environment Hands-on change management experience with focus on agency engagement associated with     Page 3-54 .

and architecture deliverable development Monitor workplan. infrastructure and/or data warehouse lead role in multi-entity environment Hands-on technical development and infrastructure role associated     Supervise technical development. and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables including performing periodic quality reviews to validate compliance with standards and confirm agency readiness   Dell Technical Team Key Roles and Responsibilities—Advanced Wave The table below describes the Dell technical team member key roles and responsibilities.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. reporting. and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign. and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical 100% 100%  Page 3-55 . timeline. and budget for agencies Assign tasks and due dates Perform quality reviews of consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members. communications. financial. timeline. supply chain. Implementation Resources Roles FTE Required (#) Skills Task Description/Responsibilities % of Time human capital. treasury applications  5+ years of experience in agency engagement role leading multiple ERP implementations        Monitor workplan. Role FTE Required (#) Skills Task Description/Responsibilities % of Time    Technical Team Lead Application Data Warehouse 1 1  PeopleSoft/ERP technical applications.

financial. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time with human capital. application.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. treasury and data warehouse applications  10+ years of experience in technical applications or data warehouse role leading multiple ERP implementations areas       Report status for the overall technical project areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development. conversions programs. and bundles and patches as        Page 3-56 . reports. and architecture items Supervise the technical design. interfaces. build and unit testing efforts related to modifications. authentication. and security Confirm PeopleSoft System/Database Administration functions including environment. build. supply chain. and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design. reporting. workflows. and unit test functional and data level security configuration and end user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity.

and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database Perform. and conversion programs Provide leading practices approaches and ideas to the build and unit testing efforts Support testing activities Support production cutover activities. document and manage code migration process for modifications. as requested 100% 100% 100%       Onsite/Offsite/Offsho re Developers (Pool of resources)    Modifications/ Workflows Interfaces Conversion Programs   6 4 4  PeopleSoft/ERP developer role in multi-entity environment Hands-on developer experience with focus on modifications/workflows. reports/queries.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. workflows. methodology. workflows. supply chain. interfaces. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time appropriate   Participate in key build activities and overseeing data refresh and back-up/restore activities Coordinate software. financial. workflows. interfaces. and cutover 100%  Page 3-57 . and security Coordinate and supervise offsite development resources Review and approve key technical deliverables Create technical designs for modifications. tools. interfaces. or conversion programs associated with human capital. templates and tools Oversee and monitor status of data conversion cleansing and collection activities with end users Validate conversion data needed is properly staged for mock conversions. and conversion programs Code. unit test and document modifications. interfaces. treasury applications 3+ years of experience in developer role leading multiple ERP implementations PeopleSoft/ERP data conversion and cleansing and collection lead role in multientity environment Hands-on data conversion experience with focus on data clean up and collection activities associated with       Data Collection and Cleansing Leads 4     Develop data collection and cleansing strategy. dress rehearsal activities.

and batch jobs Participate in key build activities 100%  PeopleSoft and Database Administration 2  PeopleSoft/ERP application and database administration lead role in multi-entity environment Hands-on application and database administration experience with focus on patch application. interfaces.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. and reports/queries Assist with install and configuration of PeopleSoft database instances Validate technical database architecture design needed Manage & apply database bundles and patches as needed Tune database for modifications. treasury applications  3+ years of experience in data clean up and collection lead role leading multiple ERP implementations       Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users Validate data cleansing and collection team compliance with standards Review and approve key data cleansing and collection team member deliverables Create overall strategy and process for PeopleSoft and Database administration and tuning activities Review and analyze application patches Update and tune technical application architecture Configure functional and data level security Validate batch schedule configuration and documentation Manage change control procedures between databases Support testing efforts and enhance modifications. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time human capital. workflows. customizations. interfaces. conversions. sizing. reports. tuning and troubleshooting 5+ years of experience in application and database administrator lead role leading multiple ERP implementations               Page 3-58 . conversion programs. supply chain. financial.

treasury applications 5+ years of experience in data warehouse developer role leading multiple ERP implementations PeopleSoft/ERP data warehouse architect/lead role in multi-entity environment Hands-on data warehouse design experience with focus on custom views. interfaces. and document interfaces Support testing efforts. custom. workflows and configuration migration scripts Create technical designs for PeopleSoft. financial.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. unit test. analytical tools associated with human capital. ETL’s. nonPeopleSoft and third-party interfaces Code. Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time  Support testing efforts and enhance modifications. analytics and dashboards satisfy user needs and are in compliance with data warehouse standards Participate in testing and issues resolution efforts 100%       Page 3-59 . conversion programs. supply chain. reporting and analytics Create functional and technical design specifications and unit test plans Validate and oversee the data warehouse developers build activities align with design Validate reports. financial. queries. interfaces. and configuration migration scripts Code. queries. identify. data views or tables or reports. data views. and resolve issues     Data Warehouse Developers Extract. treasury applications 5+ years of experience in data warehouse architect role leading multiple ERP implementations         100%   2 6  100% 100%  Data Warehouse Architect 1  Create and deploy data warehouse design standards and strategy Work with the end users to design data warehouse tables. unit test and document modifications. workflows. security. and reports/queries Participate in performance test application and database Overseeing data refresh and back-up/restore activities Create technical designs for modifications. and analytics associated with human capital. supply chain. workflows. Transform and Load Data Views and Tables Reports/Queries/ Analytics & Dashboards 2  PeopleSoft/ERP data warehouse developer role in multi-entity environment Hands-on data warehouse development experience with focus on ETL. ETL’s and/or reports.

Implementation Resources Role FTE Required (#) Skills Task Description/Responsibilities % of Time   Review data warehouse training content to validate alignment with design Support end users through transition and deployment activities Page 3-60 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3.

• • • • • • • • • • • • • • • • • • • • • Key Activities Define institution‐wide requirements Create standard as‐is process flows Conduct design sessions Create standard to‐be process flows Define process improvements Design functional configuration Inventory modifications. schedule and materials  Prepare and secure production hardware / software Create deployment plan and timeline Prepare cutover schedule and assignments Define  production support structure/transition plan • • • • • • • • • • • • • • • • • • • • • Key Activities Conduct dress‐rehearsals Perform go/no‐go review Finalize cutover checklist  and plan Finalize production configuration Migrate development options to production Migrate reports. implementation. we have provided two models for agency specific teams to participate on the project (Large and Small to Medium). ETL’s. build & test modifications.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. interfaces. implementation. forms Inventory reports. custom views Inventory conversions  Define  data cleansing strategy Install and secure hardware & software Setup database instances Identify standard security roles  Define change management strategy Communicate project to agencies Create project website / publish content Establish agency engagement model Create integrated project plans / timeline Estimate resources and costs Organize integrated teams Rollout project management standards • • • • • • • • • • • • • • • • • • • • • Key Activities Create standard to‐be procedure documents Gather configuration values from agencies Complete functional configuration Design. The diagram below outlines the key activities that will be performed by the common team versus agency specific teams. build & test reports. technical. & integration testing Conduct performance testing and tuning Conduct end user acceptance testing Coordinate agency process redesign activities Communicate project status to agencies Collect agency engagement scorecards Prepare training plan. and change management roles and responsibilities outlined in the organization charts below will focus on agency-specific activities that will align with those performed by the common team to successfully accomplish the key milestone deliverables and dates outlined within the integrated project plan. The key project management. ETL’s. functional. For purposes of our response to the RFI. and deployment of agency-specific requirements. Implementation Resources Agency-Specific Sample Team Structure—Advanced Wave The agency-specific teams will revise the agency specific business processes to accommodate the design. interfaces. The level of participation of each member on the agency specific teams will vary from part-time to full-time throughout the project implementation lifecycle depending on the size and complexity of the impact the project will have on the business processes or technical areas at each agency. and deployment of Cook County standardized requirements at each agency. build and test batch schedule Configure security roles and assign users Conduct assembly. forms Design. custom views Design. Dell has outlined two models for Cook County to consider for modeling all agencies included in the scope of the project. This team will be comprised of dedicated agency-specific resources focused on executing each agency’s specific project plan tasks. This team will also be responsible for the design. build & test conversions  Collect and cleanup  conversion data Perform mock conversion testing Design. ETL’s. views to production Setup production batch schedule Setup end user security in production Create/rollout help desk procedures Train end users Rollout final to‐be procedures to end users Stage cleansed data for final conversion Cutoff processing in legacy systems Perform final data conversion  Cutover to production Shutdown legacy systems Support end users thru first processing cycles Perform post production support review Resolve support review items Perform knowledge  transfer with support Transition team off project C o m m o n Phase Plan/Blueprint Build/Unit Test Central & Agency Deploy/Support A g e n c y • • • • • • • • • • • • Key Activities Gather agency requirements Validate as‐is process flows Participate in design sessions Validate to‐be process flows Inventory agency specific reports Identify impacted agency end users Gather sample agency transactions / data Outline agency work‐arounds Communicate project to users Develop agency plans Estimate agency resources/costs Organize agency teams • • • • • • • • • • • • Key Activities Gather configuration values and validate setup Design build & test  agency specific reports Design retrofit & test  agency specific systems Collect and cleanup  conversion data Assign agency users to security roles  Communicate project status to end users Complete periodic agency scorecards Participate in performance testing Participate in end user acceptance testing Complete agency process redesign activities Prepare agency specific training plan and materials  Create agency deployment plan and timeline • • • • • • • • • • • • Key Activities Participate in dress‐rehearsals Perform agency readiness review Finalize agency cutover checklist and plan Migrate retrofit systems to production Participate in training end users Participate  in final data conversion  Participate in cutover to production Shutdown shadow systems Support end users thru first processing cycles Perform agency production support review Resolve support review items Transition agency team off project Figure 3-8: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle Page 3-61 . system.

Large Agency Team Key Roles and Responsibilities—Advanced Wave The table below describes the large agency team member key roles and responsibilities: Large Agency Team Project Management – Advanced Wave • Client – Common Project Manager (100%) • Dell – Common Project Manager (100%) Functional • Client – Functional Lead (100%) • Dell – Functional Lead (100%) • • • • • • • • • • • • Client – Benefits Admin / eBenefits (100%) Client – Time & Labor / Absence Mgmt (100%) Client – Talent Acquisition Management (100%) Client – Pension Administration (75%) Client – Asset Management / Projects (75%) Client – Advanced Planning & Budgeting (75%) Client – Inventory / Work Order (100%) Client – Cash / Treasury Management (75%) Client – Billing / Accounts Receivable (75%) Client – Grants Billing/Receivables/Contracts (75%) Client – Fleet Management (75%) Client – Business Intelligence (100%) Change • Client – Change Lead (100%) • Dell – Change Lead (100%) • • • • • • Client – Human  Capital Process Redesign (75%) Client – Financials & Grants Process Redesign (75%) Client – Agency Communications (75%) Client – Human Capital Trainer (75%) Client – Financials & Grants Trainer (75%) Client – Business Intelligence/Reporting Trainer (75%) Technical • Client – Technical Lead (100%) • Dell – Technical Lead (100%) • • • • Client – Data Cleansing and Collection (200%) Client – Technical Architect (50%) Client – Security (75%) Client – Report Developers (200%) Figure 3-9: Large Project Team – Advanced Wave Small to Medium Agency Team Key Roles and Responsibilities—Advanced Wave The table below describes the small to medium agency team member key roles and responsibilities: Small to Medium Agency Team Project Management – Advanced Wave • Client – Common Project Manager (100%) • Dell – Common Project Manager (100%) Functional • Client – Functional Lead (100%) Change • Client – Change Lead (100%) Technical • Client – Technical Lead (100%) • • • • • Client – Human Capital (75%) Client – Finance (75%) Client – Grants (50%) Client – Fleet Management (50%) Client – Business Intelligence (50%) • • • • • • Client – Human  Capital Process Redesign (50%) Client – Financials & Grants Process Redesign (50%) Client – Agency Communications (50%) Client – Human Capital Trainer (50%) Client – Financials & Grants Trainer (50%) Client – Business Intelligence/Reporting Trainer (50%) • • • • Client – Data Cleansing and Collection (100%) Client – Technical Architect (25%) Client – Security (50%) Client – Report Developer (100%) Figure 3-10: Small to Medium Team – Advanced Wave Page 3-62 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources Below are the model organization charts for a large and small to medium agencies for the foundation waves.

 Supply Chain and Fleet Management Foundation Delivered Functionality Advanced Delivered Functionality Plan/Blueprint Build/Test Central Deploy Agency Deploy/Support Plan/Blueprint Build/Test Central Deploy Agency Deploy/Support 3 Business Intelligence Foundation Delivered Functionality Advanced Delivered Functionality Plan/Blueprint Plan/Blueprint Build/Test Build/Test Central Deploy Agency Deploy/Support Agency Deploy/Support Central Deploy Figure 4-1: Sample ERP Configuration and Deployment Timeline The timeline above outlines concurrent streams of work required for each wave of functionality being deployed within the desired 2-year timeframe. Indicate how you would sequence the application modules. Project Timeline Please explain how your company would implement a countywide ERP solution in 24 months. Calendar Years Months Description and Scope 1 2 3 4 5 Year 1 6 7 8 9 10 11 12 1 2 3 4 5 Year 2 6 7 8 9 10 11 12 Track 1 Human Capital Management Foundation Delivered Functionality Advanced Delivered Functionality Plan/Blueprint Build/Test Central Deploy Agency Deploy/Support Plan/Blueprint Build/Test Central Deploy Agency Deploy/Support 2 Financial. Dell’s solution response includes two waves for each functional implementation track— Human Capital Management and Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. and to facilitate knowledge transfer to the production support team before deployment activities begin. prior to the start of the testing effort. 12 4. will need to be assembled to complete the parallel project activities related to the foundation and advanced waves of functionality. Treasury. Project TImeline 4. and balance risk and system benefits.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 4. ● Foundation— The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. We believe that agency teams will need to be staffed to help each agency and its end users prepare for the deployment of each wave’s functionality. Advanced—The advanced functionality wave includes functionality that is included in Cook County’s requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. and why. Page 4-1 . reporting to one overall project management and governance structure. The following figure depicts a high-level organization chart that will guide the concurrent implementation activities. to allow these teams to participate in testing and issue resolution activities. Project Timeline RFI Reference: 4. Grants. We recommend that technical and functional support organizations for each wave be fully staffed. Project Timeline. p. Separate full-time common teams for each wave. ● The following figure is a sample timeline for configuring and deploying the foundation and advanced ERP waves of functionality to groups of agencies for each track of the implementation based on a 2year timeframe as defined in the RFI. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.

• • • • • • • • • • • • • • • • • • • • • Key Activities Define institution‐wide requirements Create standard as‐is process flows Conduct design sessions Create standard to‐be process flows Define process improvements Design functional configuration Inventory modifications. forms Inventory reports. & integration testing Conduct performance testing and tuning Conduct end user acceptance testing Coordinate agency process redesign activities Communicate project status to agencies Collect agency engagement scorecards Prepare training plan. system.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 4. interfaces. build & test reports. forms Design. interfaces. ETL’s. ETL’s. Agency Specific Teams) • Dell – Dell Overall Program Manager (100%) Common Teams (Each Wave) • Client – Common Project Manager • Dell – Common Project Manager  Agency Teams (Each Wave) • Client – Agency Project Manager • Dell – Agency Project Manager  Functional • • • • • • • Campus Solutions Human Capital  Financials  & Grants Treasury Supply Chain Fleet Business Intelligence • • • • Change Process Redesign Communications Agency Engagement Training • • • • • • • Technical Development Conversion Architecture Security Batch Data Warehouse  Reporting • • • • • • • Functional Campus Solutions Human Capital Financials  & Grants Treasury Supply Chain Fleet Management Business Intelligence Change • Process Redesign • Communications • Training • • • • Technical Data Cleansing Architecture Security Reporting User Advisory Groups by Process Area • Chair – Appointed by Subject Matter Experts – 15% • Members – Subject Matter Experts (Each Agency by Process Area) – 15% Figure 4-2: Sample High-Level Organization Chart The following figure depicts an overview of the key activities that will be performed by the common and agency-specific teams by phase throughout the implementation life cycle. build & test modifications. schedule and materials  Prepare and secure production hardware / software Create deployment plan and timeline Prepare cutover schedule and assignments Define  production support structure/transition plan • • • • • • • • • • • • • • • • • • • • • Key Activities Conduct dress‐rehearsals Perform go/no‐go review Finalize cutover checklist  and plan Finalize production configuration Migrate development options to production Migrate reports. build & test conversions  Collect and cleanup  conversion data Perform mock conversion testing Design. Project TImeline Executive Committee (Governance Board) Administration • • • • • Client – Controller (100%) Client – Admin (200%) Client – Contracts (100%) Dell – Plan/Schedule (200%) Dell – Coordinator (200%) • Client – Chair (25%) • Members – Key Departmental / Agency Leaders • Dell – Dell Project Leader (25%) Quality Assurance • Client – Quality Lead • Dell – Dell Quality Lead Operating Committee • Client – Overall Program Manager (100%) • Members – Project Managers (Common Team. build and test batch schedule Configure security roles and assign users Conduct assembly. custom views Inventory conversions  Define  data cleansing strategy Install and secure hardware & software Setup database instances Identify standard security roles  Define change management strategy Communicate project to agencies Create project website / publish content Establish agency engagement model Create integrated project plans / timeline Estimate resources and costs Organize integrated teams Rollout project management standards • • • • • • • • • • • • • • • • • • • • • Key Activities Create standard to‐be procedure documents Gather configuration values from agencies Complete functional configuration Design. views to production Setup production batch schedule Setup end user security in production Create/rollout help desk procedures Train end users Rollout final to‐be procedures to end users Stage cleansed data for final conversion Cutoff processing in legacy systems Perform final data conversion  Cutover to production Shutdown legacy systems Support end users thru first processing cycles Perform post production support review Resolve support review items Perform knowledge  transfer with support Transition team off project C o m m o n Phase Plan/Blueprint Build/Unit Test Central & Agency Deploy/Support A g e n c y • • • • • • • • • • • • Key Activities Gather agency requirements Validate as‐is process flows Participate in design sessions Validate to‐be process flows Inventory agency specific reports Identify impacted agency end users Gather sample agency transactions / data Outline agency work‐arounds Communicate project to users Develop agency plans Estimate agency resources/costs Organize agency teams • • • • • • • • • • • • Key Activities Gather configuration values and validate setup Design build & test  agency specific reports Design retrofit & test  agency specific systems Collect and cleanup  conversion data Assign agency users to security roles  Communicate project status to end users Complete periodic agency scorecards Participate in performance testing Participate in end user acceptance testing Complete agency process redesign activities Prepare agency specific training plan and materials  Create agency deployment plan and timeline • • • • • • • • • • • • Key Activities Participate in dress‐rehearsals Perform agency readiness review Finalize agency cutover checklist and plan Migrate retrofit systems to production Participate in training end users Participate  in final data conversion  Participate in cutover to production Shutdown shadow systems Support end users thru first processing cycles Perform agency production support review Resolve support review items Transition agency team off project Page 4-2 . custom views Design. ETL’s.

 Timeline and Cost Estimates 2 Build/Test Finalize Detailed Functional and Technical Designs Configure and Unit Application Build and Unit Test Development Items Cleanse Data and Complete Mock Conversions Prepare for and Conduct Testing Create Training Materials 3 Transition/Deploy to Central Users Prepare and Secure Production Environment Perform Application Dress Rehearsals Conduct End User Training for Central Users Cutover to Prodution and Support Central Users 4 Transition/Deploy/Support Agencies by Group Prepare to Deploy at First Group of Agencies Prepare to Deploy at Second Group of Agencies Prepare to Deploy at Third Group of Agencies Figure 4-4: Sample Foundation Wave Completion Timeline Advanced Wave Estimated Timeline The following timeline outlines the estimated timeframes to complete the Advanced Wave’s key activities. Calendar Years Months Description and Scope Year 1 6 7 Year 2 6 7 1 2 3 4 5 8 9 10 11 12 1 2 3 4 5 8 9 10 11 12 Phase 1 Plan/Blueprint Install Hardware. Software and Architecture Review Business Processes and Systems Conduct Fit/Gap Sessions and Complete Design Finalize Plan. Software and Architecture Review Business Processes and Systems Conduct Fit/Gap Sessions and Complete Design Finalize Plan. Project TImeline Figure 4-3: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle Foundation Wave Estimated Timeline The following timeline outlines the estimated timeframes to complete the Foundation Wave’s key activities.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 4. Calendar Years Months Description and Scope Year 1 6 7 Year 2 6 7 1 2 3 4 5 8 9 10 11 12 1 2 3 4 5 8 9 10 11 12 Phase 1 Plan/Blueprint Install Hardware. Timeline and Cost Estimates 2 Build/Test Finalize Detailed Functional and Technical Designs Configure and Unit Application Build and Unit Test Development Items Cleanse Data and Complete Mock Conversions Prepare for and Conduct Testing Create Training Materials 3 Transition/Deploy to Central Users Prepare and Secure Production Environment Perform Application Dress Rehearsals Conduct End User Training for Central Users Cutover to Prodution and Support Central Users 4 Transition/Deploy/Support to Agencies by Group Prepare to Deploy at First Group of Agencies Prepare to Deploy at Second Group of Agencies Prepare to Deploy at Third Group of Agencies Figure 4-5: Sample Advanced Wave Completion Timeline Page 4-3 .

Advanced— The advanced functionality wave includes functionality that is included in Cook County’s requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. 13 5. p. and Load (ETL). Ongoing Internal Resources (Cook County) Please estimate the number and types of employee Full-Time Equivalents (FTE) required to maintain and support the entire ERP suite after the system is implemented and placed into production. interfaces.e. The help desk will receive and respond to up to an average of 20 calls per week per person. Ongoing Internal Resources (Cook County). Dell’s solution response includes two waves for each functional implementation track (i. Support for all agencies will be performed from one centralized Cook County support organization. reports. and batch jobs impacted by fixes. strategy. These resources will have relevant prior experience performing similar roles either within or outside of Cook County prior to joining the support organization. Ongoing Internal Resources (Cook County) 5. ● ● ● ● ● ● ● ● Page 5-1 . The roles are intended as examples. ● Foundation—The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. Resources that were hired or staffed to the production support teams and who have not participated on the project will be staffed to full-time status prior to the testing phase of each wave. Financials / Grants Management and Business Intelligence): foundation functionality and advanced functionality. Support teams will keep project documentation updated with any revisions made after go-live to facilitate timely and quality issue resolution activities. Agency team members will transition back into their operational roles to facilitate continued end-user knowledge transfer. ● Dell proposes the following Cook County post production support and maintenance staffing model be established to support the functionality included in each go-live wave based on the following assumptions: ● Project governance structure will remain in place to set direction. Transformation. Delivered vendor patches will be applied as needed to resolve critical issues that have halted processing and scheduled patches bundles will be applied no more than two times per year. Extraction. An estimated break-fix rate of 25 percent will be experienced for in-scope modifications. tables. data views. and guidelines for resources and to garner the appropriate number of skilled resources to perform the postproduction activities after each wave’s go-live is completed. please adjust them as necessary to accurately convey your recommendation. security roles. Common project team members will transition into support roles post go-live. Human Capital Management. Ongoing Internal Resources (Cook County) RFI Reference: 5. patches. This allows for adequate time and opportunity for these resources to participate and obtain sufficient knowledge transfer.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. and new enhancement requests.

and strategy for post go-live efforts Oversee and guide post go-live activities Prioritize and approve enhancement requests Approve budget and provide overall administration for post go-live activities Role FTE Required (#) % of Time  Executive Committee   Chair Members Program Manager Members Controller Contract Manager Administrator 1 <10 1 <10 1 1 1 1 20% 10% 100% 20% 25% 25% 100% 5%  Operating Committee    Administration     Quality Assurance Page 5-2 . Dell is open to revising/tailoring our staffing model to align with Cook County’s requirements. ● ● ● If the assumptions and drivers used to estimate the production support efforts change. Application. and significant increase in impacted end users are not factored into the estimates provided below. build. After both implementation waves are completed. and will be performed through scheduled project-based efforts executed by a separate dedicated team. database. Ongoing Internal Resources (Cook County) ● Up to 10 enhancement requests. Additional enhancement requests beyond this number or enhancements that have a significant impact on the application suite. tool. governance. If Cook County’s desired post production staffing model is different than what is being proposed. and operating system upgrades. hardware. the estimates provided will need to change to reflect these revisions. will be approved for the support team to complete each quarter. Cook County Project Leadership/Administration Team Members for PostProduction Support—Both Waves The following table depicts the anticipated key committee and administrative team member roles needed to perform production support after the foundation and advanced wave go-lives. Sufficient hardware and technologies will be designed and implemented to allow for the required flexibility and scalability needed to concurrently support the implementation and post-production activities. The following section outlines the estimated number of post-production team member roles needed to support each go-live wave of the project. performed by a separate dedicated project-based team. will be evaluated to determine the impact on operational support and. if approved. Key responsibilities include the following: ● ● ● ● Set direction. each requiring less than 500 hours of total design.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. the combined total support requirements outlined below for both teams will remain in place to support the application. and test effort. implementation of new modules or business processes.

document. and test bug/fixes and delivered application patches Roles FTE Required (#) % of Time    Project Manager (Wave) Functional Lead Functional Team Members        Human Resources/Base Benefits Payroll/Commitment Accounting Employee/Vendor Self-Service General Ledger/Budget Tracking/Commitment Control Purchasing/eProcurement/Accounts Payable/Expenses Project Costing/Pre-and Post-Award Grants Business Intelligence 1 1 1 1 1 1 1 1 1 4 50% 100% 100% 100% 100% 100% 100% 100% 100% 100%  Business Analysts/Testers Cook County Change Management Team Members—Foundation Wave Production Support The following table describes the Cook County change management team member roles needed to provide change management support after the foundation wave go-live. manage. Ongoing Internal Resources (Cook County) Role FTE Required (#) % of Time  User Advisory Group by Process Area   Chair Members 1 <15 15% 5% Cook County Project Management and Functional Team Members— Foundation Wave Production Support The following table summarizes the Cook County project management and functional team member roles needed to provide change management support after the foundation wave go-live. and justify functionality enhancement requests needed to support change needs or new requirements Analyze. Key responsibilities include the following: ● ● ● Identify and develop strategy to resolve process and issues encountered post go-live Reinforce and assist end users in realizing the benefits of the new system Perform continuous improvement business process and organizational design activities Page 5-3 . design. Key responsibilities include the following:  ● ● ● Supervise.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. and perform functional post go-live activities Research and resolve end-user functional issues and questions Identify.

technical. document. as needed Develop and test approved enhancements Roles FTE Required (#) % of Time  Technical Team Leads     Overall Development Architecture Data Warehouse Modifications Interfaces 1 1 1 1 50% 50% 50% 50%  Developers   4 3 4 1 1 1 1 1 100% 100% 100% 100% 100% 100% 100% 50%       Reports/Query Developers Security Administration PeopleSoft Administration Database Administration Batch Technical Architect Page 5-4 . and route functional. and change management issues for resolution Research and resolve application and infrastructure issues encountered post go-live Monitor. Key responsibilities include the following: ● ● ● ● ● Receive. maintain. and administer the system and infrastructure Evaluate and apply bug/fixes and patches to the applications and infrastructure. Ongoing Internal Resources (Cook County) ● Perform advanced and follow-up training to increase the level of end-user new systems knowledge Roles FTE Required (#) % of Time   Change Management Lead and Agency Engagement Process/Organization Redesign and Communications Team Members   Human Capital Financials and Grants Human Capital Financials and Grants Business Intelligence/Reporting 1 100% 1 1 1 1 1 100% 100% 100% 100% 100%  Training    Cook County Technical Team Members—Foundation Wave Production Support The following table describes the Cook County technical team member roles needed to perform technical support after the foundation wave go-live.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. tune.

design. and Load Data Views and Tables 1 1 1 6 100% 100% 100% 100%   Data Warehouse and ETL Administration Help Desk Cook County Project Management and Functional Team Members— Advanced Wave Production Support The following table describes the Cook County Project management and functional team member roles needed to support the advanced wave after go-live. Transform. document. and test bug/fixes and delivered application patches Roles FTE Required (#) % of Time    Project Manager Functional Lead Functional Team Members          Benefits Administration/eBenefits/Talent Acquisition Management Time and Labor and Absence Management Pension Administration/Employee Self-Service Asset Management/Fleet Management Advanced Planning and Budget Inventory/Work Order Cash/Treasury Management Grants Billing/Receivables/Contracts Business Intelligence 1 1 1 1 1 1 1 1 1 1 1 4 50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%  Business Analysts/Testers Cook County Change Management Team Members—Advanced Wave Production Support The following table describes the Cook County Change management team member roles needed to support the advanced wave after go-live and to perform the following key responsibilities: ● ● Identify and develop strategy to resolve process and issues encountered post go-live Reinforce and assist end users in realizing the benefits of the new system Page 5-5 . Ongoing Internal Resources (Cook County) Roles FTE Required (#) % of Time  Data Warehouse Developers   Extract. Key responsibilities include the following: ● ● ● ● Supervise.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. and justify functionality enhancement requests to support change needs or new requirements Analyze. manage. and perform functional post go-live activities Research and resolve end-user functional issues and questions Identify.

tune.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. maintain. technical. document. and administer the system and infrastructure Evaluate and apply bug/fixes and patches to the applications and infrastructure Develop and test approved enhancements: Roles FTE Required (#) % of Time  Technical Team Leads         Overall Development Architecture Data Warehouse Developers Modifications Interfaces Reports/Query Developers 4 3 4 2 1 1 100% 100% 100% 100% 100% 100% 1 1 1 1 50% 50% 50% 50%    Security Administration PeopleSoft Administration Database Administration Page 5-6 . and route functional. Ongoing Internal Resources (Cook County) ● ● Perform continuous improvement business process design activities Perform advanced and follow-up training to increase the level of end-user new systems knowledge Roles FTE Required (#) % of Time   Change Management Lead and Agency Engagement Process/Organization Redesign and Communications Team Members   Human Capital Financials and Grants Human Capital Financials & Grants Business Intelligence/Reporting 1 100% 1 1 1 1 1 100% 100% 100% 100% 100%  Training    Cook County Technical Team Members—Advanced Wave Production Support The following table describes the Cook County technical team member roles needed to support the advanced wave after go-live and to perform the following key responsibilities: ● ● ● ● ● Receive. and change management issues for resolution Research and resolve application and infrastructure issues encountered post go-live Monitor.

Transform. and Load Data Views and Tables 1 1 1 1 1 4 100% 50% 100% 100% 100% 100%   Data Warehouse and ETL Administration Help Desk Page 5-7 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. Ongoing Internal Resources (Cook County) Roles FTE Required (#) % of Time    Batch Technical Architect Data Warehouse Developers   Extract.

Human Capital Management. p. Our approach utilizes two distinct methodologies—P3MM and ACCELERATE—to ensure the success of an Oracle PeopleSoft implementation. we recommend retaining the system for the short-term as the County completes the phased roll-outs of the new ERP system to other agencies within the County. Dell recommends replacing the Lawson GL system with the GL module in the proposed PeopleSoft solution will be the most long-term cost effective solution for the County. Additional problems may surface when either Lawson or the new ERP system needs to be upgraded that will require the County to spend additional time and effort researching and resolving. providing support and maintenance of these interfaces will be expensive. since CCH&HS’ GL system was implemented recently. ● Foundation—The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. Describe the project methodology that you would use to accomplish this. The Cook County Health & Hospitals System (CCH&HS) is utilizing Lawson software. if the County maintains two systems. Replacing CCH&HS’GL with the proposed PeopleSoft GL system aligns with Cook County’s goal of standardizing on a single integrated ERP system. Response to Cook County Questions. the County would like to implement a countywide ERP solution in two years.e. ● Advanced—The advanced functionality wave includes functionality that is included in Cook County’s requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. Countywide ERP Solution 2. Indicate whether it would be more cost-effective overall (given your RFI response) to retain or to replace CCH&HS’ G/L? Please explain your answer.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Maintaining two systems increases complexity and can introduce additional risk into your ERP system deployment. Dell’s implementation management approach is well suited to meet the requirements outlined by the County. Dell’s solution response includes two waves for each functional implementation track (i. Response to Cook County Questions RFI Reference: 6. Lawson’s General Ledger was implemented in 2010. While developing and maintaining interfaces between the Lawson GL system and the new ERP system is technically feasible. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. However. Response to Cook County Questions 6. Financials / Grants Management and Business Intelligence): foundation functionality and advanced functionality. Deploying the new system at CCH&HS in a later deployment phase can help reduce change resistance of the new system by enabling CCH&HS to realize some short-term benefit from the Lawson GL deployment. the County overall will need to have staff trained to operate and support each system which will increase the support and maintenance costs of the County. Response to Cook County Questions of our response. 14 Cook County Health & Hospitals System 1. In addition. As stated above. We include additional information on the ACCELERATE and P3MM methodologies in Section 6. Page 6-1 .

especially. and IT priorities and initiatives. and partners. but also across the company's network of customers. We define programs as a coherent group of projects. our approach and extensive thought leadership can help drive overall change to increase service levels. helping our customers become more competitive. financial. We embrace business process evolution and help our customers reach the next stage—exploring the potential of technology and enterprise solutions to extend process efficiencies. Page 6-2 .Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. and operational goals. coupled with our Project. suppliers. We are at the forefront of this xengineering transformation. and deliver the greatest value to our customers. reduce over-commitment of resources. Response to Cook County Questions Accelerate Methodology Overview Dell’s Oracle Accelerate methodology is an integrated framework that includes the full life cycle implementation of business process redesign. and maximize business capabilities. not just across a company. coordinated to succeed reliably and achieve welldefined strategic goals. Dedicated teams of senior staff with extensive implementation experience in technology and change management are involved to meet each specific business opportunity. and deliverables as defined below. Program Management and Governance Vis ioning/PPD Implementation Plan & S cope • Project scope and planning • E xecutive visioning/BPR • Project schedule • Communications planning • Documented risks and assumption Blueprint • Design/develop business process overviews and tutor templates • Finalize scope and project plan • Development and conversion specs Build & Tes t • Detailed RICE specs • Business process implementation • Technical development and configuration • S ystem testing • Mock conversion Trans ition • User training • User acceptance test • Production environment setup • Data conversion Production • Deliver program/ project • Go-live support • Customer acceptance • Responsibility transfer to client/ third party Organizational Change Management Figure 6-1: ACCELERATE Methodology Program Management Successful program management is a valuable tool in today's competitive marketplace and is incorporated into all of the services that are provided by Dell. in the area of transition management. business process goals. We equip our employees with the project management skills and practices needed to manage scope. operational targets. We organize and manage all programs and projects consistently using our Program Management Office (PMO) methodology. Our consulting group can achieve maximum results through aligning business strategies. end-to-end results to support our customer’s strategic. By focusing on how technology supports new strategic opportunities. to support the best possible execution. and even across entire industries. Our consulting group delivers integrated. and Portfolio Management Methodology (P3MM). Program. organization change and technology activities. Consulting Dell is committed to staying one step ahead in both actions and ideas with an unbiased approach to the best solution for our customers. improve delivery time.

and the Information Technology Service Management (ITSM) enables us to provide a complete solution. ITSM is a single. efficient. problems. and business consulting through our consulting business unit. manage. Response to Cook County Questions We also have considerable experience consulting in strategic IT projects. Information Technology Service Management (ITSM) The merging of ITIL best practices. the benefits and capabilities inherent in ITIL-based practices and processes span our customers’ enterprises and their full suites of selected services. The service manager ensures that all team members understand their roles. Service Management Dell’s Enterprise Service Management (ESM) delivers high quality. requests. Dell’s operational practices and processes. Beyond the scope of network services alone. the operational processes. ITSM is an application system—engineered using the proven BMC Remedy Action Request System (ARS)—that enables the service teams to track. ESM merges these best practices and proven processes with enabling technologies to automate and integrate them to deliver the most cost-effective IT services available to best support CCH&HS’ business objectives. affected end users and locations. relevant date and time stamps. approvals. This information includes unique tracking identifiers. business process reengineering. The following graphic illustrates the integration between ITIL processes and our IT operations and support services within ITSM. severity. and the technologies deployed in the IT environment. In line with ITIL best practices. and reliable IT services by adopting ITIL-aligned best practices and adapting them to create effective operational procedures and processes. we assign a service manager to lead the service teams. and report on incidents. from incident capture to problem resolution.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Unique to Dell. status. secure repository that contains the necessary information to track and manage various operational processes. Page 6-3 . and provide metrics and daily operational reports. maintain standard operational processes. and is fully integrated with monitoring and user interface tools. and changes. and detailed descriptions. IT Service Management Processes The Dell ESM architecture establishes an organizational structure with well-defined roles and responsibilities. to change requirements to performance measurement. ensure the quality of IT services.

including the location of the end user. While incident management focuses on restoring service. problem management processes assure the best possible service by conducting a complete inspection of all potential problems and identifying solutions to improve service quality. e-mail. Response to Cook County Questions Figure 6-2: ITIL Processes Incident Management Dell’s incident management processes track and manage the restoration of a service disruption. To assure the most efficient service restoration possible. determines its severity. Problem Management A key principle of ITIL is the difference between incident management and problem management. Problem management processes yield information that can be identified as “known errors” and provides “workarounds” for a rapid resolution to recurring service issues. and initiates automatic notification and tracking mechanisms. Overall. problem management aims to prevent incident recurrence. whether reported via direct contact with the service desk (phone call. vendors are engaged to assist in incident resolution. the incident management process captures all pertinent information about the service issue. When necessary. or Web portal). or identified by a technician. to determine the source of the problems. including unsuccessful implementations as documented in change management and missed service levels. and proximity of support personnel. detected by automated monitoring systems. Page 6-4 . the service manager directs the service teams to thoroughly analyze all service issues. All service issues initiate the incident management process. Incident assignment takes into account a number of factors.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. incident nature. To make recommendations to remediate service issues.

Enabling Technologies Dell uses industry-leading enabling technologies to automate and execute the complex activities of systems monitoring. To assure that the change management process is successful. This includes initiatives such as: ● Share services across Cook County agencies. Cook County’s goal of setting up a shared services environment can be realized. and its flexibility allows us to add or change tools to satisfy unique customer requirements. A rigorous change management process assures that the impact of a modification is thoroughly understood. while improving overall end-user satisfaction with IT services. Configuration Management Configuration management is a process that is tightly integrated with an enabling technology. Our ESM architecture encompasses a wide range of vendor tools. while changes that require immediate implementation are subjected to an expedited change management process that is also mutually established. Request and change management processes use information from the CMDB to identify CI owners and assess risk during implementation of a request or change. Dell implements the request management process to facilitate predefined. which assists in service restoration. Process automation takes advantage of the integration between ITSM and monitoring tools to automatically generate events and create incident records. approved workflows and procedures for frequently requested activities and services. approved. Dell can provide quicker source analysis for problem management and more accurate impact and risk analysis for change management. which enables us to provide consistent and reliable IT service management. Response to Cook County Questions Change Management Change management administers modifications to the IT environment to assure that risk is minimized and the impact expected is achieved. which tracks Configured Items (CIs) and enables other IT service management processes to operate more efficiently and productively. With accurate configuration management information (including a history of CI attributes). ― By consolidating and standardizing systems and processes. we validate with users that the modification met their expectations for improved service quality or enhancement. For example. What action would your firm take to ensure that the countywide ERP system was compatible with other strategic information technology initiatives? Dell’s proposed ERP solution lays the foundation to achieve several of Cook County’s key strategic information technology initiatives. This reduces the need for follow-up calls from end-users. changes are scheduled in accordance with agreed-on maintenance windows. and user interactions. capital strategy.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. and implemented without issue or impact to the IT environment. ERP System Compatibility 3. and greater transparency. ● Improve budgeting with long-term financial planning. the incident management process uses details from the CMDB to determine the business impact of a particular CI. whenever possible. planned for. The request management process includes extensive notifications to the requestor regarding the status of a request. Moreover. process automation. ― Dell will implement a budgeting and planning solution that will help Cook County more easily develop annual and long-term budgetary projections and leveraging position Page 6-5 . the Configuration Management Database (CMDB). Request management processes enable the service teams to deliver highly standardized services efficiently. Request Management Request management is an adaptation of ITIL used by Dell for fulfilling repeatable service requests quickly and accurately.

― The performance management solution Dell will deploy gives Cook County the ability to continuously assess operational performance based on key performance indicators and historical trends. Dell’s solution response includes two waves for each functional implementation track (such as Human Capital Management. incremental effort. billing. Dell experience working with similar organizations has indicated that a phased implementation which includes deployment of “core” functionality followed by more advanced functionality will mitigate risk. Response to Cook County Questions budgeting functionality built into the solutions proposed. Establish a new performance management culture. contracts. and Business Intelligence): foundation functionality and advanced functionality. The vendor self-service functionality provides the County with the ability to drive down the overall cost for processing procurement transactions.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. What measures would you recommend to ensure the success of the project? To optimize its benefits? Dell has extensive experience working with complex public agencies and private organizations to successfully achieve their business goals and requirements. ● Foundation—The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook County’s list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. The definition and sequencing of functionality outlined in this section of the response is based upon Dell’s experience implementing this solution at other state and local public agencies. ● Financials and HR/Payroll 4. Project Success 5. The County would like to mitigate risk and may consider implementing only “core” Financials and HR/Payroll. Financials/Grants Management. ● Reduce procurement costs and strategic sourcing ― The PeopleSoft solution proposed includes functionality that can provide the County with visibility into the procurement information needed to improve the County’s leverage while working with their vendors to optimize the product and services spend each year. ● Dell’s response includes the scope impact. Please define how “core” Financials and “core” HR/Payroll are addressed for your solution. The following table shows some of the key successes that our customers have realized and the services that we have provided to help them become successful. If the definition and sequence does not align with Cook County’s needs. and receivables. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. Advanced—The advanced functionality wave includes functionality that is included in Cook County’s requirements list but we recommend implementing after the Wave 1 foundation functionality wave is in place. This would provide Cook County with a fully integrated grants management solution. This capability will allow Cook County to adjust strategies as needed to better achieve organizational goals. and cost associated with both the deployment of the foundation and advanced waves of the implementation. The solution will also integrate grants processing with project costing. Page 6-6 . Dell is open to revising the approach to more closely align with Cook County’s requirements.

Designed electronic workflow system to route the invoice for approval. Issued P-cards to key users that represented the population who purchased items below a spending threshold. Developed migration plans for gaps identified and assisted the end users in procuring. configuring. Page 6-7 . Redesigned security to restrict access to allow only authorized uses within the supplier organization to view and update their own supplier information. Consensus on requirements across divisions and departments within the agency Defined project approach to actively engage and involve key business and technical users throughout the project lifecycle. and software used by customer resulted in systems access and performance issues. Performed a gap analysis of the user community’s hardware and software platform during the implementation project. A custom entry page was created that linked the invoice in the ERP solution to the indexed image. routing directly to the person responsible for opening mail and scanning invoices when received. Multiple versions of desktop hardware.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Tailored the supplier enrollment process and timeframe to match the experience and capabilities of the different levels of suppliers. Changed location/address for invoice receipts. and supporting the team’s efforts to facilitate buy-in and ownership of the final system design. Streamlined. confirming the systems design addresses these requirements. invoices. When approval was received. This page automatically placed the invoice on hold pending approval. testing the design to validate the system has been built to satisfy the requirements. the invoice status was automatically changed to approved and ready for payment. installing. Volume of small dollar invoices consumed majority of accounts payable users processing time. Stratified the to facilitate integration with each supplier supplier population based on level of experience and capabilities. and migrating users to a hardware and software platform that aligned with minimum platform recommended by vendor. A breach was discovered allowing suppliers to view and update other suppliers’ information and product catalogs. division or department were addressed through work-arounds or specific division or departmental efforts concurrently with the project. capabilities across the supplier population and cash transactions following industry standards. These key users were involved in defining and prioritizing requirements. Aligned the P-card limit with the key user’s approval limit within the organization. operating systems. Requirements that were unique to a specific agency. Leveraged standard templates to facilitate customer learning curve and focus on content of deliverable versus format. Implemented product catalog integration allowing suppliers to update and maintain their product catalog with automated integration into the customer’s procurement system to facilitate requisition and purchase order processing. Response to Cook County Questions Success Services Provided End user project ownership of deliverables Worked with customer to staff project with dedicated full-time and recommendations customer team members responsible for completing deliverables and making decisions. Different levels of systems experience and Designed integrated solutions for passing purchase orders. automated process for approving invoices for payment Redesigned invoice receipt and approval process and changed the roles and responsibilities of resources involved in the process.

storage. Dell believes that implementing these ‘core’ self service capabilities will allow Cook County to deploy functionality that has a very limited impact on information needed to support Cook County’s transaction processing. and transmission automatically when network connectivity and coverage improved or came available. Identified key labor-related issues early in the project and worked with the leaders of the labor organizations to revise and build in new responsibilities into labor agreements. and payable approval transactions from locations with limited network connectivity.   Self-Service Solution 6. Page 6-8 . and coaching program that addressed the skill and experience gaps. The initial ‘core’ implementation will include a subset of vendor and employee functions during the ‘foundation’ wave. Response to Cook County Questions Success Geographically dispersed a mobile workforce that need to process requisition. Incrementally implementing self-service capabilities will enable Cook County to gain more internal experience with a subset of this functionality allowing the team to incorporate County-based lessons learned into the approach before the full deployment of self-service occurs.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Dell will include the following functionality: ● ● ● eProfile—Web-based capability to have employees maintain base demographic information ePay—Web-based capability for employees to access the direct deposit and pay check remittance information after each pay cycle run and the ability to view annual W-2 information Vendor Catalog Self-Service—Web-based capability to have approved and authorized vendors to periodically maintain their own catalog information and the associated approval within Cook County before publishing in the system All other vendor and employee self-service functionality in scope will be deployed as part of the ‘advanced’ wave. training. Dell has included both vendor and employee self-service functionality in the solution response. Developed communications. Deployed simple to use template-based entry screens to streamline the entry and approval process. For the ‘core’ functionality deployment. Dell believes this incremental approach will help Cook County more effectively prepare the support organization to support the full implementation of self service and allow the end user community to transition for the full deployment over a longer period of time. The County would like to implement vendor self-service and employee self-service as part of this implementation. Accommodate a wide variety of user technical experience and skill sets that need to use the new system Performed a user skills assessment to identify skill and experience gaps. Services Provided Deployed digital mobile devices with memory that allowed transaction entry. Dell’s experience has indicated that this approach will reduce implementation risk while increasing ownership of this capability and associated responsibility across the impacted end user community. Are these selfservice considered “core” in your solution? Please explain your answer. receiving. preferably earlier in the implementation as compared to the end. Role and responsibility changes were needed as a result of the implementation of new functionality alignment with labor agreements.

Response to Cook County Questions Proposed Service Model 7. expert resources and practical experience. Page 6-9 . and technology needs. To ensure knowledge transfer. We also have factored in to the project plan. timely access to information and resources. Dell recommends that the overall project team be staffed with active and dedicated personnel from each agency.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Please describe the service model that would be used to cultivate user/employee acceptance. These groups will consist of dedicated part-time subject matter experts (SMEs) from each agency. All employees operate in an honest and ethical manner with consistently high standards of integrity in all relationships with public agencies and governments. We believe this staffing model will facilitate building skills in the Cook County common and agency specific teams from the start and allows the Cook County team members to obtain the knowledge about the functionality and business processes throughout the implementation. regulatory. We provide a wide range of capabilities—from hardware to consulting—allowing us to keep your organization ahead of the industry without increasing risk. Dell will demonstrate our flexibility through an interactive solution design with your team. These groups will serve as the liaison between the common and agency specific teams. Flexibility—We believe the best way to achieve success with our customers is to tailor our approach to align with their dynamic needs. active agency involvement throughout the project to facilitate buy-in and acceptance on the recommended process improvements and changes and the corresponding overall design of the PeopleSoft solution. ● ● ● ● ● We will perform this project “with you” and not “to you. We bring forward industry “leading practices” with a commitment to create a cost-effective solution that is both low-risk and high value.” Dell will provide structure. Experience with Public Agencies and Governments—We have successfully delivered costeffective business process. both of these staffing considerations allow Cook County to become more self-sufficient operating PeopleSoft once the system goes live. We will work you to provide leading. We also suggest that the overall team be comprised of a common team and agency specific teams. partnering approach to providing solutions that address your most important business. methodology. Team Staffing Approach focused on Dedicated Agency Involvement—To facilitate collaboration. We have a deep understanding of the culture. These teams will be supplemented with agency participants through the User Advisory Groups by process area. Industry/Technology Expertise and Reputation—We bring more than multiple decades of experience and numerous awards for our successful solution delivery and partnerships. The Bureau of Technology is a service organization and the user departments are its ‘customers’. Our focus is on building a transparent. Cook County and its agencies will provide open and direct input. initiatives and goals of Cook County and its agencies. cooperation and ownership of project deliverables across the agencies participating in the project. Below is a summary of what our public customers say about our service support philosophy and why they chose Dell as their end-to-end solutions partner: ● Knowledge Transfer Focus—Dell has proposed a staffing model that has a higher ratio of customer to consulting hours. and timely decision making. technology and organizational change solutions to many public agencies and governments to help them do more with less. We have found this staffing model to be most successful while implementing PeopleSoft technologies in public sector institutions. The current Dell account team has worked with Cook County for a long time. Cultural Fit—One of Dell’s truly distinguishing characteristic is our focus on core values. Our experience successfully working within Cook County and similar multi-agency public organizations suggests that a more collaborative and consultative approach to the implementation provides greater value. Additionally. and customized to each customer’s needs. proven solutions that address your dynamic business and regulatory needs.

quickly identify potential order backlog issues. and alerts. By leveraging actionable and fact-based insights. metrics.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. prebuilt solutions that enable organizations to implement more quickly. and actionable insight. allows other functional units to understand product or customer profitability. With the delivered integration of data from a wide array of functional areas in HR and Finance. supplier performance analysis. Page 6-10 . as well as reports and dashboards to deliver relevant. and business processes. These applications are complete. supplier payables analysis. Oracle Procurement and Spend Analytics enables you to optimize supply-side performance by integrating data from across the enterprise value chain—enabling executives. upto-the-minute information on their departments' expenses and revenue contributions. called Oracle Business Intelligence (BI) Applications. Based on best practices. For example. Please identify any business intelligence and reporting capabilities which are part of your solution. and at a fraction of the cost required to build traditional business intelligence (BI) solutions. users receive relevant. Oracle Supply Chain and Order Management Analytics enables you to assess inventory levels. These analytical applications are powerful. or line managers. and frontline employees to make more informed decisions. Whether they are executives. please explain whether programming expertise is required to use them. timely. and employee expense analysis. and increase profitability while maintaining more accurate. and workforce analysis. and stay on top of critical accounts receivable (A/R) and daily sales outstanding (DSO) issues. Oracle Procurement and Spend Analytics increases visibility into the complete procure-to-pay process. with less risk. lower costs. managers. This application also enables better insight into the general ledger. prebuilt BI solutions that deliver intuitive. provides visibility into performance against budget. Also. Through complete end-to-end insight into the spend patterns and supplier performance. timely. including comprehensive spend and procurement analysis. Oracle PeopleSoft provides pre-packaged analytic applications. managers. and highlights how staffing costs and employee or supplier performance correlate with increased revenue and customer satisfaction. and insightful information to your workforce. timely. This integration delivers robust information across the entire company value chain to enhance customer. determine likely product fulfillment needs before the order has been booked. actions. role-based intelligence for everyone in an organization—from front-line employees to senior management—that enable better decisions. you can transform your current Supply Chain and Order Management processes to improve financial performance and customer satisfaction. enhance profitability. It integrates critical data from across the value chain transforming silos of information into relevant. Response to Cook County Questions Business Intelligence and Reporting Capabilities 8. increase customer satisfaction. and transparent financial reporting. supplier. organizations can significantly reduce costs. timely and actionable information directly through personalized dashboards. and could be used to help the County improve performance measurement reporting. even spreadsheets and Access databases. these solutions enable organizations to gain more insight and greater value from a range of data sources and applications including any existing legacy data system or application at Cook County. Oracle Human Resources Analytics delivers over 300 metrics and 600 dimensional attributes. managers can better understand the impact of compensation on employee performance by correlating compensation with employee performance and turnover metrics. Oracle Human Resources Analytics provides organizations detailed analysis on HR programs and workforce performance. and gain competitive advantages. Hundreds of key performance indicators and more than 200 reports enable financial managers to improve cash flow. Oracle Supply Chain and Order Management Analytics delivers deep customer insight into order and inventory data so you can make better decisions in each stage of the order lifecycle. Oracle Financial Analytics helps front-line managers improve financial performance with complete.

relevant. and actionable to improve project performance and profitability. or status of procurement transactions by project. An administrator can efficiently manage the environment. budgets. Figure 6-3: Sample Interactive Dashboards Page 6-11 . Oracle Business Intelligence provides centralized administration of the deployed environment. In addition to the delivered out-of-the-box functionality. revenue. Oracle Project Analytics provides robust analysis of important project-based data that includes forecast. cost. enabling a Single Sign-On for the end user to run reports and drill into the data. and dynamically expand/add additional data to reporting environment. Response to Cook County Questions Oracle Project Analytics is a comprehensive analytics solution that delivers insight into project-based data so all team members can seamlessly track the lifecycle of a project with complete. invoice aging analysis. In addition.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. This administration component requires no programming experience. Oracle Project Analytics is tightly integrated with other Oracle Business Intelligence Applications to deliver crossfunctional analysis—including project-based analysis of accounts receivable and accounts payable. Security can also be integrated into the ERP security software. Information is personalized. and profitability. timely information. billing.

and assessing change readiness and risks. Many of these components will actually require at least a high-level design of the specific standardized services that will be recommended. Briefly explain how you would assist County in overcoming these challenges. In addition to the business case. Information gathered will need to be aggregated. recommending a transition plan. Response to Cook County Questions Figure 6-4: Sample Case Management Page Business Process Standardization and Data Migration 9.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. the project solution desired will be for one standardized services solution that meets the needs of all of Cook County agencies. creating a detailed “current state” and “future state. We start with creating future state standardized business process strategy. We will create an in-depth business case that provides an evaluation and recommendation regarding the creation of key activities that will be included in the standardized services scope for the Cook County agencies. recommending organizational design and staffing model. and synthesized to support recommendations for implementing standardized services to serve all Cook County agencies. The Dell project approach consists of four primary steps as depicted in the following graphic. Two of the County’s biggest challenges will be business process standardization and data migration. The initial focus of our work will beginning with the end in mind.” defining the service delivery model. compiled. Page 6-12 . As the County has stated. Business Process Standardization Dell’s Methodology includes techniques used to standardize business processes within multi-agency organizations. stated project components must also include benchmarking existing processes.

and practical experience. Dell’s project approach consists of four primary steps as depicted in the following graphic.” Dell will provide structure. We believe our approach is unique in that we work with the Cook County and its agencies collaboratively. Prior to starting the project. Page 6-13 . methodology. Dell will answer the following questions: ● Who should share them? ● What is needed to enable these standardized services? ● What should be the operating model to standardize these services? ● How should these standardized service implementation activities be governed? ● What is the plan to build out the standardized services capabilities? ● What is the plan to ramp up the expected adoption? We have tailored our standard approach to address our understanding of the stated needs for this project. to meet the specific needs of Cook County. We will perform this project “with you” and not “to you. As part of the scoping and planning efforts with the Cook County. we will work with the Cook County leadership to make refinements to our approach. Response to Cook County Questions Figure 6-5: Project Implementation Flow Scope of Standardizing Business Processes The overall scope of this project is defined in the RFP. expert resources.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. as necessary.

standardized services requirements. we will have a preliminary answer to the questions of which services should be standardized and who should share them. Assessment In step 2. We believe there can only be one vision for standardized services within the Cook County. the expectations for working together in an operating mode. The requirements will be consolidated into a preliminary standardized services vision (beginning of the future state). Assessment. refine. Approval of the vision is the first major milestone. These answers will be refined as we progress through the balance of the project. which we will refine and elaborate on during the balance of the project. for example purchasing equipment and supplies. Within the county. The Cook County leadership committees will also help define the overall principles and constraints as they relate specifically to the standardized services vision. The primary deliverable will be a PowerPoint representation of the vision. We will openly discuss how the Cook County agencies will interact with one another during the project. and approve the vision. principles. we can dive more deeply into defining standardized services requirements. we need to better understand how each agency fits long-term into the standardized services landscape within the Cook County.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Assessment must be performed for each of the participating agencies to understand the gap between the vision (preliminary future state) and the current state. The Cook County and its agencies will review. it is also common for divisions and departments to perform many of these in-scope functions autonomously. Page 6-14 . we must gauge the level of support there is for standardized services and specifically which services have support and by whom. The challenge is that each of these agencies operates independently. At this point. Once we establish the strategic context and understand clearly the direction for standardized services. Response to Cook County Questions Figure 6-6: Dell’s Project Approach Vision In step 1. Early in the project. we answer the key question: Where are we now? We answer this question in the specific context of the vision and standardized services requirements. Requirements will be collected top down at the overall level and bottom-up at the individual institution level. we answer the key question: Where are we going? Although we have clear objectives and scope for this project. and the types of governance models. Vision. and constraints.

These are the specific capabilities that actually enable standardized services. and workshops. Dell will use its expertise and knowledge of best practices to identify a preliminary set of options as they relate to organization. We believe it is necessary to work with each agency to present the vision and obtain feedback. Strategy Formulation and Design In step 3. and metrics. we can identify issues and concerns earlier. and the beginning of the in-depth business case. which allows us to structure a more effective communication program and thus garner stronger and broader support. Figure 6-7: Sample Cost Illustration We will work with the participants from each institution by using core team members.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. The primary deliverable will be a PowerPoint representation of the current state. people. Organization will explore delivery models. These quick hit opportunities will be packed into a set of short-term recommendations for fast action. if changed. Approval of the assessment is the second major milestone. and technology. we will reveal current practices that. Dell will also assess current organizational and people capabilities to understand each agencies willingness and capacity for change. By involving a broader base of key stakeholders. Technology will Page 6-15 . people. process. skill sets and career development. we will answer the key question: What will we do? The answer to this question will elaborate on the specific capabilities required to close the gap between the current state and the future state. Besides gathering data and quantifying the current state. can produce early savings. and IT. As we review and quantify the current state. Processes will explore operational and process models. Although there will only be one deliverable. People will explore staffing requirements. processes. Response to Cook County Questions Dell employs a fact-based quantitative and qualitative data collection framework based on a set of proprietary tools and templates. The following figure illustrates how we might portray current costs in the context of target costs or benchmarks. We assess each of the key dimensions: organization. service levels. refinements to the future state. Strategy Formulation and Design. governance. surveys and questionnaires. The key outcome is a better understanding of the potential of the future state and the gap in the current state. it will contain an assessment of each individual member institution.

priorities. dependencies. Dell will formulate the strategic and design options. The following figure illustrates how the Cook County and its agencies may migrate to standardized services. we will identify likely challenges. This is not a specific technique that achieves stronger and broad support. we must establish the process and criteria for evaluating the options and ultimately making decisions. Plan. we will have answered most of the following key questions: ● Which specific services should be standardized? ● Who should share in the standardization? ● What is needed to enable these standardized services? ● What should be the operating model to standardize these services? ● How should these standardized services implementation be governed? Approval and signoff of the standardized services strategy and high-level design is the third major milestone. Workshops at the individual agencies and a summit with the Cook County leadership committees will be essential to garner support and gain consensus. Dell uses multiple well-established techniques to depoliticize this process and to drive decisions that stick. Strategy Plan In step 4. but a process that begins on day-one of the project and is ingrained in how we perform every task day-in and day-out. The roadmap will exist at the overall standardized services level. resource requirements. As the options are narrowed and decisions made. but before they are evaluated by the Cook County agencies. we will review the options and make final future state decisions. When the evaluation and decision making process and criteria are established. we will answer the key question: How will we do it? The answer to this question will provide a roadmap to transition from the current state to the future state with high-level project plans. milestones. Implementation plans will be developed factoring in the specific activities and deliverables that will need to be completed by the project team and the impact these plans will have on the individual agencies. Response to Cook County Questions explore the underlying applications and infrastructure. and risks and explore mitigation strategies. constraints. At the completion of Formulate Strategy and Design.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. schedules. Figure 6-8: Sample Migration Flow Page 6-16 . deliverables. and budgets. The combination of the standardized services strategy and high-level design will form the final version of the future state.

This technical specification is approved by the data conversion advisory group and project management. Once the data conversion advisory group approves the business case justification document. ● Mapping—We develop detailed data mapping diagrams to document the relationship that will exist between legacy and the new system data elements and define the transformation logic that will be required to migrate the data from the existing systems to the new system. and which method of validation will be used to make sure the converted data is complete and accurate. the logic that needs to be created to transform the data from the legacy to the new system. the developers completely unit test the code to validate that the code created passes the test conditions that are outlined in the functional and technical specifications. We use detailed tracking mechanisms for documenting the organization’s technical and functional conversion mapping. Functional and Technical Specifications—We develop a detailed functional specification for conversion programs and conversion validation routines before the coding begins to confirm that there is a clear understanding of what data needs to be converted and outlines the test conditions will be used to validate the data converted is complete and accurate. each document is routed for approval by the project management office and project leadership committees. cleanse and/or collect this data We recommend that a data conversion advisory group be established with key representatives from the key county functional areas to confirm the justification for each data element planned for conversion. validation routines. We recommend that business case justification documents be created to validate the data will have value before the team spends time on conversion related activities. each data element is added to the approved data conversion list. Before releasing the conversion code to the mock conversion or testing environments. Response to Cook County Questions At the completion of standardized services planning and scoping activities. This business justification document includes: ● ● ● ● ● Definition of the data element recommended for conversion Value this data element has to the institution and it’s decision making and/or reporting process Level of data cleansing and/or clean-up that will be required to prepare this data element for the conversion Approximate cost and complexity of converting this data element Approach that will be used to convert. ● ● Page 6-17 . Data Migration The Dell methodology includes a detailed data conversion strategy which focuses on an upfront understanding of the business and technical requirements related to data conversion. These SMEs are very familiar with the value of the data being converted. a detailed technical specification for each data element is created which defines how the data will be converted. and can confirm the data being converted is complete and accurate. and reconciliation reports to satisfy the design of the functional and technical specifications. Once approved. the types and classification of the data being converted. For each approved data element. specifications. and programming efforts. This functional specification is reviewed and approved by the SME. Once approved. the Cook County leadership committees will provide final approval and signoff for the project. Conversion Programming and Unit Testing—We develop the conversion programs. the in-depth business case will be completed and answers to the following key questions will be documented: ● What is the plan to build out the standardized services capabilities? ● What is the plan to ramp up the expected adoption? ● What is the financial case? At this time. the joint Cook County/Dell team will map the legacy data to the new systems data elements for each data element through scheduled workshops with key customer Subject Matter Experts (SME).Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6.

We recommend that Cook County mobilize resources familiar with the data to perform the data cleansing activities. ● The conversion programs are written to extract information from this database and/or the legacy systems and transform this data so that it can be updated and validated prior to the load into the new system. Dell will work with Cook County to create a database that can be updated as the project progresses to revise and store these new data elements until the final conversion is executed. We typically work with our customers to develop a database that the teams use to capture these new data elements electronically. Page 6-18 . This will allow the joint team to confirm the sequence for completing conversion related activities and time each step in the process to validate the estimated timeframe for completing the conversion cutover activities is reasonable. If these new data elements were not previously captured. the final data conversion activities are executed and data converted is validated and reconciled to confirm the information included in the system is complete and accurate. A final data conversion review is performed to validate the data has been converted with integrity. A legacy system shutdown/cutover date will be approved by leadership as close to the cutover date as possible to minimize the manual entry of catch-up transactions that will be required between the time the legacy system is shut down and the new system is operational. These mock conversions will be run in parallel with the various cycles of testing. one or more iterations of the mock conversion outputs will be incorporated into an integration testing cycle to allow the joint team simulate what the go-live environment by providing a test of the application functionality with the converted data. Once the system is operational. Conversion validation routines and reconciliation reports will be developed to validate the data to be converted is complete and accurate. the joint project team will work with the users to troubleshoot and resolve data conversion related issues. The following table outlines the proposed division of duties related to key conversion related deliverables. The data cleansing and collection activities will be performed throughout the full project lifecycle to prepare the data for the final conversion right before the system goes live. Once the conversion programs are completed and unit tested and a sample set of data has been cleansed and collected. time and tune the conversion process and programs to confirm the sequence and timeframe for execution will be completed in no longer than an extended weekend. staged and appropriately coded to facilitate the entry of these transactions into the new system once it is operational. the joint team will begin to execute a series of trial or “mock” conversions. Response to Cook County Questions In parallel. During the final system cutover. ● Data Cleansing—The joint team works with the data collection and cleansing team members to update the data that resides in the legacy system to align with the legacy to new system mapping structures that were created with the SMEs. our approach includes mobilizing a team of resources responsible for cleansing the data in the legacy system prior to the final conversion and collecting new data elements that will be needed in the new system. Transactions that fall between these two dates will be sorted. These mock conversions allow the team to comprehensively test the conversion programs with iterative versions of accumulated and cleansed data as this data comes available and provides the team with an opportunity to organize. Data Collection—The joint team works with the data collection and cleansing team to identify the sources of data that are needed for the new system but have not been stored in the legacy system. This approach minimizes the need to have end users stage transactions for entry before or during the system goes live timeframe. Once the final data conversion is complete. The final mock conversion testing cycle will take place in conjunction with the dress rehearsal testing effort. In addition. The County data cleansing and collection teams will continue to revise and gather the final information needed to support the legacy portion of the conversion activities. The final data conversion activities will take place simultaneously with the timeframe for the cutover to production. the staged transactions are entered by the joint project team and reconciled. These new data elements may or may not have been previously captured in the legacy system.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6.

cleansing and collection activities. Dell suggests Cook County evaluate whether or not a data conversion element gets approved if it passes one of the following criteria: ― Satisfies the needs of all agencies within the County ― Satisfies a published. What changes could be made for cost savings? We recommend that Cook County closely scrutinize the level and amount of data to be converted from the old system into the new system. the mapping of conversion requirements results in the identification of data conversion gaps. Reports – Export Data Conversion Programs. The following guidelines have been used successfully by customers to minimize and prioritize data conversion elements. strategic mission/objective at one agency or subset of agencies Page 6-19 . inevitably. policy statement at one agency or subset of agencies ― Links directly to a published.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Reports . Validations.Imports Mock Conversion Test Planning Mock Conversion Test Execution Mock Conversion Test Reconciliation and Validation Dress Rehearsal Data Conversion Test Execution Dress Rehearsal Data Conversion Test Reconciliation and Validation Staged Cutoff Transactions Entry and Validation of Staged Cutoff Transactions into New System Final Cutover Data Conversion Test Execution Final Cutover Data Conversion Test Reconciliation and Validation Troubleshoot and Resolution of Conversion-Related Issues Dell/Cook County Cook County Cook County Cook County Dell Cook County/Dell Dell Cook County Cook County Dell Dell Dell Cook County Dell Cook County Cook County Cook County Dell Cook County Cook County/Dell Cost-Savings Changes a. ● Guidelines for Minimizing Data Conversion Activities—We recommend that a set of guiding principles be established and agreed on by overall project and County leadership to minimize and prioritize data conversion. Response to Cook County Questions Key Deliverable Division of Duties Data Cleansing and Collection Process and Strategy Data Conversion Business Justification Documents Conversion Functional Design Specifications Conversion Technical Design Specifications – Export Conversion Technical Design Specifications – Import Mapping Data Cleansing and Collection Database Data Cleansing and Collection Activities Data Conversion Programs. and regulatory landscape that Cook County operates within. regulatory or statutory need for the County subset of agencies ― Supports a published. Our consultants work closely with the key County leadership to justify each data conversion element proposed. operational. Note what changes could be made to the above plan to accelerate the process. Because of the complex business.

and the timeframe for completing the data conversion processes is reduced. and the conversion has realizable and quantifiable benefits greater than the costs associated with the conversion 5. Satisfies the needs of all agencies in Cook County 2. validations. policy statement. Dell recommends that the development effort of data elements be prioritized in order from highest to lowest using these criteria: 1. If the conversion does not satisfy criteria 1 – 4. or strategic mission/objective at more than one agency 3. and reconciliation reports needed to upload data into the new system Cross reference the new system fields to the legacy system fields or other source systems and including defining any transformation logic Create a database to enter and store historical information needed to support the conversion into the new system Conversion Technical Design Specifications – Import Mapping Data Cleansing and Collection Database Development Page 6-20 . and the cost benefit analysis demonstrates that the conversion is more favorable to the Cook County system overall than each of the alternatives evaluated It is our experience that when our customer’s take a more rigorous approach to justify each data element planned for conversion using the business justification document approach and project leadership approves and prioritizes these data conversions upfront following the guidelines established above. fewer data element conversions are approved. Response to Cook County Questions ― The realizable and quantifiable benefits for the deviation are greater than the costs associated with the deviation across a period of three to five years ― The cost benefit analysis demonstrates that the conversion is more favorable to the Cook County system overall than each of the alternatives evaluated If the potential data element planned for conversion does not pass one of these criteria. Conversion and Implementation Services b. cost associated with data conversion are lower. and collection activities associated with the implementation. Another option for Cook County to consider for cost savings is to initially limit the number of hours approved for data conversion activities and request that the team prioritize the most important conversions to fit within the initial limited number of hours. we recommend that this data element be logged and deferred. regulatory statutory. ● Guidelines for Prioritizing Data Conversion Activities—Dell suggests that this approach be followed for any data conversion element that has been identified by the key customer users. regulatory statutory. Satisfies a published. We suggest logging the potential data element for consideration in future upgrades to determine if the data conversion requirements change and at the time of the upgrade is required to support the needs of all agencies within Cook County or the passes one of the criteria outlined above. or strategic mission/objective within one of the agencies 4. Satisfies a published. Dell has proposed the following services as part of this proposal Services Data Cleansing and Collection Process and Strategy High Level Service Description Outline approach and plans for facilitating the data conversion.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. cleansing. Describe any and all conversion and implementation services included within the proposal. All conversions that don’t fit into the limited number of hours have to be justified and potentially funded by the project or specifically by the ownership group that requests the data element to be converted. Provide templates and leading practices to facilitate the entire conversion process Define the import logic. policy statement. If the conversion does not satisfy criteria 1 – 3.

In some instances. Validations. For example. document exceptions needing follow up during each the dress rehearsal. Site Preparations d.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. In these cases. Include complete site preparation requirements.Resolve issues identified as related to the conversion and Related Issues transformation of data between the legacy and new systems. Describe other conversion and implementation services that are available. We believe this matching provides the most cost effective solution for our customers. and document sequence and timing of conversion activities Execute the conversion programs.Imports Mock Conversion Test Planning Mock Conversion Test Execution Dress Rehearsal Data Conversion Test Execution Final Cutover Data Conversion Test Execution Troubleshoot and Resolution of Conversion. Dell can also provide assistance for the legacy conversion extracts if there are limited available customer resources that can perform the legacy related conversion activities. data validation scripts and reconciliation reports needed so support the data conversion efforts Plan and schedule the multiple iterations of the trial conversions which are used to test the conversion programs. Response to Cook County Questions Services Data Cleansing and Collection Activities High Level Service Description Lead and/or assist the Cook County data cleansing and collection teams revise legacy data to map more closely with what is needed in the new system and gather conversion data from multiple sources to publish into a database used to support conversion activities Code and unit test conversion import programs. The following list of requirements should be available to support the data conversion related activities: ● ● ● Inventory of all data elements planned for conversion Skilled resources knowledgeable about legacy and new systems applications and the associated conversion activities Experienced resources that understand the legacy data and its application to the institutions decision making processes Page 6-21 . Dell can provide assistance to the customer team as they develop the business justification and functional design documents. validation scripts and reconciliation reports. Dell can provide resources to assist with these activities as well. Our response to data conversion matches the client and consulting resources to the most appropriate tasks based upon the general skills and experiences that each team typically can provide to a project of this magnitude. document exceptions needing follow up during the final cutover to production. validation logic and reconciliation reports and confirm the data cleansing and collection efforts Execute the conversion programs. timing and results of the conversion activities Data Conversion Programs. validation scripts and reconciliation reports and document exceptions needing follow up during each trial conversion Execute the conversion programs. validation scripts and reconciliation reports. Reports . the customer is not able to provide resources to assist with some of the conversion related activities that are normally assigned to the customer. Data Conversion c. Dell can provide resources to assist with data conversion reconciliation and validation activities if the customer does not have available bandwidth to provide these resources. and document sequence.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Response to Cook County Questions
● ● ● Experienced resources that understand leading practices related to converting data into the new system Appropriate number of data bases to support the data conversion activities when needed throughout the project duration Relevant data cleansing and collection tools that can facilitate the data revisions needed and collect and organize data from multiple disparate source systems needed to support conversion activities Updated data conversion processes and procedures needed to outline the steps and responsibilities necessary to timely and accurately complete the conversion activities Relevant legacy data and conversion reports needed to support the conversion activities Accurate documentation related to the legacy and new system to facilitate mapping of data between systems Timely decision making process to include, exclude or revise data elements needed to support the conversion activities Delivered legacy and new systems tools, technologies and techniques that allow for the timely, effective, and efficient extraction or import of conversion data Timely access to source documentation as necessary to confirm information contained in legacy systems or other sources of conversion information Appropriate level of secured access to data to facilitate the data conversion activities

● ● ● ● ● ● ●

Remotely Hosted ERP Solution
10. Please indicate whether your company offers a remotely hosted ERP solution. Does it require that the entire ERP application suite be remotely hosted? Identify any other remote services your company offers, e.g. Help Desk. Without providing pricing, explain your answer. Dell can provide a fully-hosted ERP solution for Cook County. Dell currently hosts PeopleSoft, Oracle EBusiness Suite, JDE, Lawson, and SAP ERP solutions for many customers. Dell owns its own data centers and has the ability to provide and maintain equipment that is not owned by the customer or we can transfer customer-owned equipment to our data centers.

Data Center Services
Dell delivers a variety of data center hosting and operations services through its global network of hightier data center facilities and Enterprise Command Centers (ECCs). Dell maintains and operates two U.S. multi-customer, high-availability data center facilities (all qualified as Tier III or higher according to the qualifications of Uptime Institute standards)—the Plano Technology Center (PTC) located in Plano, Texas (Dallas area) and the Florence Technology Center (FTC) located in Florence, Kentucky (Cincinnati area). Dell’s two ECCs, one located at the PTC and the other in Noida, India, enable the monitoring and management of the Dell data center production environments around the clock. Dell also delivers comprehensive data center management and technical services at customer-owned facilities throughout the U.S., Europe, and Asia.

Dell Data Center Hosting
Space Alternatives
Dell’s data center hosting service provides secure, High Availability (HA) raised floor space, as well as cabinet/rack and Rack Unit (RU) options. Additionally, space, cabinet, and cabinet RU options can be provisioned for high-density requirements, allowing for the higher electrical consumption and air-space requirements needed to cool high-density hardware, such as blade servers.

Page 6-22

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Response to Cook County Questions
● ● ● ● ● Ready Space—Supports self-standing equipment, such as AS/400s, mainframes, and customerowned cabinets Ready Cabinet—Incorporates cabinets owned by Dell and provides customers with enterpriseclass, ready-to-populate server cabinets Ready RUs—Allows customers to purchase individual ready-to-populate rack units in a Ready Cabinet Network-Ready Rack—Constitutes racks owned by Dell and provides customers with the physical rack needed to house network equipment Network-Ready RUs—Allows customers to purchase individual ready-to-populate rack units in a Network-Ready Rack

Installation Services
Electrical power connection, network cable connection, fiber cable connection, and server installation are available as one-time provisioning services and ensure a thorough and efficient approach to raised floor preparation for the installation of equipment in a Dell data center. ● Electrical Power Connection—This includes the preparation and installation of electrical power to a cabinet, rack, or other data center floor location. It also provides electrical receptacles and all electrical power wiring needed to connect the cabinet and equipment to the data center electrical Power Distribution Units (PDUs). Network Cable Installation—This includes the preparation and installation of CAT6 network cabling from the data center network switches to the client servers. It also includes patch panel ports and all patch cables required for installation. Fiber Cable Installation—This includes the preparation and installation of fiber cable media from a network switch/Storage Area Network (SAN) to the server location. Server Installation (Small or Large)—This includes the preparation and installation of the server or telecommunications hardware into a designated cabinet or other data center location.

● ●

Physical Planning and Facility Management
Dell has an in-house staff of qualified engineers for data center planning and facilities management. These teams have the responsibility to ensure that the day-to-day operation of the data center is maintained including the scheduled preventative maintenance of environmental equipment. Dell also engages in proactive planning for the future data center requirements, not only from a floor space aspect, but also in regards to calculating power and cooling requirements per the addition of new systems and the decommissioning of retired infrastructure.

Data Center Model
Dell integrates leading-edge hardware, software, and connectivity technologies to deliver end-to-end solutions that are designed to meet the various requirements of its customers (either business or regulatory driven). Dell’s turnkey solutions can improve customer environmental capabilities by addressing technology needs and streamlining processes. Dell is committed to delivering a highly secure, stable, and fully redundant data center model. Dell’s model includes the following components: ● ● ● ● ● ● SAS 70-audited facilities and processes State-of-the-art N+1 fully redundant data centers Connected by Dell’s own multihomed, fault-tolerant mesh Internet backbone Hardware management Remote infrastructure provision and/or management and monitoring (reverse hosting) Consulting services

Our end-to-end services include:

Page 6-23

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Response to Cook County Questions
● ● ● ● ● ● ● ● Connectivity services ISP services, which include DSL, T1, DS3, Fast Ethernet, GigE, and Fiber VPN setup and management Microsoft Exchange hosting Web hosting Proxy server services POP3/SMTP hosting Data center space and server management for software not included with the other service offerings

Value-added services include:

Performance
The service level commitment by Dell for hosting services is availability. Dell guarantees that the hosted platform will be accessible and operational such that providers can utilize the system as they need, less any scheduled maintenance windows. The service level performance is documented at 99.9 percent availability. Dell has passed all SAS 70 Type II audits with no major exceptions. Dell uses a modified IT Infrastructure Library (ITIL) service management model with emphasis on the change/release management, control process/configuration management, and service/resolution management aspects of ITIL. ITIL is used for this explanation with the understanding that our methodology is based on best practices from ITIL, BS15000, and ISO20000 as internally developed processes that are specific to our sector and service delivery model, which maximize the benefits of ITIL for our customers without the considerable investment to build such a solution from scratch.

Scalability
Each of Dell’s hosting facilities are built with sufficient expansion capabilities to manage multiple new customers, in addition to the current load, while allowing expansion within these customer environments. At present, Dell has more than enough power, cooling, and space online or coming online. Dell is confident it will be available to support any foreseeable expansions in terms of hosting requirements.

Physical Security
Selected Dell employees are issued access cards for gaining entry to the data center. Requests for access are managed via the Dell intranet, which provides formal documentation of access requests. The data center manager (or a designated representative) must approve all access requests. Only authorized individuals have access to the card-reader administration system. Unissued access cards are controlled by the Dell security administrator. Every employee must have a security access card on his or her person to gain entry and while in the facility. Dell facilities are monitored 24x7 via Closed-Circuit TV (CCTV) from the security command center. Surveillance cameras are present throughout the facility and allow the security staff to monitor strategic areas. Furthermore, 90 days of history is retained. Additionally, security officers randomly patrol the interior and exterior of the facility. The card access system limits access to sensitive areas, such as the computer room and the data center command centers. The security command center is staffed 24x7. Application programmers are not granted access to the data center. Authorized Dell employees must accompany visitors to the computer room and the data center command center. In the event of a power outage, the UPS will initially provide power to the access card-key system. The diesel generator will then take over. The UPS and generator allow uninterrupted usage of the card-key system.

Page 6-24

The data centers also provide redundant AC power panels. and table/row monitors for checking transaction status. Response to Cook County Questions All non-staff visitors are escorted at all times by one of our engineers. Networks. with the following options: ● ● Online backup of database Nightly data dump to disk that is retained for up to 1 week for immediate availability The server. network. complete inventory of spare hardware components as well as entire servers are ready to swap in place. In addition. We can also provide complete redundant nightly backups to non-tape media.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. and Simple Network Management Protocol (SNMP) monitoring of hardware instrumentation—temperature. any tape media will be on a scheduled rotation and will be moved offsite daily and stored in a local facility (Iron Mountain) that is a safe distance away from the data center. These alerts will generate an incident ticket which will then. redundant AC power feeds. Dell uses large displays in our NOC to alert our engineering staff to any outages or potential problems with all monitors. Dell looks to ensure that any possible exception event is addressed and resolved in the shortest possible time to maximize availability of its customer resources. disk subsystem. Dell also has deployed campus-wide closed circuit cameras which are monitored 24x7 by its security staff. Some of the advanced options available include disk. CPU. job status. Dell also has developed direct integration with its ITIL-based Service Management system to take feeds from monitoring in order to generate alerts to support staff outside the facility. laptop. Within the grounds of Dell’s Plano Technology Campus. Dell staff provides exceptionbased access for non-personnel (for example. and redundant AC units. page or other customer desired notification). and software health and status. Dell’s network operations center will immediately take corrective action. there is a perimeter fence designed to stop the advancement of any vehicle. content/URL monitoring for all Web applications. These options range from the most basic heartbeat or ping monitoring to the granular transaction monitoring of application response times. All monitoring is conducted on a 24x7 basis. fans. Offsite Storage of Nightly Data Backups Dell has comprehensive disk and tape backup solutions to ensure data integrity and recoverability. In the event of hardware failure. and CPU temperature. Monitors are set up not only to inform our staff when services are affected. Failures that cause any downtime are extremely rare since systems have built-in fault tolerance with dual power supplies and hardware RAID on all disk drives. power supplies. Page 6-25 . RAID. Dell records all activity at all locations within its data centers. but also to monitor indicators that may show a potential problem before it becomes service affecting so it can be resolved without impact to the customer. For any measurements falling outside of acceptable parameters. database connectivity. CPU. service technicians) with prior written direction by authorized and authenticated staff. security. environmental. Environmental Safeguards for Software. In addition to the raised floor facility cameras maintained and monitored within the NOC. in turn. while viewing these in real-time on dedicated screens in the Network Operation Centers (NOCs) on both coasts. and memory utilization. and desktop computer retain stored data for the time duration or version control policy associated with each data file object that was backed up. There are armed guards at the entrances and patrolling the campus grounds. generate an automated alert (email. The subscribed monitoring is determined by customer requirements and based on the functionality of the devices involved. and Redundancy Dell provides around-the-clock proactive monitoring of electrical. Staffed Monitoring of Hardware Dell offers its customers several options for the monitoring of devices within the County. Monthly or weekly back-up tapes can be sent to customer on an agreed-on basis.

work process traces). service/help desk. They maintain the PeopleSoft application server. if such changes are performed by a third-party provider. ● ● ● Dell’s hosting and support services are flexible.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. including service desk and full application management services. consisting of corrective and preventative maintenance activities that validate: ― Applications and systems produce the expected results as described in the business and user requirements. Response to Cook County Questions Application Management Support Services Dell’s organization is fully qualified to provide server maintenance. PeopleSoft Technical Developers—Technical developers provide coding modifications and develop new enhancements. the Dell will validate the documented changes provided by such ● Page 6-26 .we can provide any or all of our services depending on Cook County’s needs and requirements. They perform code migrations to production. refreshes. Here are a few different examples Dell is currently providing its customers in terms of hosting and support: Dell fully hosts the ERP solution in Dell’s data centers. specifications. Four of the common support roles our AMO organization provides our customers include: ● PeopleSoft Functional Analyst—Functional analysts are module specific experts that are the first line of support to end users. Web server. They work closely with Data Base Administrators (DBAs) to tune the application and functional analysts in understanding business requirements. the latter of which is provided through Dell’s Application Management Outsourcing (AMO) practice and allows you to access the in-depth knowledge of the over 1300 resources within Dell that can help with functional and technical support issues for Cook County. and application management services. perform quality assurance testing and facilitate user acceptance testing and serve as a liaison between end users and technical developers. short dumps. backup and recovery of PeopleSoft as well as perform job monitoring (logs. and service level ― Online components of the applications and systems function as required ― Batch processes for the applications and systems are initiated and completed as scheduled ― Transfer of external files is properly completed ― Changes to the applications are properly documented or. PeopleSoft Administrators—PeopleSoft administrators perform patch application for PeopleSoft following defined Standard Operating Procedures (SOPs). full-system auditing of application changes at the OS and database level. Dell typically provides most support services remotely. storage. too. They assist with troubleshooting and tuning the PeopleSoft application and are very familiar with the schematics of the PeopleSoft application. They also assist in creating functional requirements and design documents. They also ensure proper start-up and shut-down of the application during maintenance windows. Full application management services include: ● ● Applying patches/fixes from the vendor(s) Regular system maintenance ― Monitoring the occurrence of events ― Maintaining incident and problem logs ― Maintaining up-to-date documentation on each application or system in-scope ― Incident and problem tracking and submission to the appropriate response personnel ― Incident management and problem management services to consist of updating incident tickets. database exports. but our support personnel can be onsite. and process scheduler. and providing Level 3 and Level 4 support Production support. They assist end users with application configuration issues or questions regarding application functionality. creating incident reports. PeopleSoft Application DBAs—DBAs work closely with PeopleSoft technical developers and administrators.

This is particularly of benefit after implementation or upgrade golives when there is added criticality to issues needing to be resolved in a timely manner. Response to Cook County Questions third-party provider. Dell can serve as the liaison between Oracle and Cook County for all incidents. Dell will open a SR with Oracle and work with them to replicate and fix the issue. based on Remedy ARS. Page 6-27 . runtimes. documenting such changes to resolution and closure ― User inquiries are properly addressed Additional functional and technical support options. and maintains their own hardware and Dell provides service desk and application management services to support the ERP software. Dell also works with our Oracle account manager (OAM) to escalate issues and bring quick attention to them.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. providing active response and continuous visibility into all service incidents. all integrated into our service management framework. including but not limited to: ― Create and maintain SOPs > System and application shutdown and startup > Critical maintenance activities and timings > Emergency procedures or communication plans > Disaster recovery plans ― Application maintenance > Incident root cause analysis > Application break/fix > User functional support and recommendations > Interface support ― Enhancements > Functional requirements/system design > Technical specifications/programming ― Testing ― On-call support 24x7 ― Job failure notification and resolution > Daily checklist of all batch processes. The service desk is equipped with an Interactive Voice Response (IVR) system that includes status monitoring. and follow up with any issues. Leveraging our AMO team. issues that are encountered. If the issue is with the delivered software. thus. hosts. The ITSM service management tool will establish workflows and rules based on ITIL industry leading escalation and notification practices. which uses proven methodologies to support delivery of services to complex business environments. Our OAM also helps support us in getting critical fixes delivered as individual fixes when necessary so that Cook County may not have to wait until bundles or maintenance packs are released. Dell’s support resources then determine if it is an issue with the delivered software or a customization. and other items ― Ad hoc requests > Archiving recommendations > Tuning and performance initiatives Hosting can involve either a scenario where Cook County owns. they log a ticket with Dell and any interfacing with Oracle is transparent to them. or Dell hosts and maintains the hardware and the customer provides all ERP software functional and technical support. If a user encounters an issue. Dell can also provide full-support through the Oracle Service Request (SR) process. The service desk is supported by our ITSM tool. which provides a variety of functions. ● Service Desk The Dell service desk offerings are based on the ITIL service delivery framework.

Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. whenever modified. Incidents that cannot be resolved during the initial call will be escalated to the appropriate teams. Escalation procedures are reviewed periodically and made available in electronic format. Dell offers the full suite of support services. and the rules designed and built into ITSM have been based on the ITIL best practice framework. The following figure shows the service desk workflow. These recordings are utilized for agent evaluation. and ongoing service improvement training. All telephone calls into the Dell service desk are recorded. and incidents are documented in the ITSM problem and service ticketing system. Page 6-28 . would allow Cook County to not only best optimize its investment. and continued service improvement. The results of the surveys are tabulated monthly and provided to each customer. as directed by you. Dell’s service desk is structured to be available based on customer requirements (be it business hours or 24x7) and our ITIL best practice operational policies support our administrative and support teams. but also to best optimize its existing team of resources. including Service Desk capabilities. with a strong focus given to providing higher first call resolution. while allowing its internal team members to focus on more strategic initiatives. problem resolution. Dell’s flexible hosting and application support offerings. learning. The ticket data provided by the service desk and other support teams supports an aggressive problem identification process to eliminate recurring problems. Daily assessments help supplement continuous service improvement by identifying developing trends and proactively responding to any recurring system changes to support optimal service function. from hosting through application management support that would allow Cook County to outsource some of the more routine tasks such as software patch maintenance. Customer satisfaction surveys are distributed to the callers with e-mail addresses for a percentage of all incidents. Daily reviews of the individual survey responses allow service desk management to identify any areas for service improvement. for assistance with incident and problem resolution. Dell’s management teams receive daily customer service and survey reports to support this continued service improvement. Response to Cook County Questions All service desk agents are thoroughly trained in the Dell service management processes and procedures. Figure 6-9: Service Desk Workflow The ITSM service management tool documents and tracks all incidents from initiation to resolution in order to provide knowledge management.

once your old systems are de-commissioned. Dell Asset Recovery/Resell (ARS) can resell your old equipment and you get the resale value back. and 2) A serialized inventory report listing all of the equipment that we picked up. and load your material Transportation—No additional charge Data Overwrite—3-Pass data overwrite with 100 percent sector verification. Zero export policy meeting federal. count. Dell can provide our asset recovery/resell services to assist you in the optimum disposal of the old equipment. market demand.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6.) The following services are included when you use Dell ARS: ● ● ● ● Pick up and packaging—Onsite scheduled pickup to pack. including processor speed. and manufacture date are the main factors in estimating value for all Dell and non-Dell equipment. The manufacturer is not considered with resale value. Your Dell representative can estimate your value back with basic equipment information. ● Page 6-29 . These dollars can be used to purchase any equipment/services through Dell or you can even get a check back. and value attributed to that system. Recycling/Resale ― Recycling: Zero landfill policy. This process takes 45 days. the condition of the equipment. Dell provides this service for any equipment including non-Dell systems. state. palletize. memory capability. a settlement report is created and sent to you. (Dell systems are not considered more valuable than non-Dell. Response to Cook County Questions As an optional service. local laws and EPA guidelines ― Resale: Removing all evidence of you and returning value to you Reporting—Once Dell has completed processing the systems. The settlement report contains two documents: 1) The certificate of disposal stating that the data has been overwritten and the systems were disposed of in accordance with environmental regulations.

When we conduct business. Subject to our ability to reach a mutually acceptable agreement on this issue. Our Relationship This document is not a contract. express or implied to any Dell intellectual property by virtue of this proposal. Cook County has the right to retain a reasonable number of copies of this proposal to allow Cook County to adequately review and assess the proposal. Trademarks Dell. Please contact your sales representative for updates or validation of the information in this document. we cannot be responsible for errors or omissions that may occur in the production of this document or as a result of the passage of time. and Dell’s products and services are trademarks or registered trademarks of Dell. the Dell logo. Dell may improve or change this presentation or improve or change its products and service offerings from time to time. without updating this document. Dell does take responsibility for the actions of its employees and agents that are performed in the scope of their employment. Other trademarks and trade names may be used in this document to refer to either the entities claiming the marks and/or the names of their products. All rights reserved. Dell disclaims proprietary interest in the marks and names of others. Dell grants no license. Confidentiality All information supplied to Cook County for the purpose of this proposal is to be considered Dell confidential. In addition.Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. However. our relationship will be governed by Dell's standard terms and conditions unless we negotiate a separate written agreement. Page 6-30 . Dell takes care to review and verify the information provided in this document. Response to Cook County Questions Proposal Terms and Conditions ©Copyright 2011 Dell Inc.

Thank you for considering Dell! .

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->