FDOTExhibit ASvc

SCOPE OF SERVICES
EXHIBIT A
Exhibit A – Scope of Services
TABLE OF CONTENTS
INTRODUCTION .............................................................................................................. 5
1.1 Out of Scope ............................................................................................................................... 6
1.2 Scope of Services Updates ......................................................................................................... 7
1.3 Pricing ......................................................................................................................................... 7
SOFTWARE ..................................................................................................................... 7
WORK LOCATION AND OFFICE EQUIPMENT ............................................................... 8
3.1 Work Location ............................................................................................................................. 8
3.2 Office Equipment ......................................................................................................................... 9
PROJECT STAFFING ...................................................................................................... 9
IMPLEMENTATION ........................................................................................................ 17
5.1 Project Phases .......................................................................................................................... 18
5.2 Project Stages ........................................................................................................................... 18
5.3 Major Project Milestones ........................................................................................................... 18
IMPLEMENTATION SERVICES ..................................................................................... 22
6.1 Project Management, Governance, and Oversight .................................................................... 23
6.1.1 Project Charter ................................................................................................................... 24
6.1.2 Project Management Plan .................................................................................................. 24
6.1.3 Project Schedule ................................................................................................................ 27
6.1.4 Project Performance Analysis and Project Reporting ......................................................... 27
6.1.5 Florida Digital Service (FLDS) Project Management and Oversight.................................... 28
6.1.6 Independent Verification and Validation (IV&V) .................................................................. 29
6.1.7 Project Documentation ....................................................................................................... 29
6.1.8 Other Project Support......................................................................................................... 29
6.1.9 Minimum Project Management, Governance, and Oversight Project Deliverables ............. 30
6.2 Organizational Change Management ........................................................................................ 30
6.2.1 OCM Strategy and Planning ............................................................................................... 30
6.2.2 Project Communications .................................................................................................... 31
6.2.3 Change Impacts ................................................................................................................. 31
6.2.4 Benefits Realization Management ...................................................................................... 32
6.2.5 Vendor Stakeholder Inventory and Analysis ....................................................................... 32
6.2.6 Organizational Readiness Strategy and Work Planning ..................................................... 33
6.2.7 Training .............................................................................................................................. 34
6.2.8 Minimum Organizational Change Management Project Deliverables ................................. 35
Florida Department of Transportation – Work Program Integration Initiative

ITN# DOT-ITN-21-9040-PB
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6.3 System Infrastructure ................................................................................................................ 35

6.3.1 Disaster Recovery .............................................................................................................. 37
6.3.2 Emergency Events ............................................................................................................. 38
6.3.3 Infrastructure Delivery ........................................................................................................ 38
6.3.4 Minimum System Infrastructure Project Deliverables.......................................................... 39
6.4 Solution Analysis and Design .................................................................................................... 39
6.4.1 Requirements Management and Confirmation ................................................................... 40
6.4.2 Business Process Standardization and Modeling ............................................................... 42
6.4.3 Functional Solution Design Specifications .......................................................................... 43
6.4.4 Minimum Solution Analysis and Design Project Deliverables ............................................. 44
6.5 Application Configuration, Development, and Maintenance ....................................................... 44
6.5.1 Configurations and Customizations .................................................................................... 46
6.5.2 Reports, Queries, Data Visualization, and Forms Development ......................................... 47
6.5.3 Workflow Configuration and Development.......................................................................... 47
6.5.4 Release Management ........................................................................................................ 47
6.5.5 Patch Management and Upgrades ..................................................................................... 47
6.5.6 Minimum Application Configuration, Development, and Maintenance Project Deliverables 48
6.6 Interfaces and Integrations ........................................................................................................ 48
6.6.1 Minimum Interfaces and Integration Project Deliverables ................................................... 49
6.7 Data Conversion and Data Migration ......................................................................................... 49
6.7.1 Mock Conversions .............................................................................................................. 51
6.7.2 Minimum Data Conversion and Data Migration Project Deliverables .................................. 51
6.8 Data Architecture ...................................................................................................................... 51
6.8.1 Minimum Data Architecture Project Deliverables ................................................................ 52
6.9 Security and Technical Compliance .......................................................................................... 52
6.9.1 Specific 60GG Chapters ..................................................................................................... 52
6.9.2 Information Technology Controls ........................................................................................ 55
6.9.3 Minimum Security and Technical Compliance Project Deliverables Products ..................... 55
6.10 Testing ...................................................................................................................................... 56
6.10.1 Minimum Testing Project Deliverables/Work Products ....................................................... 58
6.11 Deployment ............................................................................................................................... 59
6.11.1 Minimum Deployment Project Deliverables ........................................................................ 60
6.12 Stabilization ............................................................................................................................... 60
6.12.1 Deployment Project Deliverables........................................................................................ 61

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6.13 Warranty ................................................................................................................................... 61

OPERATIONS AND MAINTENANCE ............................................................................. 62
7.1 Infrastructure Support................................................................................................................ 64
7.2 Help Desk Support .................................................................................................................... 65
7.3 Application Support ................................................................................................................... 65
7.4 Operations Management and Documentation ........................................................................... 66
7.5 Department Responsibilities During Operations and Maintenance ............................................ 67
7.6 Operations and Maintenance Project Deliverables .................................................................... 67
TRANSITION .................................................................................................................. 68
8.1 Minimum Transition Project Deliverables/Work Products........................................................... 69

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INTRODUCTION
The scope of the Work Program Integration Initiative (WPII) is to provide the software products and
systems integration services required to develop and deliver the Florida Department of Transportation's
Five-Year Work Program. Development and delivery of the Five-Year Work Program is specified in State
statute and evidenced by the achievement of the 20 business outcomes described in the Solicitation
Document Section 1.1, Subsection B, Critical Success Factors. To achieve the 20 business outcomes,
the Department’s Solution must provide the ten business capabilities and technical architecture detailed
in Section 2 Business Capability Model of Exhibit M – Background Information. The Vendor must
implement a Solution to efficiently and effectively:
• Plan, manage, and allocate funds and budget concurrently
• Develop, execute, and manage the financial components of transportation projects, from planning
through closure
• Forecast the Department’s cash flow needs for planned financial commitments and monitor actual
financial commitments
• Manage the prioritization of transportation projects within the Department’s Five-Year Work
Program
• Develop the Department’s budget request through the State of Florida’s Legislative Budget
Request (LBR) process and manage the financial impacts of budgetary appropriations
• Manage the financial impacts of contractual commitments on transportation projects
• Perform general accounting and cost accounting functions specific to the Department's Five-Year
Work Program
• Manage Federal Programs and additional revenue sources with the Department’s funding
partners
• Measure and report the performance results of the Department’s Five-Year Work Program
through specialized and dashboard reporting
The detailed requirements, which are mapped to and enable the business capabilities and technical
architecture, are documented in Exhibit L – Business Requirements. The Vendor is responsible for
implementing a modern planning and financial management Solution which satisfies the full volume of
WPII requirements, as agreed upon with the Department.
The Solution shall support the replacement of the current Financial Management (FM) Suite of Systems
and Supporting Financial Applications as detailed in Section 1.2 Background of Exhibit M – Background
Information. This includes the four main FM sub-systems (i.e., Financial Management Suite of Systems):
Work Program Administration (WPA), Federal Authorization Management System (FAMS), Project Cost
Management System (PCM), and Federal Programs Management System (FPM). The Solution shall also
support the replacement of, in full or in part, functionality in the Cash Forecasting System and the Contract
Funds Management (CFM) System. Functionality for these legacy systems includes integrations to other

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Departmental systems of record, interfaces to external third-party systems, and enterprise reporting
functionality for the development and delivery of the Five-Year Work Program.
1.1 Out of Scope

Functionality to perform statewide accounting, financial reporting, and treasury functions commonplace
for modern core Enterprise Resource Planning (ERP) systems is outside of the WPII Project scope. The
State of Florida statewide accounting functions listed below are included in the Department of Financial
Services’ Florida PALM Project, with the WPII Project providing agency specific data interfaces to support
the functionality:
• Account Management and Financial Reporting: Establishes the statewide Chart of Accounts and
accounting framework through the general ledger and maintains accounting and reporting needs
• Budget Management: Manages the tracking and reporting of appropriations, allotments, revenue
estimates, and budget exceptions common to all State of Florida agencies. Note: Budget
functionality specific to the Department of Transportation is in scope for WPII. This includes
budget request development and organizational unit level allocation and management of budget,
which must be reconciled to the State of Florida budget system of record
• Disbursements Management: Manages supplier information, supports disbursement obligations

of the State, and performs month and year-end closing activities for all State of Florida agencies
• Asset and Account Management: Manages property, establishes the security controls, and
performs month and year-end closing activities for all State of Florida agencies
• Accounts Receivable: Manages accounting, reporting, and the collection of outstanding State of
Florida revenues, supports the intake and accounting of receipts, and ensures the closure of
outstanding debt
• Treasury Management: Manages banking relationships, investments, and interest apportionment,

supports bank and general ledger reconciliation, and supports cash transfers between bank
accounts for all State of Florida agencies
• Cash Management: Manages cash balances at a trust fund level to support disbursements and
alignment with state and federal requirements, supports the forecast and management of agency
cash balances, and supports revolving funds. Note: Cash forecasting and cash flow analysis,
specific to the Department of Transportation’s cash to commitment operating basis to confirm the
statutorily mandated balanced Financial Plan, is in scope for WPII
• Payroll Management: Manages state employee and retiree payments
Overall procurement activities for the evaluation, selection, and creation of formal contractual agreements
with the Department’s vendors are considered outside of the WPII Project scope. Activities related to the
management of ongoing vendor relationships and the maintenance of vendor metadata are excluded as
well.
In contrast to the business capabilities supported by the WPII Project scope to address the financial
impact of funds and budget consumption of the Department’s contractual activities, contract management
activities related to the negotiation of the terms and conditions in contracts, ensuring compliance with the

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terms and conditions, and documenting and agreeing on changes that may arise during the
implementation or execution of the contracts are excluded from the WPII Project scope.
Business capabilities to address specific financial impacts and reporting requirements of external
grantors are included in the scope of the WPII Project. This includes managing funds and budget
consumption of the Department’s grant agreements. However, grant management administrative
processes and methods to identify, monitor, control, and report all phases of grant activity from application
and award to close out and archival are excluded.
Project and schedule management addressing the establishment of scheduled activities for projects,
Gantt charts, work effort planning, and work breakdown structure to manage the sequence of events
necessary to deliver a transportation project are excluded from the WPII Project scope. The Department
currently uses Oracle Primavera P6 for this function, and FDOT expects to integrate with the scheduling
platform(s) to leverage scheduling data to satisfy WPII requirements.
1.2 Scope of Services Updates
The Scope of Services will be updated, as needed, at the end of each Phase (Phase Gate) via the Project
governance process. Further elaboration and definition of Project activities, Deliverables, and
acceptance criteria will be provided via Task Work Orders.
1.3 Pricing
It is the Department’s intent to negotiate Task Work Order Deliverables as fixed price.
SOFTWARE
The Vendor shall provide and implement a Solution that satisfies the WPII detailed business requirements
to enable the business capabilities necessary to produce the 20 business outcomes, as described in the
Solicitation Document Section 1.1, Subsection B, Critical Success Factors. These outcomes directly
impact the successful development and delivery of the Department’s Five-Year Work Program. The
Solution must also include business intelligence, data warehouse, and reporting solutions.
The Vendor shall provide all of the technology tools and software required to design, develop, configure,
test, implement, and support the Solution after go-live. If the Vendor is not the primary software product
Vendor, the Department reserves the right to directly contact the primary financial software product Vendor
(e.g., to get input from the software Vendor about system capabilities).
As a result of this Invitation to Negotiate (ITN), the Department intends to execute a contract with the
prime Respondent, as described in the Solicitation Document, that provides the best value. The
Department may enter into one or more software license agreements resulting from this ITN. Software
shall be purchased in accordance with a just in time delivery approach to defer the licensing cost until
needed. During the WPII contract negotiation step of this solicitation process, it will be determined how
and when the required software license agreements will be purchased and executed. The Vendor is
expected to leverage their existing vendor agreements and volume discounts to offer the best software

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licensing and maintenance pricing to the Department.

The Department intends to confirm the version(s) (release) of the software after Contract award. The
Vendor shall work with the Department to analyze versions available and present pros and cons of the
release options in order for the Department to make a decision.
WORK LOCATION AND OFFICE EQUIPMENT
3.1 Work Location
The Department seeks to optimize the best work location for the Department and Vendor staff to work
collaboratively in execution of the Project. The Department has benefited from working onsite with Vendor
staff and acknowledges there are times when it may be necessary to work remotely. The Vendor may
not leverage offshore resources for any roles. Specifications for Project facilities, staff work locations, and
staff availability will be confirmed during negotiations and documented in the contract. The Vendor is
expected to monitor success of the working arrangement and adhere to the agreed upon approach and
service levels.
For remote resources, the following will apply:
• The Vendor shall gain access to the FDOT network via a Secured Socket Layer Virtual Private
Network (SSL VPN) connection
• The Vendor shall meet all FDOT security requirements for technology used to access
Departmental resources and adhere to the request process described here:
https://fdotwww.blob.core.windows.net/sitefinity/docs/default-
source/content/it/oitmanual/chapter24sslvpnthroughdms.pdf?sfvrsn=c1991fb9_0
• There is a cost associated for each authorized VPN user, and the Vendor is responsible for
those costs. Rates are listed here:
https://www.dms.myflorida.com/business_operations/telecommunications/suncom2/data_servic
es/remote_access_virtual_private_network_2_vpn_2/vpn_2_rates
• Dual tunneling is not permitted
• The Vendor shall provide Project coverage by Key Staff during all business days and
business hours. Business days are defined as Monday through Friday, inclusive, except for
holidays declared and observed by the Department. Business hours are defined as 8:00 AM –
5:00 PM ET on all business days. The Vendor must ensure availability of Key Staff to participate
in Project activities specific to each Key Staff member’s role, and to take all reasonable
precautions to ensure travel schedules do not impede or conflict with Project activities. The
Vendor shall also have staff on call and available outside of normal business hours, to deliver
the Solution.
Vendor staff may be requested to work onsite with reasonable notice where this is deemed the most
beneficial to meet the needs of the Department. For on-site staff, the following will apply:

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• The Department will provide workspace for Vendor staff in the FDOT Central Office at 605
Suwannee Street, Tallahassee, FL 32399
• The designated Project space will be accessible to Vendor staff Monday – Friday 6:30 a.m. – 6:30
p.m. and, Vendor staff will have access to the Project space after hours as needed via the
Department’s Facilities Access Management procedure
• The Project site facility shall include the appropriate square footage to accommodate 30 Project
resources. The workspace will be collaboratively arranged and equipped with tables, chairs,
network access, and a limited number of office phones.
If the Department deems it necessary, it shall request the Vendor to locate an alternate off-site work
facility in Tallahassee that will allow the Vendor to meet the Department’s availability needs.
Specifications for Project facilities and components will be discussed during negotiations and
documented in the contract.
3.2 Office Equipment
The Vendor is responsible for all hardware and communications equipment required for its staff to
manage, design, develop, configure, and test components of the Solution. This includes any servers,
personal computers, personal communications devices, and all other hardware used by Vendor staff for
the development and implementation of the Solution and management of the Project. Ownership of the
Vendor’s staff equipment will not transition to the Department at the end of the Project. During
negotiations, the Department and the Vendors will agree on the transfer of ownership of assets deemed
necessary for the WPII Solution and components to successfully operate post-implementation.
The Department’s Office of Information Technology (OIT) will provide established telecommunications
standards for equipment and configuration, which the Vendor-furnished hardware and communications
equipment must meet. The Department will perform oversight and compliance monitoring related to these
standards.
The Department will provide on-site Vendor staff with wireless network access through On-Ramp, method
of access, allowing access to FDOT resources. Vendor staff agree to acceptable use of transportation
technology resources when accessing the FDOT network. All authorized users are responsible for using
information resources only for the purposes for which they are intended, to comply with all controls
established by information resource owners and custodians, and for protecting confidential and sensitive
information against unauthorized disclosure. This includes adherence to public records statutory
requirements as specified in Exhibit D - Standard Written Agreement. Vendor staff are required to
complete FDOT security awareness training prior to being granted access to the FDOT network and at
specified intervals during their time on the Project.
The Vendor shall need an SSL VPN connection to remotely access FDOT Network resources. The SSL
VPN access process, associated costs, and links to details are listed in the Section 3.1 - Work Location.
PROJECT STAFFING

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The Vendor shall establish and maintain an organizational structure and staffing levels to deliver a
successful implementation. For reference, the Department has identified the proposed roles from the
Department’s organization as reflected in the Florida Department of Transportation WPII Project
Organizational Chart (https://www.fdot.gov/procurement/work-program-integration-initiative). The
Department’s objective is to organize the Project in the most efficient way with the Vendor and Project
team roles to optimize the scheduled activities to achieve the business outcomes. The Department
requires the Vendor to staff a team of dedicated, well-qualified staff with substantial experience in the
public sector, expertise in the proposed Solution, experience relative to Departments of Transportation's
program development and delivery functions, and proven skills in the proposed roles from previous
projects of similar size, scope, and complexity. In addition, the Vendor’s staff shall have certifications
relevant to their proposed Project areas and be trained on the proposed Project methodology.
The Vendor shall dedicate a sufficient number of resources to coincide with the Vendor’s phasing
approach and to achieve the proposed timeline. The Department also requires the Vendor to propose a
staffing model that corresponds with the Department’s structure for Key Staff including pairing Vendor
Key Staff roles with roles from the Department. The Department anticipates evaluating and approving the
Key Project Staff members during the negotiations and contracting process. For other Project team
members, the Vendor shall notify the Department with team member names and qualifications at least
one month prior to their scheduled work activities on the Project. The Department requires Key Staff fulfill
the following Key Roles with the minimum qualifications. The Respondent may propose a Key Staff
member to fill multiple Key Roles, as long as each role is staffed to complete the activities required of the
role. Vendor staffing shall adhere to the requirements in Exhibit D – Standard Written Agreement, Section
13.
• Project Manager
o Active Project Management Professional (PMP®) certification
o 10+ years successfully managing implementations of similar solutions for public sector
entities, including cost benefit analysis and scheduling experience
o Expertise in one or more Information Technology areas (e.g., cloud, data management,
service-oriented architecture) and business work experience with a broad range of
exposure to various business segments
o Experience managing multi-functional teams
o Project management experience with multi-year, high-profile Enterprise Resource Planning
solutions and Commercial Off-the-Shelf (COTS) software solutions
o Skill in managing communications with various levels of stakeholders, including skills
working with public sector stakeholders e.g., staff within the Executive Office of the
Governor and the Legislature
o Knowledge of principles and processes in business, financial systems, and organizational
planning, coordination, execution, and measurement.
• Business Process Standardization Lead
o Extensive knowledge of, and integration experience with, each of the proposed products

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o Proven capability, based on multiple prior implementation experiences, to align all

proposed product features to allow delivery of the Department’s required business
capabilities
o Proven experience in architecting business processes, including conceptual data
modeling, information development, and application designs, to deliver required business
outcomes
o Expertise in translating business functionality into actions and decisions to direct readiness
activities for the Department’s stakeholders
o Experience in developing two-way relationships with project stakeholders to convey
information critical to successful deployment of solution capabilities
• Business Capability Lead – Develop the Work Program
o Expertise in analyzing business processes, and supporting data needs, to develop
innovative end-to-end business process and Solution designs
o Expertise in coordinating with other functional areas to design Solution components to
address the integration points between common business processes
o Extensive knowledge of, and integration experience with, each of the proposed products
used to satisfy the requirements for developing the Department’s Five-Year Work Program.
This includes the following Level 0 Business Capabilities:
▪ Forecast Cash Flow
▪ Manage Agency Performance
▪ Manage Budget
▪ Manage Federal Programs
▪ Manage Funds
▪ Manage Project Development to Close
▪ Manage Project Portfolio
o Expertise in coordinating teams in the analysis of data, business requirements, and
proposed innovations to generate Solution designs, process maps, and supporting process
documentation
o Demonstrated skills in developing and delivering both oral and written communications
with key Project stakeholders
• Business Capability Lead – Deliver the Work Program
o Expertise in analyzing business processes, and supporting data needs, to develop
innovative end-to-end business process and Solution designs
o Expertise in coordinating with other functional areas to design Solution components to
address the integration points between common business processes
o Extensive knowledge of, and integration experience with, each of the proposed products to
be used to satisfy the requirements for delivering the Department’s Five-Year Work
Program. This includes the following Level 0 Business Capabilities:

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▪ Manage Budget
▪ Manage Contractual Commitment to Close
▪ Perform General Accounting
▪ Perform Project Cost Accounting
proposed innovations to generate solution designs, process maps, data usage, and
supporting process documentation
o Demonstrated skills in developing and delivering both oral and written communications
with key Project stakeholders
• Business Intelligence and Reporting Lead
o Expertise in analyzing business processes, and supporting data needs, to design business
intelligence and reporting solution components
o Expertise in designing reporting solutions that can present both converted and legacy data
into consolidated information Work Products
o Expertise in coordinating with other functional areas to design reports, workflows, queries,
data visualizations, and analytics features within and across business processes, using
data from multiple sources and platforms
proposed innovations to align business processes with enterprise information needs and
solutions
o Expertise in developing and implementing business intelligence strategies and roadmaps
through coordination with functional and technical resources
• Product Specialist (Multiple Team Members Expected in this Role)
o Extensive knowledge of the subject matter and business processes related to one or more
of the following Level 0 Business Capabilities:
▪ Manage Budget
▪ Manage Funds
▪ Manage Contractual Commitment to Close
▪ Manage Project Portfolio

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▪ Perform General Accounting
▪ Perform Project Cost Accounting
o Extensive knowledge of, and experience with, each of the proposed products to be used to
satisfy the requirements related to the Level 0 Business Capability(s) in which the Product
Specialist is an expert. Experience must include multiple instances designing, configuring,
customizing, integrating, and implementing relevant solutions using the proposed
product(s)
o Expertise in coordinating with other functional areas and stakeholder groups to design
Solution components to address the integration points between common business
processes
• Solution Architect
o Expertise in developing and communicating the technical vision for the Project. Capable of
mapping technical solution design to required business outcomes
o Successful project experience in the development, implementation, and maintenance of
the Solution design
o Expertise in developing measures to confirm that the Solution is being built as designed,
and proactive in identifying and responding to other system impacts and processes within
the Department
o Expertise in coordinating teams in the translation of business requirements to the proposed
system components to design and deliver the Solution
o Expertise in tactical and strategic architectural solutions for seamless integration of cloud
infrastructure with existing IT platforms
• Technical Lead
o Expertise in enterprise architecture including cloud and mainframe environments
o Expertise in the infrastructure and design of the product(s) utilized in the Solution
o Experience with data integration and interfacing with external systems
o Expertise in coordinating with other functional and technical areas to design and deliver the
Solution components
o Proven experience in networking and cloud services
o Proven experience in COTS implementation and administration
o Proven experience in systems security and identity management
• Interface and Integration Lead
o Expertise in data integration
o Expertise in interfacing with external systems and integrating components within the
Solution

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o Experience in interfacing with statewide accounting, budgeting, and reporting systems and
with external funding partners
• Data Architect
o Successful project experience in the development of data management strategies and
plans
o Expertise in cloud environment data technologies including data warehousing and data
mining
o Expertise in data tools including the Informatica tool suite
• Data Conversion Specialist
o Successful project experience in the design, development, execution, and testing of data
conversions
o Expertise in data quality and conversion tools including the Informatica tool suite
o Expertise in data analysis, data mapping, Extract Transform Load (ETL), and reporting and
resolving data issues
• Software Testing Specialist
o Successful project experience in the design, development, and execution of test plans for
large enterprise systems
o Expertise in the setup and maintenance of test environments
o Expertise in analyzing and assessing requirements and design specifications to produce
testing plans, scenarios, and scripts
o Expertise in the creation of test cases, test procedure specifications, and test data
o Expertise in identifying, logging, and reporting issues
o Experience in the use of one or more automated testing tools
• Organizational Change Management Senior Lead
o Degree in Organizational Development, Human Resources, Business, related field, and/or
minimum of five years of organizational change management experience, retains at least
one OCM practitioner certification, and possesses the expertise to sufficiently plan,
identify, and execute the agreed upon OCM activities, Deliverables, and Work Products
necessary to create adoption of the Solution by stakeholders and accelerate the time to
value after go-live
o Expertise in planning, designing, and developing change management activities, tools,
guidelines, and standards to influence stakeholders to adopt the proposed Solution and
create the required business outcomes of the Project
o Experience with organizational change management on a project of similar size and scope,
especially with a government entity with 2,500 or more End-Users
o Ability to interact and communicate with, as well as influence, individuals at all levels of an
organization

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o Experience building effective relationships and partnerships across an organization.

o Experience leading teams/managing staff
o Proficient in Microsoft Office (Outlook, Word, Excel, PowerPoint, SharePoint)
o Exceptional presentation and facilitation, analytical, verbal, and written communication
skills
o Experience developing OCM success measures, conducting assessments and analyses,
reporting effectiveness, and mitigating gaps in achieving OCM outcomes
▪ Organizational Change Management Training Lead
o Minimum of three years of experience executing organizational change management with
the expertise to sufficiently plan, identify, and execute the agreed upon OCM activities,
Deliverables, and Work Products
o Expertise in training strategy development, planning, and activity scheduling, including
preparation for and measuring effectiveness of training
o Expertise in creating training curriculum, content, learning objectives, materials, and
reference guides in multiple formats
o Expertise in coordinating and facilitating training, performing knowledge transfer
assessments and analysis, and developing mitigation plans to address gaps in or
enhance knowledge transfer
o Experience identifying OCM success measures, conducting assessments and analyses,
reporting effectiveness, and mitigating gaps in achieving OCM outcomes with expertise in
developing OCM success measures related to training
▪ Organizational Change Management Communications Lead
o Minimum of three years of experience executing organizational change management,
retains at least one OCM practitioner certification, and possesses the expertise to
sufficiently plan, identify, and execute the agreed upon OCM activities, Deliverables, and
Work Products
o Expertise in new process and technology design elements for communication to the
Organization
o Expertise in the use of multiple methods for information delivery
o Expertise in evaluating the effectiveness of communication efforts and altering
communication strategies in response to stakeholder feedback
o Experience leading communications initiatives on enterprise technology and business
transformation initiatives
developing OCM success measures related to communications
▪ Organizational Change Management Readiness Lead

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o Minimum of three years of experience executing change management, retains at least one
OCM practitioner certification, and possesses the expertise to sufficiently plan, identify,
and execute the agreed upon OCM activities, Deliverables, and Work Products
o Expertise in stakeholder readiness support, planning and measuring effectiveness of
readiness initiatives
o Experience in the development, maintenance, and monitoring of a readiness plan
o Expertise in role mapping and End-User skills fit/gap analysis
o Expertise in knowledge transfer, planning, and supporting execution of workforce
transitions, documenting impact of business process redesign, readiness
checklists/scorecards for phased implementation deployments, and to include timelines for
decommissioning current solution
o Expertise in communicating impacts of change readiness to all levels of an organization.
o Experience leading readiness initiatives on enterprise technology and business
transformation initiatives
developing OCM success measures related to readiness
• Organizational Change Management Change Impact Assessment Lead
o Minimum of three years of experience executing organizational change management,
retains at least one OCM practitioner certification, and possesses the expertise to
sufficiently plan, identify, and execute the agreed upon OCM activities, Deliverables, and
Work Products
o Expertise in ‘how to guides’, assessments, schedules, and implementing mitigation plans
of identified impacts
o Expertise of Solution Implementation Guides, manuals, and other materials to support
transition and mitigations
reporting effectiveness, and mitigating gaps in achieving OCM outcomes
• Organizational Change Management Benefits Realization Lead

o Minimum of three years of experience executing organizational change management and
possesses the expertise to sufficiently plan, identify, and execute the agreed upon OCM
activities, Deliverables, and Work Products
o Expertise in developing guides, plans, and methodology to confirm, measure, and make
necessary adjustments for successful implementation and sustainability
o Expertise in developing transparent Key Performance Indicators (KPIs) and measurement
criteria
o Expertise in assessing, calculating, and reporting KPIs and measurement criteria results
o Expertise in developing and managing a Benefits Register

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o Expertise in developing mitigation plans and addressing gaps in adoption

The Vendor shall employ a multi-variable staffing process to estimate resource needs and confirm
proposed resources have the necessary skills based on the Vendor’s delivery methodology, Project
schedule, and capacity and availability of Department staff. The staffing planning process shall result in
an achievable, transparent, and low-risk staffing model. The Vendor shall leverage a resource capacity
and effort-based Project schedule to confirm a sufficient number of qualified resources are dedicated to
support Project execution.
Before each State Fiscal Year and prior to start of each Phase, the Vendor shall create a detailed staffing
plan communicating Vendor roles planned for the coming Fiscal Year/Phase, named resources for each
role, expected start and roll-off dates, and proposed work location. This resource plan will be reviewed
and approved by the Department. The Vendor shall be responsible for onboarding and training all new
Vendor Project team members and conducting background screenings in accordance with the Contract.
The Vendor shall have a quality management approach to monitoring and evaluating staff performance
and contributions on the Project, and will work with the Department to define a process to discuss staffing
issues, be transparent with improvement plans, and replace resources, as needed.
IMPLEMENTATION
The Department acknowledges the Vendor shall have its own implementation methodology. The
Vendor’s proposed approach shall take into account the implementation considerations described in this
section, including any associated risks. The Vendor’s approach shall also consider and align with the
Project objectives. Implementation is not complete or successful unless the Department’s needs for the
affected business capabilities are met. Therefore, the Vendor is required to produce the outcomes
specified in the Business Capability Model and satisfy the full volume of WPII detailed business
requirements.
The Department expects to implement the Solution in Phases. Within each Phase, the Project will be
broken into Stages in accordance with the Vendor’s methodology, each with Major Project Milestones
(documentation of significant services completed and installed and configured software), Project
Deliverables (Project documents and documentation of services provided that follow a defined review
and acceptance process), and Work Products (additional Project activities may be associated to artifacts
such as status reports, weekly schedule updates, and staffing plan updates; the Department expects the
cost of Work Products will be included in the price of Deliverables). Review processes for Work Products
will be defined by the Department in the Project Management Plan (PMP). All Deliverables shall be
reviewed against the Department’s Acceptance Criteria and may include walkthroughs/demonstrations
by the Vendor prior to acceptance.
Phases, Stages, Major Project Milestones, Project Deliverables, and Work Products will be used to
organize the Project activities with the Vendor’s proposed implementation methodology. The specific
details of this work breakdown structure will be determined by the Department during negotiations and
documented in the final Contract. The Contract will only include payments based on the Department’s
acceptance of Deliverables (both Major Project Milestones and Project Deliverables). All Deliverables
shall follow established review cycles. Financial consequences for failing to meet each Deliverable

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Acceptance Criteria within the specified timeframes and quality criteria will be documented in the final
Contract and subsequent Task Work Order(s).
5.1 Project Phases

The Department anticipates a phased approach which will allow the Department to execute the Project in
smaller, more manageable pieces, minimize risks, and realize benefits sooner. A Phase will include a group
of business and technical capabilities (represented by a set of requirements) to be planned, designed,
developed/configured, tested, and deployed as part of the WPII Solution leveraging the Vendor’s
methodology. Phase designations must be proposed for each requirement by the Respondents in the
Reply to the business requirements. Proposed Phase designations are to be negotiated with the
Department and finalized as part of the Contract.
The Vendor’s proposed implementation plan shall include how implementation of the WPII Solution aligns
with the Florida PALM statewide financial system implementation schedule (refer to
https://www.myfloridacfo.com/floridapalm/). The timing and composition of the Phases and related
software deployments must support and not conflict with the Department’s successful operations.
The Vendor shall include in its proposed implementation plan the impacts of State Fiscal Year-End and
Federal Fiscal Year-End (planning and year end close activities) for all Phase implementation dates. The
Vendor shall also describe how the Project schedule will account for the Department’s limited operational
staff capacity to support Project activities during critical periods within the annual development cycle of the
Department’s Five-Year Work Program. The Vendor shall develop contingency plans for potential co-
occurring modernization of Federal Highway Administration (FHWA) systems and required interfaces with
the Financial Management Information System (FMIS) application.
5.2 Project Stages

Within each Project Phase, the Project will be further sub-organized in Stages to manage the Project
lifecycle and allow the Department to measure Project progress and success. Each Phase will begin with
a planning or initiation Stage and continue through deployment, as organized by the Vendor’s
methodology. Each Project Stage must address the four critical dimensions of the Project – process,
people, technology, and project management.
The Project shall conduct go/no-go decisions throughout the Project and at each culmination of a Stage,
identified as a Stage gate. The Vendor shall provide a Stage Gate Report, as a Work Product, to reflect
the completion of activities and Deliverables for the Stage. The Department will consider the successful
completion of relevant Major Project Milestones and Project Deliverables prior to moving forward with
implementation activities in a subsequent Stage. The Department intends to align Task Work Orders with
one or more Stages. During negotiations, Stage completion criteria and go/no-go decisions will be
finalized and documented in the contract.
5.3 Major Project Milestones
The Department will evaluate the progress of the Project through assessments designed to compare

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completed activities against planned activities to confirm the Project outcomes are being met. These
assessments will also occur prior to the acceptance of the Major Project Milestones to evaluate progress,
risks, and issues in a continuous effort to confirm the ability of the Project team to meet the planned
deployment events. The Department will also use Major Project Milestones as go/no-go decision points
throughout the Project. The criteria for achieving Major Project Milestones will include the confirmation of
services successfully provided and acceptance of related Project Deliverables. The Vendor shall align
each Major Project Milestone to the Implementation Services and Deliverables identified in Section 6.
Multiple Deliverables may be required to reach a single Major Project Milestone. The Department
identified the following required Major Project Milestones for each Phase:
Related Implementation
Major Project Milestones
Services
Project Management • Completion of Vendor team onboarding in accordance with
staffing plan
• Completion of Project Plans including Project Charter, Project
Management Plan (updates), and Project Schedule (provided
for integration into the Master Schedule)
Organizational Change • Completion of OCM Strategy and Plan
Management (OCM) • Completion of Project Communications Strategy and Plan
Planning • Completion of Vendor Stakeholder Analysis and Inventory
• Completion of Change Impact Strategy and Plan
• Completion of Organizational Readiness Strategy and Work
Plan
• Completion of Organizational Readiness Checklist
System Infrastructure • Completion of Infrastructure Strategy (Infrastructure Architecture
Plan)
• Successful Completion of a Disaster Recovery Test Execution
• Installation of Non-production infrastructure per the accepted
Infrastructure Architecture Plan
• Installation of Production infrastructure per the accepted
Infrastructure Architecture Plan
Solution Analysis and • Confirmation of Baselined Requirements included in the
Design Requirements Traceability Matrix
• Completion of Functional Solution Design Specifications
Application Configuration • Completion of installation and setup of all required instances of

and Development the Solution environments for all levels and types of testing, for
each Phase
• Completion of installation and setup of all required instances of
the Solution environments for training
• Demonstration of final to-be business processes in non-
production environment, for each Phase
• Completion of Integration and Interface Development
Interfaces and Integration

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Related Implementation
Major Project Milestones
Services
Data Conversion and • Successful completion of mock conversion exercises, prior to
Data Migration each deployment
• Completion of data cleansing, data conversion, and data
migration activities for each deployment
Security and Technical • Department’s acceptance of the Vendor’s updates to the
Compliance Department’s System Security Plan for compliance of the
Solution to the Department security requirements (as required
by Chapter 60GG-2, F.A.C. and 60GG-5, F.A.C.)
• Confirmation of compliance with defined technical and security
requirements
• Completion of the Department’s Compliance Review for Section
508 of the Rehabilitation Act and Chapter 60-8 of the Florida
Administrative Code (FAC) and remediation of the findings
Testing • Completion of a Testing Strategy
• Completion of System Test, for each Phase
• Completion of Integration Testing, for each Phase
• Completion of Interface Testing, for each Phase
• Completion of Performance Test, for each Phase
• Completion of Security, Vulnerability, and Penetration Testing,
for each Phase
• Completion of System Recovery Testing, for each Phase
• Completion of User Acceptance Test, for each Phase
Training • Completion of strategy and plans for knowledge transfer,
training, and mitigation activities by Project Phase and user
roles (Familiarization, test, superuser, End-Users, and trainers)
• Training Delivery Completion, in accordance with established
effectiveness measurement
FDOT WPII Help Desk • Completion of Help Desk Strategy
• Completion of Help Desk Documentation
• Staffing of operational Help Desk to support each FDOT WPII
implementation deployment
Deployment • Completion of a Mock Go-Live for each FDOT WPII
implementation deployment
• Completion of each FDOT WPII implementation deployment
Stabilization • Delivery of support for development and delivery of the Five-
Year Work Program
• Confirmation of Adoption as reflected by OCM success
measures
• Successful achievement of the Business Outcomes specified in
the Business Capability Model and satisfying the full volume of
WPII detailed business requirements as defined for the Phase
Table A-1: Required Major Project Deliverable Milestones

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IMPLEMENTATION SERVICES
The Vendor shall provide the staff, expertise, tools and templates, methods, frameworks, and mentoring and
training to deliver a successful Solution implementation for the development and delivery of the
Department’s Five-Year Work Program.
The Department intends to take a Project approach of first developing strategies and detailed plans prior
to executing activities during the Phases. The Vendor shall identify all strategies and plans that will need
to be revised during future Phases. The Project intends to leverage the planning Stage within each Phase
to develop and document strategies. Strategies will be created and agreed upon prior to the execution of
each of the Implementation Services. Strategies shall detail the necessary actions to execute the
approach to deliver the Solution. Strategies shall include:
• A high-level description of the approach, services to be performed, and activities required to

achieve expected outcomes, as well as any measurements to confirm outcomes are met
• Identification of additional Work Products not covered in the contract but necessary to complete
the activities
• Sequencing of activities and dependencies with other strategies
• Approach for developing and executing any plans required to execute the strategy.
• Approach for assessing, designing, and implementing the Solution and Project internal controls to:
o Conduct business in an orderly and efficient manner
o Safeguard assets and resources
o Deter and detect errors, fraud, and theft
o Guard the accuracy and completeness of Department data
o Produce reliable and timely information
o Confirm adherence to applicable laws, regulations, policies, and plans
• Approach to transfer knowledge to FDOT resources and the activities for each critical dimension
(project management, people, process, governance, and technology)
• Resource expectations and alignment between Department and Vendor staff including any
revisions to roles and responsibilities for both Vendor and Department staff
• Success criteria (evidence for achievement of expected outcomes)
• Approach for performance management, including the identification and tracking of key
performance measures
• Expectations for future strategy and plan updates, if applicable
• Considerations for the Department to be prepared to operate and maintain the Solution after
transition from the Vendor

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A plan, where appropriate, shall contain details of how a strategy shall be executed, and shall include
tasks and activities that support the strategy, including resources and timing.
The following subsections describe the requested Implementation Services including:
• Project Management, Governance, and Oversight
• Organizational Change Management
• System Infrastructure
• Solution Analysis and Design
• Application Configuration, Development, and Maintenance
• Interfaces and Integrations
• Data Conversion and Data Migration
• Data Architecture
• Security and Technical Compliance
• Testing
• Deployment
• Stabilization
• Warranty
These Services pertain to all Phases, except where a Service may be entirely satisfied within a specific
Phase(s).
6.1 Project Management, Governance, and Oversight
The Vendor shall provide project management for the activities, Deliverables, and Work Products
identified in the Contract, including the day-to-day management and administrative support of its staff.
The Department will retain final authority in approving services and Deliverables. The Vendor shall
provide project management tools/templates and work closely with the Department’s Project
Management Office (PMO) to develop and/or align its processes with those structures already
established by the Department.
The Vendor’s Project Management (PM) approach shall have a foundation in established methodologies
and standards, such as those found in the Project Management Institute's (PMI) Project Management
Body of Knowledge (PMBOK®) and IT Infrastructure Library (ITIL®). In addition, this Project is subject to
the Florida Information Technology Project Management and Oversight Standards as defined in Rule
Chapter 60GG-1, Florida Administrative Code (F.A.C.), and Section 282.0051 of Florida Statutes. The
standards establish project management principles that State Agencies are required to follow when
implementing information technology projects. The Department must adhere to the State project
management standards and ensure that all project documentation created by the Vendor, the
Department, or in collaboration, are developed and maintained in accordance with Chapter 60GG-1

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F.A.C. The Vendor must be familiar with the State project management standards and be prepared to
satisfy all requirements. It is important for the Vendor to recognize that documentation, monitoring, or
reporting requirements may change mid-project, based on the Project’s Florida Digital Service (FLDS)
Risk and Complexity Assessment, outlined in 60GG-1.002 F.A.C. The Vendor must adapt to changes
required by Chapter 60GG-1 F.A.C., without increasing cost to the Department.
The Vendor shall provide highly qualified PM staff to manage the work planning effort, maintain the DDI
Project schedule, proactively manage all aspects of Project performance, and be actively engaged in the
Project’s day-to-day operations. In addition, the Vendor shall apply methods and tools such as, but not
limited to, schedule forecasting, metrics, analyses, modeling, and scorecards/dashboards to measure
and assess performance efficiency, progress, productivity, and quality.
The Vendor shall be responsible for Project start-up activities and subsequent Deliverables and Work
Products. The Vendor shall prepare materials and facilitate a Project Kick-Off Meeting to orient and
introduce the Project team members, establish means of communications, introduce the methodology,
timeline, and Deliverables. The Deliverables and Work Products shall be agreed to between the
Department and the Vendor during the negotiations and contracting period.
6.1.1 Project Charter

The Project Charter will be maintained by the WPII PMO. The Project Charter will be developed
and implemented by the WPII PMO. Once onboard, the Vendor shall review and recommend
updates to the Project Charter which will be evaluated by the established governance structure.
6.1.2 Project Management Plan
The Department developed and implemented a Florida Department of Transportation WPII Project
Management Plan (PMP) (https://www.fdot.gov/procurement/work-program-integration-initiative). The
Vendor shall review the PMP and all specified supplemental procedure documentation to determine
whether the plan and documentation are sufficient for the project management process in the DDI
Phases. The Vendor shall be responsible for providing content updates for the existing documentation
based on its analysis, subject to the Department’s approval. The Vendor shall jointly develop with the
Department, PMP training material and deliver PMP training to identified Project team members and
Stakeholders. The Vendor and Department PMO will execute and monitor adherence to the PMP
processes. The Vendor shall participate in the maintenance of Project controls, standards, and procedures
for PMP processes and recommend updates and improvements through the Department’s governance
process.
At a minimum, the Vendor shall provide recommendations based on their methodology and shall propose
PMP content revisions and additions for the following processes:
1. Project Management and Governance
• Vendor’s approach in working with the Project Management Office and oversight entities

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• Vendor’s approach in working with the Department’s Track teams (Business, Technical, OCM,
Statewide Remediation) and other tracks to be developed/reactivated depending on the Phase
and Stage of the Project
• Vendor’s approach in working with Project Governance and the Project Management Team
(governance layers)
• Vendor’s approach in participation and potential reconfiguration of Project meetings and status
reporting
• Vendor’s approach in training the Department on specific methodologies used in the execution of
the Project. For example, this would include methodologies on how requirements are reviewed
and confirmed for subsequent use throughout the Project lifecycle (use of Joint Application
Development sessions, etc.), or methodologies for the progression of artifacts (inputs and outputs)
and clear steps by which those artifacts are validated and maintained
• Vendor’s approach in establishing credibility in the Vendor’s adopted methodologies to be used
throughout the Project Phases and Stages
• Vendor’s approach in assessing the communication needs of the various Project roles, in relation
to the Project structures and methodologies, in order to meet those needs
1. Scope Management
• Vendor’s scope clarifications, assumptions, and constraints
• Vendor’s process details and recommendations for requirements management and the alignment
with the Department’s Requirements Management Plan
2. Schedule Management
• Vendor’s approach in schedule management activities including schedule planning, developing
task and resource estimates, schedule development, monitoring, forecasting, updating, baselining,
re-baselining, and integration with existing schedule management processes and standards
developed by the Department and the WPII PMO
• Vendor’s approach in scheduling (leveling) its own resources and managing the demands on
resources they engage from the Department resources
• Vendor’s approach in assessing Project performance measures as derived from the Integrated
Master Schedule for the purpose of Project schedule management and reporting
• Vendor’s detailed definition of their selected DDI methodology and the process for how its detailed
tasks are to be structured and progressively elaborated in the Project schedule
3. Cost Management
• Vendor’s approach in supporting the Department’s annual Legislative Budget Request and
periodic budget release requests for the Project
• Vendor’s approach in supporting the efficient use of the Department’s appropriated budget and
project cost reporting for the Project
• Vendor’s approach and recommendations for Project cost and budget management process
improvements

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4. Change Control/Change Management

• Vendor’s role and approach in change control to the Project’s scope, schedule, and cost estimate
• Vendor’s approach in evaluating/assessing potential changes to scope, schedule, and budget/cost
before they are submitted for consideration to Project governance
5. Risk and Issue Management
• Vendor’s approach in supporting and aligning with the Department’s defined Risks, Actions,
Issues, Decisions, Lessons Learned Management process (RAIDL)
• Vendor team member roles and responsibilities to actively participate in the Department’s RAIDL
Management process
• Vendor’s approach in engaging the Department in the resolution of issues, management of risks,
disposition of actions items and decisions, and identification of improvement opportunities, in a
timely manner, allowing sufficient time for analysis, research, and any preparation or acquisition of
resources and materials needed
• Vendor’s recommendations for resolving disputes
6. Deliverable Management
• Vendor’s approach in managing the identification, definition, delivery, review, and remediation of
Deliverables
• Vendor’s approach in managing the Deliverable creation and consultation required with
Department staff such that scope, schedule, cost, and quality are not impacted
• Vendor’s list and definition of the required set of Deliverables that allows an efficient process for
executing DDI Phases and Stages from proof of concept, design, development, configuration,
demonstration, testing, and implementation, as well as the required approvals at each Project
Stage
7. Resource Management (People and Assets)
• Vendor’s approach in onboarding staff, planning and monitoring availability of its staff and any
Subvendor staff (onsite, remote, weekly travel-in and travel-out times)
• Vendor’s approach to redundancy of allocated staff in anticipation of Vendor staff turnover,
unplanned outages, time-off scheduling, and other resource disruptions
• Vendor’s approach in communicating a schedule of available resources supporting all aspects of
the Project (onsite, remote, weekly travel-in and travel-out times)
• Vendor’s organizational team structure and responsibility descriptions for their roles, mapping to
Project team roles, description of how Vendor roles are to be associated/paired with Department’s
Project roles in terms of function and responsibilities
• Vendor’s approach in hardware, software, and equipment identification and management
8. Quality Management
• Vendor’s approach to integrate its firm’s Quality Management (QM) process into the current QM
process of the Project

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• Vendor’s approach in supporting the Department’s Vendor Performance Evaluation process

9. Document Management
• Vendor’s approach in providing Project-wide access to DDI documents and artifacts using the
Department’s SharePoint Document Management Repository as the official system of record
• Vendor’s approach to maintaining a Project documentation repository structure and organization
that provides an intuitive ability to search and locate DDI artifacts and Work Products
• Vendor’s approach to collaborative development of Project documents with Department staff and
its vendors
• Vendor’s approach in facilitating the process for modifying Project artifacts and maintaining an
audit trail of such updates
The Vendor shall also create process details, supplemental to the PMP, for project delivery activities as
applicable and directed by the Department.
6.1.3 Project Schedule
The Vendor shall be responsible for developing a comprehensive, fully resource-loaded DDI Schedule
that details the Vendor’s approach and includes tasks to be performed by Department and Vendor staff
for inclusion in the Project’s Integrated Master Schedule (IMS). The Department anticipates the Vendor
shall propose a tool for managing the Project schedule. The DDI Project Schedule must adhere to the
standards defined in the WPII PMP and must be constructed and maintained in a format compatible with
integration into the Project’s Integrated Master Schedule (IMS). Once accepted and baselined by the
Department, the DDI Project Schedule will be incorporated into the IMS by the Department. The Vendor
is responsible for maintaining the DDI Section of the IMS regularly in coordination with the Department
according to the standards in the PMP. The Vendor shall monitor that the critical path is calculated as
expected within the IMS.
The Vendor shall be responsible for monitoring and updating the Project Schedule continuously, and
revising and developing further detail, as appropriate. Changes made to the IMS to reflect performance
delays by the Vendor or its Subvendors shall not be interpreted to relieve Vendor from contractual
accountability for on-time performance of the Implementation Services. The Vendor shall adhere to IMS
updating procedures established in the WPII PMP.
The Project Schedule shall include Project Deliverables and detailed Project activities in discrete work
packages for assignment to Project Team members. The Project Schedule shall facilitate tracking and
reporting progress on these activities, including reporting on task progress falling below expected
performance and timeframes, and Deliverables, including, but not limited to, expected results, timeliness
of achieving Major Project Deliverables, and other significant events.
6.1.4 Project Performance Analysis and Project Reporting
The Vendor shall be responsible for managing and reporting Project performance weekly, as required in
the WPII PMP. The Vendor shall work with the Department to establish performance metrics and

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monitoring procedures based on the Phase and Stage of the Project. The Vendor shall perform the
following analysis and reporting functions related to the DDI Project schedule, including:
• Schedule Performance – Earned Value, Schedule Variance, Schedule Efficiency (SPI), Critical
Path Analysis measures
• Cost Performance – Cost Variance, Cost Efficiency (CPI)
• Estimate to Complete (ETC) – Providing a reliable estimate on duration and effort remaining for
activities to complete
• Estimate at Completion (EAC) – Providing a reliable estimate on the total cost of completing all
work expressed as the sum of the actual cost to date and the estimate to complete
• What-if Analyses – Providing a reliable forecast of completion dates based on Projection of
progress to date and varying estimates to complete
• Ad hoc performance data reports
The Vendor shall be responsible for Project status reporting which will be incorporated into the overall
WPII status reporting provided by the WPII PMO. The Department requires weekly status reports, as a
Work Product, to be provided to reflect the major activities for the reporting period. As part of the Vendor’s
responsibilities related to status reporting, the Department requires weekly participation in status
meetings. The Department intends to use the status reports and meetings to verify progress of Project
activities and to detect and address potential problems or delays. Topics to be covered include, but are
not limited to:
• Departures from the Project schedule (see Subsection 6.1.4 - Project Performance Analysis and
Project Reporting above) with explanations of causes, effects on other project activities, and
corrective actions to achieve realignment
• Proposed changes to Project objectives, scope, schedule, or budget
• Critical path analysis
• Tasks completed since the last report
• Schedule variances identifying tasks that were delayed and reasons for delay, with expected
revised completion dates
• Updates for previously delayed tasks
• Planned activities for the next reporting period
• Vendor staff planned to join or leave the Project
• Summary of major concerns or issues encountered, proposed resolutions, and actual resolutions
• Any other topics that require attention from the Department
• Additional items defined in the WPII PMP
6.1.5 Florida Digital Service (FLDS) Project Management and Oversight

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The Vendor shall comply with the Florida Department of Management Services (DMS) Project
Management and Oversight Standards as defined in Chapter 60GG-1, F.A.C. The Vendor shall support
the WPII PMO in its efforts to cooperate with the DMS’ Florida Digital Service (FLDS) unit: Project
Assurance – Oversight and Compliance to provide the necessary data and reports to support compliance.
6.1.6 Independent Verification and Validation (IV&V)
The Florida Department of Management Services Project Management and Oversight Standards, as
defined in Chapter 60GG-1, F.A.C, state that an IV&V Vendor must be employed for any Project that meets
the criteria for DMS oversight. The Vendor shall support the WPII PMO in its efforts to cooperate with the
FDOT WPII IV&V Vendor to provide the necessary data and reports in support of IV&V assessments.
6.1.7 Project Documentation
The Vendor is responsible for maintaining the accuracy and consistency of Vendor-produced Project
documentation stored on the WPII SharePoint document management system.
All Project documentation shall be kept current by the Vendor and made available to the Department in
electronic format that is compatible with Microsoft 365® software. The Department reserves the right to
change its Office software suite, and the Vendor shall conform to the new standard within 20 Business
Days after receipt of written notice by the Department.
The Vendor shall also be responsible for maintaining Vendor Project documents within the WPII
SharePoint document management system by adhering to the Document Management standards
defined in the WPII PMP, to include compliance with public records requirements.
6.1.8 Other Project Support
The Vendor is responsible for creating post-meeting summaries for meetings held with the Department,
including a list of discussion points and action items with responsible party and due date. The Vendor
must also assist the Department in the preparation of supporting documentation for inquiries from external
stakeholders. In addition, the Vendor must provide support for the analysis of potential law or rule and
other changes that could affect the Project at the Department’s request without impacting the approved
Project schedule. Further, the Vendor must provide support for operational, compliance, or management
audits and reviews performed on the Project by entities or organizations responsible for compliance
oversight of the Department, including providing information in response to public records and data
requests and developing and implementing corrective actions. The Vendor shall also provide support in
developing ad hoc reports and responses to system data requests.
Given the size and complexity of the WPII Project, the Project is required to create materials to
communicate information about the Project for both internal and external stakeholders. The Vendor shall
create materials upon request for Department review, to brief stakeholders including participating in
meetings as requested, answering questions about the Project, and drafting audit responses.

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6.1.9 Minimum Project Management, Governance, and Oversight Project Deliverables
The Department has identified the following as Deliverables:
• Project Kick-Off Meeting

• Project Charter, recommended updates
• Project Management Plan, updated for DDI, Stabilization, and Operations and Maintenance
(O&M) periods
• Staffing Plan, updated at specified intervals
• Organizational Chart, including a resource mapping or pairing chart, updated at specified intervals
• Project Schedule for DDI, Stabilization, and O&M, updated weekly as Work Products
6.2 Organizational Change Management
The WPII Project shall provide a structured method and approach, guidance, and mentoring to support
a successful transition to the proposed Solution. The Vendor shall lead or assist the Department in
achieving the following outcomes throughout the Project. Leadership alignment to a unified vision and
support, increased stakeholder commitment, effective communication methodologies and techniques,
identification of impacts and identification of necessary mitigation, equip employees with necessary skills,
knowledge, training, and resources, and specific steps to achieve organizational readiness and measure
and confirm adoption success.
The Vendor shall establish an Organizational Change Management team, with defined roles and
assigned OCM Deliverables and activity assignments.
All Vendor-produced Deliverables, Services, Work Products, surveys, information requests, and other
Project communications shall be reviewed and approved by Department staff prior to any stakeholder
distribution.
6.2.1 OCM Strategy and Planning
The WPII OCM Strategy and Plan reflects 10 Core OCM components, listed below, with related activities,
Deliverables, and/or tasks. Each OCM component informs other key elements to facilitate successful
transformation throughout the change journey, leading to Solution adoption. The Vendor shall provide an
assessment of the OCM strategy and plan at the end of each Phase and recommend any changes to be
implemented in subsequent Phases. The 10 Core OCM components are:
• Leadership Alignment
• Communications Planning and Management
• Stakeholder Inventory and Analysis

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• Organizational Readiness Assessment and Validations

• Case for Change
• Job/Role Assessment
• Impact Analysis and Mitigation
• Training Strategy and Planning
• Change Champion Networking
• Change Metrics/Adoption Scorecards
Though FDOT’s Transportation Technology (Trans Tech) OCM Office provides oversight and the
standard framework and guidance for OCM planning and execution, it is important to note that all projects,
including the WPII Project, are examined for specific needs. The Department leverages the Trans Tech
OCM Framework for technology projects and has developed a separate WPII OCM Plan leveraging the
framework.
The Vendor shall also review the existing Trans Tech OCM Framework and OCM Plan Activity Schedule,
the Department’s methodology that defines all known OCM activities and scheduling components. The
Vendor shall provide recommended updates to the Department’s methodology in these documents to
create a tailored approach to achieve the expected business outcomes. The Vendor shall identify and
plan OCM Deliverables and provide task-level input to the Integrated Master Schedule. The Vendor shall
execute defined activities as included in the subsections below.
6.2.2 Project Communications
The Department will lead the Project Communications Strategy development and Communications Plan
development and execution. The Vendor shall provide input to the existing Project Communications Plan
and Activity Schedule and recommend communication events, scheduled activities, Work Products, and
stakeholder segmentation for target audiences specific to the proposed Solution, for inclusion in the
Project Communications Plan and Activity Schedule. The Vendor shall develop materials and artifacts to
execute communications activities, as assigned. The Vendor shall participate in a monthly review of the
communications calendar and make recommendations and plan for additional and unanticipated
communications activities. The Vendor shall provide meeting materials, organize events, facilitate
discussions, provide subject matter expertise, and measure effectiveness of stakeholder engagements,
to include meetings, workshops, and other design, develop, and implementation activities. The Vendor
shall develop a strategy and materials to address the purpose of and changes the Solution will bring,
what the intent of each change is and what it is meant to achieve, why each change is being incorporated,
how/if this relates to other Departmental projects or programs (e.g., Statewide Remediation), and the
benefits, challenges, and next steps for stakeholders, presentations, poster examples, and video
scripts/content.
6.2.3 Change Impacts
The Vendor shall lead the Change Impact work effort including developing a Change Impact Strategy

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and Change Impact Plan work effort. The Vendor shall identify changes and impacts to people,
processes, technologies, and policies and procedures, to ensure a smooth transition from the As-Is to
future state. In addition, the Vendor shall be responsible for updating all relevant OCM Deliverables to
reflect the mitigation plans of identified impacts. The Vendor shall collaborate with the Department to
execute defined activities. The Department will support the Change Impact activities. The Vendor shall
perform the following activities:
• Develop “How to Guides” for capturing, assessing, and addressing impacts

• Develop and complete Change Impact Assessments
• Conduct change impact analyses to identify impacts, degree of impacts, and complexity of
impacts
• Develop an impact inventory as a consolidation of the change impact assessments for
prioritization and management
6.2.4 Benefits Realization Management
The Vendor shall lead the Benefits Realization Management work effort, and documented in the Benefits
Realization Measurement, Confirmation, and Adjustment Deliverable, prior to each Phase go-live,
including:
• Confirmation of business benefits intended by the change
• Identification of Key Performance Indicators (KPIs) and measurement criteria
• Establishment of measurement methodology and procedures that incorporates sustainability of
benefits
• Creation of mitigation plan to address gaps in adoption
• Documentation and reassessment of the benefits realization measurement
The KPIs must define the gained efficiencies, as it relates to people, processes, technology, and
governance, the changes and Solution will bring to the Department, and measurements for each to
determine successful implementation and sustainability. The measurement methodology must be
transparent and include a formula that assesses and calculates KPIs and provides meaningful results that
will indicate whether the change has been adopted successfully or if there is a gap in adoption. After each
Phase go-live, the Vendor shall perform the initial assessment for Department review and will document
in a Benefits Register. Once approved, the Department will perform the assessment of KPIs, based on the
Vendor’s methodology and report results to the Vendor. The Vendor shall provide mitigation plans and
shall address gaps in adoption and/or address any benefits that are not realized as a result of the
implementation of the Solution.
6.2.5 Vendor Stakeholder Inventory and Analysis
The Stakeholder Inventory is intended to serve as the point of reference for Project stakeholders and

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should be used as a resource to identify the appropriate participants for any Project activity or
Deliverables. The Vendor shall provide input to the existing Stakeholder Inventory and recommend a
proposed method of segmenting stakeholders based on the proposed Solution. The Department will
support the Vendor Stakeholder Inventory and Analysis work effort. The Vendor shall perform the
following activities:
• Review and determine required updates to existing stakeholder inventory lists and maps
• Apply methodologies to further refine and/or validate stakeholder relationships, influence, and
position
• Plan and facilitate stakeholder engagements, resource planning, assessments, analysis, and
action planning and/or mitigation planning
• Develop materials for stakeholder engagement opportunities
6.2.6 Organizational Readiness Strategy and Work Planning
The Vendor shall lead the Organizational Readiness Strategy and Work Plan work effort. The Vendor
shall develop and maintain the Organizational Readiness Work Plan and Activity Schedule, that defines
all OCM Organizational Readiness activities. The Department will monitor and coordinate with impacted
business areas to execute the Organizational Readiness Work Plan. The Department will be responsible
for updating position descriptions and will make updates to the Departments policies and procedures
based on the impacts identified in the Change Impact Assessments. The Vendor shall include at a
minimum, the following activities in the Organizational Readiness Strategy and Organizational Readiness
Work Plan including:
• Assess stakeholder readiness at defined Project Stages
• Plan, support execution, and identify measures to assess effectiveness of readiness initiatives
before and after each Phase go-live (updating documentation as appropriate)
• Develop a readiness assessment and measurement plan for End-Users and additional
stakeholders (e.g., other support staff, help desk staff, and systems staff)
• Develop an approach to obtain and monitor leadership and executive sponsorship buy-in
• Perform a role mapping and End-User skills fit/gap analysis in preparation for the Workforce
Transition Plan Deliverable
• Develop a Department Resource Alignment Plan to facilitate knowledge transfer
• Plan and support execution of the workforce transition to the Solution
• Develop Agency-specific readiness checklists/scorecards for each Phase go-live
• Identify a list of potential risks and organizational impacts for the Department to consider in
determining a timeline for decommissioning the current financial management solution
The Vendor shall perform defined activities in the Organizational Readiness Strategy and Organizational
Readiness Work Plan.

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6.2.7 Training
The Vendor shall lead the Training work effort including creating materials for End-User (role-based)
software training, business process training, help desk, system configuration training, and testing training.
The Department will provide content for internal process and procedures to include in the Solution based
training materials. The Vendor shall provide overall training framework and supplemental materials to
support the training. The Vendor shall identify and plan Training activities, as they relate to changes and
impacts to people, processes, technology, and governance, to ensure a smooth transition from the As-Is
to future state. The Department will support the Training Strategy and Training Plan work effort. The
Vendor shall create a just-in-time training schedule that allows the Department to receive familiarization
and End-User training aligned to the activities in the Project schedule. The Vendor shall perform the
following activities:
• Develop a Training Strategy, Plan, and Schedule, including preparation for training
• Incorporate the Department’s existing Training and Development structure and practices, as
described in attachments (Florida Department of Transportation Statewide Training Program and
Florida Department of Transportation Trainers and Coordinators), in the Training Strategy, Plan,
and Activity Schedule (https://www.fdot.gov/procurement/work-program-integration-initiative)
• Develop training profiles and identify target audiences using the stakeholder inventory, including
but not limited to End-Users, familiarization users, test users, superusers, trainers, and technical
staff
• Create training materials by user profile and conduct training for familiarization users, test users,
superusers, trainers, and technical staff
• Provide Solution-specific training curriculum, content, learning objectives, materials, and reference
guides in multiple formats (Computer Based Training, “Face to Face” training material, job aides,
manuals, process diagrams and procedures, etc.)
• Provide a training environment leveraging the software(s) version planned for go-live
• Provide a current curriculum for the training with FDOT business scenarios and supporting data
environment leveraging the Department’s transportation production-like data.
• Create training profiles to identify appropriate training resources, competency assessments and
analysis, and action plans to develop required skills sets
• Develop and execute Knowledge Transfer Assessments and Analysis to measure training
effectiveness and identify gaps
• Develop and execute mitigation plans to address gaps in or enhance knowledge transfer based on
the Knowledge Transfer Assessments and Analysis
Although the Department intends to deliver the End-User training sessions, the Vendor shall create
Solution-specific training materials, conduct train-the-trainer sessions, provide a support model for the
train-the-trainer program, and assist with training administration in initial training roll-out.
The Vendor shall develop context sensitive online help for all functionality in the new Solution. The user
manuals shall be consistent with the context sensitive online help information. The manuals shall be
available to End-Users electronically on the Department’s intranet site.

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6.2.8 Minimum Organizational Change Management Project Deliverables

• Organizational Change Management Strategy (Vendor provides input into the Strategy)
• Organizational Change Management Plan and Activity Schedule (Vendor provides input into the
Plan)
• Communications Plan and Activity Schedule (Vendor provides input into the Plan, updated at
defined intervals)
• Change Impact Strategy
• Change Impact Assessment "How to Guides"
• Change Impact Assessments and Impact Inventory
• Benefits Realization Measurement, Confirmation, and Adjustment
• Benefits Register
• Stakeholder Inventory and Analysis (Vendor provides input into the Inventory and Analysis)
• Organizational Readiness Strategy
• Organizational Readiness Work Plan
• Organizational Readiness Assessments
• Organizational Readiness Measurement Plan
• Department Resource Alignment Plan and Role Map and Skills Fit/Gap Analysis
• Organizational Readiness Checklists, Scorecards and Mitigation Plans (if necessary)
• Training Strategy
• Training Plan
• Training Profiles, Competency Assessments and Analysis, and Action Plans
• Training Curriculum
• Training Materials, updated at defined intervals
• Knowledge Transfer Assessments and Analysis and Mitigation Plans (if necessary)
6.3 System Infrastructure

The Vendor shall provide System Infrastructure Services to support the Solution while adhering to the
strategies within the Florida Department of Transportation Technology Strategic Plan
(https://www.fdot.gov/procurement/work-program-integration-initiative). The Vendor shall employ an
established architecture framework, such as The Open Group Architecture Framework (TOGAF®) or
Zachman Framework™, in the design and implementation of the Solution. The Vendor must coordinate

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the delivery of the Solution and document it as described in the subsections below to make sure that it is
consistent with an enterprise architecture approach.
The Vendor’s approach to system infrastructure shall minimize risks of siloed operations, redundancy
and duplication of tasks and functions as it pertains to the implementation of the Solution. The Vendor
must conform with Florida Statutes and Rules, such as the rules found in Chapter 60GG, Florida
Administrative Code. The Vendor must also use appropriate tools and structures to execute the
successful and efficient control, documentation, and reporting of the Solution delivery.
The Vendor shall develop a System Infrastructure Strategy for the Project, in accordance with Florida
Department of Transportation Technology Strategic Plan. The Vendor must document the methodology,
tools, procedures, activities, and services for the infrastructure and include the use of the Department’s
Informatica PowerCenter and PowerCenter Real Time for interfacing with legacy applications. This
Strategy should be developed assuming an extended enterprise model that includes the Vendor
developing interfaces and extracts for consumption by legacy Department business systems, external
systems (e.g., State’s accounting and financial reporting system, State’s contract oversight system,
State’s budgeting system, State’s human resource system, and the federal highway funding management
system), and the Solution.
The Vendor shall also perform the following services:

• Create a set of architecture principles incorporating the Department’s existing architecture
principles to guide the implementation of the Solution
• Develop and implement the architecture framework for:
o Defining the Solution
o Identifying architecture and Solution building blocks
o Integrating building-blocks, as well as providing the tools, vocabulary, standards, and
products that will be used to implement the building blocks
• Develop an overview of the components of the enterprise model and their relationship to each
other and to the environment
• Develop and implement an approach for mobile enablement (through web browser or responsive
design) for select Solution components, including applications, mobile devices, tools, and support
• Develop and update a conceptual technical architecture blueprint diagram and explanation that
defines the structure of the Solution, addressing business, application, infrastructure, data,
integration, security and compliance, and technology architectures
• Develop and implement an approach to a high availability architecture for all tiers of software and
hardware
• Develop and implement an approach to a modular architecture that will allow for the phase-in of
major functions during implementation without disruption of the Department’s services
• Align the technical architecture to support the business capabilities and required business
outcomes for all future state business processes
The Vendor shall provide the infrastructure that meets sizing, capacity, and performance requirements

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for business operations over time. The Vendor must assume the primary responsibility for implementing
and performance tuning the infrastructure to meet the Service Level Expectations and provide
recommendations to the Department for any efforts required to enhance or tune the Department
infrastructure to accommodate the Solution.
The Vendor shall also provide temporary hosting Services as needed at the outset of the Project until the
production technical infrastructure is operational. The cost for any additional equipment that is found to
be required during the performance of all Implementation Services to meet agreed upon performance
standards, either during the temporary hosting Services or in the production technical infrastructure
environment, will be borne solely by the Vendor (i.e., at no cost to the Department). For any infrastructure
or purchased equipment transferred to the Department from the Vendor, the Vendor is responsible for
the costs to pack, insure, transport, and install hardware in the Department’s facilities.
The Vendor shall perform installation and configuration of all software and hardware to deploy all aspects
of their proposed infrastructure Solution for all environments and scenarios including on-premises,
hosted, cloud, or hybrid.
The Vendor shall provide a transition strategy to any hosted Services Solution scenarios. The Vendor
shall develop and implement an approach to integrate any hosted infrastructure with the Department’s
infrastructure. The Vendor must also provide the following:
• Provision and installation of required hardware, software, and equipment, including multi-tiered
components, operating systems, and databases (storage, access, and recovery)
• Provision and installation of required tools, including database maintenance and monitoring,
security administration, system and upgrade administration, diagnostic, data warehouse
administration, system monitoring, load balancing, and interface management
• Provision and implementation of application/process monitoring, such as resource utilization,
processing workloads, interfaces, resource consumption, workload, incidents, and performance
data
• Development and implementation of troubleshooting and performance resolution processes, to
include root-cause analysis of infrastructure-related issues
• Installation and support of multiple functioning environments (e.g., development, testing, training,
staging, and production) including a process for recovery for critical environments (System Test,
User Acceptance Testing (UAT), Training)
• Development and implementation of an approach for the staging, space requirements, and
environments for activities such as conversion, testing, training, and Prototyping
• Development of processes and procedures to allow the Solution to be fully recoverable and
accessible with minimal data loss, within Recovery Time Objectives (RTO) and Recovery Point
Objectives (RPO) service level expectations
6.3.1 Disaster Recovery
The Vendor shall work in partnership with the Department to assess current Department disaster recovery
capabilities and obligations. These capabilities include all systems, communications, physical staff

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locations, data storage and processing locations, servers, data sets, and application code. The Vendor
shall identify the scope, components, roles and responsibilities, resource requirements, training
requirements, and exercise and testing schedules for disaster recovery. The Vendor shall work with the
Department to identify the criticality of the data, the maximum acceptable outage, the best methods for
assuring continuity of operations, and the triage methods for managing disasters.
The Vendor is responsible for the development of a Disaster Recovery Plan for the Solution that includes
an approach that provides for sufficient redundancy of the Solution, including proper failover, backup,
and restore functionality to maintain uninterrupted continuity of operations through any foreseeable event
and to quickly recover from unforeseen disasters. The Disaster Recovery Plan must also include
procedures, maintenance responsibilities, processes, training, and exercises to test and execute disaster
recovery activities. The Department will work with the vendor to incorporate the Disaster Recovery Plan
for the Solution in the Department’s disaster recovery plan.
The Vendor shall also develop a Disaster Preparedness Plan (DPP) to include provisions for pre-disaster
records protection, resource expectations, and an alternative recovery plan that must allow the continuity
of system performance in accordance to the service level expectations in the event of an actual disaster.
The Department will conduct and report on disaster recovery exercises annually. The Vendor shall
resolve any issues related to recovery exercises and update the DPP to prevent the recurrence of the
issues.
6.3.2 Emergency Events
There are times when incidents threaten public safety, health and welfare which necessitate the
heightened operations of the Department personnel and will require increased access to the Solution.
During this time, the Department will declare an Emergency Operations period where the Solution will
need to operate under procedures documented as part of a mutually agreed upon emergency operational
framework. The Vendor shall develop an emergency operational framework, to be included the
Operations and Maintenance Plan, and will define how the Solution will operate during the period in order
to maximize the Solution availability by identifying critical system operations that must still occur, as well
as operations that can be deferred or reduced until the resumption of normal operations.
In the event of a disaster or emergency, the Department may exercise oversight authority over the Vendor
to assure implementation of approved disaster and emergency processes.
The Department may require a reduced nightly maintenance window during emergency events.
6.3.3 Infrastructure Delivery
At a minimum, the following services must be included for all infrastructure delivery methods:
• Identification of the primary hosting data center and backup hosting sites, including management,
location, tier, and distance
• Provision and implementation of an approach to program management to include audit support,
primary contact, service catalog, and service delivery

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• Provision and implementation of an approach to service management to include infrastructure

service desk, incident management, system configuration management, release management,
performance, and capacity management
• Provision and implementation of an approach to shared services (tenancy) impact, including
system security, reliability, performance, and a dedicated database
• Development of a robust exit strategy, where applicable, to transition from any hosted, cloud, third
party, or hybrid infrastructure scenarios to another provider
6.3.4 Minimum System Infrastructure Project Deliverables

• System Infrastructure Technical Documentation, updated at specified intervals
• Disaster Recovery Plan, updated at specified intervals
• Disaster Preparedness Plan, updated at specified intervals
6.4 Solution Analysis and Design
Prior to starting formal Solution Analysis and Design activities, the Vendor shall develop and deliver a
Solution Analysis and Design Strategy for consideration and approval. The strategy must demonstrate
how the Vendor shall accomplish the Project goals. In addition, the strategy must indicate the approach
for producing the outcomes specified in the Business Capability Model and for satisfying the full volume
of WPII detailed business requirements to implement a fully configured Solution for the development and
delivery of the Five-Year Work Program.
The Solution Analysis and Design Services shall include three primary components: requirements
management and confirmation, business process standardization and modeling, and Solution design
specifications.
The Vendor is also responsible for providing the services listed below and must describe in the Solution
Analysis and Design Strategy Deliverable their approach for delivering these services:
• Demonstration of baselined configuration and Prototypes
• Implementation of all tools, applications, and procedures which will be used to support the
Solution Analysis and Design activities
• Development and execution of an approach to determining appropriate user interface designs,
data structures, queries, reports, and data visualizations needed to accomplish the business
capabilities
• Customization of online help functions delivered with the proposed software to support the
software as configured and customized
• Development and execution of an assessment process to demonstrate Project compliance with
financial and accounting-related internal controls to be maintained within the Solution

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The Vendor shall develop, maintain, and provide Solution Analysis and Design documentation according
to the agreed upon Project schedule deadlines, updating the documentation at specified intervals
throughout the Project. In addition, the Vendor shall confirm final updates and deliver to the Department
complete design documentation in accordance with the Project schedule.
The Department expects the WPII Project will employ a multi-phased implementation approach, therefore
it is expected the Solution Analysis and Design activities shall be iterative and recurring in nature across
Phases. In addition, the Department expects application configuration activities to begin as logical
collections of Functional Solution Designs are completed and approved; commencement of technical
design and configuration activities do not require the completion and approval of all in-scope functional
designs. For example, Solution design and development activities in each Phase may occur
simultaneously to optimize the use of time and resources. The Vendor’s proposed Project schedule and
implementation approach should reflect these expectations.
6.4.1 Requirements Management and Confirmation
The Vendor is responsible for maintaining all WPII detailed business requirements in all Phases and
Stages of the Project, including confirmation, design, development, testing, and validation, to ensure they
are ultimately met during implementation and post go-live. The Vendor shall develop and deliver a
Requirements Management Plan for consideration and approval that describes the methodologies,
processes, and tools to facilitate the analysis of the WPII detailed business requirements throughout all
Project Phases and Stages. The Vendor must utilize Department approved methodologies and tools,
including a Requirements Traceability Matrix (RTM), to appropriately inventory, validate, trace, test, and
implement requirements throughout the requirements management process.
The Vendor shall facilitate the finalization of the WPII detailed business requirements, which reflects the
outcomes of the requirements confirmation, fit/gap analysis, and gap resolution activities as described in
this section.
During the Solution Design Stages, the Vendor shall facilitate and lead WPII detailed business
requirements confirmation activities and work collaboratively with the Department’s staff to understand
FDOT’s expectations for each requirement, including the supporting comment references on the
requirement entries and stated business rules related to each requirement, where applicable. The list of
requirements agreed to in the contract between the Department and the Vendor shall serve as the primary
input for the confirmation exercise. The confirmation activities shall include the validation of the phasing
of WPII detailed business requirements. Business requirements may be added, split, changed, or deleted
during confirmation activities, as agreed upon between the Department and Vendor, per the requirements
governance process specified in the Project Management Plan.
The Vendor’s approved methodology will be used to clarify, confirm, and maintain the requirements. The
methodology shall clearly indicate the process to be followed during the requirements confirmation
sessions. The Vendor shall perform the initial preparations to conduct the requirements confirmation
sessions, and all confirmation sessions shall have a clearly defined agenda. The Vendor shall evaluate
the completeness of each requirement and ensure all requirements are accurately captured. In addition,
the Vendor shall verify requirements with the Department to ensure requirements are correct,

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understandable, and testable. Requirements will be agreed upon by FDOT and the Vendor, and the
Vendor shall document any subsequent requirements identified throughout the Project. The disposition
of all modified and new requirements shall be handled through the Project’s official change control
process. Traceability shall be maintained for all requirements over the Project lifecycle and accessible
for review by Project stakeholders. The Vendor shall ensure requirements are clearly traceable between
all Solution Analysis and Design Deliverables, as well as applicable technical design documentation, test
scenarios, test scripts, and training materials.
The Vendor shall provide a requirements management tool which the Vendor will use to manage the
requirements. The tool shall be subject to Department approval, be web-enabled, provide export features,
provide comprehensive reporting and data visualization features, provide review and approval workflow
functionality, and provide import/integration functionality for standard tools such as Microsoft Excel. The
provided tool should be able to withstand any necessary compliance audits that may be requested. The
tool shall include the ability to create a robust Requirements Traceability Matrix.
The Vendor shall:

• Provide a defined methodology and tool to inventory, validate, refine, maintain, and trace all
requirements
• Maintain versioning control of all requirements
• Develop and communicate the process to conduct requirements confirmation sessions
• Develop and communicate the schedule of requirements confirmation sessions
• Provide logistical support for requirements confirmation sessions, in coordination with the PMO
• Conduct and document results of requirements confirmation sessions, including requirement
additions, modifications, deletions, decisions made, action items, and outstanding issues to be
addressed
• Facilitate the requirements confirmation sessions in a manner that ensures efficient use of the
participants’ time
• Provide status updates according to prescribed Project status reporting standards, to report
metrics, decisions made, action items, and outstanding issues for each requirements confirmation
session
• Document and maintain all requirements in the requirements management tool and RTM
throughout the requirements confirmation activities (and all subsequent Project Phases and
Stages)
The result of these activities is the confirmed set of WPII detailed business requirements with updates
reflected in the Exhibit L – Business Requirements and also in the RTM.
Fit/Gap Analysis
After the WPII detailed business requirements are confirmed and the Phase and planned Solution for
each requirement are validated, the Vendor shall facilitate, lead, and document a requirement-level fit/gap
analysis. During the fit/gap analysis, the Vendor shall provide a demonstration of how the software

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capabilities can be configured to meet specified business requirements (i.e., fit) or describe a Solution(s)
outside of the delivered software products’ capabilities (i.e., gap). In cases where the Vendor’s Reply to
the business requirement is not met through configuration, the Vendor shall provide as much of a
demonstration as possible to allow the Department to understand the extent of the gap between what the
software delivers and the requirement. In addition, the Vendor must present options and recommended
Solution alternatives to address the gap.
The Vendor shall:

• Provide a schedule of fit/gap analysis sessions with Department staff
• Organize and lead all fit/gap analysis sessions, including the demonstration of relevant
functionality, documentation of findings, options and recommended Solution alternatives, and
completion of follow-up activities
• Deliver a comprehensive Fit/Gap Analysis Report which specifies the fit or gap details relative to
each requirement
• Update the requirements in the requirements management tool and RTM to reflect the fit/gap
analysis outcomes
Gap Resolution
The Vendor shall facilitate and lead a collaborative effort with the Department’s staff to analyze each gap
identified during the fit/gap analysis and agree upon how each gap will be resolved (e.g., customization,
workaround, change in business process, elimination of requirement, implement in later Phase, additional
software, or use of Departmental computing assets). The resolutions shall be identified in a Gap
Resolution Report and documented through the requirements management process.
At the beginning of each subsequent Phase, the fit/gap analysis and gap resolution shall be repeated to
confirm or update previous results, as requested by the Department.
The Vendor shall:

• Provide a schedule of gap resolution sessions with Department staff
• Organize and lead all gap resolution sessions, including recommendations for gap resolution,
documentation of resolution decision, and completion of follow-up activities
• Deliver a comprehensive Gap Resolution Report which specifies the gap resolution details relative
to each applicable requirement
• Update the requirements in the requirements management tool and RTM to reflect the gap
resolution outcomes
The Vendor shall fulfill the requirements of the Solution, in accordance with the Contract, at the agreed
upon fee and terms referenced in the executed Task Work Order, unless the Department otherwise
consents to changes in fees or terms in an executed Task Work Order Amendment. The Vendor must
coordinate with the Department to produce a complete set of Baselined WPII Detailed Business
Requirements prior to beginning subsequent Solution Analysis and Design activities.
6.4.2 Business Process Standardization and Modeling

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The Vendor shall work together with the Department to document future state Department business
processes to reflect the approved system functionality. The future state business processes shall be
designed to enable the Department to effectively employ the WPII Solution to produce the required
business outcomes and realize the benefits of the system implementation. All in scope business process
models shall be reviewed and approved by the Department and documented in a Final To-Be Business
Process Models Deliverable.
The Vendor shall:

• Produce future-state business process model documents that include:
o An overview of the business process
o Process flow diagrams
o Department and external roles, inputs, and outputs, including process activities, reports,
workflows, interfaces, and linkages to other processes and process areas
o Major change impacts, and will be used as input to the Change Impact Inventory
• Identify and document the criteria for measuring success after go-live and anticipated results for
process areas and individual processes (e.g., Key Performance Indicators)
• Identify and document change impacts in terms of processes, procedures, and policies
• Facilitate process walk-throughs with FDOT stakeholders
• Compare and map current business transactions to future business transactions
• Identify key data elements within the business process model documents to meet data
capture/reporting requirements and provide input to the Business Data Dictionary
• Provide input to Organizational Readiness activities (e.g., Organizational Change Management
activities, communications plan, and training plan) for changes to processes, roles,
responsibilities, and skillsets as a result of future state business processes
• Provide input to the Application Configuration and Development team during the Development
Stages to ensure designs are implemented as expected
6.4.3 Functional Solution Design Specifications
The Vendor shall develop a conceptual system design and comprehensive Functional Solution Design
Specifications based on the WPII detailed business requirements confirmation, fit/gap analysis, gap
resolution, and future state process models. The Functional Solution Design Specifications shall include,
graphics and narratives pertaining to screen layouts, configuration, customizations, reports, forms,
queries, data visualizations, and workflows, as well as interfaces, integrations, and data conversions. All
business rules and workflows shall be documented in detail.
The Vendor shall develop Prototypes to depict the WPII Solution functionality including all screens which
will be available in the final WPII Solution. The Vendor shall validate needs through iterative Prototyping
of forms/screens, menu navigation, business functions, and walk-throughs with the Department. At the
completion of the WPII Solution development, the Vendor shall ensure the functional system design is

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updated to represent the complete “as installed” WPII Solution.
The Functional Solution Design Specifications Deliverable shall become contractually binding on the
Vendor upon its acceptance by the Department and shall serve as the basis for the detailed technical
design and specification documents (e.g., development checklists, configuration workbooks, etc.).
At a minimum, screen layouts, forms, reports, queries, and data visualizations shall include the following:
• All screen layouts, reports, queries, forms, and data visualizations specifically identified in the
Baselined WPII Detailed Business Requirements
• All screen layouts, reports, queries, forms, and data visualizations specifically identified in the To-
Be Business Process Models
At a minimum, workflows shall include the following:
• All workflows specifically identified in the Baselined WPII Detailed Business Requirements
• All workflows specifically identified in the To-Be Business Process Models
At a minimum, integrations and interfaces shall include the following:
• All integrations and interfaces specifically identified in the Baselined WPII Detailed Business
Requirements
• All integrations and interfaces specifically identified in the To-Be Business Process Models
6.4.4 Minimum Solution Analysis and Design Project Deliverables
• Solution Analysis and Design Strategy

• Requirements Management Plan
• Documented Fit/Gap Analysis
• Gap Resolution Report
• Baselined WPII Detailed Business Requirements
• Final To-Be Business Process Model, updated at specified intervals
• Functional Solution Design Specifications, based on business function and solution development
grouping
• Business Data Dictionary, based on business function and Solution development grouping
6.5 Application Configuration, Development, and Maintenance

The Vendor shall use industry standards and best practice methodologies for effective, efficient, and
secure software configuration and development activities to ensure the required business outcomes. The
Vendor shall comply with the Department’s best practices and standards, including, but not limited to, the
most current version available on the Florida Department of Transportation Standards and Guidelines

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website (https://www.fdot.gov/it/appdevstandards). Prior to the development work, the Vendor shall create
and submit for approval technical design specifications for all Reports, Interfaces, Integrations,
Conversion, Extensions, Forms and Workflows (RICEFW) components based on functional designs
identified and approved as part of Solution Analysis and Design. The Vendor shall perform development,
configuration, and unit testing activities as part of Development to meet the validated process flows and
requirements, based on designs identified and approved as part of Solution Analysis and Design. This
includes all configuration and development required to implement all in-scope aspects of the Solution for
each Phase.
The Vendor shall deposit a copy of the source code, configurations, and customizations for the licensed
software into a third-party escrow. With each new release or implementation of the software provided to
the Department, the Vendor shall maintain the updated code in escrow. In the event the Vendor files for
bankruptcy or ceases operations for any reason, the Department shall be promptly provided the current
version in escrow. The Department will only use the escrowed code to support the licensed software
subject to provisions referenced in Exhibit D – Standard Written Agreement.
The Vendor shall develop and document development and unit testing guidelines. These guidelines shall
be approved by the Department before any configuration/coding or development can begin. The Vendor
shall maintain configuration/code review and unit testing results for quality assurance reviews by the
Department. Unit testing shall be done on each unit of configuration/code to ensure it functions as
specified leveraging the Department’s transportation production-like data.
The Vendor shall develop an Application, Configuration, and Development Strategy that describes the
approach to be taken to application configuration and development for the Project. As a component of
the Application Configuration and Development Strategy, the Vendor must provide information on the
Information Systems Development Methodology (ISDM) or methodologies for use in the development of
the Solution. The ISDM shall meet the following criteria:
• Must be cohesive and documented with workflows and decision points that promote efficient
control of the development process at all times
• Demonstrates coordination of requirements identification, technical design, configuration,
programming, unit testing, rework, retesting, and the acceptance process
• May be iterative/agile, waterfall, or a hybrid. To the degree the ISDM is iterative or agile, indicate
assumptions about the number of iterations and the progressive result(s) expected from each
iteration. The Department encourages aggressive use of Prototyping, piloting, early testing, and
early submission for Department review
• Enables the Department to see measurable results at short, fixed intervals
• Includes well-defined development with a clear definition of the expected, progressive results
The Vendor shall provide tools and procedures to aid in the software configuration and development
process. The Vendor shall deliver and update Application Configuration Documentation and Application
Development Documentation throughout the Project. This documentation shall include:
• The Solution schedules, services, dependencies, batch processes, interface file layouts, and
application program interfaces (APIs) for any real-time interfaces
• Electronic data interchange (EDI) implementation guides

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• Software configuration management process(es)

• Customization/configuration parameters
• Exit points and exposed parameters
• Tool-specific guides (problem tracking tool, change tracking tool, version control tool, etc.)
• A comprehensive data model that includes an updated detailed Data Dictionary. The Data
Dictionary must include a crosswalk that reflects the data elements used by each function or
module, entity-relationship diagrams (ERDs), new user-defined elements, and a tool and process
for keeping the Data Dictionary current
The Vendor shall develop complete Operations and System Documentation. This documentation must
include overviews of the application, system structure, security, major processing, required interfaces,
and report documentation. This documentation must also include a list of all required periodic
maintenance tasks and annual processes. This documentation must also describe the overall batch and
background process schedule, including dependencies, sequencing, timing, and recovery procedures in
the event of aborted jobs or other job errors.
The Vendor must provide application configuration and development services including, but not limited
to, the development and implementation of approaches to:
• Creating and managing software change control, including, but not limited to, check in, check out,
branching, and release management (to be codified in a Configuration Management Plan)
• Managing access to data and development environments
• Software troubleshooting, error handling, defect resolution, and maintenance
• Scheduling of triggers, reports, queries, and jobs, minimizing material impacts to the transactional
system
• Report distribution for all authorized End-Users
6.5.1 Configurations and Customizations
The Vendor shall work closely with the Project Team, functional support staff, and technical support staff
to meet process, workflow, functional, technical, and security requirements through software
configuration and development, to the extent possible. The Vendor must demonstrate the configured and
developed software at specified intervals during the Project. An inventory of development items, including
a list of customizations, shall be identified as part of the Solution Analysis and Design activities. The
Vendor shall have responsibility for the design, coding, documentation, testing, knowledge transfer, and
implementation of all customizations, as well as demonstrating how customizations provide the
capabilities necessary to meet the required business outcomes.
The Vendor shall provide an ongoing support impact methodology that can be used by the Department
to determine the ongoing maintenance impact of configurations and customizations to the software that
are identified following go-live of the Solution. The methodology shall include an evaluation of specific
configurations and customizations, definition of roles, and the cumulative effect they have for the Solution

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as a whole, within a module, and/or within a support process.
6.5.2 Reports, Queries, Data Visualization, and Forms Development
The Vendor shall configure/develop, manage, and monitor the standard and custom reports identified
during the Solution Analysis and Design activities. The Vendor must develop, test, automate, and deploy
all required reports, queries, data visualizations, and forms in conjunction with the appropriate execution
of organizational readiness and knowledge transfer activities. The Vendor shall configure/develop,
manage, and monitor a data warehouse to support reporting, querying, extracting, and data visualization
capabilities identified during Solution Analysis and Design activities.
6.5.3 Workflow Configuration and Development
The Vendor shall develop and configure workflows based on functional Solution design specifications.
The Vendor shall also develop a process to manage workflow changes and monitor efficiencies of
workflows. The Vendor shall provide software, tools, and services to analyze, configure or develop, and
test workflow, notification, and approval processes.
The Vendor shall develop and include configuration, management, and monitoring activities in a Workflow
Administration Guide. The Vendor must perform the following in the development of the Workflow
Administration Guide, including, but not limited to:
• Document the setup of the notification, review, and approval rules
• Develop and support notification, review, and approval roles and End-Users for the Solution.
• Document the consideration of technology controls
• Develop and support procedures and documentation that enable support staff to effectively
administer, maintain workflows, and monitor the progression of the steps within the workflows
6.5.4 Release Management
The Vendor shall be responsible for planning, organizing, and providing tools for Solution-related release
management for application source code, software configuration and parameters, operating systems,
database management system (DBMS), hardware, and other technical environment components. The
Vendor shall document these activities as release management procedures. For each release, the
Vendor shall provide release notes and user training or other user support, as applicable.
6.5.5 Patch Management and Upgrades
The Vendor shall track, manage, install, and test all software patches, service packs, code fixes, new
releases, and upgrades for all software acquired, licensed, or otherwise provided in association with the
Project as part of the Solution. The Vendor shall document patch management procedures, including a
roadmap for upgrades to the new versions of all components of the Solution software. This roadmap must
address all aspects of the Solution, including the software product(s), operating system(s), DBMS, and

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updates to any customizations. The Department does not intend to implement any upgrades during any
deployment period without thorough testing and analysis of potential schedule impacts. The patch
management procedures must consider patch management and upgrade activities to be performed
during post-implementation support.
6.5.6 Minimum Application Configuration, Development, and Maintenance Project Deliverables
• Application Configuration and Development Strategy

• Application Configuration Documentation, updated at specified intervals
• Application Development Documentation, updated at specified intervals
• Operations and System Documentation, updated at specified intervals
• Workflow Administration Guide
• Configuration and Release Management Procedures, updated at specified intervals
• Patch Management and Upgrade Procedures, updated at specified intervals
6.6 Interfaces and Integrations
The Vendor is required to provide interface and integration development Services using modern
architecture styles such as service-oriented architecture (SOA), message-oriented middleware (MOM),
and enterprise application integration (EAI). These services shall provide for data exchanges between
and among components of the Solution, and between and among the Solution and other Department and
external systems. These services shall focus on the development of interfaces that load data as needed
to respond to real-time requirements versus batch loading of large datasets to multiple environments.
The Vendor shall develop an Interface and Integration Strategy that aligns to the System Infrastructure
Strategy and describes an approach for handling data and application integration internally to the
Solution. The strategy should also describe how data and application integrations will be handled
between the Solution and external systems and include integration solutions that use the Department's
Informatica suite of tools including PowerCenter and PowerCenter Real Time. If the Informatica suite of
tools are not compatible with the Solution, the strategy should state why and include potential alternatives
for integration with external systems. As part of the development of the Interface and Integration Strategy,
the Vendor must include activities and timing for planning, design, development, testing, and training,
including activities and resources required by Department development staff. This strategy must account
for required interfaces for each business process, including data sources, data destinations, data
volumes, data mapping, data validations, timing requirements, and stakeholders.
The Vendor shall evaluate existing external interfaces and assess the quality of the interfaces and how
they may be best leveraged in the WPII Solution. For interfaces that do not provide or accept the
information needed by the WPII Solution, concurrence on the interface description shall be required from
the entity that controls the interfacing system. The Vendor shall obtain approval from the entity in these
instances. Prior approval by the Department is required for interface changes.

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The Vendor must prepare Integration and Interface Functional Designs and Technical Documentation
that define all fundamental patterns and standards related to interfacing with the Solution and other
systems to allow them to establish and access the interfaces successfully. The Vendor shall validate the
Interfaces and Integrations are represented in the Functional Solution Design Specifications. The Vendor
shall provide technical assistance, testing, and troubleshooting support to the Department’s staff in the
use of the interfaces. The Vendor shall review and analyze the current Department interfaces, business
requirements, technical requirements, and business process integration points to identify and create
Solution integration points. These integration points will include the population of identified legacy
application tables, being replaced by the Solution, enabling remaining legacy applications to function with
little or no remediation.
The Vendor must provide the following interface and integration Services:
• Creation of automated real-time interfaces using Web services, application program interfaces
(APIs), representational state transfer (REST), simple object access protocols (SOAP), Extensible
Markup Language (XML), and similar patterns and protocols
• Establishment of frameworks and patterns for systems data integration, including, but not limited
to, extract transfer load (ETL), enterprise service bus, web services, data quality, data profiling,
data lineage, replication, change data capture capabilities, and complex event processing
• Integration with other technologies, such as email, OpenText eDocs document management,
business intelligence/analytics, collaboration tools, established enterprise integration frameworks,
and application integration products
• Monitoring, troubleshooting, alert notification, and reporting for interface operation
• Error handling, reconciliation, data correction, and auditing of interface operations for the
Department’s functional, security, and technical support staff
• Identifying exception implications and temporary interfaces, as needed for parallel processing,
State year-end, Federal Year-End, and Federal Highway Administration (FHWA) activities
The Vendor shall deploy each interface and verify that the interface is working according to the approved
design.
6.6.1 Minimum Interfaces and Integration Project Deliverables

• Integration and Interface Strategy
• Integration and Interface Functional Design and Technical Documentation, updated at specified
intervals
6.7 Data Conversion and Data Migration
The Vendor is required to provide data conversion and data migration Services to migrate data to the
Solution. The Vendor must provide technical assistance, training, testing, and troubleshooting to confirm

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success of these data conversions and migrations. The Department anticipates that the Financial
Management (FM) Suite of Systems and Supporting Financial Applications, (refer to Exhibit M –
Background Information) will be the primary sources of data to be converted in each Phase. However,
additional sources of data may be leveraged for conversion efforts. The Department shall cleanse,
prepare, and extract data needed for conversion, and the Vendor shall transform and load any data
necessary for conversion efforts.
The Vendor shall develop a Data Conversion and Migration Strategy for converting data from multiple
sources. The Data Conversion and Migration Strategy must address key conversion activities such as
confirming data and attributes to be converted and conversion design, development, and testing
activities. The strategy must incorporate activities and resources required by the Department. The Vendor
shall develop a Data Conversion and Migration Plan for each Phase to document the details for data
cleansing, data conversion sources, data volumes, data mapping, timing requirements, and stakeholder
confirmation and responsibilities.
The Vendor shall be responsible for all data cleansing within the transformation process and activities to
improve the accuracy, quality, and integrity of the data to be converted and migrated to the new system.
This includes the identification of data discrepancies during the data conversion process based on the
criteria supplied by the Department. This activity may result in cleansing activities by either the Vendor
or the Department based on whether the cleansing involves manual correction to the data in the source
system or systematic correction in the conversion process based on the additional criteria provided by
the Department. The Department is responsible for manual changes to the data in the source system.
The Vendor shall include the additional criteria provided by the Department to cleanse the data during
the systematic conversion process. The Vendor shall perform the data cleansing using the Department’s
selected Data Management Quality platform, Informatica – Intelligent Data Quality. Data stored in the
current systems is known to have some inaccuracies, duplication, and gaps. The Vendor shall produce
reports to identify records that are probable issues based on criteria supplied by the Department.
The Vendor shall work closely with the Department to formulate data conversion algorithms to convert
the existing electronically stored data. The Vendor shall develop the logic using the Department’s
selected Data Management platform, Informatica PowerCenter; to extract data from all existing systems
including identified historical data, ancillary databases, and Excel spreadsheets and transfer it into the
new Solution.
The Vendor data conversion Services shall also include the following:
• Development and implementation of a strategy and approach to data conversion processes,
programs, Vendor and Department responsibilities, and tools required
• Development and implementation of an approach to coordinate and execute multiple data
conversions based on deployment approach
• Coordination of pre-conversion activities such as verification of data to be converted, archiving,
purging, and cleansing of data
• Development and implementation of an approach to conversion error handling, reconciliation, data
correction, auditing, and resolution of issues
• Development of data maps and data volume listings

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• Building crosswalk file structures required to assist in the development of test scenarios and
execution of acceptance testing
• Development of reports and other means for the Department’s staff to validate converted data
• Creation and maintenance of data conversion technical documentation, including an audit trail to
track the accuracy of all conversion efforts
6.7.1 Mock Conversions
The Vendor shall be responsible for running multiple mock conversions in a Project technical environment
to test conversion procedures and to verify that data is being converted successfully, accurately, and
completely. The Vendor shall provide and include in the Data Conversion and Migration Plan, the
automated tools or programs that assist the Department in determining that the converted totals match
source totals, record counts are accurate, converted data passes all validations, and conversions occur
within the window of time available during planned deployment activities.
At a minimum, converted data shall be made available and used for system integration tests, performance
tests, and acceptance tests.
Department verification and approval of mock production data conversion is required at least sixty (60)
calendar days prior to production go-live.
6.7.2 Minimum Data Conversion and Data Migration Project Deliverables

• Data Conversion and Migration Strategy
• Data Conversion and Migration Plan, for each Phase
• Data Conversion and Migration Technical Documentation, updated at specified intervals
• Data Conversion and Migration Reports – to document completion of testing and verifying results
6.8 Data Architecture
The Vendor is required to provide data architecture Services to architect structured and unstructured data
interfaced with the Solution environment. The data architecture must also include standards and
frameworks used for the Solution environment. The Vendor shall develop and support a Data Architecture
Strategy that aligns to the System Infrastructure Strategy and the architecture of existing data sources.
The strategy must include the use of the Department’s Informatica PowerCenter and PowerCenter Real
Time for interfacing with legacy applications. The Vendor shall propose additional required tools and
technology to accomplish the interfaces and integrations as described in Section 6.6. The strategy must
also incorporate data preparation and business intelligence and analysis to support Department reporting
infrastructure.

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The Vendor shall create and maintain a Data Management Plan and Data Architecture Technical
Document containing the following:
• An approach to data and information lifecycle management, including storage requirements,
security, encryption, masking, integrity controls, access controls, compliance,
integration/federation, virtualization, archiving, retention, migration, and maintenance
• A strategy for master data management
• Roles and responsibilities
• Platforms, integrations, and data sources
• Data analytics processes and tools
• Data administration, monitoring, and tools
• Data loss prevention (DLP) strategies
• Data models, data designs, data structures, and data formats
6.8.1 Minimum Data Architecture Project Deliverables

• Data Architecture Strategy
• Data Architecture Technical Document, updated at specified intervals
• Data Management Plan, updated at specified intervals
6.9 Security and Technical Compliance
The Vendor shall develop a comprehensive Security and Technical Compliance Strategy that aligns to
the System Infrastructure Strategy and addresses network security, data criticality analysis,
administrative, technical, and physical safeguards, and requirements for regulatory compliance, all in
coordination with the Department and Subvendors. The Vendor must implement security configuration
and controls consistent with the Department’s security rules and policies and state and federal laws and
policies. These controls include standards identified in the SANS CIS Critical Security Controls, the
Florida Information Technology Security Standards of Chapter: 60GG-2, F.A.C., and the Florida
Information Technology Architecture Standards of Chapter 60GG-5, F.A.C. These specific 60GG
chapters are identified below:
6.9.1 Specific 60GG Chapters

Chapter 60GG-2, F.A.C. – Florida Cybersecurity Standards
Governed by the Division of State Technology, Chapter 60GG-2 F.A.C., Information Technology Security,
also known as the Florida Cybersecurity Standards (FCS), establishes cybersecurity standards for
information technology (IT) resources. State Agencies are required to follow these standards in the
management and operations of state IT resources. The Department must adhere with the Florida

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Cybersecurity Standards for all IT projects created by the Vendor, Department, or in collaboration. The
Vendor must be familiar with the State cybersecurity standards and be prepared to work with the
Department to satisfy all requirements.
Chapter 60GG-2.002, F.A.C. - System Security Plans

In support of the Florida Cybersecurity Standards, 60GG-2 F.A.C. Section 60GG-2.002, the Department
requires that all IT systems have a system security plan (SSP). The SSP must address the security setup
of the system, ensuring that security controls required by Section 60GG-2.003(5)(g)(4) are in place. The
SSP must be submitted by the Vendor and approved by the Department Information Security Manager
(ISM) prior to system implementation. The SSP must be completed using the SSP template made
available from the Department ISM. The SSP must be submitted during the System Design/Configuration
Stages to allow time for changes in the security design that may be required. Upon receipt of the SSP,
the Department will have ten (10) business days to review. The ISM will respond with feedback, approval,
or denial of the plan. The Vendor must allow time for adjustments to the plan and resubmittal to the ISM.
After the SSP is approved, the Vendor shall keep the SSP updated as necessary or upon notification by
the Department of a deficiency in the SSP. Any change to the SSP must be reviewed by the Department
and approved by the ISM. The Florida Department of Transportation Security Plan Template can be found
here (https://www.fdot.gov/procurement/work-program-integration-initiative).
Chapter 60GG-2.002, F.A.C. - Background Checks For Vendor Staff

Florida Department of Transportation (Department) requires Vendor employees working on systems
identified by the Department with a risk factor of moderate or higher to undergo an FBI Level II
background check. The Vendor shall pay the cost of their employee background checks. The Vendor
shall utilize the Department’s Originating Agency Identifier (ORI). Contract employees must successfully
pass the Level II background check before beginning work on the Project.
Chapter 60GG-2.002, F.A.C. - Risk Assessments

The Vendor that operates as a service provider agrees to perform a third-party risk assessment on vendor
owned resources that contain Department information. The assessment will follow the schedule below
and include a risk mitigation plan that assigns risk levels and proposed controls. A Plan of Action and
milestones will be shared and communicated with the Department as risk is mitigated. An annual
Attestation or Certification from a third-party assessment, or report or proof of certification such as but
not limited to a System and Organization Controls (SOC) 2, International Organization for Standardization
(ISO) 27001, etc. will be accepted in place of a third-party risk assessment.
Assessment categorization established as per Federal Information Processing Standards (FIPS) 199
Publication standards:
1. High – will be completed every 12 months
2. Moderate – will be completed every 18 months
3. Low – will be completed every 24 months
Chapter 60GG-2.005, F.A.C. - Security Incident Response

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The Vendor agrees to provide a security incident response plan, which will be added as an addendum to
the Department’s overall security incident response plan. The Vendor’s plan shall outline specific actions,
response time frames, and roles and responsibilities. The Vendor agrees to align its services with the
Department by monitoring and responding to security incidents of Department data and information
according to Section 282.318, F.S.
Chapter 60GG-5.001, F.A.C. - Identity Management

The Vendor agrees to ensure that Identity Management Services provide secure, reliable, and
interoperable mechanisms for authenticating the identity of devices, application services, and Users that
consume State information and application resources.
The Vendor shall comply with the State’s and Department’s Information Security Management
requirements on all security-related activities.
The Vendor must provide the following security and technical compliance services, including
development and implementation of:
• An approach to Solution security and technical compliance, including network security, software
security updates, physical access and audit reports, security breach notification, and user
provisioning against the destruction, loss, unauthorized access, use, or alteration of State data
• Physical safeguards to secure staff, equipment, and access to locations where work is performed
and data is stored
• Administrative safeguards to train, monitor, and enforce adherence to security protocols at all staff
levels
• An approach to define, document, design, configure, test, and implement security for resource
groups, security roles, user profiles, data level security, infrastructure, privacy, and sensitive data
• An approach to a role-based architecture and any hierarchies to include separation of duties with
detailed auditing and logging capabilities
• Security protocols to limit access to functionality or data records and elements, where appropriate
• An approach to review effectiveness of the implementation of the security configuration and
controls
The Vendor shall complete and maintain a confidential Department Security Plan based on the security
design and configuration of the Solution. The plan shall include a full description of dependencies on the
supporting platform, including operating systems, application servers, and other supporting applications
and how they will be configured for security.
The Vendor shall state in writing that the Solution meets the security requirements, all security procedures
have been identified, documented, and performed and all identified security issues have been
documented and resolved. In addition, the Vendor shall certify that the development items completed do
not contain code that compromises or weakens the security of any component of the Solution.
The Vendor shall ensure that the products and services it supplies and develops for the Department meet
Section 508 of the electronic and information technology accessibility requirements of the Rehabilitation

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Act Amendments, 29 USC Section 794. Section 508 of the Rehabilitation Act Amendments, 29 USC
Section 794, compliance information can be found at: https://www.section508.gov/manage/laws-and-
policies.
6.9.2 Information Technology Controls
The Vendor shall provide systems and services necessary to manage all IT development and production
activities. These services shall leverage information technology controls to promote the accuracy and
completeness of all data processing activities. The Vendor must develop and deliver an Information
Technology Controls Strategy that describes its approach to information technology controls.
The Vendor must review the Department’s existing internal control methods and adhere to them in the
development of its strategy including the Florida Information Technology Cloud First Policy of Chapter
60GG-4, F.A.C. The strategy must present a clear statement of the Vendor’s IT standards to enforce
accurate and complete control of data being processed, at all states (e.g., data at rest, data in transit),
and the certifications, audits, and monitoring that shall be performed to report on the Vendor’s execution
of those controls. This may include both internal and external audits and reports, including FHWA
certification, or similar computer system and internal control reviews.
The Vendor must also provide the following technology project control services:
• Staffing, job descriptions, policies, and procedures to segregate IT duties for organized regulation
of programs and functions between development and production environments so no individual
may make both program system changes and execute programs in production
• Control program promotion of code, interfaces, and batch job execution so only authorized and
monitored changes are made to production databases
• A methodology for auditing records and reporting compliance to demonstrate that all input records
to any function are uniformly and accurately processed according to business rules
• A Department Security Plan for monitoring Department staff, Vendor staff, and all other users’
compliance with security and privacy protocols and safeguards, updated with each enhancement
or release
• Evaluation of the adequacy and sufficiency of intrinsic software controls (e.g., logging, user access
control, timestamps, etc.) to address audits and security including a report of findings and
recommendations
• Support of periodic audits and reviews of the Vendor’s information technology internal controls
6.9.3 Minimum Security and Technical Compliance Project Deliverables Products

• Security and Technical Compliance Strategy
• Information Technology Controls Strategy
• System Security Plan

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• Security Incident Response Plan
6.10 Testing
The Vendor shall provide testing Services to deliver a fully tested and Department-accepted production-
ready Solution. Integration with the requirements traceability matrix is required for test development,
documentation, execution, and validation. The Vendor shall identify tools to automate testing to provide
greater productivity and efficiency in application testing.
The Vendor shall develop and deliver a Testing Strategy. The strategy shall include the approach to the
development and maintenance of testing plans, scenarios, scripts, processes, tools, and test execution
for all testing Services. The Vendor shall provide testing plans, scripts, processes, tools, test execution,
defect management, and entry and exit criteria for testing progression as applicable, the following testing
activities:
• Unit testing that validates modular configuration values and individual development objects
operate according to approved design specifications
• Functional system testing that validates dependent business processes and functional
requirements within a functional area can be fully executed and produce the predefined and
expected results for each test script
• Interface and integration testing that validates dependent business processes across functional
areas and Solution components interact seamlessly and that customizations, security, workflow,
configurations, data conversion programs, data exchanges with external systems, reports,
queries, data visualizations, and forms work as expected
• Parallel/comparison testing that compares outputs from the current systems and the Solution.
• Performance (load/stress) testing that validates readiness of the Solution to support the
Department’s transaction and user volumes (average and peak usage), simulating growth of the
user base and increased transaction volume and includes both interface/batch transactions and
online/End-User response times
• System recovery testing that validates that the Solution and each of its components may be
recovered and synchronized to a specific point in time
• Security testing that validates Solution and user security in each testing Stage and through post-
implementation support, addressing all of the Department’s policies and standards for protecting
the Department’s IT assets, resources, and data/information from unauthorized access, use,
disclosure, disruption, modification, or destruction, in order to provide integrity, confidentiality,
availability, accountability, and assurance
• Vulnerability and penetration testing that analyzes the Solution and environment to identify where
attacks would be likely to occur and simulates attacks to determine any areas that have been
overlooked. The Department may elect to contract with a third-party vendor to perform additional
penetration testing

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• Regression testing which validates that corrections and component changes will not negatively
affect previously accepted functions
• User Acceptance Testing (UAT) that validates the Solution is functioning as designed and
supports the Solution goals, verifies the conversion process, and confirms that the Solution is
ready, in accordance with readiness plan(s) and achievement of required business outcomes, and
is approved by the Department to be moved into the production environment
All testing Services shall include the following activities to develop and implement:
• An approach for confirming an environment is ready for testing
• An approach for loading and masking data and establishing data scenarios to support test
execution, including configuration values, converted data, and user security
• An approach for validating test scenarios against requirements/designs
• An approach for analyzing, validating, and reporting testing results
• An approach for testing interfaces with FLAIR/Florida PALM, FHWA, other funding partners, and
other external entities, including an approach for testing with entities who do not have adequate
testing environments
• An approach for testing database backups and restores during testing
• An approach for tracking, reporting, and resolving testing issues including the identification of all
impacted functions
• An approach to simulating and accelerating the Department’s State and Federal Fiscal Year-End
closings, annual financial cycles, and sequences of events to execute test scenarios and scripts
All tests prior to UAT must be thorough enough (i.e., the test coverage must be sufficient) to prevent UAT
from being used as a means to uncover errors that should have been found in previous testing. All
Solution components shall be tested and evaluated in accordance with the Testing Strategy. The
Department shall be responsible for executing UAT, including UAT script development and identifying
UAT participants. The Vendor shall perform the following UAT activities:
• Structuring test cycles
• Implementing a UAT environment that accurately simulates Production conditions
• Loading configuration values, converting data, and establishing user security in accordance with
the go-live deployment plan
• Submitting off-line jobs
• Performing backups
• Restoring databases (as required)
• Configuring security required for UAT participants
• Conducting initial UAT training
• Confirming delivery of training required for UAT participants
• Tracking, resolving, and reporting issue status for issues identified during testing

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• Analyzing and explaining testing results

• Answering questions from testing participants as they arise
The UAT shall verify the following:
• Ability to successfully execute UAT test scripts, end-to-end scenarios, and the conversion of
legacy data that verifies the business outcomes.
• Accuracy of financial and other system-produced results
• Adherence to all requirements and design documentation
• Free of any defects existing in the software
• Full installation of the application software
• Completeness and accuracy of system documentation, including online help functions
• Response time and overall system performance
• System hardware, software, and telecommunications performance
• System, data, and application security
• Accuracy/performance of system interfaces
The Vendor shall not consider any UAT test case complete until the Department accepts the UAT
Deliverable. The Vendor shall record and track all issues identified during UAT. The Vendor shall
troubleshoot all test result anomalies to determine the source of the problem. If necessary, the Vendor
shall update the test plan, test cases, and test scripts, and shall modify and re-test the WPII Solution.
Following any software change or test script change made during each UAT period, the Vendor shall
perform a regression analysis of tests already executed to determine which test results may have been
affected by the change and need to be re-executed.
Successful completion of UAT shall be required before the Solution can be approved for production use.
6.10.1 Minimum Testing Project Deliverables/Work Products

• Testing Strategy, updated at each Phase
• Unit Testing Plan, updated at specified intervals
• System Testing Plan, updated at specified intervals
• System Test Scenarios and Scripts
• Parallel Testing Plan, updated at each Phase
• Parallel Test Scenarios and Scripts
• Interface and Integration Testing Plan, updated at specified intervals

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• Performance Testing Plan, updated at specified intervals

• System Recovery Testing Plan, updated at specified intervals
• Security, Vulnerability, and Penetration Testing Plan, updated at specified intervals
• Regression Testing Plan, updated at specified intervals
• Regression Scripts
• User Acceptance Testing Plan, updated at specified intervals
6.11 Deployment
The Vendor shall plan for and lead Deployment activities to prepare for and confirm readiness for Solution
deployment by trained users, functional Solution components, software hosting, and converted data to
deploy the business capabilities and features of the Solution into production. The Vendor shall develop
a Deployment Plan for each Phase which addresses:
• Promotion of the Solution to the production environment
• Data conversion and population of the production system
• Processes and technologies to be used during deployment
• Vendor and Department responsibilities
• Approach to system availability to end-users
• Deployment schedule, including the identification of the steps leading up to the go-live and timing
of cutover activities
• Schedule for planned outages and maintenance windows
• Cutover checklists which include tasks to complete prior to, during, and after go-live (the
completion of readiness activities may appear on the cutover list)
• Strategies for issue resolution including rollback process and responsibilities in case of major
issues, as defined in the Contingency Plan, are encountered during the go-live deployment
• Deployment plan for communicating, staging, and activating user access into the production
environment
If the Deployment includes a subsystem or services provided by a Subvendor, the Vendor shall be fully
responsible (as prime Vendor) for the delivery of said subsystem(s) and services.
The Vendor shall conduct a successful mock go-live exercise prior to each Phase deployment.
Additionally, the Vendor shall define the roles and responsibilities for cutover activities for both Vendor
and Department. The Vendor shall submit a Mock Go-Live Result Report at least one calendar month
prior to the planned Phase deployment date. The result of each mock go-live exercise will be factored
into the go/no-go decision point prior to the actual Phase deployment.
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for managing risks and resolving issues that have been identified as impacting or potentially impacting
deployment. The Contingency Plan shall address the strategies for business and system continuity
planning and the criteria and plan for the possibility of reverting (roll-back plan) to previous steps during
deployment or to the previous system(s) of record as a result of deployment issues. Roll-backs may revert
to a previous step(s) during deployment or abandon the go-live and revert back to the use of the legacy
applications.
The Vendor shall execute the conversion activities in accordance with the Data Conversion and Migration
Plan at each Phase deployment. The Vendor shall perform conversions, including mock conversions prior
to go-live, test the conversion logic, coordinate all conversion activities, execute the control processes to
manage any manual conversion efforts, support the Department’s manual conversion as necessary, and
notify the Department of successful completion in Mock Conversion Result Reports.
6.11.1 Minimum Deployment Project Deliverables

• Deployment Plan, updated at specified intervals
• Approved Mock Go-Live Result Report
• Mock Production Data Conversion Result Report
6.12 Stabilization
The Vendor shall provide Stabilization Period Support (i.e., post-implementation support services or
“hyper care”) with sufficient staffing following each Phase go-live deployment. The Department
anticipates multiple Phase go-live deployments, and the Vendor shall develop a Stabilization Support
Plan for each Phase deployment, with stabilization periods depending on the business capabilities in that
Phase. The Vendor shall provide Stabilization support for a minimum of three months after each go-live
and a minimum of 15 months after the final implementation go-live date as agreed upon during
negotiations and documented in the contract. The following graphic is provided for illustrative purposes
to represent a hypothetical, multi-phased implementation and to distinguish the difference between
stabilization, warranty, and operations and maintenance periods.

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Prior to each Phase go-live, the Vendor shall create a Stabilization Support Plan including an approach
for resolving defects and issues. In addition to Help Desk Services described in Section 7.2, the Vendor
shall provide enhanced End-User Support during the Stabilization period. These services shall include
development and maintenance of a User Support Procedures document for providing support that is
tailored for every Phase implementation, and all activities, procedures, and steps necessary to allow the
Department and Vendor team members to provide required functional and technical support for the
Solution.
The Department and the Vendor are to have defined stabilization period responsibilities specified in the
Stabilization Support Plan.
The Vendor must provide the following Stabilization Support Services:
• Monitoring of production activities and assessment of system performance including specific
recommendations to improve processes and performance.
• Monitoring of success criteria identified in the business process documentation and anticipated
results for process areas and individual processes (e.g., key performance indicators), and the
required business outcomes.
• Development and implementation of a method for communicating post-implementation system
defects including problem definition, status and resolution.
• Updating online help content.
6.12.1 Deployment Project Deliverables

• Stabilization Support Plan
• User Support Procedures
6.13 Warranty
As each Phase of the Solution is implemented and accepted by the Department, the Vendor shall warrant
the Deliverables associated with that Phase of the Project for the proposed Warranty period. Warranty
shall be implemented on a phased or cascading basis, as each Task Work Order is accomplished. If the
implementation of subsequent Project Phase deployments interferes with the functionality implemented
in a preceding Phase, the Vendor shall perform the defect repair under the warranty for the subsequent
Phase. Vendor or its Subvendor(s) shall warrant that each software component will perform materially
according to the Department’s business and technical requirements, and Service Level Expectations. In
the event of breach of the warranty, Vendor or its Subvendor(s) shall promptly repair the software or
replace it with software of substantially similar functionality, or if the foregoing fails after reasonable efforts

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and the Department so requests, refund all fees paid pursuant to this Agreement for such software. The
Vendor shall coordinate installation and testing of repaired Solution components with the Department and
update all documentation affected by the change. The Vendor shall provide to the Department the full
standard warranty available for any components for the new Solution. The Vendor shall generate a
Warranty Services Performance Report at a frequency and timing agreed to with the Department during
negotiations and documented in the contract.
OPERATIONS AND MAINTENANCE
The Vendor shall plan for and perform all activities to operate and maintain the WPII Solution including,
but not limited to, hosting and administration, system administration, data administration, problem
troubleshooting, coordination and resolution, Solution backup and recovery, preventive maintenance and
repair, software updates, enhancements, and Help Desk Support Services. The Vendor shall include an
annual allocation of hours for Department approved enhancements. The Vendor shall perform Operations
and Maintenance Services in accordance with the Exhibit A - Scope of Services and Exhibit I - Service
Level Expectations (SLEs) as defined in the Contract, leveraging the approved operations and
maintenance plans and procedures.
The duration of the Vendor’s Operations and Maintenance Services is referred to as the Operations and
Maintenance Performance Period. This period will be determined during negotiations and documented
in the contract. The Vendor shall assume the Operations and Maintenance Performance Period begins
immediately following the first go-live deployment and continues a minimum of 24 months after the final
go-live Stabilization Period. The Operations and Maintenance Performance Period shall be organized
into annual periods, with the first period ending at the end of the State Fiscal Year (June 30), with the
remaining periods aligned with the subsequent State Fiscal Years. The Department reserves the right to
assume in portion or in whole Operations and Maintenance Services previously provided by the Vendor
starting 24 months after the final go-live Stabilization Period. The Department may assume these
responsibilities prior to the end of the 24-month period and will provide at least 20 days written notice of
exit transition to the Vendor of its plan to assume any portion of operations.
As part of the Implementation Services, the Vendor shall establish all documentation to plan for and
support the WPII Solution. Within 3 months prior to the first scheduled go-live deployment, the Vendor
shall submit a comprehensive Operations and Maintenance Plan and Operations and Maintenance
Application and Infrastructure Configuration Management Plans.
• The Operations and Maintenance Plan will outline the operational structure and activities of
the Operations and Maintenance team, including team composition and roles, services
provided, references to relevant business process documentation, list of tools anticipated to be
utilized, schedule of activities, and reference to performance expectations. The plan will
include the skills and knowledge for each role. The plan will be updated for each release such
that the scope of services and resources required to satisfy Operations and Maintenance for
each release remain consistent with performance expectations. Operations and Maintenance
team roles and personnel needs will be defined by considering expected capacity changes to
the Solution including increased user base per deployment. Vendor and Department resource
assignments within the Operations and Maintenance team will be updated for each release.
Operations and Maintenance tool and environment needs will be projected for expected scope

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changes of Operations and Maintenance.

• The Operations and Maintenance Application and Infrastructure Configuration
Management Plans will define the processes required to request, prioritize, approve, and
implement changes to the Solution applications or system infrastructure. Each plan will
consolidate, or reference related implementation Deliverables or Work Products. The plans will
include application and infrastructure configuration and development efforts for defect
resolution, enhancements, and patching as detailed in Sections 6.3 - System Infrastructure
and 6.5 - Application Configuration, Development, and Maintenance. The plans will define the
testing and installation of all software patches, service packs, code fixes, new releases, and
upgrades including related communications decision points and workflow.
Prior to the first go-live deployment, the Vendor shall create and submit operations and maintenance
procedures. The Vendor’s Project staff will create the initial procedure documentation. The
documentation shall enable an Operations and Maintenance Support Team to successfully support the
Solution while satisfying all key performance indicators. Prior to each additional go-live deployment, the
Vendor’s Project staff, partnering with the Operations and Maintenance Support team, will review and
update the Operations and Maintenance Plan and procedures with information relevant to the upcoming
deployment. The Vendor shall have the responsibility to train Vendor and Department Operations and
Maintenance Support Team members on the procedures and any updated procedures prior to the
scheduled deployment for each role. The Vendor shall establish measurements to confirm knowledge
transfer. The Vendor shall create the following, at a minimum:
• Incident Management Procedures – Consistent with help desk procedures, the help desk
incident management procedures will be operationalized as part of Operations and Maintenance.
Specifically, this will include Tier 2 and Tier 3 related ticket escalation processes and performance
expectations
• Interface Management Procedures – New and changed interfaces and related business
processes being deployed as part of the release will be operationalized as part of Operations and
Maintenance including monitoring and remediation processes
• Batch Management Procedures – New and changed batch jobs and related business processes
being deployed as part of the release will be operationalized as part of Operations and
Maintenance including monitoring and remediation processes
• Vendor Service Request Procedures – Service request information and processes for third-
party vendors associated with the Solution, infrastructure, or support tools anticipated to be
utilized will be documented and transitioned to Operations and Maintenance. The Operations and
Maintenance Support Team will be authorized and empowered to open service requests with
respective vendor support organizations
• License and Maintenance Management Procedures – Information and processes related to
license and maintenance support agreements for the Solution, infrastructure, and support tools will
be documented. The Operations and Maintenance Support Team will maintain license and
maintenance support agreements with the Vendor consistent with Contract terms
• System Infrastructure Capacity Plan – Plans for and documents the expected allocation of
system infrastructure resources and accounts for the planned growth of the Solution

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• Known Issues List – The documented list of known issues impacting functions of the Solution or
the End User. This list will include an identifier, ticket number, title, description, priority and
description of the impact to customer or Solution area
• Known Enhancements List - The documented list of open enhancement requests for the
proposed Solution. This list will include an identifier, ticket number, title, description, Department
priority, and description of the impact to stakeholder and business process
• Disaster Recovery Test Processes and Results – The Disaster Recovery Plan developed
during implementation will transition to the operations and maintenance team. As part of the
annual disaster recovery test, a report will be provided that summarizes the overall test approach,
desired outcomes, test results, risks and issues identified, and remediations, recommendations, or
resolutions
• Solution Runbook – the procedures developed for application and infrastructure management,
including recurring tasks that administrators that must perform to keep the Solution components
operational
• Help Desk Strategy – the procedures for addressing issues, including the definition of the tier
structure, triage approach, Help Desk Materials, roles, responsibilities, and contact information
The following subsections define the Operations and Maintenance support responsibilities of the Vendor.
7.1 Infrastructure Support
During the Operations and Maintenance Period, the Vendor shall provide Infrastructure Support Services
for the Solution in accordance with Exhibit I - Service Level Expectations (SLEs) including:
• Provisioning and administration of hardware, software, and equipment, including multi-tiered
components, operating systems, and databases (storage, access, back-ups, and recovery),
including patch management
• Provisioning and administration of tools, including database maintenance and monitoring, security
administration, system and upgrade administration, diagnostic, data warehouse administration,
system monitoring, load balancing, and interface management
• Troubleshooting performance resolution processes, to include root-cause analysis of
infrastructure-related issues
• Supporting multiple functioning environments (e.g., environments for production, system testing,
and training)
• Managing and performing capacity planning for all environments
• Managing and performing annual disaster recovery testing activities, including remediations
The Vendor shall be fully responsible for the maintenance of the entire Solution, including components,
equipment, or services provided by a Subvendor. The Vendor shall keep all package licenses current
and active through the hardware and software maintenance contracts that accompany the associated
licenses for the Solution. The Vendor may not use third-party tools which impose licensing responsibility
on the Department without written approval by the Department. The Vendor shall coordinate with any
third-party software and hardware providers to resolve any problems identified in the hardware or third-
party software.

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7.2 Help Desk Support

The Department intends to use its existing help desk to support the deployment and post-implementation
activities. The help desk structure should consider multiple tiers where the Department supports the initial
tier, and the Vendor supports subsequent tiers.
The Vendor shall provide help desk Services including at least the following:
• Evaluation of the Department’s existing Help Desk operations, capabilities, and tools, including the
documentation of recommendations for modifications
• Development and implementation of a Help Desk Strategy that considers the impact to the
Department’s existing Help Desk operations and collaboration with members of the Project Team
during the Project
• Definition of roles, responsibilities, and staffing model for the Help Desk
• Development and implementation of incident management procedures including triage approach
• Incorporation of procedures and quick reference guide(s) into Help Desk Documentation for the
Department’s Help Desk reference materials
• Develop and implement a method for Help Desk to triage issues including contact information for
functional areas and external points of contact
A Help Desk Support Strategy shall be developed by the Vendor using existing call/incident management
technology and processes. Help Desk Support shall be delivered using a three-tier structure:
• Intake/Tier 1 – The Vendor shall support Department Help Desk staff with intake processing using
the Department’s existing technology (Cherwell Service Management)
• Tier 2 – The Department and the Vendor shall have shared responsibilities for business process
and system function level problem analysis and assessment
• Tier 3 – The Vendor shall perform all Tier 3 support (including application support). Tier 3 support
involves incident resolution and defect remediation that require technical research and/or Solution
or infrastructure changes
The Department will have the responsibility for staffing and managing the Help Desk. The Vendor shall
provide resources to assist the Department’s Help Desk staff by answering Department staff’s questions
and researching solutions for reported problems. The Vendor shall provide input into Help Desk
documentation and procedures including scripts to resolve identified Tier 1 issues and a decision tree to
help identify contacts for Tier 2.
The Vendor shall provide direct end-user support, when engaged through Help Desk Services during
Operations and Maintenance. The Department will lead training for and communication with end-users
after the final stabilization period. During operations and maintenance, the Vendor shall provide content
and process input into end-user support materials by providing information about application releases
and upgrades, such as procedure steps to use and other relevant information.
7.3 Application Support

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Application maintenance and support refers to the back-end support focused on the technical aspects of
maintaining the Solution that do not involve direct End User interactions. The Vendor shall provide the
following Application Support Services:
• Provisioning application/process monitoring, such as resource utilization, processing workloads,
interfaces, resource consumption, incidents, and performance data
• Manage, install, and test all software patches, service packs, code fixes, new releases, and
upgrades for all software acquired, licensed, or otherwise provided in association with the Project
as part of the Solution
• Planning and tracking configuration, customization, or any developed software by developing a list
of needed fixes identified by the Vendor’s staff or Department staff and facilitate activities with the
Department to prioritize the needed maintenance updates
• Design, develop and implement Department approved enhancements.
• Testing the updated Solution and install or update the changes of the WPII Solution
• Resolving defects in the WPII Solution including all levels of retesting and making all the
corresponding documentation changes, subject to the warranty agreement
The Vendor shall provide services related to the maintenance of all Solution components. In the event
the Solution includes existing FDOT computing assets, it is important to note that O&M Services provided
by the Vendor shall need to define and document where component boundaries and responsibilities lie.
The Vendor shall coordinate closely with the Department staff to confirm the responsibility assignment
for needed application support.
7.4 Operations Management and Documentation
The Vendor shall perform Operations and Maintenance activities and shall employ effective management
methodologies that promote process security, stability, accuracy, maturity, auditability, flexibility, and
transparency of the implemented Solution to adhere to the SLEs. The Vendor shall provide the resources
needed to manage and support the Operations and Maintenance Team, reporting of performance and
SLEs, quality measures, and resolution of all Solution issues and defects.
Monthly Operations Reports shall be produced by the Vendor to provide information on how the Solution
is performing, how the Operations and Maintenance work is progressing, and updated SLE results. The
Monthly Operations Report shall also provide a clear set of actions where there are issues or threats to
achieving process security, stability, accuracy, maturity, auditability, flexibility, and transparency.
The Vendor shall continue to follow the existing Project Management Plan and Change Control process
for any scope changes as defined during implementation until the final Phase is deployed. The Operations
and Maintenance Team shall review the PMP annually and identify if revisions are needed to the
established process to support the Operations and Maintenance Team.
The Vendor shall adhere to the configuration management and control process for implementation of
Solution updates and fixes in the Operations and Maintenance Plan and supporting procedures.

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7.5 Department Responsibilities During Operations and Maintenance
The Department responsibilities during the Operations and Maintenance Period will be refined during
negotiations and documented in the contract. The Department anticipates providing staff to support the
following activities during operations and maintenance:
• Provide performance monitoring, governance and oversight of the Vendor’s Operations and
Maintenance Services, including:
o Participate in meetings and approvals of change control and release management
o Review and approval of the Monthly Progress Report
o Review and approval of Operations and Maintenance Deliverables and Work Products
o Assign priorities for incident resolutions
• Provide Tier 1 and Tier 2 support to supplement the Help Desk, as described in Section 7.2 Help
Desk Support
• Create and update training materials for the operational system leveraging Vendor provided
release notes
• Conduct training for FDOT staff
• Create communication materials and facilitate communications with FDOT staff
• Manage FDOT legacy applications and legacy application interfaces with the Solution
7.6 Operations and Maintenance Project Deliverables
The Operations and Maintenance Deliverables, due prior to the initial go-live are:
• Operations and Maintenance Plan
• Operations and Maintenance Application Configuration Management Plan
• Operations and Maintenance Infrastructure Configuration Management Plan
The recurring Operations and Maintenance Deliverables/Work Products:
• Operations and Maintenance Plan
• Operations and Maintenance Application Configuration Management Plan
• Operations and Maintenance Infrastructure Configuration Management Plan
• Security and Vulnerability Test Results
• Penetration Test Results
• Monthly Operations Report
• The following include updates at specified intervals:
o Known Issues List
o Enhancement List

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o Incident Management Procedures

o Vendor Service Request Procedures
o Interface Management Procedures
o Batch Management Procedures
o System Infrastructure Capacity Plan
o Disaster Recovery Test result
o Application User Security Master Data Updates
o License and Maintenance Management Procedures
TRANSITION
The Vendor is responsible for operations and maintenance as defined in Section 7 for all aspects of the
Solution until the Department initiates a transition of services in part or in whole. A critical element of the
Vendor’s Project responsibilities will be a handover of the Solution and any continuing functions or
processes to the State or its designee. Transition Services will encompass the transfer of all Contract
Services (including remaining knowledge transfer), facilities and equipment, software, hardware, and
documentation to the Department or a subsequent Vendor. The Vendor shall provide Transition Services
to the Department without regard to the reason for commencement of Transition.
The Vendor shall prepare and provide an initial version of a specific and detailed Exit Transition Plan to
the Department for Exit Transition Services within 120 Business Days of Contract execution. Thereafter,
the Vendor shall update the Exit Transition Plan at specified intervals. Within 10 Business Days following
the notice of exit transition, the Vendor shall update the Exit Transition Plan to account for transition of
remaining activities and operations including, Contract Services, facilities and equipment, software,
hardware, documentation, and matters relevant to Vendor providing the services.
Transition Plans shall include the following:
• Transition of equipment, software, hardware, and resources from Vendor to the State, with any
data transitioned in a readable format
• Knowledge transfer activities detailed by implementation Service (or reference to previously
provided knowledge transfer Deliverable)
• Technology transition including establishing relationships with any third-party providers
• Communication plan for transition activities
• Events and Major Project Milestones relevant to an effective transition, and dates and times
transition events will occur and Major Project Milestones to be achieved
• Steps, measures, and controls that will be employed by Vendor to provide minimal disruption of
services during Transition period
• Transition-related roles and responsibilities for the Vendor and FDOT staff
• Updated Operations and Maintenance Plans and procedures

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• Review and updates to the System Security Plan

•
8.1 Minimum Transition Project Deliverables/Work Products
• Exit Transition Plan, updated at specified intervals

• End of Implementation Services Transition Plan

Page 69 of 69

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SCOPE OF SERVICES

Florida Department of Transportation – Work Program Integration Initiative

6.3 System Infrastructure ................................................................................................................ 35

Florida Department of Transportation – Work Program Integration Initiative

6.13 Warranty ................................................................................................................................... 61

Florida Department of Transportation – Work Program Integration Initiative

• Plan, manage, and allocate funds and budget concurrently

• Manage the financial impacts of contractual commitments on transportation projects

Florida Department of Transportation – Work Program Integration Initiative

1.1 Out of Scope

• Disbursements Management: Manages supplier information, supports disbursement obligations

• Treasury Management: Manages banking relationships, investments, and interest apportionment,

• Payroll Management: Manages state employee and retiree payments

Florida Department of Transportation – Work Program Integration Initiative

1.2 Scope of Services Updates

Florida Department of Transportation – Work Program Integration Initiative

licensing and maintenance pricing to the Department.

WORK LOCATION AND OFFICE EQUIPMENT

3.1 Work Location

For remote resources, the following will apply:

• Dual tunneling is not permitted

Florida Department of Transportation – Work Program Integration Initiative

3.2 Office Equipment

Florida Department of Transportation – Work Program Integration Initiative

Florida Department of Transportation – Work Program Integration Initiative

o Proven capability, based on multiple prior implementation experiences, to align all

Florida Department of Transportation – Work Program Integration Initiative

▪ Forecast Cash Flow

Florida Department of Transportation – Work Program Integration Initiative

▪ Manage Agency Performance

Florida Department of Transportation – Work Program Integration Initiative

Florida Department of Transportation – Work Program Integration Initiative

o Experience building effective relationships and partnerships across an organization.

Florida Department of Transportation – Work Program Integration Initiative

• Organizational Change Management Benefits Realization Lead

Florida Department of Transportation – Work Program Integration Initiative

o Expertise in developing mitigation plans and addressing gaps in adoption

Florida Department of Transportation – Work Program Integration Initiative

5.1 Project Phases

5.2 Project Stages

5.3 Major Project Milestones

Florida Department of Transportation – Work Program Integration Initiative

Application Configuration • Completion of installation and setup of all required instances of

Florida Department of Transportation – Work Program Integration Initiative

Florida Department of Transportation – Work Program Integration Initiative

Florida Department of Transportation – Work Program Integration Initiative

• A high-level description of the approach, services to be performed, and activities required to

Florida Department of Transportation – Work Program Integration Initiative

6.1 Project Management, Governance, and Oversight

Florida Department of Transportation – Work Program Integration Initiative

6.1.1 Project Charter

6.1.2 Project Management Plan

Florida Department of Transportation – Work Program Integration Initiative

Florida Department of Transportation – Work Program Integration Initiative

4. Change Control/Change Management

Florida Department of Transportation – Work Program Integration Initiative

• Vendor’s approach in supporting the Department’s Vendor Performance Evaluation process

6.1.3 Project Schedule

6.1.4 Project Performance Analysis and Project Reporting

Florida Department of Transportation – Work Program Integration Initiative

6.1.5 Florida Digital Service (FLDS) Project Management and Oversight

Florida Department of Transportation – Work Program Integration Initiative

6.1.6 Independent Verification and Validation (IV&V)