RFP-Applications Managed Services

DIST
Request for Proposal

Managed Services for Applications Support and
Development
26-Jul-2011
version 1.0
Reference: RFP/2011/451
Managed Services for Applications Support and Development
DIST
Table of contents
1 Introduction............................................................................................................................... 8
1.1 BACKGROUND .................................................................................................................... 8
1.2 OBJECTIVES ....................................................................................................................... 8
1.3 SCOPE OF APPLICATIONS MANAGED SERVICE ....................................................................... 8
1.3.1 Applications Development ........................................................................................... 8
1.3.2 Applications Support and Maintenance........................................................................ 9
1.4 TIMEFRAME ........................................................................................................................ 9
2 DIST Organizational Structure ............................................................................................... 10
2.1 BACKGROUND .................................................................................................................. 10
2.2 ROLE OF DIST ................................................................................................................. 10
2.3 PROJECT PROMETHEUS .................................................................................................... 10
2.4 ORGANIZATION FUNCTIONAL DESIGN.................................................................................. 11
2.5 EXECUTIVE OFFICE OF THE CIO ......................................................................................... 12
2.5.1 Resource Management Unit ...................................................................................... 12
2.6 TECHNICAL AUTHORITY ..................................................................................................... 12
2.7 BUSINESS RELATIONSHIP MANAGEMENT SERVICE ............................................................... 13
2.7.1 Service Development Section .................................................................................... 13
2.7.2 Project management Section ..................................................................................... 15
2.8 ICT OPERATIONS SERVICE ................................................................................................ 15
2.8.1 ICT Field Operations Section ..................................................................................... 15
2.8.2 ICT Customer Services and Service Hubs................................................................. 15
2.8.3 Technical Support and Monitoring Section ................................................................ 17
2.8.4 Vendor Management Section .................................................................................... 17
3 Introduction of ICT Managed Services .................................................................................. 18
3.1 RATIONALE FOR MANAGED SERVICES................................................................................. 18
3.2 MANAGED SERVICES LANDSCAPE ...................................................................................... 18
3.3 APPLICATIONS MANAGED SERVICES ................................................................................... 20
3.3.1 Applications Support and Maintenance Services ....................................................... 20
3.3.2 Applications Development Services........................................................................... 20
3.4 GENERIC REQUIREMENTS .................................................................................................. 21
4 UNHCR ICT Applications Landscape .................................................................................... 22
4.1 CRITICAL APPLICATIONS .................................................................................................... 22
4.1.1 MSRP / PeopleSoft .................................................................................................... 22
4.1.2 Focus / RBM .............................................................................................................. 22
4.2 STANDARD APPLICATIONS ................................................................................................. 23
4.2.1 Document Management and Archive (Open Text LiveLink) ....................................... 23
4.2.2 WCMS Intranet (Adobe Communiqué) ...................................................................... 23
4.2.3 Service Management (LANDesk) .............................................................................. 23
4.3 OTHER APPLICATIONS ....................................................................................................... 23
4.4 APPLICATIONS OUT OF SCOPE ............................................................................................ 24
4.4.1 proGres V3 – Refugee Registration System .............................................................. 24
4.4.2 proGres V4 – Refugee Registration System .............................................................. 24
4.4.3 Software as a Service Applications ............................................................................ 24
5 Application Support and Maintenance Service Scope ........................................................ 25
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5.1 SUPPORT SERVICES ......................................................................................................... 25

5.2 MINIMUM AND OPTIMUM OPERATING HOURS ........................................................................ 26
5.3 MAINTENANCE SERVICES .................................................................................................. 27
5.3.1 Corrective maintenance ............................................................................................. 27
5.3.2 Preventative maintenance ......................................................................................... 27
5.4 PATCHES AND MINOR UPGRADES....................................................................................... 27
5.5 AD-HOC REPORTS AND DATABASE QUERIES........................................................................ 28
5.6 SERVICES OUT OF SCOPE .................................................................................................. 28
5.6.1 Global Service Desk .................................................................................................. 28
6 Application Development Service Scope.............................................................................. 29
6.1 REQUEST FOR CHANGE ..................................................................................................... 29
6.2 DEVELOPMENT SERVICES .................................................................................................. 29
6.3 DEPLOYMENT / MOVE TO PRODUCTION ............................................................................... 29
6.4 APPLICATIONS UPGRADES ................................................................................................. 30
6.4.1 Migration to new versions of COTS software ............................................................. 30
6.4.2 Infrastructure compatibility upgrades ......................................................................... 30
6.5 IMPLEMENTATION OF NEW APPLICATION SERVICES............................................................... 31
6.6 SERVICES OUT OF SCOPE .................................................................................................. 31
7 Service Levels and Performance Targets ............................................................................. 32
7.1 CRITICALITY AND PRIORITY MATRICES ................................................................................ 32
7.1.1 Incident Criticality ...................................................................................................... 32
7.1.2 Change Priority .......................................................................................................... 32
7.2 SERVICE LEVEL AGREEMENTS FOR APPLICATION SUPPORT ACTIVITIES ................................. 34
7.2.1 Level 2 Response Time (time to intervene for incidents) ........................................... 34
7.2.2 Level 2 Restore Time (time to resolve incidents) ....................................................... 34
7.2.3 Problem Management, Root Cause Analysis, and Proposed Remediation Plan ....... 34
7.2.4 Service Request Response Time (time to intervene for service requests) ................. 35
7.2.5 Information Request Resolution Time ........................................................................ 35
7.3 SERVICE LEVEL AGREEMENTS FOR APPLICATION DEVELOPMENT ACTIVITIES ......................... 36
7.3.1 Work Request Response Time (time to intervene for change requests) .................... 36
7.3.2 Change Plan Response time ..................................................................................... 36
8 Generic Requirements ........................................................................................................... 37
8.1 SERVICE MANAGEMENT PROCESSES .................................................................................. 37
8.2 BUSINESS CONTINUITY ...................................................................................................... 37
8.3 POLICY AND STANDARDS ................................................................................................... 38
8.4 ANNUAL REVIEW ............................................................................................................... 38
8.5 MONTHLY REPORT ............................................................................................................ 38
8.6 PROJECT AND DEVELOPMENT PERFORMANCE ..................................................................... 39
8.7 AD HOC REPORTS ............................................................................................................. 39
8.8 SATISFACTION SURVEY ..................................................................................................... 39
8.9 ACCESS TO APPLICATIONS ................................................................................................ 39
8.10 SOFTWARE LICENSE MANAGEMENT ..................................................................................... 39
9 RFP Technical Response ....................................................................................................... 40
9.1 COMPANY PROFILE ........................................................................................................... 40
9.1.1 Company overview .................................................................................................... 40
9.1.2 Financial stability, Supplier Viability ........................................................................... 40
9.1.3 Overall capability statement ....................................................................................... 40
9.1.4 Supplier Strategic Vision............................................................................................ 40
9.1.5 Global Reach ............................................................................................................. 40
9.1.6 Off-site facilities ......................................................................................................... 40

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9.2 APPLICATIONS MANAGED SERVICES CAPABILITY ................................................................. 40

9.2.1 Managed Services capability statement..................................................................... 41
9.2.2 Tools and Processes ................................................................................................. 41
9.2.3 Solution Testing and Quality ...................................................................................... 41
9.2.4 Managed Services Framework .................................................................................. 41
9.3 CASE STUDIES AND REFERENCE SITES .............................................................................. 42
9.3.1 Reference Sites ......................................................................................................... 42
9.4 MANAGED SERVICES LIFE CYCLE ....................................................................................... 42
9.4.1 Service Definition Phase............................................................................................ 42
9.4.2 Service Transition Phase ........................................................................................... 42
9.4.3 Knowledge Management ........................................................................................... 42
9.4.4 Service Delivery and Management Phase ................................................................. 42
9.4.5 Service Performance, Measurement, and Monitoring ................................................ 42
9.4.6 Service Improvement ................................................................................................. 43
9.4.7 Service Termination ................................................................................................... 43
9.5 MANAGED SERVICES GOVERNANCE ................................................................................... 43
9.5.1 Executive and Management Commitment ................................................................. 43
9.5.2 Escalation process .................................................................................................... 43
9.5.3 Single Point of Contact .............................................................................................. 43
10 RFP Contractual Response.................................................................................................... 44
10.1 UNHCR GENERAL TERMS AND CONDITIONS FOR THE PROVISION OF SERVICES .................... 44
10.2 STANDARD UNHCR CONTRACT FOR SERVICES .................................................................. 44
10.3 ADDITIONAL CONTRACTUAL DOCUMENTATION ...................................................................... 44
10.4 LEGAL REPRESENTATIVE ................................................................................................... 44
10.5 CONTRACT TERM .............................................................................................................. 45
10.6 COMMERCIAL TERMS ......................................................................................................... 45
10.6.1 Contract Terms .......................................................................................................... 45
10.7 PAYMENT MECHANISM ....................................................................................................... 45
10.7.1 On-going Value for Money ......................................................................................... 45
10.8 PERFORMANCE REGIME ..................................................................................................... 45
10.9 CHANGE MANAGEMENT ..................................................................................................... 46
10.10 GOVERNANCE AND REPORTING .......................................................................................... 46
10.11 TRANSITION AND MIGRATION ............................................................................................. 46
10.12 EXIT PROVISIONS.............................................................................................................. 46
10.13 SUB-CONTRACTING ........................................................................................................... 47
10.14 STAFF TRANSFER ............................................................................................................. 47
10.15 ASSET OWNERSHIP ........................................................................................................... 47
10.16 FLEXIBILITY ...................................................................................................................... 47
10.17 DATA SECURITY AND DATA PROTECTION ............................................................................ 47
10.18 CODE OF CONDUCT .......................................................................................................... 48
10.19 NON-DISCLOSURE AGREEMENTS ....................................................................................... 48
11 RFP Price Quotation ............................................................................................................... 49
11.1 CURRENCY OF OFFER AND CONTRACT ................................................................................ 49
11.2 APPLICATIONS SUPPORT AND MAINTENANCE COMPONENT ................................................... 49
11.3 APPLICATIONS DEVELOPMENT COMPONENT ........................................................................ 49
12 Evaluation Process................................................................................................................. 50
12.1 SUBMISSION OF PROPOSALS ............................................................................................. 50
12.2 TECHNICAL EVALUATION.................................................................................................... 50
12.3 SHORT LISTING OF SUPPLIERS............................................................................................ 50
12.4 FACE TO FACE PRESENTATIONS......................................................................................... 50

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12.5 COMMERCIAL TERMS EVALUATION ..................................................................................... 51

12.6 BEST AND FINAL OFFERS .................................................................................................. 51
12.7 PRICE EVALUATION ........................................................................................................... 51
12.8 SUPPLIER DUE DILIGENCE ................................................................................................. 51
12.8.1 Site visits ................................................................................................................... 51
12.8.2 Reference checks ...................................................................................................... 51
A. Glossary .................................................................................................................................. 52
UNHCR Specific Terminology................................................................................................... 52
ICT Terminology ....................................................................................................................... 52
B. Comprehensive Applications Catalog .................................................................................. 53
CRITICAL APPLICATIONS ................................................................................................................... 53
MSRP / PeopleSoft ................................................................................................................... 53
Focus / RBM ............................................................................................................................. 56
STANDARD APPLICATIONS ................................................................................................................ 56
Document Management and Archive (Open Text LiveLink) ...................................................... 56
WCMS Intranet (Adobe Communiqué) ..................................................................................... 56
Service Management (LANDesk) ............................................................................................. 56
OTHER APPLICATIONS ...................................................................................................................... 57
12.8.3 Technologies used .................................................................................................... 57
C. Service Management Processes ........................................................................................... 59
D. Document Templates ............................................................................................................. 60

SERVICE MANAGEMENT FORMS ........................................................................................................ 60
PROJECT OFFICE TEMPLATES ........................................................................................................... 60
STANDARD STATEMENTS OF WORK ................................................................................................... 60
E. Metrics ..................................................................................................................................... 61
INCIDENTS ....................................................................................................................................... 61
Critical Applications .................................................................................................................. 61
Standard Applications ............................................................................................................... 62
Other Applications .................................................................................................................... 62
SQL SCRIPTS .................................................................................................................................. 63
CHANGE REQUESTS ......................................................................................................................... 63
MSRP RMS Items..................................................................................................................... 63
F. External Annexes to this document ...................................................................................... 65

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Table of figures
Figure: 1: Future DIST organizational design. ..................................................................................... 11
Figure: 2: Applications Service Development (GMT based, not adjusted for DST). ............................ 14
Figure: 3: GSD coverage by location (GMT based, not adjusted for DST). ......................................... 16
Figure: 4: Applications Support and Maintenance staff (GMT based, not adjusted for DST). .............. 17
Figure: 5: High-level scope and Managed Services Requirements. .................................................... 19
Figure: 6: Applications Managed Services overview. .......................................................................... 20
Figure: 7: Generic Services overview. ................................................................................................ 21
Figure: 8: High-level flow of incidents between major resolution groups. ............................................ 25
Figure: 9: Minimum and optimum Applications Support and Maintenance operating hours. ............... 26
Figure: 10: Incident Criticality Matrix. .................................................................................................. 32
Figure: 11: Priority Matrix. ................................................................................................................... 33
Figure: 12: Level 2 Response Time. ................................................................................................... 34
Figure: 13: Level 2 Restore Time. ....................................................................................................... 34
Figure: 14: Problem Management Remediation Target. ..................................................................... 34
Figure: 15: Service Request Response Time...................................................................................... 35
Figure: 16: Information Request Resolution Time. .............................................................................. 35
Figure: 17: Level 3 Work Request Response Time. ............................................................................ 36
Figure: 18: Change Plan Response Time. .......................................................................................... 36
Figure: 19: 2010 Incidents related to Critical Applications. .................................................................. 61
Figure: 20: 2010 Incidents related to Standard Applications. .............................................................. 62
Figure: 21: 2010 Incidents related to Other Applications. .................................................................... 62
Figure: 22: 2010 SQL scripts executed against the MSRP Production databases. ............................. 63
Figure: 23: 2010 Project migrations to the MSRP Production databases. ........................................... 63

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1 Introduction
This document is UNHCR’s Request for Proposal (RFP) for the introduction of a “managed
service” for ICT Applications Development, Support and Maintenance.
1.1 Background
The Division of Information Systems and Telecommunications (DIST) is in the middle of a
major change initiative, aimed at transforming DIST in to a service-oriented (as opposed to
technology-focused) organization which provides effective support for UNHCR’s operations.
This will benefit end users, and ultimately refugees, by:
ensuring the effective and timely provision of accurate and complete information to UNHCR field
staff;
Supporting a rapid response to protecting refugees and safeguarding their well-being.
This improved service will be brought about, in part, by freeing staff to engage more directly
with their customers and focus on enabling enhanced ICT support to UNHCR, rather than
the day-to-day running of ICT services. The introduction of “Managed Services” for
Application Development and Applications Support and Maintenance is seen as an essential
component of the enhanced services offered by DIST to the Divisions, Bureau, and Field.
1.2 Objectives
The objective of this RFP is to:
Identify and establish a “Managed Services” contract with one or more companies that can
assume responsibility for the ICT Applications Development, Support and Maintenance.
1.3 Scope of Applications Managed Service

With only a few exceptions (noted below), DIST is looking to transition the applications
development (ITIL Level 3) and applications support and maintenance (ITIL Level 2) for all
ICT applications previously managed internally to an external “managed service” provider.
This includes applications of strategic importance to the organization and used world-wide
(e.g. MSRP/PeopleSoft, Focus) down to smaller bespoke applications used by a small
group of staff in one location.
1.3.1 Applications Development

For all future applications development, including any non-fix enhancements to existing
applications, UNHCR will issue a Statement of Work (SOW). Once UNHCR and the
Managed Service Provider (MSP) have agreed the scope of the work the MSP will be
expected to provide a “Fixed-Price, Fixed-Date” offer based on a pre-agreed standard rate
card and then deliver based on the agreed deliverable and time-lines.
For smaller pieces of work, the MSP will be expected to use the UNHCR approved Change
and Release Management processes, while for more significant work, the established
project methodology will also be applied.
Applications Development work will be demand driven and is difficult to predict in advance.
However, the metrics section of this RFP can be used to get an indication of the volume of
work done over the last 18 months.
It is also expected that major applications upgrades will be performed in this category. This
could include migration to the most recent version of an application (e.g. PeopleSoft), or an
upgrade to the most recent version of the underlying software (e.g. MS .Net, MS SQL
Server, Oracle, etc.).
Applications Development will be managed by the Service Development Section of the
Business Relationship Service (see section 2.7 below) and will work closely with the ICT
Project Office.

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1.3.2 Applications Support and Maintenance

For all second level support, including break-fixes and data corrections, UNHCR would
expect to establish service level agreements (SLAs) with the Managed Service Provider in
order to have a predictable level of service to the user community. All applications support
and maintenance will be channelled through the DIST Global Service Desk (GSD) and
logged in the organization’s service management system (LANDesk). We would expect the
MSP to integrate into our existing Incident, Problem, and Change Processes.
UNHCR will be looking to establish a predictable costing model for this service and would
encourage bidders to suggest a pricing model that would allow the organization to cover the
basic services at a fixed cost and to have a well-structured pricing model for any additional
applications support and maintenance tasks (e.g. ticket based).
Smaller Requests for Change (RFCs) should also be completed within the Support and
Maintenance agreement. In particular this will include data correction fixes where no code
change is required to resolve the specific incident while correction of the root cause is more
likely to require a more significant change and would be handled by a formal RFC and
associated SOW under Applications Development.
ASM services will also include regular scheduled maintenance of the applications, including
backup and restore, participating in business continuity and disaster recovery test,
performance tuning, and regression testing.
Applications Support and Maintenance will be managed by the Customer Services Section
of the ICT Operations Service (see section 2.8 below).
1.4 Timeframe
UNHCR is hoping to award the contract to the successful supplier(s) before the end of
December 2011, and have completed the transition to fully operational Applications
Development and Applications Support and Maintenance managed services by the end of
March 2012. We recognize that this is an aggressive timeline, but it is one that we will strive
to meet by selecting a partner that has a proven track record in this domain.

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2 DIST Organizational Structure
This section provides a background to UNHCR and the Division of Information Systems and
Telecommunications (DIST).
2.1 Background
In more than six decades, UNHCR has helped tens of millions of people restart their lives.
UNHCR personnel operate in some 120 countries around the world, from major capitals to
remote, difficult locations where field staff are directly helping the most vulnerable victims of
displacement. UNHCR maintains offices in donor countries worldwide and wherever
refugees are arriving, working closely with governments to ensure the 1951 Refugee
Convention is honoured. Today, a staff of some 7,200 continues to help some 36.4 million
persons.
Staff at the Geneva headquarters now number just over 9% of the total, a declining portion
as UNHCR gets closer to the people it assists. Geneva, along with the Global Service
Centre in Budapest provides support for the rest of UNHCR, including key administrative
functions.
The largest portion of the organization’s staff is based in countries in Asia and Africa, the
continents that both host and generate the most refugees and internally displaced persons
(IDP). Many beneficiaries are in isolated locations where staff works in difficult - and often
dangerous - conditions. Among the largest operations are Afghanistan, Pakistan, Iraq and
surrounding countries; Chad, Democratic Republic of the Congo, Sudan, Somalia, Kenya,
and Colombia. But there are also substantial operations in many other countries around the
world.
As a United Nations agency, UNHCR enjoys privileges and immunities in all countries it
works. These privileges and immunities are extended to the organization's staff, assets,
facilities, and services.
For more information on UNHCR, please refer to www.unhcr.org
2.2 Role of DIST

The Division of Information Systems and Telecommunications (DIST) provides Information
and Communication Technology (ICT) playing a vital role in supporting UNHCR’s mission.
DIST is responsible for the maintenance, evolution and support of UNHCR's ICT systems,
whilst planning ahead to meet the organization’s new and increasing reliance on information
technology through new ICT project initiatives. DIST provides ICT services and support to
meet the needs of all Divisions, Bureaux and Field Offices within UNHCR while ensuring
that necessary governance mechanisms are in place and standards are adopted and
adhered to.
2.3 Project Prometheus

The Division of Information Systems and Telecommunications (DIST) are in the middle of a
major change programme (Project Prometheus), of which the introduction of Managed
Services for Application Development, Support and Maintenance is a significant work
stream.
The main objectives of the Project Prometheus are to:
1. Align DIST and the UNHCR ICT Systems with the priorities of the organization – as a
service-providing entity, DIST should be structured around the ICT services and support
needs of the organization both at HQ and in the field.
2. Strengthen ICT Governance – the appropriateness and cost-effectiveness of all ICT
investments and expenditures must be subjected to close scrutiny to ensure that
UNHCR gets the best products, services and value for money while avoiding investment
in redundant and obsolete technologies and services.

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3. Leverage technology and modernize UNHCR’s ICT Systems – move from running and
maintaining specific technologies and applications to implementing managed services,
thereby focusing more on service delivery, interaction with the business owners, and
exploring and understanding the market to leverage technology. Existing ICT
infrastructure and systems should be modernized by adopting relevant and cost-
effective technologies to provide end-to-end services that enable UNHCR to conduct its
business more effectively and efficiently.
4. Build capacity to manage specialists – build capacity to manage specialists engaged
under Framework Agreements and via Managed Service contracts, to ensure that the
organization gets the best services and value for money.
5. Strengthen ICT capacity and flexibility – Ensure that adequate capacity exists for the
design and implementation of customized solutions when certain ICT needs cannot be
met by what is commonly available in the market. Build increased and flexible capacity,
in human resources, equipment, communication and network capabilities, to meet the
demands of the business, putting in place alternatives and standby arrangements to
prevent and professionally handle service disruptions, address unexpected surges in
demand, and respond to field emergencies.
6. Create service-oriented, secure and customer-friendly ICT systems and services –
Ensure the involvement of the end users from the design and development of ICT
systems and services to their testing, rollout and operation. ICT services should be
demand-driven. DIST must focus on the delivery of end-to-end services as opposed to
running specific technologies and providing specific service components.
2.4 Organization Functional Design

To this end, a new organizational structure has been designed (Figure: 1 below) - based on
the ICT functions that DIST must have to effectively manage and deliver ICT services to the
rest of UNHCR and engage other Divisions, Regional Bureaux and the Field. Roles and
responsibilities, and skills necessary for carrying out these functions, have been clearly
defined based on SFIA (Skills Framework for the Information Age). This new structure will
be in place and operational to coincide with the implementation of the Managed Services
being sought in this RFP.
Figure: 1: Future DIST organizational design.

A new ICT Services Centre will be established in Amman, Jordan, significantly
strengthening DIST’s capabilities to provide services to all UNHCR Offices and by bringing
ICT services closer to major operations in the Middle East, Asia and Africa. DIST functions

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will essentially be, then, located in three main locations (Geneva, Amman and Budapest)
with additional satellite hubs in Kuala Lumpur and Panama. The latter two will be
strengthened to provide infrastructure and application support covering different time-zones
and thus enabling DIST to provide “lights on” support for all normal UNHCR office working
hours worldwide – with the plan to move to full 24x7 in the future.
The following subsections describe the major Services and Sections within the Division and
how they relate to Applications Development, Support and Maintenance activities.
2.5 Executive Office of the CIO

The Office of the Chief Information Officer (CIO) will provide overall strategic guidance,
planning and management as well as programme monitoring and management of ICT
services and resources in the organization. The Office is supported by three Deputy
Directors: Technical Authority (Chief Architect), Business Relationship Management Service
and Operations Management whose input will be crucial in shaping the strategic direction of
ICT in the organization. The CIO’s Office is also supported by a Project Portfolio and
Programme Office (P3O), a Resource Management Unit and an ICT Security Management
Officer.
The main responsibilities of the CIO’s office include:
Alignment of the ICT function and DIST’s activities with the organization’s strategic goals;
Alignment of technology with the ICT needs of UNHCR business;
Strategic planning and ensuring the delivery of effective and efficient ICT services;
Drive ICT innovation and modernization;
Support the Business Relationship function in the development of better business systems and
services;
Support Operations Management in the delivery of ICT Services;
Provide advice, guidance and support to the ICT Governance Board;
Oversee resource management and administrative support;
Direct Project Portfolio planning;
Overall management of the ICT function and performance reporting;
2.5.1 Resource Management Unit

The Resource Management Unit will be responsible for the preparation of DIST’s budget
submissions, reviewing field proposals, supporting budget and resource management,
keeping track of financial expenditure and obligations, compiling financial analysis and
projections and providing administrative support to all DIST Services and Sections. The
Senior Resource Manager will work closely with Heads of Service and Chiefs of Section,
advise and assist the Executive Office of the CIO on all matters relating to Resource
Management.
This Unit comprises the Chief Architect function which leads all matters related to Technical
Authority and Governance. This function coordinates and guides all technical areas of
expertise for IT related matters within UNHCR.
2.6 Technical Authority

One of the major changes driven by this organization design is the creation of the Chief
Architect function – the Technical Authority. This function will coordinate and guide all
technical areas of expertise for ICT related matters within UNHCR and ensure that the
organization’s ICT systems are integrated, up-to-date and sustainable. The Technical
Authority will:
Define the future technical ICT architecture of UNHCR, develop the long term technology roadmap
for applications and infrastructure;
Define technical ICT policies, standards, security arrangements and guidelines and ensure their
correct application throughout UNHCR;
Ensure that appropriate technical governance is in place to manage all ICT within UNHCR;
Assess the industry for new technologies, products and services with a view to enabling UNHCR
to benefit from such developments;

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Research and innovation – continual updates on standard builds, leveraging and use of emerging
technologies and trends within UNHCR;
Manage the release of new technologies, systems, changes in infrastructure, applications and
services into operation;
Manage ICT Security, Risk and Issues.
The ICT Security function and the Portfolio, Programme, and Project Office (P3O) fall under
the responsibility of this Service.
2.7 Business Relationship Management Service

This service focuses on developing and maintaining close working relationships with the rest
of UNHCR business. It provides insight to the business on the best use of technology in
delivering services, while ensuring DIST is providing the services needed. Within this
Service there are two distinct functions: Business Relationship Management and Service
Development.
The key responsibilities of the Business Relationship Management Service include the
following:
Ensure that the current ICT needs of UNHCR are being met by DIST services;
Identify the need for new or enhanced ICT applications or infrastructure services;
Ensure effective communication and engagement between DIST and all divisions and bureaus in
UNHCR;
Help divisions and Bureaux work effectively with DIST to apply ICT solutions achieve UNHCR
business objectives;
Develop and maintain a catalogue of Services in conjunction with other DIST functions;
Coordinate day to day Interface with other UNHCR Bureaus & Divisions;
Work with the Business Owner Committee in the prioritization of requirements and investments;
Communication to the rest of UNHCR on behalf of DIST to ensure common themes, messages
and standards;
Ownership on behalf of the UNHCR divisions of Service requirements;
Provide UNHCR divisions a concept development Service;
Provide a Service to develop new or amend current Services;
Develop Service Level Agreements and agree associated Service Level Targets within in the
Service framework;
Business requirements elicitation and discovery;
Business process design support;
Provide a requirements management Service;
Advising UNHCR functions on the Technical Strategy and the opportunities and benefits that
maybe leveraged;
Help maintain alignment of ICT with the wider UNHCR strategic goals;
Support the business change management processes.
The Business Relationship Management Service is headed by a Deputy Director who is
supported by three Senior ICT Business Relationship Officers, one for Bureaux for Africa
and MENA, one for Asia, Americas and Europe, and one for HQs Divisions. The Business
Relationship Management Service also comprises a Service Development Section headed
by a Chief based in Budapest and an ICT Project Management Section at Headquarters.
2.7.1 Service Development Section

This Section creates and builds capabilities for service development, maintenance and
improvement. As part of the Business Relationship Management Service the Section takes
a formal role in engaging the Business units dealing with protection and beneficiary data,
finance, supply chain, and human resources. All ICT projects and work packages are
provided with in-depth analysis and support including the design of new business and ICT
processes, resolution of technical/operational issues that cannot be handled by the Global
Service Desk, analysis of systemic problems and changes to ICT systems needed to ensure
alignment with specific business processes. The Section, however, focuses mainly on the
development of new capabilities and improvement of services rather than providing routine
support.

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The Service Development Section is the centre of DIST’s capacity for the management of
experts. It focuses on getting good designs by helping the UNHCR business better
articulate their requirements and matching these requirements with what is available in the
ICT market place. In this process the Section utilizes the knowledge of its analysts (and
where necessary external specialists) to ensure the development of systems and services
that leverage technology for UNHCR than the simple acquisition of solutions offered by the
market. This will help UNHCR become an “Informed Customer” who can inform Vendors of
what is required rather than taking what is offered.
In certain technology areas where UNHCR has invested heavily, DIST has retained systems
and application specialists to ensure that the organization gets the best out of these major
investments. The service development section will also ensure, in collaboration with the
Technical Authority, that service delivery meets the requirements through appropriate
governance and testing, via controlled and authorized projects.
Retained Staff Capability for Applications Service Development
Comprising 19 staff in all, this Section maintains functional and technical expertise in all
applications areas, in particular:
MSRP/PeopleSoft (Financial, Supply Chain, Human Resources) – 3 functional, 3 tech;
Focus / RBM – 1 funct;
Refugee Registration (proGres) – 1 funct;
PC & Web – 1 funct, 2 tech;
LiveLink / Collaboration – 1 funct, 2 tech;
Other technical support (QA, testing, etc.) – 4
UNHCR staff work closely with the Managed Services Provider to pass Statements of Work
for estimates before approval and provide overall supervision of the progress and quality
assurance against agreed deliverables and deadlines.
Location of Service Development Staff
The following diagram shows the location and time of day coverage (GMT based) for DIST’s
Application Service Development capability.
GMT MON TUE WED THU FRI SAT SUN
00
01
02
03
04
05
06
07
08
09
10
11
12
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Kuala Lumpar Amman Geneva Panama Budapest
Figure: 2: Applications Service Development (GMT based, not adjusted for DST).

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2.7.2 Project management Section

This Project Management Section is headed by a Project Management Section Chief, who
will lead the largest ICT projects that UNHCR undertakes. The section is staffed by two
more project managers, who will lead ICT projects. It is expected that other project
managers will be hired from external service providers as the need arises, whereas the
three positions will form the core of UNHCR’s ICT project Management capability, setting
standards and procedures for all projects to follow.
Project managers will build and lead teams composed of staff from throughout DIST and
potentially other UNHCR divisions along with staff from external service providers.
In particular the project managers will work closely with staff from the Service Development
Section, to plan and execute the delivery of new or enhanced services. In the case of
smaller changes the staff from the service development group may lead small projects but
will still follow the approach and methodology adopted by the Project Management Section.
2.8 ICT Operations Service

The third main structural component of the Division is the ICT Operations Service. This
Service is headed by a Deputy Director who is responsible for the coordination and
management of ICT operations and service delivery. The section is organized to provide
and ensure effective service delivery at HQs and in the field. This Service consists of four
sections; ICT Field Operations, ICT Customer Services, Technical Support & Monitoring and
Vendor Management.
2.8.1 ICT Field Operations Section

ICT Field Operations constitute the largest component of DIST’s Operations Service. By
creating a strong field service structure DIST brings services closer to UNHCR’s field
operations. Single functional reporting lines have been created within DIST to ensure
ownership for tasks and decisions at every level and to pave the way for the provision of
demand-driven, coherent, and integrated end-to-end ICT services.
Supported by other DIST staff, Regional Information Communications Technology Officers
(RICTOs) located in a Service Hub or within a country operation provide second level
support for all ICT infrastructure and applications at a regional and local level, in particular
working with any local ICT staff. RICTOs receive technical and functional guidance and
supervision from the Chief of ICT Field Operations in Geneva or the Head of the ICT
Service Centre in Amman.
2.8.2 ICT Customer Services and Service Hubs

The ICT Customer Services Section is responsible for the delivering operational services
within UNHCR. This Section is on the front line of service delivery between DIST and
UNHCR business. Customer services are provided from Geneva, Amman, Kuala Lumpur,
and Panama City. The Service Centre in Amman has the largest area of service coverage
and consequently the largest number of staff dealing with customer services.
The Customer Services Section will:
Provide 1st Service Desk support from Geneva, Amman, Kuala Lumpur, and Panama City to all
UNHCR staff during normal working hours of the locations in which they work;
Ensure the provision of 2nd line technical and functional support from Amman, the two Service
Hubs and dedicated regional/country ICT staff who have responsibility for specific operations or
regions. This support will include user administration for applications and infrastructure;
Encourage and support user self-service and self-help for applications and infrastructure;
Have ownership of the Service Management processes and knowledge base and, encourage its
use within DIST and the business;
Manage delivery of desktop support.
Global Service Desk
Level 1 support for all ICT services (applications, infrastructure, etc.) is provided through the
DIST Global Service Desk (GSD). The GSD has been restructured and strengthened as

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part of the DIST organizational change programme. This will remain an in-house function
and is, therefore, not part of the scope of this RFP.
Location of Service Desk staff
DIST Global Service Desk staff is located in the following locations:
Geneva, 6 staff (including the Customer Services Chief and Senior Service Desk Coordinator)
Amman, 8 staff
Kuala Lumpur, 2 staff
Panama, 2 staff
Service Desk coverage
The working hours of staff in each location is based on the office hours of that office. The
intention is to provide “lights on” first level support. GSD staff will provide support
irrespective of their location, e.g. staff in KL will pick up incidents logged by users in the
Americas after the end of the normal business day in Panama. For completeness the GSD
coverage is depicted in the following diagram:
00
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
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19
20
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22
23
Figure: 3: GSD coverage by location (GMT based, not adjusted for DST).
Retained Staff Capability for Applications Support and Maintenance

Specifically related to Applications Support and Maintenance, the ICT Customer Services
and Service Hubs will have a total of 14 staff, made up as follows:
MSRP Functional and Technical Support – 4;
Other Applications – 4;
Field Applications (proGres) – 2, out of scope for this RFP;
User Administration – 4,out of scope for this RFP;
The Amman team will be supported by RICTOs from ICT Field Operations located in other
hubs or in Country Operations.
Applications Support and Maintenance staff from the Managed Services Provider will be
expected to integrate seamlessly with the UNHCR staff, providing capacity and skills
augmentation for Level 2 activities.
Location of Service Support and Maintenance Staff
The following diagram shows the location and time of day coverage (GMT based) for DIST’s
Application Service Support and Maintenance capability.

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00
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Kuala Lumpar Amman Geneva Panama Budapest
Figure: 4: Applications Support and Maintenance staff (GMT based, not adjusted for DST).
2.8.3 Technical Support and Monitoring Section

The Technical Support and Monitoring Section provides all ICT technical support including
monitoring the ICT infrastructure and network operations, carries out configuration
management on ICT equipment and networks, supports the infrastructure at Headquarters
that cannot be managed remotely and manage service levels for operational services.
2.8.4 Vendor Management Section

The primary responsibility of this Section is to define and design workable contracts with ICT
Suppliers that deliver the Service offerings made by providers, and supporting the ICT
Operations Service to ensure that goods and services are delivered. The Section also
supports the Service Development function in Vendor selection, contractual negotiations
and the creation of new services or changes to existing services. The Vendor Management
Section also ensures clear communication of SLAs (Service Level Agreement) and
associated Service Level Targets across DIST and UNHCR so that all parties are aware of
the levels of expected Service.
This Section is led by a Principal Vendor Management Office who will work closely with the
Client Engagement Manager from the Managed Service Provider to ensure all contractual
aspects of the Managed Service are correctly managed.

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3 Introduction of ICT Managed Services
This section briefly outlines the rationale for UNHCR to move to Managed Services in
general and Application Development (AD) and Application Support and Maintenance
(ASM) in particular.
3.1 Rationale for Managed Services

ICT is a support function that enables UNHCR to do its core business. Consequently,
UNHCR should not have to reinvent the wheel by designing, developing, and maintaining
software systems that are readily available on the market and should not retain staff to
perform standard ICT functions that are readily available elsewhere. The main focus of
DIST should rather be to understand the business needs for IT solutions and services and,
to identify suitable, reliable, effective and efficient products that can be used to address the
needs. Where customization is necessary to meet business needs, DIST should play a
leading role in ensuring that such customizations undergo the appropriate governance and
project management processes. This approach enables DIST to focus on delivering value
added service to the organization and help direct scarce resources towards more pressing
priorities.
Project Prometheus recognized the value to transition many internal services to external
providers and have them delivered through a “managed service” model. Services which
have become commodities in the IT industry and which can be provided in a more efficient
and cost effective manner through managed services will be considered for transition. The
engagement of such specialized external service providers will be managed in a cost-
effective and efficient manner as UNHCR retains the technical authority and ICT architect
functions as well as the requisite capacity to manage specialists and special services.
3.2 Managed Services Landscape

Based on a review of the DIST Service Catalogue, the following services were identified as
candidates for transition to a Managed Services model:
Application development and support:
PeopleSoft Enterprise Suite ERP from Oracle (Financials & Supply Chain, Human Resources and
Global Payroll, EPM (Planning and Budgeting) and Enterprise Portal);
PC & Web applications, including progress v3 (Refugee Registration system) – mostly based on
Microsoft .Net technologies;
Intranet WCMS – based on Adobe (ex-Day) Communiqué;
Focus – Results Based Management and Budgeting – based on Java;
LiveLink EDMS from Open Text;
ICT infrastructure:
HQs Data Centre, could be a candidate to move to a shared services location;
Network Monitoring and Management, in conjunction with the other infrastructure managed
services or independently;
Desktop Services, including hardware support and standard applications support;
Local Area Networks, in particular in Geneva, Budapest, Amman and other centrally managed
LAN locations;
Videoconferencing and teleconferencing facilities support services at Headquarters.
Corporate messaging:
GroupWise e-mail application (or its replacement by an alternative solution);
Corporate Instant Messaging and Social Collaboration.

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The overall scope of all potential ICT Managed Services is shown in the following diagram.
Figure: 5: High-level scope and Managed Services Requirements.

A further feasibility study and initial market testing conducted in Spring 2011 determined that
there was a strong market interest in bidding for these services and that there were
sufficient benefits (cost and other) to go ahead. The study was less emphatic on how to
present the full suite of potential managed services to the market (1, 2 or 3 lots) with
advantages and disadvantages in each case. At this time, UNHCR has decided to issue an
RFP (this document) for the introduction of, and transition to, Manage Managed Services for
Applications Development, Support and Maintenance.
Separate RFPs may be issued in the future for the other potential areas (e.g. VSAT,
LAN/WAN operations, Video on Demand, etc.) – but are specifically out of scope for this
Request for Proposal.

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3.3 Applications Managed Services

The diagram below expands the Application Service portion of the high level scope:
Figure: 6: Applications Managed Services overview.

The overall Applications Services can be divided into two distinct service offerings with
some common and generic requirements.
3.3.1 Applications Support and Maintenance Services

This service is intended to provide support and maintenance to all ICT applications that are
in operational use, are listed in the Applications Service Catalogue, and which come under
the responsibility of the ICT Operations Service, in particular the ICT Customer Services
Section (which contains the Global Service Desk).
Work performed by this service will be expected to adhere to the ITIL Service Management
processes in place and be fully integrated into LANDesk.
More details of the applications support and maintenance service requirements are
contained in Section 5.
3.3.2 Applications Development Services

This service is intended to provide development services for all new ICT Applications that
have been approved through the ICT Governance process. In addition, it will provide
maintenance and enhancement support for existing ICT Applications based on clear RFCs
and SOWs.
In all cases, work performed by this service will adhere to the policies, procedures, and
standards established by the ICT Technical Authority, P3O, and Project Management
Office. When complete, new service packages will be transitioned into production use and
passed to the Applications Support and Maintenance Service.
Subsequent sections of this document will provide further details of the applications and
services that are to be covered by this RFP and your response.
More details of the applications development service requirements are contained in
Section 6.

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3.4 Generic Requirements

The following diagram expands on the Generic Requirements for any managed service
provision – including Applications Development and Applications Support and Maintenance.
Generic Requirements
(GN)
(Standard UNHCR procedures)
01.Service
Management
Processes
02.Business
Continuity
03.Policy and
Standards
04.Annual Review
05.Monthly Report
06.Project and
Development
Performance
07.Ad hoc reports
08.Satisfaction Survey
Figure: 7: Generic Services overview.

More details of the generic service requirements are contained in Section 8.

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4 UNHCR ICT Applications Landscape
This section provides an overview of the current application landscape that the managed
services provider will be expected to take over. A full exhaustive list of all applications is
provided in Appendix A. For clarity and to emphasize the relative importance of one
application against another, the applications have been divided into three categories:
Critical applications;
Standard applications;
Other applications.
4.1 Critical Applications

Critical applications are those (in scope) that are used world-wide by a large number of staff
or affiliates on a daily basis and without which the organization’s capacity to deliver to its
beneficiaries would be seriously impacted or interrupted.
4.1.1 MSRP / PeopleSoft

“MSRP” (Managing Systems Resources and People) is UNHCR’s implementation of the
PeopleSoft Enterprise Suite from Oracle Corp. UNHCR has implemented PeopleSoft in the
core areas of:
Financial and Treasury Management
Supply Chain Management
Planning and Budgeting (EPM)
Human Resources Management
Global Payroll
Enterprise Portal
A more complete inventory of the PeopleSoft modules that have been implemented and the
base applications, tools, and database software is provided in Appendix A at the end of this
document.
MSRP/PeopleSoft is considered a business critical application to UNHCR and is in use
world-wide in all offices by all staff. All business and administrative processes are now
supported by MSRP to the point that it would be difficult to operate without it.
Like most PeopleSoft implementations, UNHCR has made extensive customizations to the
delivered application software to better suite its business needs and to derive greater overall
benefit to the organization. However, we also recognize that this comes at the price of
higher maintenance and upgrade costs. Customizations to PeopleSoft have been
documented in a “customizations register” that will be made available to the Managed
Service Provider so that they can ensure continued support of the existing and any future
change requests.
All aspects of MSRP/PeopleSoft support, maintenance, and development work is expected
to be covered under the Managed Services contract resulting from this RFP. This will
include taking over support, maintenance, and future development of all changes
implemented in 2011 to ensure that UNHCR’s Financial Statements are IPSAS compliant at
the end of 2012.
4.1.2 Focus / RBM

“Focus” is UNHCR’s bespoke application to support the organization’s Results Based
Budgeting and Management activities. The initial development and implementation phase
was completed in 2010 and the application transitioned to operational use. Focus Phase 2
will run throughout 2011 calendar year to provide additional functionality to support the
2012-13 planning exercise. Focus Phase 2 development is scheduled for completion by the
end of 2011 at which time the current plan is to have a moratorium on new development and
allow the application to stabilize.
Focus is a Java based application that is downloaded and executed locally on the end-
user’s PC and interacts with a central database repository. Global Focus is web-based

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business intelligence based reporting tool used to present consolidated reports and
interactive dashboards from the central repository. Focus and Global Focus are used
internally by UNHCR programme and operations staff world-wide. Global Focus External
(GF-X) currently under development and planned for completion in Q1 2012, is similar in to
Global Focus but is targeted at external users, in particular our donor community and
governments. In addition to dashboards, narrative reports will also be available. GF-X will
use Adobe Communiqué as the base platform with connections to the Focus and Global
Focus applications and data repository.
All aspects of Focus, Global Focus, and Global Focus External (GF-X) are within scope of
this RFP. The full transition of the Focus Phase 2 project to operations will be an important
aspect of the managed services contract.
4.2 Standard Applications

Standard applications are those (in scope) that are used by a relatively large user base,
potentially in many locations, but which are not seen as critical for the organization to run its
operations. Standard applications are based on commercial off the shelf (COTS) software.
4.2.1 Document Management and Archive (Open Text LiveLink)

UNHCR has standardized on LiveLink from Open Text for document management.
Currently LiveLink is in use at Headquarters (Geneva, Budapest), and an increasing number
of Field Offices with an on-going roll-out in progress. Business support of LiveLink and
responsibility for the archive policies and file plans is the responsibility of the Records and
Archives Section (RAS). Currently RAS are also responsible for user management within
LiveLink including allocation of access rights to specific portions of the document repository.
DIST is responsible for the technical platform and for applications support and maintenance.
Little or no development is done in LiveLink – however it has been integrated into our office
tools (Word, Excel, etc.) and this integration is supported by the applications group.
Support of the LiveLink infrastructure (servers, storage, etc.) is not within the scope of this
RFP but support of the application itself is – as would any specific development work that
might be required to upgrade the base software (following a new release from Open Text),
or changes needed to support new versions of our standard office software (e.g. a migration
to MS Office 2010).
4.2.2 WCMS Intranet (Adobe Communiqué)

UNHCR has standardized on Communiqué from Adobe (formerly Day) for its Intranet
solution.
In 2009, UNHCR implemented an enterprise Web Content Management System (WCMS),
based on Communiqué (CQ4) with the UNHCR Intranet as the primary user. Two years
since the release of CQ5, it has proven to be a stable and mature product. UNHCR is in the
process of upgrading the WCMS to CQ5.
4.2.3 Service Management (LANDesk)

UNHCR has standardized on LANDesk Service desk from LANDesk (formally Avocent
Software Ltd) for its Service Management Solution.
In 2006, UNHCR implemented a Service Desk solution and the current version is LANDesk
Service Desk v7.3.2. The product is very stable and UNHCR has recently added additional
processes i.e. Problem and Change management which both leverages the product as it
supports all ITIL processes. UNHCR is planning to introduce more of processes and
expand the user portal and self-service. This could also include an upgrade to the LANDesk
v7.4 or later version.
4.3 Other Applications

The remaining (in scope) applications are all used by a relatively small user base, often only
in a small number of locations, and which are not seen as critical to the organization. This

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group comprises of approximately 40 bespoke applications typically based on Visual Basic,

MS-Access and other common office tools.
The full catalogue is given in Appendix A.
4.4 Applications out of scope

The following applications are out of scope for this iteration of Applications Managed
Services. They may be introduced at some later stage, but it is also possible that they will
be phased out and no longer requires support or maintenance.
4.4.1 proGres V3 – Refugee Registration System

proGres V3 is the current production version of UNHCR’s “refugee registration” application.
Although included in the initial list of potential candidates for transition to this managed
service contract, DIST has already contracted an external systems integrator for all level 3
support for this application and is satisfied with their performance. proGres V3 is already
nearing end of life and is scheduled for replacement by proGres V4 (see below).
4.4.2 proGres V4 – Refugee Registration System

proGres V4 will be the next generation of UNHCR’s “refugee registration” application. It is
UNHCR’s intention that proGres V4 will be based on a COTS CRM product and not be a
bespoke development.
The final CRM product selection has not been made but this is imminent. The full
proGres V4 development and implementation project is expected to take several years to
complete at which time it will be transitioned to the Managed Services Partner for on-going
development, support and maintenance.
4.4.3 Software as a Service Applications

UNHCR has previously decided to run some software applications using a SaaS model. As
these applications are already hosted externally and provided as a service there are no
plans to change this. As a result these applications, their development, support and
maintenance are to be considered as out of scope for this RFP.
However, these SaaS applications interface with applications that are within the scope of
this RFP. The successful bidder will be expected to support and maintain the UNHCR
component of these interfaces and to work with the third-party service provider on specific
support issues and any SOWs raised to support an authorized Change Request.
Interfaces exist with the following:
LMS (Learning Management System), based on Cornerstone. Interface is with MSRP/HR.
I-Sight, legal case management tool. Interface is with MSRP/HR.
SCB (Standard Chartered Bank). Interface is with MSRP/Treasury.
UBS. Interface is with MSRP/Treasury.
UNJSPF (United Nations Joint Staff and Pension Fund). Interface is with MSRP/HR

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5 Application Support and Maintenance Service Scope
This section describes the services that UNHCR is expecting to receive as part of the
Applications Support and Maintenance component of Managed Services.
As can be seen from the preceding section, UNHCR has divided the ICT Applications into
three categories: critical, standard, and other. While the service level agreements that will
be in place can be expected to be more lenient for standard and other, the general support
and maintenance services to be provided will be similar.
5.1 Support Services

Following the escalation of an incident to Level 2 support, the resolution group within the
Applications Support team (UNHCR and Managed Services Partner) will analyse the
incident to:
Attempt to restore service in as short a time as possible, potentially by suggesting a work-around;
Register a “Problem” in the event that further action is required to avoid repeating incidents.
Determine the root-cause of the problem and document the change required to correct the known
problem.
Raise Change Requests to initiate the corrective action.
The Managed Service Provider’s Level 2 support staff will be expected to become familiar
with UNHCR’s Applications and to be able to provide functional support as well as technical
and functional analysis for incidents and problems. For critical and standard applications,
this will require the Managed Service Provider’s staff to become familiar with how UNHCR
has configured and customized these applications to better suite our business needs.
The Applications Support function will be expected to integrate seamlessly with the Service
Management Process already in place and to use LANDesk to manage all incidents,
problems, and change requests. The GSD is already performing a triage function making
sure that:
To as great an extent as possible, incidents are resolved at Level 1;
Incidents that relate directly to user access or identification are routed to the User Administration
team.
Incidents that relate to a business process are routed to resolution groups within the business
areas so that only incidents that are of a more technical nature are routed to the Applications
Support team.
The following diagram shows this workflow at a high level.
User / Focal Point GSD monitors incident,
reports problem to ensures resolution and
Global Service Desk end-user feedback
Business Process Technical Security
GSD resolves or GSD assigns to GSD resolves or

assigns to Business Applications Support assigns to Ops User
Owner resolution group Administration
Business Owners Applications Support Ops User

resolve or assign to resolves or assigns to Administration resolves
Functional Team Service Development,
Business Owner, or Service Development
Security implements CR
Figure: 8: High-level flow of incidents between major resolution groups.
Specifically the responsibilities of the Managed Service Provider will be to ensure that:

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All USERS are able to use the Applications for which they are authorised, at any location where
they work, via the relevant interface and at appropriate and applicable agreed levels of availability,
capacity, integrity, continuity, and security.
Applications are compatible with the current infrastructure standards, interface defined and agreed
by the Technical Authority. e.g. where an application is delivered to the User via a Browser tool,
the Managed Services Provider shall ensure that the Browser is configured appropriately for using
the application, in line with UNHCR Security Policies.
Applications are maintained at the approved versions in line with UNHCR’s relevant software
refresh policies or otherwise as agreed with UNHCR;
Applications are maintained in line with the Vendor’s recommended Best Practice housekeeping
procedures in agreement with UNHCR.
All enhancements and fixes are tested and deployed in accordance with UNHCR’s policies and
software vendor’s recommended procedures.
Applications are running as required by the UNHCR users in all environments; includes testing
and training instances.
All system and technical documentation is updated when any relevant changes are made.
Update records in LANDesk to reflect the current status of the incident, problem, or change.
Maintain the LANDesk Knowledgebase with incident resolutions.
5.2 Minimum and Optimum operating hours

nd
The geography of the UNHCR 2 level applications support staff is shown in Figure: 4 on
page 17. There are clear gaps in coverage when compared with the operating hours of the
Global Service Desk (Figure: 3 on page 16). The gap in coverage will increase in the future
when the Global Service Desk moves to full 24x7 operations. When this happens the
Applications Support and Maintenance coverage to expand to the same operating hours.
Based on a comprehensive analysis of the 2010 incidents logged in LANDesk, we have
estimated the minimum operating hours for Level 2 applications support to be 12 hours per
day (Monday to Friday) from 06:00 to 20:00 GMT. An optimum service would be expanded
to cover the hours of the GSD and ideally to 24x7. This is represented in the diagram
below.
00
01
02
03
04
05
06
07
08
09
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Managed Serice Provider - minimum coverage Managed Service Provider - optimum coverage
Figure: 9: Minimum and optimum Applications Support and Maintenance operating hours.

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5.3 Maintenance Services

Many incidents escalated to the Applications Support teams can be resolved by the
execution of a data correction script rather than requiring an application code change. The
Applications Support and Maintenance team (Level 2) must have the capacity to investigate
and analyse incidents and to prepare such scripts for execution rather than always
escalating these to Level 3 for support.
As a result, we will expect the Managed Services Provider to provide technical as well as
functional support, not just to analyse and document the root causes of problems, but to
also provide the corrective fix where no code change is required. This implies familiarity
with the various tools and development languages and environments used at UNHCR.
5.3.1 Corrective maintenance

Specifically the Managed Service Provider will provide:
Diagnosis and development of a workaround and/or resolution plan for an incident.
Resolution of Incidents relating to the Applications as per procedures agreed by UNHCR.
Identification and notification to UNHCR regarding root cause and resolution of Problems relating
to the Applications that require changes to including but not limited to:
Configuration;
Application code;
Operational aspects.
Support for UNHCR’s 3rd party software including but not limited to:
Proactively identifying application problems;
Notifying the applicable vendor(s) and managing the delivery of the solution from the vendor if
applicable;
Arranging for corrections to be made;
Coordinating the corrections;
Testing the corrections;
Scheduling the installations of the corrections into production;
Provide visibility of third party activities to UNHCR.
The Managed Services Provider shall update system and technical documentation when any
relevant changes are made.
5.3.2 Preventative maintenance

Based on the approved Service Management Procedures, the Managed Services Provider
shall provide preventative maintenance covering:
Acting on urgent patch releases from the vendor(s) as appropriate by following UNHCR agreed
policies and procedures;
Root cause analysis;
Trend analysis;
Identification of repeating faults;
Call prevention activities;
Updates to system and technical documentation.
5.4 Patches and Minor Upgrades

Where feasible, the Applications Support function will assist in the implementation of
software patches and minor upgrades, in particular where the impact of such changes does
not constitute creation of a new service.
In particular the Managed Services Provider will:
Ensure Applications are kept patched in line with UNHCR approved Policy for the Application or in
the absence of a Policy by following best practice guidance from the vendor in agreement with
UNHCR;
Ensure any patches applied are in agreement and proper approval from UNHCR;
Update system and technical documentation when any relevant changes are made.

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All changes will be made through the established Change Management process and only
after the change has been approved by the CAB (Change Advisory Board) and published in
the FSC (Forward Schedule of Changes).
More significant patches and upgrades will require a formal Work Order and will be
implemented by Service Development following the appropriate project methodology.
5.5 Ad-hoc Reports and Database queries

Applications Support will be expected produce ad-hoc reports and database queries using
external tools to support business users as needed. Such ad-hoc reports and database
queries will be considered as Service Requests and not Change Requests.
The Managed Service Provider will be expected to provide resources familiar with the query
and database tools in use at UNHCR and to provide expertise in this area.
5.6 Services out of Scope

The following services related to Applications Support and Maintenance is currently out of
scope for this RFP. However, UNHCR is interested to know how you feel your proposal
could be augmented by including these services, either from the start of the engagement or
at some later stage. In particular we are interested to know how you feel the overall level of
service you would provide would be improved if these services are included.
5.6.1 Global Service Desk

Level 1 support for all ICT services (applications, infrastructure, etc.) is provided through the
DIST Global Service Desk (GSD). The GSD has been restructured and strengthened as
part of the DIST organizational change programme. This will remain an in-house function
and is, therefore, not part of the scope of this RFP at this time.
However, longer term DIST wants to provide Level 1 ICT support on a 24x7 basis so that all
UNHCR operations irrespective of their location or time-zone can avail of a high-quality
Service Desk support. This could include transitioning the existing Service Desk to a
Managed Service Provider.

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6 Application Development Service Scope
The Managed Services Provider is expected to provide Application Development services

by following ITIL Service Management processes and as per guidelines and policies for
Governance and Project Management as defined by the ICT Project Office at UNHCR to all
the Critical, Standard, and Other Applications as described in this document. The
services include, but not limited to:
Request for Change (RFC);
Development Services (projects);
Deployment / Move to production;
Applications upgrades.
6.1 Request for Change

On receipt of a Request for Change (RFC), the managed Service Provider shall in addition
to the requirements detailed in the RFC Form:
Perform an impact analysis of the RFC including the impact on supporting the change in service
and to the interfaces if any;
Provide a written proposal, with an outline solution, for implementation of the RFC including
system analysis and design as needed within the time duration defined in the performance targets;
Provide a quotation for the RFC within the time duration defined in the performance targets.
Where possible the quotation should be on a fixed-time, fixed-price basis;
Ensure that the RFC is submitted to the Change Advisory Board (CAB) and/or ICT Project Office
(as appropriate) for approval and inclusion in the Forward Schedule of Changes (FSC).
This work will be done in association with the DIST Functional Lead (Service Development
Section) and other DIST internal resources.
6.2 Development Services

Any RFC that is approved by UNHCR becomes a development request for the Managed
Services Provider.
The Managed Services Provider shall have the scale, functional and technical skills to
provide development services for all in-scope applications.
The Managed Services Provider shall provide development effort against the defined
Change Management process at UNHCR, for all in-scope applications. This includes the
development and all testing like unit, system, integration, and UAT as needed in preparation
for deployment.
We would expect the Managed Services Provider to be able to provide a minimum and
sustainable capacity to meet all on-going development activities and be able to ramp up at
relatively short notice to take on specific development (e.g. projects).
6.3 Deployment / Move to Production

The Managed Services Provider shall comprehensively test the deployment and obtain
UNHCR‘s acceptance in line with the agreed test and release policies prior to releasing to
production.
Following successful testing and acceptance of the RFC, the Managed Services Provider
shall package the change for deployment to the production environment.
The Managed Services Provider shall update all technical design documentation accurately
reflecting the changes to the applications as per agreed standards.
The Managed Services Provider shall ensure that their staff supporting the applications has
the required knowledge, skills, and training to support the change.

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Where appropriate, the Managed Service Provider will work with the UNHCR hosting
partners (UNICC and others) to ensure that the code migration is performed during an
agreed maintenance window and following established procedures.
6.4 Applications Upgrades

UNHCR expects significant upgrades to the existing applications to be covered as an
“Application Development” service. In particular this could include:
Migration to new versions of commercial software;
Upgrades to ensure on-going compatibility with other applications and infrastructure.
6.4.1 Migration to new versions of COTS software

Most of the applications in the critical and standard application’s categories are based on
commercially available software. When the original software vendor releases a new version
of the software, UNHCR should evaluate the benefits of the new release and prepare a
business case for a migration. For minor application upgrades an RFC may be sufficient,
while we would expect most upgrades to be classed as a project and run through the ICT
Project Office with the full visibility of the ICT Governance Board.
Specifically, we would expect the Managed Services Provider to have the expertise and
capacity to be able to upgrade the following:
PeopleSoft: UNHCR recognizes that it is behind the curve in staying current in the base releases
of the PeopleSoft Enterprise Suite. The Managed Services Provider must have the capacity to
successfully deliver upgrades to each of the PS environments.
Focus and Global Focus: Although the Focus client is Java based, Global Focus is based on
Cognos BI. We would expect the Managed Service Provider to be able to manage and deliver
upgrade to this software.
Intranet, Adobe Communiqué: UNHCR is already in the process of migrating to the most recent
version of this software (CQ5). However, we would expect the Managed Service Provider to be
able to manage and deliver future upgrades to this software.
LiveLink: UNHCR is already considering if and when to migrate to the latest release of this
software. We would expect the Managed Service Provider to be able manage and deliver this
upgrade.
LANDesk: UNHCR is also considering an upgrade to the next release of the LANDesk Service
Management software and a possible extension to introduce additional modules. We would
expect the Managed Service Provider to be able to manage and deliver this upgrade.
6.4.2 Infrastructure compatibility upgrades

All application software is to a larger or lesser degree dependent on the underlying
operating systems and tools used to support it. Going forward, it is reasonable to expect
that upgrades to this underlying infrastructure will impact the operational aspects of these
applications.
We would expect the Managed Service Partner to ensure that the Applications in the
Critical, Standard, and Other categories remain operational following changes beyond the
applications themselves. Change Management, Configuration Management, Release and
Deployment Processes should identify interdependencies between applications and
infrastructure and ensure that any changes required to the applications is made to coincide
with the introduction of the upgraded infrastructure. RFCs and Work Orders should be
issued to update the applications in these cases.
Examples of this might include:
Upgrades to tools used within the applications:
New release of Visual BASIC;
New release of PeopleTools.
Upgrades to Desktop application software that is used within the application:
Windows XP to Windows 7;
Migration from MS Office 2002 to MS Office 2010;
Integration with email (migration from GroupWise to Exchange);
New release of Adobe Acrobat Reader;
Upgrades to Server application software:

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Operating system upgrades;

SQL Server database upgrades;
Oracle database upgrades;
Novell Directory Services to MS Active Directory migrations;
Implementation of single sign-on
Changes that may come about as a result of a change in hosting partner, in particular if
applications that are currently hosted in-house are moved to an external hosting partner;
Changes that are required in interfaces with third party applications following upgrades to the
external software.
Depending on the size and scope of the work, Infrastructure compatibility upgrades may be
run as projects through the ICT Project Office.
6.5 Implementation of new Application services

The Managed Service Partner is expected to be actively involved in the development of new
application services.
Any new application delivery will follow the agreed ICT Project and Governance process.
The Managed Service Partner would be expected to be involved in all aspects of the service
development and to provide work and cost estimates as part of the approval process.
It is likely that this facility will only be used once the basic applications managed services
have stabilized.
6.6 Services out of scope

With the exception of problems that can clearly be identified as under the responsibility of
the original software vendor (for commercial packages and tools), all ICT Applications
Development is within the scope of this RFP.

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7 Service Levels and Performance Targets
This section outlines the organization’s expectations for Service Level Agreements and
Performance Targets.
In responding to this RFP, you should provide details of how you manage SLAs and
Performance Targets in existing managed service engagements and how you would adapt
to the expectations of UNHCR.
7.1 Criticality and Priority Matrices

Based on the ITIL framework, UNHCR has defined and uses criticality levels for Incident
management and escalation, and has defined priority levels for Change Management.
The Service Level Agreements that DIST will establish with its customers will reflect these
matrices and will also underpin the SLAs that DIST will expect to establish with the
Managed Services Provider for Applications Support and Maintenance and Applications
Development.
Impact
Impact is common to both Incident Management and Change Management. The following
table describes the levels of impact that are considered.
Rank Description
Severe
Impact is Organizational wide or Multiple Business Units.
(UNHCR wide)
Significant
Impact affects Country(s) or Division(s) or Multiple Business Units.
(Country, Division)
Localized
Single office or less than 20 users.
(users)
7.1.1 Incident Criticality

UNHCR uses the following matrix to determine the criticality of an incident or service failure.
Within LANDesk, the same criticality levels are applied to incidents.
Impact
Incident
Major
Criticality Severe Localised
(Country, Division,
(UNHCR wide) (User level)
or Bureau)
High C1 C2 C3
Urgency Medium C2 C3 C4
Low C3 C4 C5
Figure: 10: Incident Criticality Matrix.

In the sections that follow, proposed SLAs and performance targets are given.
7.1.2 Change Priority

All Requests for Change have a Priority assigned that is based on the impact and urgency
of the requested change. Impact is as described for Incidents.

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Urgency
The following table describes the levels of urgency that are considered:
Rank Description
Organization disruption and /or degradation of business critical
Immediate
services. Treat as Emergency change.
Severely affecting large numbers of users or some key users.
High
No workaround available.
No severe impact but rectification cannot be deferred until the
Medium
next scheduled release/maintenance window or upgrade.
A change is justified and necessary, but can wait until the next
Low
scheduled release/maintenance window or upgrade.
Priority Matrix
The following diagram shows how the combination of Impact and Urgency are used to
assign Priority to a Change Request.
Impact
RFC
Major
Priority Severe Localised
(Country, Division,
(UNHCR wide) (User level)
or Bureau)
Immediate Emergency Emergency Major
High Major Major Minor

Urgency
Medium Minor Minor Minor
Low Standard Standard Standard
Figure: 11: Priority Matrix.

The following table defines the Response Level that is expected for a Request for Change
based on its Priority.
Response Levels
The following table describes the response levels expected for RFCs based on their relative
priority.
Response Level Priority Description

Organization disruption and /or degradation of
C1 Emergency
business critical services, i.e. Emergency Change
Severely affecting large numbers of users or some
C2 Major key users. No workaround available, i.e. Urgent
Change
No severe impact but rectification cannot be
deferred until the next scheduled
C 3, C 4 Minor
release/maintenance window or upgrade, i.e.
Extended Scheduled Change or Urgent Change
All Non-Emergency changes, i.e. Local, Pre-
C5 Standard
approved and Scheduled
It is important to realise that RFCs classified as Priorities of Emergency, Major, or Minor will
result in an Emergency CAB as the implementation of the change cannot wait until the next
scheduled release/maintenance window.

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7.2 Service Level Agreements for Application Support Activities

The following are considered as the baseline service levels and performance targets for
Application Support and Maintenance activities. All times are assumed to be working hours
based on the locations where the service is provided. We would encourage you to propose
mechanisms whereby DIST could extend the hours of service given to our user community.
Please refer to Figure: 3 and Figure: 4.
7.2.1 Level 2 Response Time (time to intervene for incidents)

Definition: The time from when Global Service Desk assigns an incident to the service
provider, to the time the service provider responds confirming to the incident originator that
the incident has been assigned to an appropriate functional/technical analyst and is being
worked on.
Critical Standard Other
Criticality
Applications Applications Applications
C1 30 mins 30 mins 480 mins
C 2, C 3 60 min 60 min 480 mins
C 4, C5 120 mins 120 mins 480 mins
Figure: 12: Level 2 Response Time.
7.2.2 Level 2 Restore Time (time to resolve incidents)

Definition: The time from when Global Service Desk assigns an incident to the service
provider, to the time that the service is resumed, a workaround is agreed, or a Problem
remediation plan is agreed.
Criticality
95% within 2 hours;
C1 100% within 12 hours
100% within 8 hours
95% within 4 hours;
C 2, C 3 100% within 24 hours
100% within 12 hours
95% within 8 hours;
C 4, C5 100% within 40 hours
100% within 16 hours
Figure: 13: Level 2 Restore Time.
7.2.3 Problem Management, Root Cause Analysis, and Proposed Remediation Plan
Definition: The time taken for root cause analysis to be completed and an appropriate
remediation plan to be proposed for the relevant service level and criticality.
Criticality
95% within 5 days;
C1
100% within 10 days
95% within 10 days;
C 2, C 3
100% within 15 days
95% within 10 days;
C 4, C5
100% within 20 days
Figure: 14: Problem Management Remediation Target.

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7.2.4 Service Request Response Time (time to intervene for service requests)
Definition: The time from when Global Service Desk assigns the Service Request to the
service provider, to the time the service provider responds confirming to the RFS/RFI
originator that the Service Request has been assigned to an appropriate functional/technical
analyst and is being worked on.
Criticality
C1 1 hour 4 hours 24 hours
C 2, C 3 4 hours 8 hours 24 hours
C 4, C5 8 hours 16 hours 24 hours
Figure: 15: Service Request Response Time.
7.2.5 Information Request Resolution Time

Definition: The time taken for an RFI to be answered with the appropriate information.
Criticality
95% within 2 hours; 95% within 4 hours; 95% within 16 hours;
C1
100% within 1 day 100% within 2 days 100% within 10 days
C 2, C 3
100% within 2 days 100% within 4 days 100% within 10 days
C 4, C5
Figure: 16: Information Request Resolution Time.

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7.3 Service Level Agreements for Application Development Activities

The following are considered as the baseline service levels and performance targets for
Application Development activities.
7.3.1 Work Request Response Time (time to intervene for change requests)
Definition: The time from when a Work Request is received at the service provider, to the
time the service provider responds confirming to the originator that the Work Request has
been assigned to the appropriate functional/technical resource and is being analysed.
Priority
Emergency 1 hour 4 hours 24 hours
Major 4 hours 8 hours 24 hours
Minor 8 hours 16 hours 24 hours
Standard 16 hours 16 hours 24 hours
Figure: 17: Level 3 Work Request Response Time.
7.3.2 Change Plan Response time

Definition: The time taken for a Work Request to be fully analysed, estimated, and priced
and a proposed change plan ready for presentation to the CAB for approval.
Priority
Emergency
100% within 1 day 100% within 2 days 100% within 10 days
Major
Minor
Standard
Figure: 18: Change Plan Response Time.

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8 Generic Requirements
The following generic requirements apply to both Applications Development and

Applications Support and Maintenance.
8.1 Service Management Processes

The Managed Services Provider shall provide the contracted service by following Service
Management Processes as defined by UNHCR or in the absence of a Process, by following
best practice conforming to the ITIL v3 standards in agreement with UNHCR. The Managed
Services Provider is expected to follow or interact as required, with the processes including
but not limited to:
Incident Management
Problem Management
Change Management
Release Management
Configuration Management
Demand Management
Service Portfolio Management
Service Acceptance
Financial Management
Service Level Management
Supplier Management
Capacity Management
Service Catalogue Management
Availability Management
ICT Security Management
ICT Service Continuity Management
Major Incident Management
Service Request & Access Management
Continuous Service Improvement
Service Measurement & Reporting
8.2 Business Continuity

The Managed Services Provider is expected to follow the Business Continuity processes as
per guidelines and policies defined by UNHCR. Any process defined for the delivery of
services shall conform to the relevant UNHCR BCP processes and approved by UNHCR.
The Managed Services Provider shall provide a single point of contact for all matters related
to Business Continuity services.
The Managed Services Provider shall provide Business Continuity Management and be
responsible for:
Ensuring that Business Continuity (BC) and Disaster Recovery (DR) Plan integrate with business
continuity plans across UNHCR and, if required, other pertinent organizations.
Ensuring that appropriate business continuity and disaster recovery plans for all Managed
Services Provider processes, infrastructure and systems required to ensure that Service Levels
are met.
Ensuring that all BC and DR plans are reviewed and agreed at least annually with UNHCR.
Ensuring that all BC and DR arrangements are tested to standards agreed with UNHCR at least
annually.
The Managed Services Provider shall provide results of BC and DR tests and status of
proposed or agreed changes arising from these with UNHCR and other agreed the bodies
like, but not limited to audit committee.

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8.3 Policy and Standards

The Managed Services Provider shall provide UNHCR with a single point of contact (SPOC)
for all Contract Management matters, and a clear escalation path on all services provided.
The Managed Services Provider shall provide UNHCR with a Reporting process,
highlighting key individual responsibilities, dependencies and escalation path. The
Managed Services Provider shall advise of any change to the Management Structure
through the life of the Contract.
If necessary, the Managed Services Provider shall, jointly with UNHCR, draft Service Levels
for new areas of service prior to implementation and for proposed changes to existing
Service Levels.
For Projects awarded to the Managed Services Provider:
The Managed Services Provider shall manage the Project using an agreed and recognized project
management methodology in line with UNHCR standards and policies.
The Managed Services Provider shall provide product descriptions during the planning cycle for all
products to be produced in line with agreed project management methodology.
The Managed Services Provider shall follow the project management processes, ITIL based
Service management processes that have been defined by UNHCR Project office, or in its
absence, follow a process with the prior approval of UNHCR.
8.4 Annual Review

The Managed Services Provider shall cooperate with UNHCR for the production of annual
review reporting, which shall be available no later than 4 weeks after the end of the annual
anniversary of the contract award date.
The annual review shall include all reporting elements of the Service Management
processes including but not limited to:
Managed Services Provider’s overview of the reporting year, e.g. key service improvements, cost
savings, delivery of particular services or applications, SLA performance, benefits delivered to
customers, major changes, and upgrades.
Financial overview of the reporting year, to include all key financial KPI’s summarized for the year
including network and desktop costs through the year as appropriate, savings achieved over
previous year, etc.
Service Overview of the reporting year to include summaries of:
Performance Monitoring;
Capacity Management;
Availability Management;
Financial Management and Billing;
Incident Management;
Problem Management;
Change and Release Management; and
Configuration, Asset and Inventory Management.
Summary of customer satisfaction surveys undertaken through the year.
For projects and new services:
Key projects and new services delivered in the year;
Innovation and solutions presented to UNHCR;
Project Performance summary.
8.5 Monthly Report

The Managed Services Provider shall cooperate with UNHCR for the production of a
monthly service report to be available no later than 10 working days after the first working
day of the month.
The monthly report shall be concise and in readable electronic format.
The details of the monthly service management report would include.
RAG (Red, Amber, Green) status of all contract areas;
Performance against SLAs;

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Major incidents;
Change Requests;
Business and service improvement plans;
Configuration management changes;
Preventative maintenance report;
Changes to Assets and inventories;
IMACs report;
Networks and Applications availability; and
Security issues report.
8.6 Project and Development Performance

The Managed Services Provider shall provide regular performance monitoring reports
(frequency to be agreed) on software development and maintenance productivity, timeliness
of delivery of projects / releases, software quality, reliability of estimates and reasons for
variations between estimates and actuals.
8.7 Ad hoc reports

On request by UNHCR, the Managed Services Provider shall produce ad-hoc service or
financial reports within a timescale of up to two days for any of the contracted Services
8.8 Satisfaction Survey

The Managed Services Provider shall cooperate with UNHCR to conduct Satisfaction
Surveys at mutually agreed intervals to measure User satisfaction with the support and
delivery of the services at all levels of the organization.
8.9 Access to Applications

UNHCR will provide access to all Production and non-Production environments for all
applications within the scope of this RFP. This will include full access to the source code
repositories. When working from remote sites (off-site support) The Managed Services
Provider will ensure that adequate security is in place to safeguard UNHCR’s data and
code. This will include, amongst others, ensuring that all remote access is via VPN or other
secure links.
If, for ease of support and maintenance, the Managed Services Provider needs to hold a
local copy of any application, they will ensure that this is done in an isolated and dedicated
container both for execution and data/code storage. The Managed Services Provider must
request and obtain UNHCR’s permission before any data/code is taken offsite.
8.10 Software license management

For all work performed from UNHCR’s premises, UNHCR will provide desktop support and
access to all application software required to support and maintain the applications. This
will include the application development software.
For all work performed by the Managed Services Provider at their own premises (off-site),
the Contactor will be responsible to provide desktop support and all applications support
and development licenses. This will include the application development software.

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9 RFP Technical Response
This section outlines how we would like you to structure your technical response to this
RFP. Following the outline of this section will allow us to evaluate all submissions on an
equal footing and thus determine the most appropriate solution for UNHCR.
9.1 Company profile

UNHCR is looking for a company with a proven track record in the provision of Managed
Services for Applications Support, Maintenance, and Development. We are also looking for
a company that already has the capability to take over these responsibilities in as short a
period as possible. Providing solid evidence of this in your submission will be important in
the overall evaluation.
9.1.1 Company overview

Please provide the background to your company, its history, areas of business, etc. Please
do not repeat information that has been requested elsewhere.
9.1.2 Financial stability, Supplier Viability

The Proposal must outline long-standing history in the marketplace, a viable business model
and continuously sound financial results. Bidders should provide the following financial
information:
Financial Statements: Summary financial statements (Operating Statement and Balance Sheet)
for the last 3 years. Please provide this information in electronic format on the CD that will
accompany your submission. There is no need to provide printed copies of this information.
Managed Services Revenue: Please provide an indication of the percentage of Applications
Managed Services of your overall revenue (either within the company or major business unit).
9.1.3 Overall capability statement

Please provide information on your Applications Managed Services capability in general and
how this is integrated into your overall business model.
9.1.4 Supplier Strategic Vision

Provide an overview of your company’s strategic vision and how the provision of
Applications Managed Services is part of that vision.
9.1.5 Global Reach

Provide information about the global reach of your company and how this can be used to
the benefit of UNHCR in general and more specifically how this influences your ability to
deliver high quality applications managed services.
9.1.6 Off-site facilities

Provide an overview of your managed service facilities (locations etc.) and how these could
be leveraged to the benefit of UNHCR.
9.2 Applications Managed Services Capability

Please provide comprehensive information about your capability in the area of Applications
Support, Maintenance, and Development – clearly indicating how this can be leveraged to
the maximum benefit to UNHCR

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9.2.1 Managed Services capability statement

Please give details of the technical and functional capabilities of your applications managed
services operation. You should address your ability to cover the specific applications
landscape at UNHCR.
9.2.2 Tools and Processes

Provide details of the additional tools and processes that you have at your disposal to
enhance the provision of applications support, maintenance, and development. In the
Technical Proposal, you should indicate if these tools are provided at no additional charge
or if UNHCR would be expected to license these tools. In the latter case, please ensure that
the relevant cost information is contained in the Price Component only.
9.2.3 Solution Testing and Quality

UNHCR is looking to engage a Managed Service Partner who will be able to improve the
overall quality of our application services and maintain high quality solutions over time. To
this end, you should provide information on your application testing and quality assurance
facilities and how these would be integrated into the overall Applications Managed Service.
9.2.4 Managed Services Framework

UNCHR believes that the overall Applications Managed Service will be delivered as two
distinct components and that this should be reflected in both the contract and price
submissions. It is UNHCR’s intention to engage a single service provider for all applications
support, maintenance, and development. However, we do reserve the right to split this into
multiple contracts if we feel there is an overall benefit to the organization, or where it is
significantly cost effective to do so.
Applications Support and Maintenance capability
Please provide specific details of the operational aspects of your Applications Support and
Maintenance capabilities. This could include:
Your ability to integrate into our existing ICT Customer Services and Service Hubs, i.e. co-locating
staff with UNHCR;
Your capacity to provide support and maintenance capacity outside the hours that will be covered
by UNHCR staff – in particular to pick up and respond to critical incidents outside normal working
hours;
Business process that you already have in place where you feel there would be an advantage to
UNHCR to adopt;
Technologies covered and how these align with the application landscape of UNHCR.
You should also include any other details that you think will be important to UNHCR in our
evaluation of your offer.
Applications Development capability
Please provide specific details of the operational aspects of your Applications Development
capabilities. This could include:
Your ability to integrate into our existing Service Development (Budapest) and how you would
place staff to maximize through-put while minimizing the need to co-locate staff.
Your capacity to provide development capacity outside the hours that will be covered by UNHCR
staff – in particular to pick up and respond to critical Work Orders or RFSs outside normal working
hours;
Business process that you already have in place where you feel there would be an advantage to
UNHCR to adopt;
Technologies covered and how these align with the application landscape of UNHCR.
Service Desk
Although out of scope at this time, we would be interested to know how you would approach
transition of our existing Service Desk to a fully managed service, or what you could
propose to augment the capacity so as to be able to provide a full 24x7 service. In your

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price submission, any cost estimate should be clearly separated so that the initial price
estimate can be calculated without this component.
9.3 Case Studies and Reference Sites

Provide case studies of existing Managed Services engagements that your company is
currently undertaking. Of particular interest to UNHCR will be engagements that are
comparable to what we are hoping to establish. Special consideration should be given to:
Large international engagements with services delivery in diverse locations;
Engagements with Government or other Public Sector organizations;
Engagements with United Nations organizations.
9.3.1 Reference Sites

Provide a minimum of three (3) reference sites that UNHCR can contact to assist in the
evaluation of your performance on existing managed services engagements.
Please ensure that you provide full contact details of each of the reference sites.
9.4 Managed Services Life Cycle

Your submission must include comprehensive details of how you will manage the overall
managed services life cycle. This will include any finalisation of contact details and
definitions of the actual services covered in the contract and all aspects of the day-to-day
operation.
9.4.1 Service Definition Phase

Provide information on how you intend to finalise the scope of the managed services
contract. Please make reference to the contract section of this RFP and ensure that your
response to this section covers the practical aspects of the service definition.
9.4.2 Service Transition Phase

Provide details and information about how you would propose to transition the existing in-
house services to your responsibility under the managed services contract. This should
clearly indicate the expected timelines and dependencies in meeting those timelines.
A high-level project plan should be included showing the optimum transition period.
9.4.3 Knowledge Management

Provide details of how you will manage knowledge transfer from existing UNHCR staff to
your staff. You should indicate the time you anticipate for this to be completed and the level
of commitment that will be required from UNHCR staff during this exercise.
You should also indicate how you will address any knowledge gaps that are identified, either
because the UNHCR staff member is no longer available or the level of information provided
is not sufficient to take full responsibility for the application.
9.4.4 Service Delivery and Management Phase

Provide details on how you will manage the day-to-day operation and delivery of the
Managed Service once the transition phase is complete. You should indicate the level of
staffing you would expect to have and indicate what proportion of the staff would be on-
premise (and in which locations(s)) and off-site (your premises).
9.4.5 Service Performance, Measurement, and Monitoring

Provide details on how you will measure the performance of the managed service and what
monitoring mechanisms must be in place to ensure that this is done.

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9.4.6 Service Improvement

Provide details on how you would implement service improvements over time and how
these improvements could benefit UNHCR. Any service improvements that would impact
the terms of deliverables of the managed service contract could require modifications to the
contract itself and how this would be done should be addressed in your contractual
response.
9.4.7 Service Termination

Explain how you would transfer the Applications Support, Maintenance, and Development
services to another managed services partner in the event that UNHCR decided not to
renew the contract with your company at the end of the agreed term - or for any other
reason prior to the normal end of contract term.
What would be the minimum (practical rather than legal) time required to successfully
transition all managed services you have envisaged to an alternative provider?
Please provide a high-level transition-out plan that would indicate the timelines and
significant milestones to wind down this service and transition to another company.
9.5 Managed Services Governance

UNHCR believes that overall governance of this managed service will be extremely
important and will have a significant influence on the success of the service.
Please provide details of the governance structure you would put in place to manage this
contract and the corresponding structure that you would expect UNHCR to have in place.
9.5.1 Executive and Management Commitment

The DIST organizational structure (Section 2) has been endorsed at the highest level and
has the full support of the executive management. As part of the overall approval for Project
Prometheus, UNHCR and DIST have also made a commitment to move to managed
services for Applications Support, Maintenance, and Development.
To ensure that UNHCR selects a Managed Service Partner who is equally committed to this
goal, we would appreciate receiving an equivalent commitment from your executive
management.
9.5.2 Escalation process

Provide details of the escalation processes that should be followed to deal with:
Operational aspects of the services provided under this contract;
Strategic and tactical aspects that will need to be addressed by senior management on both sides.
9.5.3 Single Point of Contact

Provide details of who you would propose to be the single point of contact for all operational
aspects of this contract before any escalation occurs. Would you propose one person to be
the SPOC for both Applications Support and Maintenance and for Applications Development
or suggest that this responsibility is divided?

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10 RFP Contractual Response
UNHCR believes that final contract negotiation will be an important activity before initiating
the transition to Applications Managed Services. In order to avoid a protracted legal
negotiation phase (following the technical and commercial evaluations), UNHCR would like
to identify any legal impediments to awarding a contract as early as possible in the
evaluation process.
This section outlines how we would like you to structure your contractual response to this
RFP.
10.1 UNHCR General Terms and Conditions for the Provision of Services
Any contract that results from this RFP will be underpinned by the January 2010 edition of
the “UNHCR General Terms and Conditions for the Provision of Services”, which are in turn,
based on Ts & Cs common to all UN agencies. Acceptance of, and compliance with, these
Ts & Cs is considered a prerequisite for establishing any contract with UNHCR.
As a general rule, UNHCR does not accept any changes or amendments to the UNHCR
General Terms and Conditions for the Provision of Services, but also recognizes that the
nature of an ICT Managed Services Agreement may require the inclusion of certain clauses
not found in the standard document.
If there are any articles in the UNHCR General Terms and Conditions for the Provision of
Services that you feel you will be unable to accept in their current form, please identify them
stating your reasons and providing an alternative wording that you feel would be acceptable
to UNHCR. UNHCR Legal Affairs Section (LAS) will review these comments and determine
if they are, indeed, acceptable to the organization. In doing so we would hope to avoid a
protracted negotiation late in the contract award process only to find that we are unable to
come to agreement and that we must look elsewhere for a managed service provider.
Review of the legal component of the RFP response will be carried out in parallel to the
technical evaluation.
10.2 Standard UNHCR Contract for Services

We have provided a copy of the standard UNHCR contract for the provision of Services on a
long-term basis. UNHCR will expect this contract document to be used as the basis for any
contract resulting from this RFP.
Please ensure that your legal department has reviewed this contract (and the UNHCR
Terms and Conditions) and has provided any comments or feedback that you feel is
pertinent to your offer.
10.3 Additional contractual documentation

Please provide a full set of any additional legal documentation that you would expect to form
part of any contract for Managed Services with UNHCR. LAS will review these documents
in parallel to the technical evaluation so that any issues can be identified early in the
process.
10.4 Legal representative

Your offer must clearly identify the person (or function) within your company that is
authorized to complete legal negotiations on your behalf.
Should you be selected to provide Applications Managed Services, we would expect this
person to work closely with LAS and to quickly resolve any contractual issues.

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10.5 Contract term

UNHCR plans on awarding a three year contract to the preferred Managed Services
Provider as a result of the evaluation of the responses to this RFP. Based on satisfactory
performance, the contract maybe renewed annually for a further two years for a total of five
years (3+1+1). After five years the Managed Services Provider should expect a new market
survey to be conducted and a new RFP issued for the further renewal of ICT Applications
Managed Services.
10.6 Commercial terms

The following section outlines some other issues you may choose to address in your
Contractual Response.
10.6.1 Contract Terms

You should outline your key contractual terms, in particular the “make or break” issues that
you envisage may become a stumbling block in taking on an Applications Managed
Services contract with UNHCR. Topics to consider are:
Warranties and Liabilities expected by UNHCR.
Immunities and Privileges of UNHCR as a UN organization.
Jurisdiction under International law rather than any national law.
10.7 Payment mechanism

UNHCR will be looking for commercial arrangements that result in an understandable and
predictable cost to the organization. In particular, the pricing schedule must be:
Simple to explain;
Simple to operate – allowing for automated measurement and validation processes;
Amenable to changes in scope and requirements;
Able to cover “options” or variations in scope that could be proposed;
Linked directly to cost drivers;
Designed to sensitive both UNHCR and the Managed Services Provider;
Ensure long-term value for money.
We would expect you’re pricing and charging arrangements to be supported by an agreed,
robust financial model supported by an open book accounting policy.
Your pricing model must clearly support the two specific on-going activities:
Regular on-going support and maintenance – to be charged at an agreed monthly rate.
Ad-hoc, work order or project-based tasks – to be charged based on the scope and deliverables of
each work package.
10.7.1 On-going Value for Money

As this will be a long-term arrangement and UNHCR does not wish to renegotiate the price
component each year, you should outline how you will ensure on-going value for money to
UNHCR over the duration of the contract (assumed to be five years; 3+1+1). In particular,
you should outline how you would factor into the pricing model such things as:
Exchange rate fluctuations (if your price proposal is not in US Dollars);
Variations in consumer price indices and inflation/deflation;
Efficiency gains as the Managed Services Provider becomes more familiar with the applications.
10.8 Performance regime

Please outline how you will link payment for services provided against satisfactory
performance of those services. In particular, UNHCR is interested in mechanisms which
award “service credits” to UNHCR in the event of poor performance and which could,
ultimately, be linked to contract termination for poor performance.

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For regular on-going support and maintenance, UNHCR may be paying based on a fixed
monthly fee. In such a case, we would expect poor performance to be linked with a
reduction in monthly fee or a credit towards the following month.
While UNHCR is not looking to unduly penalise the Managed Service Provide, we are
looking at ways to promote good performance while having some level of potential risk to
the supplier in the event of on-going poor performance. We will be looking to the Managed
Service Provider to propose a manageable and meaningful set of Key Performance
Indicators (KPIs) that can be used to measure performance on an on-going basis. Ideally
these KPIs will also be reflected on the DIST Balanced Scorecard.
10.9 Change management

It is inevitable that some level of change will occur in the Contract for Managed Services
over the duration of the contract. Please outline the Change Control procedures you would
expect to follow to implement a change in the Service Contract itself.
UNHCR would be keen to agree up-front on as many of the likely changes as possible. This
may include:
How increases or decreases in overall scope would be reflected in the corresponding charges;
Clarification of clauses or rate tables that were not clearly understood by one party at the time of
contract signature;
Streamlining of working procedures that are embedded in the contract.
10.10 Governance and Reporting

Your proposal should clearly outline the governance procedure that will be used to manage
the relationship between UNHCR and the Managed Service Provider at various levels:
Operational: how day-to-day relationships will be managed between DIST staff and the staff of
the Managed Service Provider;
Tactical: how shared responsibility on project and work order delivery will be managed;
Strategic: Formal governance at the level of the DIST CIO and their counterpart within the
Managed Service Provider’s organization.
Reporting requirements are outlined elsewhere in this RFP (see Section 8), but should also
be formally defined in the Contract for Managed Services. At a minimum we would expect
the contract to specify:
The frequency of submission of regular reports on performance against contracted service levels,
targets, KPIs etc.;
The frequency of meetings to review of the supplier’s performance and who should attend such
meetings;
The contract should also identify the key representatives of both parties (by function) and to
provide full contact details as an annex that can be updated as needed.
10.11 Transition and Migration

In addition to the practical aspects of transitioning our internal Applications Support,
Maintenance, and Development to an external service provider, we also believe there will be
some contractual aspects of the initial transition itself that need to be addresses as part of
the contract approval process and not left until transition is underway.
Of particular concern to UNHCR is how the Managed Service Provider would react and
support UNHCR (DIST and the business users) in the event that the transition to managed
services takes longer than originally planned and the existing UNHCR staff resources are no
longer available for knowledge transfer.
10.12 Exit Provisions

Your submission must clearly specify the exit provisions in the event that the contact is not
extended beyond the initial period, or in which it is terminated prior to the originally agreed
end date.

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Your submission should also address how the cessation of a particular application or
service originally within the agreed scope is handled (e.g. an application becoming obsolete;
UNHCR deciding to manage the application independently of the main contract).
On termination of the managed service contract it must be clear that:
All data and code provided to the partner will be returned to UNHCR;
Any assets (software, hardware) provided to the partner will be returned to UNHCR;
The outgoing partner will assist UNHCR to transition to a new partner.
UNHCR would expect to draw up an “exit plan” early in the engagement that clearly
identifies the obligations of each party and the time required to execute that plan.
10.13 Sub-contracting
The “UNHCR General Terms and Conditions for the Provision of Services” include provision
on the use of sub-contractors by the primary contract holder. We would expect those
conditions to be adhered to in the execution of this contract.
Specifically, the Managed Service Provider must ensure that any and all sub-contractors:
Agree to be subject to the same terms and conditions as any employee of the Managed Service
Provider.
Will sign and adhere to the UNHCR Code of Conduct and Non-Disclosure Agreement.
Sub-contractors can only be used after agreement by UNHCR.
You should clearly specify your desire to outsource some activities of the Managed Service
Contract to a sub-contractor, providing justification and benefits to UNHCR for this.
10.14 Staff Transfer

As mentioned earlier in this RFP, UNHCR is not looking to transfer any of its existing staff to
the Managed Services Provider as part of the initial transition.
However, UNHCR recognises that it may be of interest of UNHCR staff to seek employment
outside the organization at some future time and potentially with the Managed Service
Provider – or for employees of the Managed Service Provider to consider employment
within UNHCR. The contract should clearly indicate under what terms this can occur.
10.15 Asset Ownership

UNHCR's current policy is that it should retain ownership of and purchase its assets used in
its delivery of ICT services, including software licenses. UNHCR is willing to allow suppliers
to access such assets to the extent necessary to perform their obligations under this
Managed Service contract.
Section 8.10 describes how we would expect to manage the provision of hardware and
software for on-site and off-site use by the Managed Service Provider.
10.16 Flexibility
At the time managed services are introduced DIST will also be completing its internal
transition to the new organization structure. In parallel, we will be undertaking some major
infrastructure upgrade projects that will have an organizational wide impact.
We will be looking to a partner with flexibility to assist UNHCR in our internal transformation
and who can also support the wider organization in a flexible manner.
10.17 Data Security and Data Protection

UNHCR stores and processes large amounts of sensitive data about vulnerable individuals
and takes very seriously its obligation to protect such data from unauthorised and improper
access, use, or dissemination.

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In addition, as a UN agency and considering its status under international law, UNHCR will
not enter into any contract that could:
Jeopardise its position or infringe its privileges and immunities; or
Compromise its rights to deny access to its data to any unauthorised individuals.
10.18 Code of Conduct

Signature of and adherence to the UNHCR Code of Conduct is an obligation of all UNHCR
employees, contractors, volunteers, and other affiliated workforce.
This same obligation will be required of the employees of the Managed Service Provider.
10.19 Non-Disclosure Agreements

By the nature of the work expected under this Managed Service Contract, your staff are
lively, as part of their normal day-today work, to be exposed to sensitive data. All contractor
staff working on this contract (whether on-site or off-shore) will be expected to sign a non-
disclosure agreement for data protection purposes.

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11 RFP Price Quotation
This section outlines how we would like you to structure your commercial response to this
RFP.
As explained in the covering letter for this RFP, it is essential that your commercial response
be provided in a separate sealed envelope. The technical response must not contain any
commercial information and to do so will be grounds for disqualifying your submission.
11.1 Currency of offer and contract

UNHCR intends to award a multi-year managed services contract as a result of this RFP. In
order to allow direct comparison of all submissions, your commercial offer will be converted
to USD (United States Dollars) based on the prevailing United Nations rate of exchange at
the time of the evaluation.
Any contract awarded as a result of this RFP will be in currency used by the bidder when
responding to this RFP.
As UNHCR is planning to engage the Managed Services Provider in an extended contract
(see below), UNHCR is particularly interested in proposals from the bidders to limit the
mutual exposure to exchange rate fluctuations against the US Dollar over the duration of the
contract.
11.2 Applications Support and Maintenance component

Based on the information contained in this RFP, you should submit a comprehensive price
quotation for the provision of an Applications Support and Maintenance Managed Service.
Your price quotation should be as detailed as possible in order to allow UNHCR to make a
fair evaluation and comparison with other submissions.
If your offer contains price variations these should be clearly indicated – in particular the
minimum level required to meet our expectations. Optional items must be priced separately
so that they can be isolated for price comparison purposes. In particular, we believe there is
scope for UNHCR to extend its Level 2 applications support though the use of a Managed
Services Partner and potentially to transition the Global Service Desk to a fully Managed
Service.
UNHCR is expecting to see a fixed and variable component for this service whereby the
basic and on-going service level can be determined in advance while surges in support or
maintenance activities may require the Managed Service provider to match this demand
with additional capacity.
Consideration should also be given on how staff from the Managed Service Provider could
cover national holidays in the various locations so that the minimum combined level of
coverage by UNHCR staff and that from the Managed Service Provider would remain
constant.
11.3 Applications Development component

Based on the information contained in this RFP, you should submit a comprehensive price
quotation for the provision of an Applications Development Managed Service. Your price
quotation should be as detailed as possible in order to allow UNHCR to make a fair
evaluation and comparison with other submissions.
Applications Development is demand driven but often constrained by budget and
occasionally by the availability of technical or functional resources. We believe we can
resolve the issue the resources by moving to a managed service delivery model. In order to
be able to plan budget requirements on a reasonable basis, we would be looking to a
Managed Service Provider that operates off a consistent rate card and delivery schedule for
Applications Development.

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12 Evaluation Process
The following section is intended to give some additional information on the evaluation
process that UNHCR will use when reviewing the submissions received in response to this
RFP.
For the provision of services where a decision cannot be made simply on price, UNHCR
assigns a relative weighting to the Technical and Price components. This breakdown is
given in the covering letter to this RFP. The mechanism used to attribute points to the
commercial submissions and how the resulting technical and commercial scores are
combined to get an overall result is also described.
12.1 Submission of Proposals

The procedures to be followed in preparing and submitting your proposal is defined in the
covering letter for this RFP. You should carefully follow the instructions and guidelines in
the covering letter in preparing your response and adhere to the established deadlines.
The RFP process is governed by UNHCR’s Financial and Procurement rules and these will
be strictly adhered to throughout the whole RFP process. The RFP process is managed by
the Contracts Unit of the Supply Management Service and any contact with UNHCR in
relation to this RFP must be through the designated contact with SMS/CU.
12.2 Technical Evaluation

Prior to the closing date of the final submissions, UNHCR will have prepared and finalized
the technical evaluation criteria for this RFP. This evaluation criterion is internal to UNHCR
and will not be shared with any of the vendors, either prior to or after the final submission
date. The evaluation criteria will be heavily based on the information requested in this RFP.
UNCR/DIST will form an evaluation committee which will examine all offers received in good
order and prior to the closing deadline for submissions. Any submission that does not pass
this initial inspection will be returned to the supplier and not evaluated further.
All submissions retained at this point will be technically evaluated by all members of the
evaluation committee independently and points allocated based on their appreciation of the
information contained in the technical response.
When complete, all technical evaluations will be consolidated and average scores computed
for each vendor. Once finalized, the resulting technical scores will be provided to SMS/CU.
UNHCR may fix a minimum threshold which any vendor must reach in order to be
considered further. This is to ensure that additional time is not taken further evaluating
submissions that clearly do not meet the minimum technical requirements or where the
company is clearly not in a position to meet UNHCR’s expectations.
12.3 Short listing of suppliers

Following consultation with SMS/CU, UNHCR may short list suppliers that have scored the
highest overall technical scores and decide to continue the evaluation process with a
reduced number of potential suppliers.
12.4 Face to Face Presentations

UNHCR may choose to invite short listed suppliers to make face-to-face presentations of
their submissions and to give the evaluation team an opportunity to get clarifications on any
specific question as a result of the initial technical evaluation.
Face-to-face meetings, if required, will be organized by SMS/CU at a time that is mutually
acceptable to both the supplier and UNHCR, but is within the constraints we have to

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complete the evaluation process as quickly as possible to ensure that the overall transition
time-table can be respected.
If UNHCR decides to hold face-to-face meetings with the short-listed suppliers, the
evaluation of that presentation will be independent of the earlier technical evaluation, the
scores being added to give the final score for evaluation of the technical component.
12.5 Commercial Terms Evaluation

Legal Affairs Section (LAS) will review the legal terms response for the retained
submissions. The intention of this step is to ensure that UNHCR and the Managed Service
Provider will be able to agree on
LAS may contact your legal representative if clarifications are needed to your submission or
may advise on the elimination of a submission if they feel that the response from the
supplier would make it difficult or impossible to come to mutually agreeable contract terms.
No points will be allocated to the review of the commercial terms.
12.6 Best and Final Offers

UNHCR may at its discretion ask the short listed suppliers to submit a “best and final offer”
of their price component that is realigned to a better understanding of UNHCR’s
expectations following the face-to-face presentations.
12.7 Price Evaluation

SMS/CU will complete the evaluation of the Price Proposals and consolidate all results.
In general, UNHCR will select the offer that represents the “best value” to the organization
and not necessarily the lowest price offer.
12.8 Supplier Due Diligence

Because of the importance of this contract to UNHCR and the long-term arrangement that
we would hope to establish, we will undertake an appropriate level of due diligence on the
short listed suppliers. Additional due diligence may be carried out once a preferred supplier
has been identified but before any formal award of contract.
12.8.1 Site visits

UNHCR may choose to visit your off-shore Managed Services facilities. This would be done
with your full cooperation and at a time that is mutually agreeable. UNHCR will not expect
the suppliers to cover any of the costs of such site visits.
12.8.2 Reference checks

UNHCR will conduct reference checks based on the information you provided in your
technical response. We would expect to be able to have direct contact with your reference
clients and would ensure that such an intervention would not adversely impact their
operations.
Reference checks could be by phone, video-conference, or on-site visits. UNHCR would
expect cover its own costs in conducting these reference checks and would ensure that any
financial burden on the managed services provider or client would be minimised.

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A. Glossary
UNHCR Specific Terminology

BO LAS
Business Owner Legal Affairs Section
BOC LRS
Business Owner’s Committee Leave Recording System
BOM MSRP
Business Owner’s Meeting Managing Systems Resources and
DIST People – PeopleSoft based ERP
Division of Information Systems and PT8
Telecommunications Travel Authorization System
GSD RICTO
Global Service Desk Regional Information Communications
IDP Technology Officer
Internally Displaced Person RMS
IP Request Management System
Implementing Partner
ICT Terminology
ITIL
BA IT Infrastructure Library
Business Analyst KPI
BCP Key Performance Indicator
Business Continuity Plan MSP
BU Managed Service Provider
Business Unit RFC
CAB Request for Change
Change Advisory Board RFI
CIO Request for Information
Chief Information Officer RFS
COBIT Request for Service
Control Objectives for Information and SaaS
related Technology Software as a Service
COTS SFIA
Commercial off the Shelf (software) Skills for the Information Age
CR SLA
Change Request Service Level Agreement
CQ5 SOW
Adobe (Day) Communiqué (version 5) Statement of Work
CSF SPOC
Critical Success Factor Single Point of Contact
DR SR
Disaster Recovery Service Request
EDMS UAT
Electronic Document Management User Acceptance Testing
System WCMS
ICT Web Content Management System
Information and Communications
Technology

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B. Comprehensive Applications Catalog
This appendix and associated annexes (external to this document) give a comprehensive
list of all applications that will be transitioned to the Managed Service Provider at the start of
the contract.
While it is unlikely that any new critical or standard applications will be added or removed in
the time between the issue of this RFP to the market and the award of the contract, it is
quite likely that some changes will have occurred in the “other applications” section – in
particular as some existing applications slated for obsolescence are decommissioned.
Critical Applications
The applications in this category are deemed critical for UNHCR to carry out its core
business. Any interruption to the normal service will typically impact a significant number of
users and potentially day to day operation.
MSRP / PeopleSoft
UNHCR selected the PeopleSoft Enterprise Suite as its corporate ERP providing support of
all administrative functions of the organization.
The following PeopleSoft applications have been implemented:
PeopleSoft components Version

Financials & Supply Chain (FSCM core) 8.4
Financials & Supply Chain (Treasury) 9.0
Enterprise Performance Management (EPM) 8.9
Human Capital Management (HCM) 8.9
Enterprise Portal 8.9
User Productivity Kit 2.7.5
PeopleTools (all environments) 8.50.09
MSRP Financials
Implemented in PS version 8.4 in 2004, the FSCM application has been improved and
customised to meet UNHCR’s specific needs. EPM Planning and Budgeting was
implemented in version 8.8 in 2005 and upgraded to version 8.9 in 2008. Rather than
implement the PS Treasury modules in release 8.4 and to avoid a full upgrade to PS 9.0 at
the time, UNHCR decided to implement the PS Treasury modules in version 9.0 and create
interfaces and linkages back to FSCM 8.4.
The following modules and components are in use:
General Ledger (GL)
Accounts Receivable (AR)
Accounts Payable (AP)
Commitment Control (KK)
Treasury Management (TM):
Cash Management (CM)
Risk Management (RM)
Deal Management (DM)
Banking
EPM Planning and Budgeting (EP):
Focus Budget Import
Budget Target Validation
Contribution recording
Contribution reporting
Position Budgeting
Donor Reporting (custom)
Implementing Partner (custom)
Vendors

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The following inbound interfaces have been implemented:

Inbound Bank Statements
UN Exchange rates
Focus Budgets
The following outbound interfaces have been implemented:
Outbound Bank EFTs to UBS
Outbound Bank EFTs to SCB
The following interfaces are internal to MSRP/PeopleSoft:
Setup integration, including common definitions (BU, Origins, Market rates, etc.) from Fin/SC (FS)
to Treasury Management (TM)
ChartField Integration from FS to EPM (EP) and TM
ChartField Integration from EP to FS and TM
Security information integration from FS to TM
Pay cycle between TM and FS
TMS Journal Generator between TM and FS
Synchronization of banking information from TM to FS
TMS Reconciliation
Budget interface from EP to FS
Synchronization of trees
Payroll to Cash Management from HR to TM
Loading of Employee information in TMS from HR to TM
Position Budgeting from EP to HR
MSRP Supply Chain
Procurement (PO)
Inventory (IN)
Asset Management (AM)
Fleet Management (custom)
Item Master
All MSRP Financials interfaces are shared with MSRP Supply Chain.
MSRP Human Resources (HCM)
Base HCM functionality was implemented in version 8.9 in 2006 with Global Payroll being
added in 2007; and e-Performance in 2009. The full list of modules implemented includes:
Workforce Administration
Position Management
Base Benefits
Absence & Vacation (core)
Compensation/Maintain Plans
Global Payroll
Competency Management
Labour Administration
eRecruiting
ePerformance
Manager and Employee Self-Service
Enterprise Learning (core)
HCR Education Grant (custom)
HCR Separation Clearance (custom)
HCR MIP Administration (custom)
HCR Staff Welfare (custom)
Career Management (custom)
The following non-standard inbound interfaces have been implemented:
Interface to load ChartField from PeopleSoft Finance (Internal)
Load exchange rates from PeopleSoft Finance (Internal)
Load training data from Cornerstone (External)
Position data interface from PeopleSoft EPM system
The following non-standard outbound interfaces have been implemented:
Gender Scorecard (Internal)
Medgate (Internal)

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Intranet Staff count (Internal)

Intranet Who's who (Internal)
UNJSPF (External)
Intranet WCMS (Internal)
Cornerstone (External)
iSight IGO (External)
Send costs to PeopleSoft Finance GL (Internal)
Intranet Duty station directory (Internal)
Enterprise Portal
PeopleSoft Enterprise Portal version 8.9 is implemented to provide a single point of entry to
all PeopleSoft applications. PeopleSoft single sign-on has been implemented and all Self
Service functions are exposed through the Portal. The following modules and components
are available via Manager and/or Employee self-service and exposed:
eRecruiting
Absence & Vacation (custom self-service)
ePerformance
Personal Information
Learning & Development
Benefits
Payslips
User Productivity Kit
UNHCR has implemented UPK version 2.7.5. It is possible that version 3.x will have been
implemented before the transition to Managed Services. If not, this would become the
responsibility of the Managed Service Provider under an Applications Development project.
PeopleTools
All PeopleSoft applications run PeopleTools 8.50.
Oracle Database 10gR2
All PeopleSoft applications use Oracle 10gR2 as the underlying data repository. There are
currently plans underway to migrate to Oracle Database 11gR2 – which may be complete
before the transition to Managed Services is complete.
Customisation Register
Created as a custom bolt-on to the PeopleSoft Portal, the MSRP Customisation Register
contains details of all Change Requests and Customisations made to all components of
MSRP/PeopleSoft. This will be an extremely valuable tool in the support and maintenance
of the MSRP/PeopleSoft application suite and for future Development and eventual upgrade
of the base software (e.g. to PS release 9.1).
MSRP/PeopleSoft Hosting
MSRP is hosted at the United Nations International Computer Centre (UNICC) on dedicated
hardware. There is no plan at present to change the hosting partner and any such move at
this time is outside the scope of this RFP and the Managed Services Contract.
The Managed Services Partner selected as a result of this RFP will be expected to work
with the UNICC on a day to day basis and to fully integrate with their working practices.
UNICC are responsible for the following services for MSRP:
Hosting for all Production and non-production servers.
Support of the base OS and core software.
Support of the databases (including backups).
Provision of SAN for daily use.
Provision of a Disaster Recovery facility.
Internet connectivity to the publicly servers.
Code (project) migrations from the UAT to PROD environments.

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Focus / RBM
Focus is UNHCR’s bespoke application for Results Based Budgeting and Management.
Using a rich client application developed in Java, Focus allows users to remotely update
their annual Operational Plans and resynchronize to the central database.
The full Focus suite is comprised of the following:
Focus client (Java based).
Focus Back-Office (Java based).
Global Focus (dashboard and reporting using Cognos BI).
Global Focus – External (dashboard and reporting for non-staff use).
The following inbound interfaces have been implemented:
MSRP ChartField and reference data.
EPM Position budgets.
EPM Exchange-rates.
HR Positions.
The following outbound interfaces have been implemented:
EPM Positions.
EPM Budgets (by chapter/by Results).
Currently Focus uses a mix of internal and external user management (authentication and
authorization). By the time the application is transitioned to Managed Services we expect all
user authentications to be via a common LDAP or MS Active Directory.
Standard Applications
Standard applications are those that are in widespread use but which are not seen as
mission critical. However, any prolonged outage or break in service is likely to impact the
business users.
All standard applications are based on Commercial Off-the-Shelf (COTS) software
packages which may have been configured or customized for UNHCR’s specific use.
Document Management and Archive (Open Text LiveLink)

Used throughout Headquarters and increasingly in UNHCR Field Offices, LiveLink is the
organization’s electronic document management and archive system.
LiveLink has been integrated with Novell GroupWise to allow easy archival of email
messages. Integration with other applications is currently limited to the automatic creation
of folders and storage of documents created within those applications (e.g. RMS, PT8).
The current version of LiveLink installed at UNHCR is 9.7.0 An upgrade to the most recent
version is being considered, but is not planned at this stage. This would be considered a
project and would be managed by the Service Development Section with oversight by the
Project Management Section and P3O.
WCMS Intranet (Adobe Communiqué)

UNHCR’s Intranet is based on Adobe (ex-Day) Communiqué (version CQ4 with plans
underway to upgrade to CQ5). The Intranet is available to all UNCR staff world-wide via a
secure login. Login for HQ based staff has been automated using Novell Secure Sign-on.
MSRP/PeopleSoft and many applications in the “other applications” category generate data
that is exposed to a wider user community via the Intranet (e.g. foreign exchange rates,
branch office directory, gender scorecard, etc.).
Service Management (LANDesk)

UNHCR has implemented LANDesk as its Service Management tool. Currently, Incident,
Problem, and Change are fully implemented.
Access to the application is possible with direct access via the Console (HQ), the internet
via a web client and an end-user portal. There are currently in excess of 200 analysts that
use the application and this is anticipated to expand by 50% over the next 12 months. In

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addition the End User portal will be designed and activated to allow all end users access to
self-service and tracking of their incidents/Service requests. UNHCR is also planning to add
additional Service Management processes and maximize the management reporting both
for DIST and the Business.
Other Applications
The following is a complete list (as of the RFP date) of the applications within this category.
More details on the technology used and the user base are provided as an external annex
to this document.
Bank Deposits Database
Bank Information Database
Bureau Mobile
Career Management System (PAR)
Cashbook Database
Country Situational Reports System (SitRep) Search Engine
Dispatch System
DSA Rates
Duty Station Directory
Education Grant Database
Exchange Rates
Field Staff Safety / Security Incidents
Find Maps
HQ Directory Services System (HQDSS)
HQDSS - HQ Phone Directory
HQDSS - HQ Organizational Structure
IGO Inspections Database
IGO Investigations Database
Internship Database/ Web Search
IT Focal Point and Field Office Database
Leave Recording System
Medgate
Mobility and Hardship Scheme
MS Word Templates (letter, memo, fax)
Newsgator Ecco (DIP Community of Practice)
NGO Database & Search
Parking Database
Various PhpBB Forums
PI Cash System (Bleep replacement)
PI Mailing List
Promotional & Visibility Materials
Request Management System (RMS)
Staff Directory
Short Codes Database
SNAP Surveys
Staff Administration and Management Manual (SAMM)
Telephone billing
Timesheet DB
Travel Authorizations (PT8) Database
Travel Authorizations (PT8) online PDF form
UN Physicians / Medical Practitioners
UNHCR Ads
unhcr.org “Contact Us” database
ITS/US Training tracking system (computer courses)
ITS/US PC Permanence training DB
12.8.3 Technologies used

Full details of each of these applications are included as an external annex to this
document. The following technologies are typically in use:

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Visual BASIC, VBA;

MS-Access, MySQL;
Perl, PHP;

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C. Service Management Processes
The following table shows the current status of DIST’s Service Management processes.
The Managed Service Provider must integrate their teams into these processes as
seamlessly as possible. Any changes to these procedures will themselves be subject to
Change Management.
Service Management Process Status

Service Strategy
Demand Management Pending
Service Portfolio Management Pending
Service Acceptance Operational
Financial Management Pending
Service Design
Service Level Management Operational
Supplier Management Operational
Capacity Management Pending
Service Catalogue Management Pending
Availability Management Pending
ICT Security Management Pending
ICT Service Continuity Management Pending
Service Transition
Change Management Operational
Release & Deployment Management Operational
Configuration Management Pending
Service Operations
Incident Management Operational
Major Incident Management Pending
Service Request & Access Management Operational
Problem Management Operational
Continuous Service Improvement Operational
Service Measurement & Reporting Pending
Full documentation on each of the operational processes is provided separately.

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D. Document Templates
The following standard document templates are in use at UNHCR and should continue to be
used by the Managed Services Partner. UNHCR is open to making revisions to these
documents or replacing them with others where there is a clear advantage in doing so.
These templates and any modifications or replacement will remain the property of UNHCR
and must continue to be branded with the UNHCR logo.
Service Management Forms
Change Request
Work Order
Forward Schedule of Changes
Project Office Templates

The following templates have been prepared by the P3O and approved by the ICT
Governance Board for use on all ICT Projects.
For all projects:
Project Reviews (1,2, 3, 4, 5);
Project Dashboard (RAG report);
Project Meeting Minutes.
For Large, Medium, and Small projects:
The following templates have been tailored to the “size” of the Project
Project Initiation Document (PID)
Business Case (BC)
Project Closure Report
All templates have been provided as external annexes to this document.
Standard Statements of Work

For some time, UNHCR has been issuing statements of work (SOWs) to external suppliers
to deliver applications services. The SOWs fall into two categories:
Time and Materials: In this case, the external supplier will be asked to provide CVs to match a
particular skills profile and should expect to invoice on the basis of days worked using a previously
agreed all-inclusive daily rate. UNHCR takes responsibility for the tasks assigned to the
consultants and for all deliverables.
Fixed Time, Fixed Price: In this case, the external supplier will be asked to provide a fixed price
and delivery date for a specific piece of work based on the requirements and speciation provided.
Once the supplier and UNHCR agree on the terms, it will be the supplier’s responsibility to deliver
to the agreed specifications and delivery schedule.
Templates for both SOWS are provided as an annex to this RFP.

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E. Metrics
The following statistics and metrics are intended to give bidders an indication of the current
number of Level 2 and Level 3 incidents, problems, and changes required to support the
applications in scope for this RFP.
Incidents
One of the most significant measurements of the level of support required for an application
is the number of incidents raised through the Global Service Desk and logged in the Service
Management tool (LANDesk). In 2010 (the last full year of data available) a total of 46,569
incidents were resolved, of which 33,480 (~72%) are related to applications within the scope
of this RFP. While this appears to be a very high percentage, it is more a reflection on the
fact that technical and infrastructure breaks in service outside Geneva are not (or rarely)
recorded in LANDesk.
Within the current LANDesk configuration an “incident” is raised to record a break in service
but also for a “service request” (e.g. creation of a new user, password reset) which results in
unusually high incident rates. However, by examining the resolution group that resolved the
incident, a clearer picture of the actual support effort can be obtained.
Analysing the LANDesk data is subject to certain constraints, in particular the quality of the
underlying data. Information that is incorrectly recorded (e.g. attributed to the wrong
Configuration Item and not corrected) will result in unrelated incidents appearing in the
statistics. The tables that follow exhibit this trait as no effort has been made to go back and
retroactively correct all data elements.
Critical Applications
The following table shows a monthly breakdown of the incidents recorded against
applications based on the LANDesk Configuration Item being part of MSRP and Focus.
CFG_ITM RES_GRP ENV Resolution Group Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
CRITICAL GSD SD GSD-Applications 490 392 359 197 122 31 85 63 37 47 50 31 1,904
GSD-PSoft 158 10 6 2 176
ServiceDesk 681 327 352 225 211 300 384 800 539 325 371 460 4,975
GSD Total 1,329 729 717 422 333 333 469 863 576 372 421 491 7,055
BUS FI Budget Support 21 3 1 92 4 5 1 127
FI Policy & Support 85 26 35 42 27 36 22 22 11 26 33 46 411
PeopleSoft AP Group 129 112 115 69 89 75 88 68 96 102 100 149 1,192
PeopleSoft GLCO Group 20 32 6 16 13 9 12 8 6 14 10 16 162
PeopleSoft Impl.Part Group 41 22 40 25 21 34 13 11 15 9 5 13 249
PS Treasury 3 4 2 3 1 13
HR HR&Payroll Support 60 62 78 42 33 55 75 69 67 71 44 40 696
LMS Support 5 3 1 5 6 2 2 1 3 4 32
MIP Support 7 10 6 36 3 9 2 4 77
PAM Support 849 709 1,448 581 249 393 473 1,492 1,547 676 768 845 10,030
PAPS Access 2 3 2 1 10 15 29 56 43 161
SC AMU Support 10 10 20 8 15 20 17 17 17 34 34 62 264
Inventory Support 10 10
PeopleSoft SMS 187 155 138 131 125 140 147 150 143 176 250 545 2,287
RB FOCUS Support 206 105 22 50 58 211 146 30 70 102 43 98 1,141
LL Live Link 1 1 1 3
BUS Total 1,597 1,254 1,929 974 640 1,016 1,094 1,888 1,991 1,249 1,351 1,872 16,855
MSRP FI PeopleSoft Financials 118 82 57 54 56 62 44 50 61 100 68 95 847
PSoft AR & EPM 35 14 13 7 3 5 16 8 2 10 1 6 120
PSoft Budg&KK 11 11
HR PeopleSoft HR/GP 6 25 21 10 9 13 6 12 7 27 21 10 167
SC PeopleSoft Supply Chain 34 39 21 12 16 14 15 16 13 35 24 39 278
PS PeopleSoft DBA 2 5 1 4 6 2 1 3 15 9 16 64
PeopleSoft DevPool 9 10 2 9 9 3 6 7 2 6 13 14 90
PeopleSoft Security 101 155 190 125 95 111 496 189 101 97 74 106 1,840
MSRP Total 316 330 305 221 194 208 585 283 189 290 210 286 3,417
FOCUS RB FOCUS 3rd Level 5 1 1 13 11 1 7 3 42
FOCUS Total 5 1 1 13 11 1 7 3 42
OTHER AP PCWeb_HQ App Dev 2 1 1 1 5
PCWeb_Intranet 3 3 2 1 1 3 2 2 2 19
OTHER Total 2 3 4 3 1 1 3 3 2 2 24
CRITICAL Total 3,249 2,316 2,952 1,622 1,170 1,571 2,160 3,037 2,760 1,920 1,985 2,651 27,393
Total 3,249 2,316 2,952 1,622 1,170 1,571 2,160 3,037 2,760 1,920 1,985 2,651 27,393
Figure: 19: 2010 Incidents related to Critical Applications.

Out of a total of 27,393 incidents, 7,055 (~26%) were resolved Level 1 by the GSD; an
additional 16,855 (~62%) were resolved at Level 2 by functional support teams within the

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business; and the remaining 3,780 (~14%) were passed to the DIST Functional (Level 2) or
Technical (Level 3) teams for resolution.
As a general rule (and specifically for MSRP/PeopleSoft), when an incident requires a
system change for full resolution an RFC will be raised and logged in RMS (the Request
Management System). However, data correction fixes will typically reference the LANDesk
incident number (see below).
Standard Applications
The following table shows a monthly breakdown of the incidents recorded against
applications based on the LANDesk Configuration Item being part of the Standard
Application group.
STANDARD GSD SD GSD-Applications 137 186 165 102 61 39 53 40 52 40 30 19 924
GSD-PSoft 17 2 19
ServiceDesk 208 153 157 118 142 175 174 200 169 132 160 141 1,929
GSD Total 362 341 322 220 203 214 227 240 221 172 190 160 2,872
BUS HR HR&Payroll Support 1 3 1 2 2 1 2 1 1 14
LMS Support 1 3 1 2 7
PAM Support 1 1 2 2 6
LL Live Link 13 22 34 39 39 31 25 32 30 33 44 22 364
BUS Total 15 24 40 40 41 32 29 35 32 34 47 22 391
MSRP PS PeopleSoft Security 2 5 4 7 9 11 11 8 10 6 4 77
MSRP Total 2 5 4 7 9 11 11 8 10 6 4 77
OTHER AP PCWeb_HQ App Dev 12 2 36 10 31 12 18 4 10 10 12 10 167
PCWeb_Intranet 33 38 66 51 53 92 104 59 77 54 58 33 718
OTHER Total 45 40 102 61 84 104 122 63 87 64 70 43 885
STANDARD Total 422 407 469 325 335 359 389 349 348 280 313 229 4,225
Total 422 407 469 325 335 359 389 349 348 280 313 229 4,225
Figure: 20: 2010 Incidents related to Standard Applications.

Again it is clear that a relatively low percentage (~21%) of the total number of incidents is
passed to DIST Functional and Technical teams for resolution: 885 out of 4225. The 77
incidents resolved by PeopleSoft Security are all flagged as “Internet Access” issues, but
more likely relate to MSRP access.
Other Applications
Finally, the following table shows a monthly breakdown of the incidents recorded against
applications based on the LANDesk Configuration Item being part of the Other Application
group.
OTHER GSD SD GSD-Applications 14 42 32 26 35 23 22 17 16 14 16 11 268
GSD-PSoft 2 2 1 5
ServiceDesk 15 20 41 30 33 75 47 103 91 49 32 53 589
GSD Total 31 64 73 57 68 98 69 120 107 63 48 64 862
BUS FI FI Policy & Support 1 1 2
PeopleSoft AP Group 1 2 1 1 1 2 8
PeopleSoft Impl.Part Group 1 1
HR HR&Payroll Support 1 1 1 2 5
LMS Support 8 33 88 27 72 121 101 136 144 44 47 49 870
MIP Support 1 1 2
PAM Support 1 5 6
PAPS Access 1 1 2
SC AMU Support 4 2 6
Inventory Support 1 1
PeopleSoft SMS 1 2 3 2 1 1 10
LL Live Link 1 2 3
BUS Total 8 34 91 28 75 122 106 147 150 50 48 57 916
MSRP FI PeopleSoft Financials 1 2 1 4
PSoft AR & EPM 1 1 2
HR PeopleSoft HR/GP 1 3 1 1 6
SC PeopleSoft Supply Chain 1 2 1 4
PS PeopleSoft DBA 1 1 2
PeopleSoft DevPool 1 2 3
PeopleSoft Security 1 2 3 4 3 3 4 1 3 24
MSRP Total 1 3 3 2 3 5 5 6 4 5 4 4 45
OTHER AP PCWeb_HQ App Dev 1 1 2 3 4 1 2 5 4 23
PCWeb_Intranet 1 1 4 4 1 3 2 16
OTHER Total 1 1 1 3 4 4 3 4 2 5 7 4 39
OTHER Total 41 102 168 90 150 229 183 277 263 123 107 129 1,862
Total 41 102 168 90 150 229 183 277 263 123 107 129 1,862
Figure: 21: 2010 Incidents related to Other Applications.

Within this category, most incidents are resolved either at Level 1 by the GSD or at Level 2
by the Business functional support teams.

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As with the previous tables, the 45 incidents resolved by the MSRP Functional and
Technical resolution groups have, most likely, been attributed to the incorrect configuration
item.
SQL scripts
Within MSRP/PeopleSoft functional and technical support, many incidents require the
execution of a data correction script (SQL) to resolve the incident. Some typical examples
of this are:
Reset the “flag” on a voucher that failed to successfully process.
Reset the “status” on an annual Performance Appraisal document.
Analysis of incidents and problems within MSRP is typically done as a Level 2 task and is
the responsibility of the Applications Support team within ICT Operations. The Managed
Service Provider will be expected to take over this responsibility going forward. Once the
scripts are prepared and validated, they are typically passed through Release Management
and executed by the UNICC Hosting Team.
The following table shows the number of SQL scripts executed against the Production
MSRP databases during 2010, broken down by application area.
MSRP SQL Scripts (2010)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
FSCM 75 55 37 40 35 38 27 37 30 72 66 61 573
Treasury 7 9 2 2 0 1 0 2 0 3 2 0 28
EPM 8 0 4 0 0 1 4 0 0 1 5 2 25
HR 11 23 20 8 4 11 6 9 9 12 27 9 149
Portal 0 0 0 0 0 0 0 0 0 0 0 1 1
Total 101 87 63 50 39 51 37 48 39 88 100 73 776
Figure: 22: 2010 SQL scripts executed against the MSRP Production databases.
The peak in October to December is partly due to the implementation of Wave 1 of the
IPSAS compliance project and the semi-automated re-categorization of “assets”
Change Requests
Until recently, UNHCR had not implemented Problem and Change Management in
LANDesk. Change Requests (or RFCs) were logged in RMS (the Request Management
System) and tracked to completion. Where the RMS item is the result of one or more
LANDesk Incidents, the incident number is included as a reference for traceability.
MSRP RMS Items

PeopleSoft uses the concept of “project” to implement a change. A project is a collection of
PeopleSoft objects (pages, components, records, code, etc.) that must be migrated from
one environment (e.g. DEV) to another (e.g. TEST) to effect the change.
All RMS items related to MSRP/PeopleSoft will require both Functional and Technical
Support at Level 3 and are the responsibility of the Service Development Section. The
Managed Service Provider will be expected to integrate with this team providing both
technical and functional resources based on specific Statements of Work from approved
and prioritized Change Requests.
The following table gives a monthly breakdown of all MSRP/PeopleSoft project migrations to
Production in 2010.
MSRP Project Migrations (2010)
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
FSCM 21 13 13 26 17 8 1 5 4 17 27 12 164
Treasury 1 0 3 0 0 0 1 0 1 2 4 3 15
EPM 4 1 3 6 0 3 8 2 3 6 8 8 52
HR 13 15 21 8 5 12 5 7 10 12 7 12 127
Portal 3 3 5 1 1 0 0 0 0 3 0 2 18
Total 42 32 45 41 23 23 15 14 18 40 46 37 376
Figure: 23: 2010 Project migrations to the MSRP Production databases.

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Migrations to the Production databases are implemented by our hosting partner, UNICC. All
migrations to non-Production databases are currently implemented internally. The Managed
Service Provider will be expected to assume this responsibility going forward.

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F. External Annexes to this document
In order to provide potential bidders as much information as possible but avoiding making
this RFP document too voluminous, additional supporting documentation has been provided
as external annexes. This information will be provided via a secure (password protected)
download to all recipients of this RFP who express their intent to respond. The following
information is included:
DIST Application Catalog
DIST Organizational Structure

DIST Functional Organizational Structure
DIST Organizational Chart by Location
DIST Organizational Chart Showing Units
DIST ICT Strategy
Project Office Documentation

Project Office Business Case
Project Office Project Initiation Document
Project Office End Of Project Report
Legal
Additional Model Clauses for Contracts
DIST Service Catalogue
Service Levels
Applications Support Hours
Impact, Urgency, Criticality, Priority SLA’s
Operational Service Management Processes

Change
Change Advisory Board
Incident
Problem
Release & Deploy
Service Acceptance
Service Desk
Service Level Management
Service Request and Access Management
Supplier
Work Request
Statement Of Work Templates

Statement of Work – Fixed Price
Statement of Work – Time and Materials
UNHCR office locations

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Request for Proposal

RFP-2011-451 Applications Managed Services.doc

5.1 SUPPORT SERVICES ......................................................................................................... 25

RFP-2011-451 Applications Managed Services.doc

9.2 APPLICATIONS MANAGED SERVICES CAPABILITY ................................................................. 40

RFP-2011-451 Applications Managed Services.doc

12.5 COMMERCIAL TERMS EVALUATION ..................................................................................... 51

D. Document Templates ............................................................................................................. 60

RFP-2011-451 Applications Managed Services.doc

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1.3 Scope of Applications Managed Service

1.3.1 Applications Development

RFP-2011-451 Applications Managed Services.doc

1.3.2 Applications Support and Maintenance

RFP-2011-451 Applications Managed Services.doc

2 DIST Organizational Structure

2.2 Role of DIST

2.3 Project Prometheus

RFP-2011-451 Applications Managed Services.doc

2.4 Organization Functional Design

Figure: 1: Future DIST organizational design.

RFP-2011-451 Applications Managed Services.doc

2.5 Executive Office of the CIO

2.5.1 Resource Management Unit

2.6 Technical Authority

RFP-2011-451 Applications Managed Services.doc

2.7 Business Relationship Management Service

2.7.1 Service Development Section

RFP-2011-451 Applications Managed Services.doc

Kuala Lumpar Amman Geneva Panama Budapest

RFP-2011-451 Applications Managed Services.doc

2.7.2 Project management Section

2.8 ICT Operations Service

2.8.1 ICT Field Operations Section

2.8.2 ICT Customer Services and Service Hubs

RFP-2011-451 Applications Managed Services.doc

Retained Staff Capability for Applications Support and Maintenance

RFP-2011-451 Applications Managed Services.doc

GMT MON TUE WED THU FRI SAT SUN

Kuala Lumpar Amman Geneva Panama Budapest

2.8.3 Technical Support and Monitoring Section

2.8.4 Vendor Management Section

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3 Introduction of ICT Managed Services

3.1 Rationale for Managed Services

3.2 Managed Services Landscape

RFP-2011-451 Applications Managed Services.doc

Figure: 5: High-level scope and Managed Services Requirements.

RFP-2011-451 Applications Managed Services.doc

3.3 Applications Managed Services

Figure: 6: Applications Managed Services overview.

3.3.1 Applications Support and Maintenance Services

3.3.2 Applications Development Services

RFP-2011-451 Applications Managed Services.doc

3.4 Generic Requirements

07.Ad hoc reports

Figure: 7: Generic Services overview.

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4 UNHCR ICT Applications Landscape

4.1 Critical Applications

4.1.1 MSRP / PeopleSoft

4.1.2 Focus / RBM

RFP-2011-451 Applications Managed Services.doc