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Des Moines Public SchoolsDes Moines Public Schools

ERP Needs Assessment Consulting Services

RFP #03-54

September 26, 2003

Pomeroy IT SolutionsDavid Mueller, Client Executive

U.S. Headquarters1020 Petersburg Road • Hebron, KY 41048(859) 586-0600 • Fax (859) 586-1372

September 26, 2003

Donald Frye, Purchasing Agent Des Moines Public Schools1801 16th StreetDes Moines, IA 50309

Mr. Frye,

Thank you for the opportunity to provide this proposal for your Needs Assessment Consulting Services Project. Pomeroy considers Des Moines Public Schools a very important customer and has enjoyed working with you over the years. Our past relationship helps Pomeroy to understand the importance of this project and what it will take to properly develop a solid Software RFP. It is our intent to assist Des Moines Public Schools in the first phase of this project to ensure that the correct vendor is selected to meet all of your requirements. In addition, Pomeroy is confident that if Des Moines Public Schools selected Pomeroy to establish the Project Management Office for the duration of the project that we can assist in ensuring that all of the requirements are met and that the project is managed appropriately.

Pomeroy’s mission is to be the leading provider of Quality IT business solutions focused on customer satisfaction through consistent and profitable service delivery. Our short term goals are to expand the services we provide for our existing customers in the Des Moines area and throughout the country. Pomeroy expanded into the consulting business over two years ago and now offer so much more relating to consulting engagements. Our long term vision is to be the best IT solutions provider in America and continue to expand our services offerings while continuing to provide procurement services for all major manufacturers.

There are two significant factors that differentiate us from our competition. The first differentiator is our financial stability--the stability of our publicly held company (NASDAQ symbol PMRY), which allows us to make commitments and deliver on them. With this higher standard of dependability and reliability, Des Moines Public Schools can be sure of a long-term partnership. The second differentiator is our people. We employ some of the best customer-driven employees in the IT industry. Our focus on project management will insure the success of this Needs Assessment and RFP creation. We have a structure that allows us to build teams that are rewarded specifically for meeting your objectives. Pomeroy would be happy to have a meeting with two or three of the key resources with Des Moines Public Schools, if requested.

Thank you again for your consideration of this proposal. We look forward to an opportunity to meet and discuss our response in detail and offer Des Moines Public Schools the most cost-effective solution. In the interim if you have any questions or require additional information please do not hesitate to call me. I can be reached at 515 241-3007.

Sincerely,

David Mueller, Client Executive

www.pomeroy.comNASDAQ: pmry

http://www.pomeroy.com/

ERP Needs Assessment ProposalRFP 03-54 September 26, 2003

Table of Contents

CONTACT INFORMATION......................................................................................................5PROFILE OF THE FIRM..........................................................................................................6

PROJECT TEAM MEMBERS.......................................................................................................6CLIENT REFERENCES..............................................................................................................7

University of Tennessee,...................................................................................................7Des Moines Public Schools...............................................................................................7Caterpillar Financial Products Division.............................................................................8Ocwen Financial Global....................................................................................................8Collegiate Funding Services.............................................................................................9Royal Caribbean International........................................................................................10United Way of Central Carolinas.....................................................................................10Bayer, Aventis Crop Science Division.............................................................................11Rail Inc............................................................................................................................11Iowa Department of Education........................................................................................12Comag Marketing Group.................................................................................................12

ON SITE INTERVIEWS............................................................................................................13POMEROY & LOCAL OFFICE INFORMATION.............................................................................13

Our Focus.......................................................................................................................13Our Greatest Asset.........................................................................................................13Our Financial Strength....................................................................................................13Solution Expertise...........................................................................................................14Industry Knowledge.........................................................................................................14Service Delivery Process................................................................................................15

ADDITIONAL INFORMATION.....................................................................................................16

PROJECT TIMELINE AND APPROACH...............................................................................20PROJECT TIMELINE:..............................................................................................................20PROJECT SCOPE...................................................................................................................20ERP SOFTWARE APPLICATION EVALUATION...........................................................................23

Requirements Definition..................................................................................................23Package Software Evaluation.........................................................................................24Strategic Integrated Systems Plan..................................................................................25Business Case Development..........................................................................................28Organizational Change Management (OCM).................................................................29

FEES.......................................................................................................................................30PRICE PROPOSAL AND COST SUMMARY.................................................................................30PRICING ASSUMPTIONS.........................................................................................................31

SUMMARY.............................................................................................................................33APPENDIX A - PROJECT ROLES AND RESPONSIBILITIES.............................................34

ENGAGEMENT MANAGER – TRACY LIBERTINO........................................................................35PROJECT MANAGER – MIKE PAREZO.....................................................................................41

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ERP Needs Assessment ProposalSeptember 26, 2003

SENIOR BUSINESS ANALYST / EDUCATION SPECIALIST - CURTIS BISHOP...............................42SENIOR TECHNICAL WRITER - LEON HONEYCUTT...................................................................46SENIOR TECHNICAL / BUSINESS ANALYST - JEFF CODY..........................................................48

APPENDIX B - CLIENT SUCCESS STORIES.......................................................................53NEOMODAL.COM...................................................................................................................53ROYAL & SUNALLIANCE........................................................................................................54TASKPOINT.COM...................................................................................................................56FAMILY DOLLAR STORES.......................................................................................................58CSX CORPORATION..............................................................................................................59SEA-LAND.............................................................................................................................60

Appendix C – Package Evaluation..........................................................................................61

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Contact InformationContact Information

Pomeroy IT Solutions4459 121st Street

Des Moines, IA 50323(515) 241-3000 - main(515) 241-3037 - faxwww.pomeroy.com

David MuellerClient Executive(515) 241-3007

[email protected]

Michael A. ParezoProject Services Manager

(515) [email protected]

Tracy LibertinoDirector, Strategic Software Solutions

(704) 527-3733 [email protected]

Proprietary InformationThis document contains proprietary information about Pomeroy Computer Resources (Pomeroy), and remains Pomeroy’s property. It is not to be disclosed, in whole or in part, to third parties without our express written authorization. It shall not be duplicated, in whole or in part, for any purpose other than to evaluate the Pomeroy proposal, and shall be returned upon request. This proposal is valid for 30 days from the bid opening date, after which it is automatically withdrawn unless otherwise agreed upon by all parties.

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ERP Needs Assessment ProposalRFP 03-54 September 26, 2003

Profile of the FirmProfile of the Firm

Project Team MembersPomeroy is uniquely qualified to fulfill the requirements of this RFP. We employ a team of professional consultants that are considered experts in all of the skills required to complete the work requested by Des Moines Public Schools. We are fortunate enough to employ an Education Specialist who will be the primary full time resource throughout the engagement. Mr. Bishop has twelve years experience as the Columbus Public Schools Chief Technology Officer. Columbus Public Schools has approximately 64,000 students and Mr. Bishop is intimately familiar with all aspects of selecting, implementing and supporting successful Enterprise wide Applications.

In addition, Mr. Bishop is currently active and on the Hilliard City School District Board of Education and was the President in 2002. He is also currently a member of the Columbus State Community College Micro-Computer Technology Advisory Board. Mr. Bishop is also the co-founder of an organization that assists groups in the education community to improve business processes and utilize all value oriented available services. Mr. Bishop is frequently asked to present to large organizations due to his vast experience working in the Educational Sector.

Pomeroy will surround Mr. Bishop with a supporting staff that will work Part Time to assist Mr. Bishop to provide Des Moines Public Schools with all of the Deliverables. Mr. Parezo whom has worked with Des Moines Public Schools in the past will act as the local Project Manager and Ms. Libertino who recently delivered a presentation for Des Moines Public Schools ERP Project Management and Critical Success Factors will fill the roles of Engagement Manager and Project Management Office coordination.

Ms. Libertino is the Director of Strategic Software Solutions in our Consulting Division and manages several of our key practices including but not limited too; Enterprise Resource Planning, Customer Relationship Management, Business Process Reengineering, Supply Chain Management, Government Accounts, etc. In addition, Ms. Libertino is the head of our Value Management Center. This group oversees all projects filling the Quality Coordinator role to ensure that deliverables are met for all clients on budget and on time and that all activity adheres to the high quality standards of the Pomeroy organization. In addition, Ms. Libertino has created all of the Methodologies that will be utilized during this engagement.

To expedite documentation of the deliverables we have also assigned a Technical Writer with over sixteen years of experience with Technical Writing who is also a certified teacher and familiar with the education sector. He is actively involved in the Cabarrus County School system and has a long history of family educational involvement, and is very active in the community. Mr. Cody is being added to the team to assist Mr. Bishop in completing the technical segment of the deliverables. Mr. Cody brings a great deal of best of breed ERP practices to the engagement and Seven years experience working with ERP products.

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Please refer to Appendix A – Project Roles and Responsibilities for Resumes and a brief description of the responsibilities of the proposed project team.

Client ReferencesPomeroy has served literally hundreds of clients, we have provided you with four references that have a wide degree of diversity and illustrate our requirements definition, package evaluation, and financials expertise with projects that have exposure to education, large-scale projects, government and financial services. Additional references will be furnished upon request if required. Also included in Appendix B are several success stories.

University of Tennessee,Michelle Neely

Hattarus Group Project Manager(937) 320 9633

Scope The University of Tennessee was evaluating new ERP systems. Pomeroy completed a Software Package Selection and Evaluation. Pomeroy worked closely with the University of Tennessee to find the most cost effective best of breed application to support their needs. After a comprehensive evaluation of the system Pomeroy recommended an SAP based solution. Pomeroy, then assisted with Project Management, implementation, systems integration as well as reporting and support services.

Des Moines Public SchoolsGreg Davis

Director of Management Services1624 Grand Ave.

Des Moines, IA 50309515-242-7773

[email protected] In 1998, Des Moines Public Schools was looking contracted

Pomeroy to develop a network foundation that would provide district wide connectivity and management that would be reliable and allow for autonomy between the individual schools. The project included the design of the network server structure and workstation image for the entire district. Michael Parezo, employed with GE Capital IT Solutions at the time, was the project manager for the entire L-Net project.

Michael assisted with the planning, testing, pilot and implementation phases of the project and managed the process from wiring and infrastructure to server development and all the school installations.

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Caterpillar Financial Products DivisionJeff Cashdollar

Director of Business Technology(615) 341-1200

Scope Caterpillar Financial Products is a 1.5 billion dollar division of Caterpillar Inc. with a financial portfolio of over $14 billion. Caterpillar Financial Products provides financing and leasing of Caterpillar equipment to end customers through the Caterpillar dealer network. The division also provides insurance, extended service agreements, long-term notes, dealer floor planning, and loans to organizations that utilize Caterpillar engines.

Caterpillar Financial Products Division (CAT FPD) needed a solution that would provide a better customer experience for their dealers and end customers. This new solution needed to address the needs of the CAT FPB Customer Business Center (CBC) as well as all other customer-facing departments of CAT FPD. Pomeroy was contracted to complete a Software Package Evaluation and assessment to select the appropriate Enterprise Software to meet their fast paced business needs.

Pomeroy created the Project Management Office, implemented the solution in multiple divisions and business units as well as created a data warehouse for analytics and completed all Enterprise Application Integration, User Acceptance Test and training required for a successful engagement.

Ocwen Financial GlobalScott Anderson, Senior Vice President

1675 Palm Beach Lakes BlvdWest Palm Beach, FL 33401

(561) [email protected]

Scope Headquartered in West Palm Beach, Florida, Ocwen’s primary businesses are the servicing and resolution of sub-performing and non-performing residential and commercial mortgage loans, as well as the related development of loan servicing technology and business-to-business e-commerce solutions for the mortgage and real estate industries.

Ocwen needed an enterprise solution that would consolidate their disparate information systems into a single enterprise

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solution. Pomeroy completed the assessment and implemented the Enterprise solution, which is considered to be the leading advanced financial system available for Loan Servicing in the Financial Industry today. This system set the stage for allowing Ocwen to increase revenue substantially and acquire Goldman Sachs as their newest client.

Collegiate Funding ServicesChris Scott,Controller

Fredericksburg, Virginia(540) 374-1600

Scope Collegiate Funding Services (CFS) is a company that is located in Fredericksburg, Virginia that combines all of the best traits of a customer-oriented financial company and a large lender by helping students to consolidate their student loans. With personal attention being the core of the way that they do business, the programs that they provide will make the repayment of a student loan more affordable. Collegiate Funding Services has expanded on the Federal Consolidation Loan Program that was set forth by Congress with a program that adds a number of unique benefits and advantages so that it would be more attractive to borrowers. They were able to do this because the banks that they use to consolidate a student loan (including one of the ten largest in the country) are willing to cut their profit margins in exchange for the volume of loans that CFS can generate for them.Pomeroy assisted Collegiate Funding Services with their selection and implementation of the complete suite of Oracle Applications. Our project approach was to use the Pomeroy implementation methodology for rapid delivery of a complete enterprise solution with. a two-phase approach for their implementation.

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Royal Caribbean InternationalMichael AllsupVice President

1050 Caribbean WayMiami, FL 33132

305-539-6730Scope Royal Caribbean Cruises,Ltd (RCCL) is in a position of great

opportunity, being able to grow their fleet to meet the rising demand in the cruise line industry. At the same time, however, their procurement costs have risen greatly due to an inefficient supply chain. In order for RCCL to realize their growth potential, their supply chain needed to be streamlined such that cost of purchases as well as length of the procurement cycle are greatly reduced. While RCCL knew that they needed to implement some improvements, they did not know exactly where the problems were, to what extent they were problems and what possible solutions were out there to address their problems.

Pomeroy completed an assessment and helped to implement an Oracle based enterprise solution for their business needs.

United Way of Central Carolinas

William H. McDonaldExecutive Vice President301 South Brevard Street

Charlotte, NC 28202704-371-6223

[email protected] United Way of Central Carolinas, Inc. is an autonomous organization

that supports 98 member agencies as well as other service providers that serve individuals in Cabarrus, Mecklenburg, Mooresville-South Iredell and Union counties. A local board of directors made up of volunteers from these four communities governs united Way of Central Carolinas, Inc. These volunteers, along with thousands of others, plan and organize the annual fundraising campaign, collect contributions, and determine how United Way’s Community Care Fund dollars should be distributed to service providers and agencies.

In the quest to touch the lives of more people in the community, UWCC wished to evolve and enhance their current technology infrastructure to be consistent with corporate direction and mission. The UWCC tasked Pomeroy with completing an assessment and designing and developing a new website. In addition, Pomeroy is an active member of the technology board of directors and completed

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the assessment and evaluation of their enterprise wide financial applications to determine if a packaged financial application was available that fit would fit their donation management needs existed.

Bayer, Aventis Crop Science DivisionSandra Demontbraun

Project Oversite FoCuS1 Research Triangle Park

Raleigh, NC Ph: 919-602-0420

Scope The recently acquired Aventis Crop Science division selected Pomeroy to work with their team to complete many tasks of the Oracle FoCuS project. Approximately 13 resources have been working with Bayer over the last three years. We have performed multiple assessments, project management, requirements gathering, forms design & development, ACTA integration, error handling libraries and processes, OWB implementation for data warehousing, portals for scheduling and planning, custom development, data base administration and support and testing of the ERP solution and customizations.

Rail Inc.Bill Polland

Project Oversite7001 Weston Parkway, Suite 200

Cary, NC 27513

Ph: 919.651.5000

Scope Pomeroy was contracted by RAILINC to complete requirements gathering and perform a new Oracle ERP implementation focused on a phased approach to implementing Accounts Receivable/Order Management implementation to replace their legacy Accounts Receivable application. Phase two consisted of completing the roll out of the General Ledger and Accounts Payables modules. Phase three consisted of completion of all other areas of the ERP system and completion of any custom requirements and support of the new systems.

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Iowa Department of Education

Michael SheaInformation Technology AdministratorState of Iowa Department of Education

Des Moines, IA 50319515-281-6278

Scope Iowa Department of Education (IDOE) currently has a web application designed to capture enrollment data from users in various districts across the state. The application uses Microsoft Active Server Pages (ASP) to generate dynamic data entry and report screens which integrate seamlessly with a Microsoft SQL Server 7.0 database.

In order to quickly extend the system’s reporting functionality and enhance the relevance of captured data, IDOE requested that Pomeroy create a set of new reports and supporting data entry screens. Pomeroy’s Microsoft certified developers and extensive systems integration experience were key components completing the initial assessment to determine the business requirements and successfully deliver a solution.

Comag Marketing GroupDominick DiSalvo

Manager Systems Administration214 N. Tryon Street

Charlotte, NC [email protected]

Ph: 704.348.8150

Scope Comag Marketing Group an affiliate of Hearst was in the process of finalizing their Oracle ERP implementation. Comag contracted our Oracle resource to assess the current systems integration and rewrite and develop solutions to expedite the implementation of the solution. Due to the assessment and work effort from the Pomeroy representative Comag was able to accelerate the delivery of the ERP solution to the end users and increase business unit and user acceptance through Pomeroy support.

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On Site InterviewsPomeroy is willing to send consultants for face-to-face interviews with DMICSD as required. However, where possible Pomeroy would appreciate the opportunity to complete preliminary interviews via phone or through Internet based video conferencing.

Pomeroy & Local Office InformationPomeroy is a one billion dollar company now in our 23rd year of operation. We are a National company headquartered in Hebron, KY with locations in 34 U.S cities across the country. Our total focus in on assisting our customers with their information technology requirements.

To complete this project we will be utilizing our Project Manager from the local Des Moines office and for the purpose of ensuring that we have the a best of breed team with industry leaders we will be leveraging resources from our Enterprise Consulting Division which spans all of the Pomeroy offices and will perform the majority of the work on this project.

Our FocusAll of Pomeroy shares a vision: to provide technology solutions that allow organizations to either improve competitiveness, gain better control over computing environments or reduce total computing costs. Since 1981, that vision has remained the same, although the services the company offers have grown substantially. Today, Pomeroy’s focus on strategic and tactical functions provides our customers with a unique advantage - the ability to concentrate their energies on critical business issues.

Our Greatest AssetOur quality people set us apart from our competitors. Pomeroy employs over 1,400 people, with Consultants, Project Managers, Systems Engineers and Desk Side Engineers making up over 60% of the group. Des Moines is one of the largest branches and is always one of the top five revenue-producing offices with over 90 total staff. This group is comprised of 15 Network Engineers and Project Managers and over 40 Desk side Engineers. Nationally we maintain 30 regional facilities and over 900 technical staff. In February of 2001 Pomeroy celebrated its 20th anniversary by being re-certified as an ISO 9002 company.

Our Financial StrengthFor the year-end of 2002, Pomeroy's sales exceeded $700 million. One key differentiator is our financial stability - the stability of our publicly held company (NASDAQ symbol PMRY), which allows us to not only make commitments, but also deliver on them. We have remained profitable through one of the worst industry down turns in history. Financial instability in our industry is not uncommon and often impacts the level of support and commitment customers receive. With this established higher standard of dependability and reliability, customers trust Pomeroy for a long-term rewarding partnership.

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Solution ExpertisePomeroy offers three areas of service expertise:

Enterprise consulting group – for e-commerce and business function solutions, we have over 100 consultants that design and plan optimal implementations.

Infrastructure solutions – expertise in wireless, storage systems, network migrations, infrastructure upgrades, thin client and mid-range solutions.

Client management services – from depot services to client desk side support.

Industry KnowledgePomeroy maintains solid partnerships with the premier technology vendors. Our engineers hold the highest certifications in the industry. Pomeroy has direct relationships with IBM, Cisco, Hewlett-Packard, Microsoft, Novell and other major manufacturers. We can provide our customers with the most accurate, updated information on product specifications, development, and market changes. By remaining vendor neutral, we offer the right product that solves our customer’s business issue.

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Service Delivery ProcessPomeroy believes the best way to serve our customers is to follow a standardized Service Delivery Process. This process allows us to consistently deliver projects at or beyond our customer’s expectations.

Services Mission – Be the leading provider of quality IT business solutions focused on customer

satisfaction through consistent and profitable service delivery.

Service Delivery DefinedThe following illustrates Pomeroy’s engagement process. Every service-based solution is completed following this methodology. Pomeroy’s service delivery process adopts the Project Management Institute’s (PMI) book of knowledge for best practices. There are four phases involved in the process:

Initiation Phase Identify Project Vision Determine Project Objectives Determine the scope Complete preliminary customer profile

Planning Phase Perform on-site discovery process Perform risk assessment Analyze technical options Determine the correct technical solution

Implementation Phase Perform tests of the technical solution Provide resources to implement technical solution Maintain communication and manage issues Track progress and performance on deliverables

Project Close Checklist of work completed Summary of project performance Recommendations for continued growth Client meeting to transfer findings

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Additional InformationPomeroy is very excited about the possibility of providing IT resources identified in this RFP but in also in the potential opportunity to provide Project Management Office consulting. Pomeroy is uniquely positioned to deliver all of the requirements for the proposed RFP. In addition we have many offerings that we believe will be of great benefit now and on into many years in the future. Our Enterprise Consulting Division is headquartered in Charlotte, North Carolina and has been identified as the number one ERP provider in the Southern and Mid-South regions, as ranked in the Business Journal.

Pomeroy’s vision is to provide comprehensive technology solutions that allow organizations of any size to improve competitiveness, gain better control over computing environments and reduce total computing costs. Over the last 20+ years, that vision has remained the same, while the services Pomeroy offers have grown substantially. We continue to take tremendous pride in our people and strategic partnerships, but most of all in our many client successes. We hold strong to five guiding principals (quality delivery, technology leadership, project management, knowledge transfer, customer service) these often mirror many of our clients’ key requirements. Pomeroy has the financial stability and strength to be a long-term business partner for Des Moines Public Schools, eliminating the cost associated with finding and transitioning new vendors. Pomeroy consistently partners with companies that provide “best of breed” solutions. Through our strategic partnerships with vendors, we are positioned to provide you with the optimum mix of the appropriate equipment required to create the right network environment utilizing the latest available technologies.

Pomeroy incorporates the management, financial and sales organizations. This team works to provide a total solution to each client that has been customized to meet their specific requests. This approach of a single point of contact eliminates confusion and keeps our direction client centric instead of product/service centric.

Pomeroy is a rapidly growing provider of knowledge-based consulting and technology-enabled transformation solutions. We address our clients’ strategic business needs by offering a wide range of integrated services including business process transformation, package software selection / evaluation, package software implementation, ERP Solutions, CRM Solutions, e-Business solutions, training services, decision support technology, Project Management, as well as technology architecture and integration. By using our knowledge-based delivery process and employing experienced multi-disciplinary teams, we identify and answer questions early in our engagements, which allows us to implement the solutions rapidly.

Primarily we assist organizations in all aspects of managing, selecting, implementing and integrating their enterprise systems:

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In addition, work to assist our clients to integrate all technology solutions across the organization and with their partners and affiliates.

Some of Pomeroy’s core competencies include:

Project ManagementSoftware Package Evaluation and SelectionEnterprise Resource PlanningBusiness Intelligence/Data WarehousingBusiness Process Reengineering/Workflow AnalysisInfrastructureAS/400 Programming and Consulting ServicesDisaster Recovery/Business ContinuanceCustomer Relationship Management (CRM)Application Development (new & remediation efforts)e-Businesse-ProcurementDesktop/Life Cycle ManagementTraining ServicesIT OutsourcingProfessional Services i.e. Technicians hardware & softwareStructured Cabling and Wireless TechnologyVideo Conferencing & Presentation Technologies

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For a sampling of additional offering please view diagram below:

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Project Timeline and ApproachProject Timeline and Approach

Pomeroy will utilize the resources outlined above to perform the responsibilities explained below:

Project Timeline:The ERP Assessment is estimated to take approximately Thirteen Weeks to complete. Depicted below is a high-level Time Line for implementation of the schedule of activities. The order and timing of the work plan is subject to change based on your needs. The project manager will develop a detailed work plan with resources, tasks, and activities at the start of the engagement. This detailed work plan will be used to track and manage the project as it progresses.

Activity Duration

Project Planning Weeks (1-2)

Requirements Gathering Weeks (2-4)

Package Evaluation and Selection Weeks (5-9)

Strategic Information Systems Plan Activities Weeks (5-9)

Communication and Organizational Plan Weeks (5-9)

Business Case Definition Weeks (10)

RFP Creation Weeks (11-12)

Creation & Final Presentation of Project Findings Week (13)

Project Close Week (13)

Weekly Status Reports Weekly (1-13)

Pomeroy will follow our standardized Project Management methodology to perform the needs assessment for the ERP system and creating the selection criteria for the RFP to be submitted to vendors for reply.

Project ScopeThe objective of this engagement is to gather the necessary information required to document and analyze the current and future functional and technical needs of Des Moines Public Schools (DMPS). This analysis will provide the necessary understanding of the operational and administrative requirements that will drive the development of an enterprise wide solution which will replace and enhance their ERP systems, taking into consideration the System that will eventually be upgraded.

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Pomeroy will leverage existing methodologies to define, design, and deliver a comprehensive strategic plan expediently, with a focus on allowing Des Moines Public Schools to take advantage of current technology and leverage optimal business practices. Pomeroy understand the DMCS Goals of:

Best Business Practices Empower All Users Ease of Maintenance Total Integration Software Requirements and Implementation Review of Key District Practices & Processes

The planned approach of utilizing the Pomeroy custom Methodologies will provide a framework and process to assist the DMCS to achieve the following Objectives:

1. DMICSD requires an ERP system that will facilitate a substantially higher level of achievement for all students while using resources in a cost efficient manner.

2. Managers and Administrators must have access to data in support of data driven leadership and decision-making.

3. Enhance communication and information sharing throughout the district.4. Expand district capacity (knowledge) in the use of electronic data.5. DMICSD requires an integrated ERP that enforces the rules of the school

system so employees can be empowered to make decisions at the school and departmental levels.

6. DMICSD requires an integrated ERP where business rules are concrete and enforced, while allowing for remote site and departmental customization reflecting end user unique needs and job specific activities.

7. DMICSD requires that access and user menus to the enterprise application are consistent.

8. DMICSD does not want to have to depend on a vendor’s specialists to augment or change mission critical applications as new mandates are levied.

9. DMICSD requires a state-of-the-art ERP that takes advantage of the functionality inherent in DMICSD’s current Microsoft based network environment.

10. DMICSD requires a state-of-the-art ERP that can handle the challenge of decentralization and empowering line employees.

11. DMICSD requires an ERP that can be quickly and easily adapted to change. Tailoring the system to meet specific needs should not impact vendor support, nor should this tailoring make the system difficult or costly to upgrade.

12. DMICSD is looking for a state-of-the-art ERP compatible with the school interoperability framework (SIF (See Note *)) standard, and that this functionality can be demonstrated.

13. DMICSD requires all products to be supported by a service organization that can provide service in areas such as: training, support, implementation assistance, planning, and organizational development services.

14. DMICSD will require an understanding of the technical structure and skills required to implement and support the selected ERP system.

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15. DMICSD believes organizational vision and commitment is key in incorporating a robust and reliable commercial-off-the-shelf (COTS) Enterprise Resource Planning solution.

16. Eliminate administrative activities that add no value, such as redundant keying and reconciliation of data.

17. Provide employees, retirees, and fiduciaries direct and secure access, as legally and ethically appropriate, to personnel, payroll, time and attendance, benefit, and retirement information.

18. Enable the District to more efficiently conduct business with its vendors and service providers through expansion of electronic commerce in accordance with applicable state and federal laws and regulations.

19. Limit customizations to the software to hold down implementation costs, to support standardization of business practices, and to preserve the ability to upgrade to new versions as they are released.

20. DMICSD requires an ERP system that will facilitate a substantially higher level of achievement for all students while using resources in a cost efficient manner.

The result will be the delivery of a design of an Integrated System Architecture that includes all administrative and operational areas along with instructional technology interfaces. The architecture will include requirements for Business Processes, Data, Technology Infrastructure and Organization Impact. This new Integrated System Architecture will support the identified recommendations for leading application solution that will support Des Moines Public Schools overall goals and objectives. Included will be a complete Implementation Roadmap and Business Case.

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ERP Software Application EvaluationPomeroy utilizes a custom a Strategic Integrated Systems Plan and package software selection methodology to provide the blueprint for the project team to move forward efficiently, effectively, and completely, as it identifies the tasks, deliverables, and approaches to conduct a successful package software selection. The following section provides a summary of the major activities of Pomeroy’s Package Software Selection Methodology.

The primary milestone activities of the Pomeroy Package Software Selection Methodology are:

Requirements Definition Package Software Evaluation for Selection Strategic Integrated Systems Plan Business Case Development Organizational Change Management

Pomeroy will follow our standardized methodologies to perform the needs assessment for the ERP system and create the selection criteria for the RFP to be submitted to vendors for reply.

Requirements DefinitionPomeroy approaches all package evaluations with a requirements definition phase. During this phase, Pomeroy performs interviews across the different departments, including Human Resources, Finance and Purchasing, the key contacts at a sample of Elementary schools, middle schools and High Schools, to capture the current state process flows and future state requirements used to drive the selection of an ERP financial package. From these interviews, Pomeroy will prepare current state process flows as well as a list of prioritized requirements that accurately describes the needs of the business functions under consideration. We will then assess if the implementation of package software is appropriate for the business functions reviewed.

The results of this phase of the project will be documented in the current state process flows and a detailed Requirements Document. The current state process flows help to validate how Des Moines Public Schools is currently conducting business, and highlights any gaps between current state and future state requirements. The objective of the current state document is to provide an understanding and consensus on the current state of the business processes within DMPS. The objective of the requirements document is to provide a comprehensive list of system requirements, which will enable further definition of the systems proposed to support DMPS’s business needs. The Requirements Document defines and prioritizes the data, business, and automation needs and addresses both functional and technical requirements. Des Moines Public Schools must review the requirements and validate that they are correct. The Requirements Document will then be used as a guide for package software evaluation, as well as business case development.

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Requirements Definition is a documented multiple step process that identifies and defines the needs of the business for use in assessing the suitability of packaged software applications. The purpose of a requirements definition is to ensure that comprehensive and prioritized lists of requirements are produced; which can be used to assess the suitability of selected package software.

The Requirements Definition approach most commonly used includes the following:

Interview key stakeholders throughout the district Document Operational and Administrative Requirements Assess Package Software Implementation Software Identify Costs and Benefits of implementing a package

Produce a requirements definition document

Package Software EvaluationDuring the Package Software Evaluation phase, Pomeroy will utilize predefined tools from our Package Evaluation Methodology and vendor lists to identify the potential packages that meet DMPS’s specific business requirements. Leveraging the requirements, derived in the Requirements Definition phase, we will conduct a technical evaluation, perform a cost review and assess the suitability of potential packages through vendor demonstrations. The software evaluation will conclude with a benefits assessment that will compare the benefits of the proposed packages to the costs associated with the implementation.

The final deliverable of the Packaged Software Evaluation phase assembles all of the work done throughout the phase into one final document. In addition to the supporting documentation of the package evaluation process, a management write-up is developed providing the project team’s recommendation for which packaged software is the best fit for DMPS’s specific business needs.

Activity Key Tasks DeliverablesRequirements Definition

Document Current StateDocument RequirementsAssess Package Software Implementation AlternativeProduce a Requirements Definition Report

High Level Business Process FlowIdentify Improvement Opportunities based on current processesPrioritized list of requirementsRequirements Reports and package software

Package Software Evaluation

Identify Potential Package SuppliersConduct High-Level Technical EvaluationAssess Suitability of Proposed Package SuppliersConduct High-Level Cost ReviewComplete Software Package Evaluation

Potential Supplier SurveyComparison of technical environment requirement to package requirementsSupplier EvaluationPackage EvaluationsList of identified GapsCost AssessmentManagement Write Up“Next Steps” OutlineSoftware Package

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Note: The Engagement Manager / ROI Strategist will work with the project team to develop the Business Case to be included with the SISP documentation and will be delivered during the TSM Review.

Strategic Integrated Systems PlanThe goal of the Integrated Systems plan is to define, develop, and recommend a future state technology infrastructure capable of supporting business functions that will provide Des Moines Public Schools with a solid foundation for a District wide Integrated Systems Architecture. Pomeroy will utilize our SISP methodology and will follow four key principles when developing an Integrated Systems approach:

Leveraging previous work efforts Focusing on business value Identifying short-term benefits to implement longer-term strategies Utilizing key project management and quality assurance methodologies

The areas that are reviewed during the Integrated Systems Plan include the Organization, Data Architecture, Application Architecture, and the Technical Architecture. To organize the findings, the Integrated Systems is divided into four major segments: Enterprise Strategy Confirmation, Current State Assessment, Future State Enterprise Architecture, and the Strategic Information Systems Plan.

Enterprise Strategy ConfirmationThe enterprise strategy establishes company visions and priorities. Business operations and technology must support the realization of this strategy. Therefore, the first stage of a strategic information systems plan is the confirmation of the enterprise strategy. The Enterprise Strategy is geared towards gaining an understanding of the client’s enterprise and business unit strategy in order to confirm alignment/misalignment of the company’s IT infrastructure in support of that strategy. By understanding the strategic direction of the information systems operations the project team is better prepared to define improvement opportunities and to implement appropriate solutions.

Current State Assessment

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In order to create the future state technology solution, an analysis of the current state is needed to address the gap between current and future state technology environments. The objective of this assessment is to document the technology framework existing currently within Des Moines Public Schools and to understand how it may affect the efforts of the project team. By understanding all of the current technologies in use across the enterprise, the project team is better prepared to define improvement opportunities and to implement appropriate solutions. Such an assessment can often identify consolidation and data migration options that significantly increase the value that a new system can bring. Additionally, knowledge of the support and management structures currently in place helps the team to assess the impact of planned technology deployment on the support organization.

Future State Enterprise Architecture ComponentsThe Future State Enterprise Architecture is the vision for what technologies could be leveraged to most effectively support the enterprise strategy and operations. The goal is to develop future state recommendations derived from the Enterprise Strategy, the Current State Assessment, and "best practices". Pomeroy will develop a future state recommendation and provide a blueprint for the optimal structure that will support the future IT organization and business processes. Additionally, Pomeroy will identify the benefits and challenges related to each recommendation.

Strategic Information Systems PlanThe Strategic Information Systems Plan defines the initiatives that should be undertaken to move Des Moines Public Schools from its current state to its future state. It includes the projects that need to take place to support the future strategy of the organization. Project plans and time lines are developed to better understand the effort of each initiative. This plan will also define the business rationale behind the solutions. As part of the Integrated Systems, immediate next steps are identified so that Des Moines Public Schools has a better understanding of what needs to occur to move forward with the Integrated Systems recommendation.

Our Approach to identify and record requirements starts with a project kickoff. In addition, we will confirm the principal approach to be used in completing the detailed analysis to determine requirements. We anticipate utilizing a combination of all three of the following:

Application Templates to Guide Specified InterviewsApplication templates are logically grouped lists of different processes or features, which have been prepared for specific ERP Solutions, such as Oracle. For this type of widely used standard package application, Pomeroy’s PET (Package Evaluation Tool) product provides templates that are independent but that define the standard features of the applications for use as an initial checklist to assist in defining all of the functions which the package software should contain.

Joint Application Design (JAD) SessionJAD sessions are one method that can be used to produce the requirements list. This approach can be considered in general terms as a form of “structured brainstorming” and involves deriving requirements by documenting the outcome of an arranged meeting attended by selected key

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personnel. To be successful, the group discussion approach requires a highly skilled leader or “facilitator” to control and direct the meeting and normally at least one other administrative person to document the agreements reached. The leader’s primary objectives are to promote agreement among the participants and to ensure that the investment in the new system is maximized through innovative use of the new system’s features and functionality to restructure both the organization and its business processes.

InterviewsThe more traditional method of fact-finding involves the use of structured interviews with key personnel. These sessions are very useful to gather detailed information from individuals, especially if they are unavailable for a group session. Interviews can be conducted on site or via conference call as is required by the participants. We anticipate that this will be the primary means of gathering information during this engagement.

The following table identifies the key activities for the Integrated Systems and the expected deliverables from each activity.

Activity Key Tasks DeliverablesEnterprise Strategy Confirmation

Define Enterprise StrategyDevelop Operational ModelFuture State VisioningDevelop Strategic Initiatives

Enterprise Overview – Vision, Strategies, CSFs, PMs, etc.Business Segment/Function Overviews (SWOT Analysis)Value Chain AnalysisStrategic Initiatives MatrixProcess Improvement Opportunities

Current State Assessment

Document Current Business ProcessesPerform Organizational ReviewAnalyze Current Hardware & CommunicationsReview Current Business ApplicationsDocument MIS Practices & ProceduresDocument Major Data ComponentsDocument IS Benchmarks

High Level Current Process FlowsCurrent IS Organization & ManagementCurrent Application ArchitectureCurrent Technical ArchitectureIS Improvement Opportunities

Future State Enterprise Architecture Components

Define Process ModelDetermine IT PrinciplesAnalyze Future ApplicationsDevelop Technology ArchitectureDefine Interface ComponentsRequisite Hardware/CommunicationsDesign MIS Organization and Management

Guiding Principles (IS Mgt, Business Systems, Technical)Future State IS Organization & Management PracticesFuture State Application ArchitectureFuture State Technical InfrastructureList of InterfacesGap Analysis

Strategic Information Systems Plan

Define High Level ProjectsDevelop High Level Project WorkplanEstimate High Level CostsIdentify Benefit Categories

Project ProfilesBusiness RationaleHigh Level Implementation PlanHigh Level Cost EstimateImmediate Next Steps

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All required project deliverables will be created according to Des Moines Public School’s guidelines. All deliverables will be provided on time and in a matching format. Deliverables will be concise and well organized. All deliverables will be versioned in Pomeroy's Software Configuration Management system during the project. After project completion a final archive will be made and provided to Des Moines Public Schools.

Key Tasks: Work Plan Time lines and Schedules Costs Business Case

Business Case DevelopmentAn effective cost/benefit analysis, which gains support and approval for a technology implementation, results from a collaborative effort between Pomeroy and the client. During the business case development, Pomeroy will work directly with Des Moines Public Schools to establish the variables used to drive our electronic cost benefit model. The business case takes into account baseline metrics and the future requirements that were identified during requirements definition to quantify each unique need and/or capability. Once the business case is complete, it can drive the prioritization of the enhancements by choosing those with the greatest benefit and the least cost.

Activity Key Tasks DeliverablesDefine Variables Review Financial Analysis Standards

Identify BenefitsIdentify Cost Identify Alternative Investment Scenarios

List of financial assumptions and standardsList of benefitsList of procurement, implementation and operational costProject investment scenarios and associated cost and benefits

Cost/ Benefit Analysis Develop Cash Flow ScheduleCalculate Economic Performance IndicatorsConduct Sensitivity AnalysisCompile Investment Analysis in Value Proposition Statement

Evaluation horizon and time cycleEconomic Indicators for each scenarioCash flow analysisManagement Write Up

TMO / TSC ReviewA final step in the package evaluation, integrated architecture solution and cost/benefit analysis is the team’s recommendation. Typically, the recommendation is presented in the form of a management write-up, which outlines the software and infrastructure the team feels aligns best with DMPS’s specific business needs. All supporting documentation collected throughout the above processes is also assembled into one final document as backup to the management write up.

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Organizational Change Management (OCM) “Key Users” aid in the design and development of potential new roles and responsibility definitions and communication plans, resulting in better acceptance by end-users. Based on past experience, to ensure success a “Key User” or “Champion” is to be identified to work closely with the Engagement Manager whom is an organizational change management assigned to the project to work closely on a plan to guarantee a high probability of organizational Buy In.

Utilizing all of the information gathered the engagement manager will work closely with the project team and Des Moines Public Schools champion to work to document new roles and responsibilities and establish a communication plan for the champion to utilize during the engagement, as well as, during the implementation stage of the project. This phase of the project will be a key driving force in assisting to break down the resistance to change and work to calm the fears that commonly accompany change in an organization.

Activity Key Tasks DeliverablesCreate Organization and Communication Plan

Identify OCM ChampionAssess the organizations readiness for changePosition the organizationDefine Roles and Responsibilities for StakeholdersDevelop Communication Plans and Programs

Description of Role of OCM ChampionRisk Matrix and Mitigation StrategyOCM Training and OverviewRoles and Responsibilities DocumentHigh Level Communication PlanAssist with Drafts of Communications

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FeesFees

The price of $96,627 below reflects the professional services cost based on the approach outlined throughout this response, which will not be adjusted or increased except due to material change of scope and only if agreed to in writing by Des Moines Public Schools. Pomeroy’s Scope Change Methodology will be used as the vehicle to document, communicate, and resolve all instances where there may be a material change in scope. Pomeroy will not perform additional work for these change requests, unless specifically authorized by Des Moines Public Schools in writing.

The above price plus all expenses to deliver services included is a cost not to exceed $98,559. Any expenses incurred by Pomeroy staff in performance of project work outside the scope outlined in this document will be separately identified and billed to Des Moines Public Schools for reimbursement without additional markup or administrative fees.

The detailed costs and fees associated with this engagement can be found in the following section of the response.

Price Proposal and Cost SummaryPomeroy anticipates the maximum number of hours of work to be performed during this engagement as 820 hours. The following is detailed list of the hourly rate by staff classification.

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We are proposing the fixed bid approach at a partnership-billing rate of $96,627 for consulting services. This price includes any travel and living expenses. Any travel and living expenses incurred by Pomeroy Consulting Group staff in performance of project work outside the scope of this engagement will be separately identified and billed to Des Moines Public Schools for reimbursement without additional markup or administrative fees. Invoices will be submitted in writing for payment and are due 15 days from date of invoice unless otherwise agreed upon by both parties. These invoices will be issued at the end of each month throughout the engagement until project completion.

In the event that a Bond is requested by Des Moines Public Schools an additional fee of $1,932 will be invoiced.

We anticipate utilizing Microsoft Office Professional and Visio to document the deliverables for this engagement. In the event that additional tools are requested to be utilized Des Moines Public Schools will be responsible for providing the appropriate licenses to the project team or for any fee incurred as a result of Pomeroy being required to purchase licenses.

The total fixed cost of this engagement will not exceed $98,559

Pricing AssumptionsThe estimates and commitments provided in this proposal are based on the following assumptions, as well as any other assumptions previously stated in the body of this proposal. If an assumption proves not to be true, then Pomeroy will submit a project Change Request outlining the impact of the incorrect assumption along with the estimated impact in both time and cost.

1. Resource availability for DMPS - The schedule is based on availability of key resources.

2. Timely interviews - All interviewees and other Des Moines Public Schools business and technology resources will be available in a timely fashion, reducing any adverse impact to the defined project time line.

3. Decision making process - All decisions will be made in a timely fashion so as not to adversely impact the project time line.

4. Existing documentation - An attempt will be made to leverage existing Integrated Systems related documentation. Access to this documentation will help validate the resulting Integrated Systems findings reducing the time to delivery.

5. Vendor availability - Vendors and Des Moines Public School resources will be available for vendor information gathering and discussion during the specified timeframe.

6. Change Management process - Any work requested that is not covered in the scope of this document will be addressed as a Project Change Request and may incur additional costs.

7. Scope of Interviews - Approximately 35-40 Des Moines Public Schools personnel will either need to be interviewed or participate in appropriate facilitated working sessions.

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8. Single point of contact – Both Pomeroy and Des Moines Public Schools will assign a primary contact for the duration of this project. Any issues or changes in scope will be communicated through this contact.

9. Normal hours - Pomeroy will perform work during normal business hours (M-F, 8AM - 5PM), unless previously agreed to by both parties. Billable rates outside the normal business hours can be provided.

10. Travel expenses – No additional travel charges will be incurred. Pomeroy has local offices and any team members that need to come from out of town will not bill travel cost to Des Moines Public Schools.

11. Proper workspace - Pomeroy will have access to the necessary work areas and appropriate resources as required to perform the deliverables outlined in this document and the RFP.

12. Affected users - Des Moines Public Schools will notify any affected users about the project and the possibility there may be business interruptions. Pomeroy should be notified of any special circumstances with regards to resource access.

13. Billing - Pomeroy will submit invoices to Des Moines Public Schools for the work performed at the end of each month unless specific billing arrangements have been made. The terms for all invoices are Net 15 days from invoice date.

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SummarySummary

As a leader in IT solutions, Pomeroy performs and manages the service processes of designing, managing and implementing ERP solutions while reducing costs and streamlining administrative activities.

Pomeroy is excited about the opportunity to respond to Des Moines Public School’s request for ERP Needs Assessment Consulting Services project. Our solution brings forward the best combination of top quality consultants and customer-proven processes to deliver professional services.

Pomeroy offers:

Experienced Consultants - who have successfully implemented ERP systems for hundreds of clients throughout the United States

A proven Project approach - with quality people including a consultant with over 12 years of Education Industry experience

A thorough understanding - of the Des Moines Public School’s business functions based on previous successful engagements like the L-Net project

Software Independence - Pomeroy is independent of any software vendor and can provide an unbiased selection criteria that will assure that Des Moines Public Schools will get the best software application that will meet it’s needs.

Pomeroy has an understanding of the issues facing Des Moines Public Schools because we have been partners on previous projects. We understand the need for flexibility and responsive performance whenever we engage. The decisions you make today will impact your staff and your organization for years to come. It is important to make choices that will best suit your unique needs.

To meet these objectives, Pomeroy has selected a team with the skills and qualifications to make the Implementation services run smoothly for Des Moines Public Schools. To put this in place, our team of experts is fully committed to providing the high quality services you desire to ensure a smooth transition.

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Pomeroy has a local office with engineers and consultants who can help you select the right ERP system and assist with the implementation. By adding a Business Analyst with over 12 years of Education experience, we have clear understanding of the issues that your district faces. If you check with our reference accounts, they will tell you that Pomeroy is one their best companies to work with because of our flexibility. Pomeroy’s engagement manager has over sixteen years of experience with business process improvement. Her resume is included in this response and you will be able to see that she has successfully helps many organizations create the baseline and the gap analysis. With our experience, Pomeroy will help Des Moines Public Schools create the right blueprint for success.

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Appendix A - Project Roles and ResponsibilitiesAppendix A - Project Roles and Responsibilities

Pomeroy has selected a team of professionals with various backgrounds that will provide the best combination of skills.

Functional Role Pomeroy Resource Responsibilities

Engagement Manager Tracy Libertino Clears obstacles and motivates the team to achieve results

Sets the strategy, prioritizes and ensures alignment of initiatives

Provides overall vision, direction, and support for the project

Demonstrates the power to initiate and legitimize change

Project Manager Michael Parezo Leads and oversees the project

Communicates project updates and priorities up the organization in the form of executive reports to the Project Champion

Build the project plan with tasks, timelines, people and dependencies

Develops project charter

Business Analyst/Education Specialist

Curtis Bishop Responsible for all current state functional interviews

Document current state functional processes

Document future state functional requirements

Develop software requirements document Perform all activities/generate all

deliverables outlined in the work plan

Technical Writer Leon Honeycutt Collect and distribute all deliverable documents

Review and Create all final documentation deliverables

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Functional Role Pomeroy Resource Responsibilities

Senior Technical/Business Analyst

Jeff Cody Conduct current state technical interviews Document current state technical processes Identify tool sets used for Project

estimations Identify future state technical requirements Develop technical evaluation criteria for

package evaluation Perform all activities/generate the

deliverables

Engagement Manager – Tracy Libertino Ms. Libertino has 16 years technical writing and 13 years management experience, 6 of those years include IT Management and Strategic planning for cross-functional Enterprise Systems with Object Oriented technologies, and 14 years of POS and Supply Chain Management. She specializes in a wide range of areas, such as: Business Process Reengineering, Implementation, Integration, Project Management, Productivity Management, Business Consulting, Software Development Life Cycle Management, Information Architecture/Content Management, e-Business Strategy, Quality Control/Assurance/Analysis, Organizational Change Management, Requirements Gathering, Systems Management, Product Development, Documentation, On-Line Help, Product Packaging, Pre and Post Sale Marketing support, Professional Training and Product Support. She has specific functional business area expertise in Development, Delivery, Integration, Support and Software Maintenance for products for Data Warehousing, Electronic Data Interchange, Efficient Replenishment, Inventory Management, Category Management, Computer Assisted Ordering, Host Applications, Point of Sale Systems, Cash Management, Item/Data/Price Management, Electronic Marketing, Electronic Funds and Benefits Transfer, Sales Analysis/Reporting, Electronic Ordering and Receiving, e-Procurement, Customer Relationship Management, On-line Marketing, Surveys, and Campaigning and Thin Client Radio Frequency Applications. She has experience working with large-scale e-Business Extranet and Intranet systems as well Business Intelligence Warehouse systems in the Bio Tech, Non-Profit, Financial and Manufacturing Industries.

PROJECT EXPERIENCE

Mecklenburg County Sheriff’s Office (MCSO) – Project Management Office / Engagement Manager / BPR Specialist / Business Analyst

Functioned as the Project Management Office and Engagement Manager for implementation of an Enterprise Level Offender Management System. Responsibilities included but not limited to package selection and presentation of recommended solution to

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MCSO representatives, international partner management, contract negotiations for third party negotiations. Completed assessment of Host Facility providers and setup of collocation of hardware with Disaster Recovery and Business Continuance Plans with consideration of Home Land Security requirements. In addition, fulfilled roles of Organizational Change Management, Testing, Training, Documentation, Rollout and Delivery Teams for implementations, interfaces and migration for iTAG & cTAG from ICJIS, AFIS, Web Sphere, Aramark Commissary, Aramark Financials, NC AWARE, Mug Shots, Arrest Processing, Warrants and Arrests, Northpointe Classification, AOC, DCI, GIS and VINE. In addition, created project team methodologies for development, implementation and support as well as, performed overall project audit to ensure Quality Delivery across all Teams in conjunction with Executive Management for overall project delivery and adherence to planned methodology. Primary project management responsibilities included but were not limited too: Success Criteria, Performance Metrics, Team Building, Project Planning, Requirements Gathering, Technical Writing, System Personalization, Test Script Development, On-line Presentations (CBT), Design Specifications, Risk & Change Management, Status Reporting, Training curriculum management and creation, Unit Test, Integration Test, System Test, Performance Test and User Acceptance Test Coordination and implementation. In addition, verified system deliverables met all CMM-Level 3 criteria, Public Safety Methodology and for delivery including working with external Product Providers, Offshore resources, Multiple Departments and Database systems including working with city & county offices and legal departments for adherence Public Safety industry regulation standards. Additional responsibilities include version control and maintenance release management for Sales Force Automation Global implementation, utilizing experience with CMM-Level 3, Six Sigma, YCA Success Metrics and PM BOK techniques.

Caterpillar Financial – Project Quality CoordinatorFunctioned as the Project Manager for Organizational Change Management, Testing, Training, Documentation, Rollout and Delivery Teams for Siebel, e.piphany, Real Time Marketing, Data Warehouse, and EAI implementation. In addition, performed overall project audit to ensure Quality Delivery across all Teams in conjunction with Executive Management for overall project delivery. Primary project management responsibilities included but were not limited too: Team Building, Project Planning, Requirements Gathering, Technical Writing, System Personalization, Test Script Development, On-line Presentations (CBT), Design Specifications, Risk & Change Management, Status Reporting, Training curriculum management and creation, Unit Test, Integration Test, System Test, Performance Test and User Acceptance Test Coordination and implementation. In addition, verified system deliverables met all CMM-Level 3 criteria and Six Sigma standards for Reporting and for EAI delivery including working with external Data Cleansing Corporation, Offshore resources, Multiple Departments and Database systems including working with Peoria office and legal departments for adherence to financial and insurance industry regulation standards. Additional responsibilities include version control and maintenance release management for Sales Force Automation Global implementation, utilizing experience with CMM-Level 3, Six Sigma, YCA Success Metrics and PM BOK techniques.

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AMC Theatres – Engagement Manager/Project Manager/BPR&CRM SpecialistFunctioned as the Engagement Manager, BPR and CRM Industry Specialist for mid-market CRM package selection and assessment. Included Microsoft CRM, ACT! and Front Range. Primary Engagement management responsibilities included but were not limited too: Team Building, Project Planning Review, Requirements Gathering, Review of Design Specifications, Conducting Facilitated Sessions, Conducting Interviews, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client.

Tremco – Engagement Manager/BPR SpecialistFunctioned as the Engagement Manager and BPR Specialist for large scale E-mail and Messaging package selection for Global Implementation. Included Group Wise, Exchange, Lotus Notes and Oracle Collaboration, Primary Engagement management responsibilities included but were not limited too: Team Building, Project Planning Review, Requirements Gathering, Review of Design Specifications, Conducting Facilitated Sessions, Conducting Interviews, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client.

V3 Systems – Engagement Manager/Industry SpecialistFunctioned as the Engagement Manager and Industry Specialist for Warehouse Management and Supply Chain Management Application Development Project. Primary management responsibilities included but were not limited too: Sales Account Management, Marketing, Pre & Post Sales support, Contracts, Resource Planning, Team Building, Project Planning Review, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client. Technology was built utilizing the Microsoft .Net Framework, utilizing UML modeling, Java, univeral xml, MS Visual Basic and MS SQL Server.

Michelin– Engagement Manager/Industry SpecialistFunctioned as the Engagement Manager and Industry Specialist for large scale Dealer Extranet Wireless Project to rebuild the TreadTrak application. Primary Engagement management responsibilities included but were not limited too: Team Building, Project Planning Review, Requirements Gathering, Review of Design Specifications, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client.

Hafele – Oracle Tutor Specialist Functioned as the lead Documentation Specialist for Oracle 11i implementation for a Manufacturer, which involved creating Process and Lab Documentation Templates and Standards. Applications included Oracle Financials AP, AR, CM, and FA. Primary responsibilities included but were not limited too: ISO 9000 process consulting, organizational change management, deployment strategy, technical writing (user documentation and process modeling), on-line help, HTML conversion, document publishing, training labs and portal consultation.

Ocwen – Project Manager

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Functioned as the Project Manager for the Scoping / Prototype and Construction for an Investor Reporting Web Portal (http://www.ocwen.com) and Data Mart for Ocwen which involved extraction of data from Sybase, MS SQL and Oracle. Technologies included but are not limited too: Oracle, PL/SQL, ODBC, DCOM, Cold Fusion, Fuse Box, Crystal Decisions, Pop Chart, Excel, and Adobe Acrobat. Primary responsibilities included but were not limited too: Project Planning, Requirements Gathering, Technical Writing, Risk & Change Management, Status reporting with cost analysis, and point of contact for Pomeroy and the Client, utilizing experience with CMM-Level 3, Six Sigma and PM BOK techniques.

United Way of the Central Carolinas – Project Manager / Information ArchitectFunctioned as the Project Manager and Information Architect for the creation of a Intranet Site for United Way of the Central Carolinas ( http://www.uwcentralcarolinas.org ) utilizing MS Office, MS Project, MS SQL Server, Cold Fusion, Flash, Fuse Box, Verity, and Adobe Acrobat. Primary responsibilities included but were not limited too: e-Business Strategy, Information Architecture/Content Management, Code Reviews, Project Planning, Technical Writing, Training, On-line help, Requirements Gathering, Risk & Change Management, Status reporting with cost analysis, and point of contact for Pomeroy and the Client. Additional responsibilities included assisting with metrics analysis and obtaining sponsorship for non-profit web site. Since project closure have donated consulting services to create productivity management system and assist with the creation of the Project Management Philosophy utilized by the Information Technology Department in conjunction with all business units, utilizing experience with CMM-Level 3 and PM BOK techniques.

Aventis CropScience (Bayer) – Project Manager/BPR SpecialistFunctioned as the Engagement Manager and BPR Specialist for Process Modeling Tools package selection for Global Implementation. Included ARIS Process Platform, Proforma Provision, Casewise Corporate Modeler, Popkin’s System Architect, All Fusion’s Process Modeler and Rational Analyst Studio. Responsible for gap analysis with adherence to Gane & Sarson, Rummler-Brache, LOVEM, IDEF and UML / Use Cases. Primary Engagement management responsibilities included but were not limited too: Team Building, Project Planning Review, Requirements Gathering, Review of Design Specifications, Conducting Facilitated Sessions, Conducting Interviews, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client.

Aventis CropScience (Bayer) – Engagement Manager / Project Manager

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http://www.uwcentralcarolinas.org/

http://www.ocwen.com/


Functioned as the Engagement Manager and Project Manager in conjunction with Oracle Consulting for the FoCuS (Business Intelligent Warehouse Project). Managed the creation of the Custom Development Error Handling Library and Reprocessing Functions for multiple systems data entry for an Oracle Business Intelligence Warehouse including data processing from Systems such as ACTA, SAP, EDI and OWB. Primary project management responsibilities included but were not limited too: Team Building, Project Planning, Requirements Gathering, Process Modeling, Organizational Change Management, Technical Writing, On-line Help, Design Specifications, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy, Oracle and the Client, utilizing experience with CMM-Level 3, and PM BOK techniques.

Aventis CropScience (Bayer) – Engagement Manager / Project ManagerFunctioned as the Engagement Manager and Project Manager in conjunction with Oracle Consulting for the FoCuS (Business Intelligent Warehouse Project). Managed ETL Development using Oracle Warehouse Builder (OWB) and custom PL/SQL to develop Extract, Transform and Load (ETL) programs. Primary project management responsibilities included but were not limited too: Team Building, Project Planning, Requirements Gathering, Design Specifications, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy, Oracle and the Client. Additional responsibilities included the design of a Quality Tracking Database for use during Development, End User Testing and Post Implementation, utilizing experience with CMM-Level 3, and PM BOK techniques.

Husqvarna, NA – Project Manager/BPR SpecialistFunctioned as the Engagement Manager and BPR Specialist for Process Modeling Tools package selection for Global Implementation. Included assessment of ARIS Process Platform, Proforma Provision, Casewise Corporate Modeler, Popkin’s System Architect, All Fusion’s Process Modeler and Rational Analyst Studio. Responsible for gap analysis and adherence to Rummler-Brache, LOVEM, IDEF and UML. Primary Engagement management responsibilities included but were not limited too: Team Building, Project Planning Review, Requirements Gathering, Review of Design Specifications, Conducting Facilitated Sessions, Conducting Interviews, Risk & Change Management, Status Reporting with Cost Analysis, and acting as primary point of contact for Pomeroy and the Client.

Husqvarna, NA – Project Management Office / Project Manager / Information Architect

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Functioned as the Technical Project Manager and Engagement Manager for the creation of a Multi-Lingual Dealer Extranet Site for Husqvarna utilizing MS SQL Server, Cold Fusion, Spectra, Fuse Box, Verity, Adobe Acrobat, MS Office, MS Visio, MS Project, Visual C++ and AS/400 Client Server Access. Primary responsibilities included but were not limited too: Security and on-line transaction processing, e-Business Strategy, Information Architecture/Content Management, Technical Writer, On-line Help, Catalog Management, Data / Systems Integration, Code Reviews, Competitive Analysis, Project Planning, Process Modeling and Methodology creation, Backend Integration for AS/400 Systems, Requirements Gathering, Risk & Change Management, Status reporting with cost analysis, and point of contact for Pomeroy and the Client. Additional responsibilities included e-Business Analysis of Web Sphere / Java technologies vs. Microsoft / Macromedia Technologies, utilizing experience with CMM-Level 3 and PM BOK techniques.

Deloitte & Touche, (ERS/ABL ) – Project Manager / Business Analyst (Methodology Audits)Functioned as lead project manager and business analyst for multiple clients for Deloitte & Touche. Primary responsibilities included completion of current and future state assessments of business functions for multiple clients. Conducted multiple facilitated sessions. Responsible for the audit or creation of customer Project and Productivity Methodologies based on the Deloitte & Touche Methodology with additional customizations as needed for each project to meet the client business needs. Created Project Management Tool Kits with Sample documents and templates. Completed Work Plan for corporate implementation of new methodologies. Completed knowledge transfer workshops and one-on-one sessions with client business representatives. In addition, responsibilities included but were not limited too: Project Planning, Data Requirements Gathering, Status Reporting, Documentation, Direct Management of Business Analysts to write process documents and point of contact for Project Team, utilizing experience with CMM-Level 3, Six Sigma and PM BOK techniques.

Pomeroy Consulting Group / System 5 – Project Manager / Business AnalystLead the project value management center project team to create the new Project Management Philosophy utilized by both companies for all consulting engagements. Created Project Team, Work Plan, Methodology, Process Flows, Procedures, Roles and Responsibilities of the organization, Sample Documentation, Templates, Audit processes, Checklists for Project Review, Roll out strategy, conducted lunch and learn classes for philosophy training and created T3 (Tips, Tools, & Templates) email communications to organization to emphasize and educate consultant on specific aspects of the methodology, utilizing experience with CMM-Level 3, Six Sigma and PM BOK techniques.

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Project Manager – Mike Parezo

BackgroundMichael has hired in 2001 from GE Capital IT Solutions with six (6) years of program/project management experience in a wide variety of vertical markets including government/education, insurance industry, banking industry and manufacturing. Mike provided consulting and program management for various technology based projects including:

ERP/CRM needs assessments IP/Telephony business case study IP/Telephony implementations NOS migrations (Novell to Microsoft) NOS upgrades (complete technology refresh) Server and workstation rollouts WAN design and implementation LAN design and implementation VPN implementation

Since joining Pomeroy, Mike has developed an improved Service Delivery process for improved monitoring and control of network projects.

Competencies Project/Program Management Organizational Change Management Customer Relationship Management Performance Metrics Package Evaluation And Selection Value Justification and ROI Analysis Risk Management Distributed Computing Architectures Wireless Communications Legacy System Integration/Interfaces Documentation Quality Assurance/Control Content Management Solutions Information Architecture Enterprise Middleware Strategies

Vertical Expertise Educational Institutions Retail and Banking Insurance Manufacturing

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Education / Career TrainingUniversity of South DakotaB.S. Business Administration – emphasis in AccountingGE Capital – Green Belt Training

GE Capital – Quality trainingMicrosoft – MSF trainingMember of PMI #256341PMI certification training courseCurrently testing for PMP Certification (Project Management Professional)

Senior Business Analyst / Education Specialist - Curtis Bishop

Previous Experience

Sophisticated Systems, Inc., January ’99 to May ‘02

Director of Human Capital Managed the Human Resources Department of a 70-employee information technology

consulting company in Columbus, Ohio. Managed the corporate administrative staff and the hardware sales division. Directed the formalization of the corporate culture, created matrices to assess

compliance and ensure consistency with corporate values. Provided communication training and monitoring to executive staff following the

techniques developed by the Vital Smarts organization.

Marketing Planning Manager Designed and implemented organization marketing plan to build strategic partnerships

with clients resulting in consistent and effective business relationships. Conducted budget analysis. Designed SSI compensation formulas that aligned corporate goals with compensation

options.

Professional Services Manager Responsible for growth, development, and day-to-day business dealings at the SSI

Columbus branch including professional staff retention, employee evaluations, and developing individualized career/skills plans.

Assisted in the recruitment and qualification of IT consultant candidates. Determined the scope and developed appropriate approach and staffing for the

Columbus branch consulting contracts. Directed partner relationships with SSI clients that included Nationwide, Bank One, Ohio

Department of Education, Vehicle Research and Test Center, and the Columbus Chamber of Commerce, among others.

Coordinated the SSI Mentoring Program. Developed proposals, made proposal presentations to clients, and negotiated contracts. Provided technical expertise to support SSI sales division. Aided the sales staff by enhancing customer relationships.

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Columbus Public Schools, September ’87 to December ‘98Acting Chief Information Officer, December ’97 to December ‘98The Columbus Public School District is one of the largest school districts in the nation with an enrollment of over 64,000 students, a staff of over 6,000 and an annual operating budget of $500 million.As Acting Chief Information Officer, I managed all district technologies including responsibility for administrative/business computing, instructional technology, forecasting, evaluation services, district testing, and government reporting.

Prior District Assignments: Executive Director, MIS/ Manager of Computer Applications / Manager of Technical Support, September ’87 to December ‘98

Successfully completed several key initiatives: Directed the migration from a Honeywell Bull Mainframe environment to a distributed

processing environment serviced by a DB2 relational database. This provided current database technology and reduced operational costs for mainframe software licenses and support.

Directed the design, coding, testing and implementation of a micro based personnel system to complement a payroll service resulting in improved efficiency of the personnel department and enhanced reporting capabilities.

Implemented local area networks in 150 schools and administrative offices to support school based functions. This provided the schools with online access to data and site based processing.

Directed the creation and implementation of a computer system to provide the state of Ohio with mandatory Educational Management Information System (EMIS) data.

Represented Columbus Public Schools on Technology Steering Committee of the Council of the Great City Schools. Provided technology leadership and made presentations at national conferences.

Reduced MIS operational costs and staff by one third while increasing the services provided by the department.

Implemented the initial district web site and Internet capabilities. Developed the organizational plan that created the office of Chief Information

Officer. Provided initial direction for the implementation of an Enterprise Resource Planning

(ERP) system. Presented monthly technology status reports to Columbus Public Schools Board of

Education.

OCLC, Online Computer Library Center, Inc., Director of Human Capital, September ’77 to September ‘87

Manager of Software EngineeringOCLC is a global not-for-profit organization that provides automated library services and systems to libraries throughout the world. At the time, the company supported a worldwide communication network with over 7,000 online subscribers. With the largest library online service and the largest bibliographic database in the world, OCLC is the premier company in its field.

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Assignments while at OCLC included: Manager, Software Engineering/ Manager, Systems Analysis / Systems Analyst / Recovery Analyst / Operations Shift Supervisor / Computer Operator.

Successfully completed several key projects including: Directed the computer operations migration from a Xerox system to Tandem systems. Implemented the first commercial use of Tandem Computers' "Expand" communications

software. Implemented the first commercial use of Tandem Computers' TNS II operating system on a

16 CPU system. Implemented the first commercial use of Tandem Computers' Fiber Optics eXchange (FOX)

hardware and software in America. Facilitated the implementation of a new software development environment by leading the

organization from a Tandem Computer based development environment to a UNIX based environment.

Directed the creation of a centralized system management center to control diverse computer systems from a single location.

Directed the creation of a message based computer architecture that supported the interaction of computer applications on diverse operating platforms.

First Security Bank, Customer Service Representative, 1969 to 1977First Security Bank was the largest banking corporation in the mountain states.Job Assignments: Computer Service Representative and Project Manager / Computer Job Control Specialist / Computer Operator / Proof Department Supervisor / Proof Department ClerkJob responsibilities included:

Customer Service representative and Project Coordinator which involved dual functions. As a customer service representative, assisted bank branch management while resolving computer related problems; and as a project coordinator, coordinated the installation of a new check processing software system.

Served as Job Control Specialist, including the preparation and set up of computer jobs to run in an IBM MVS environment.

Supervised the banks checking proof department during the evening shift, which involved the supervision of data entry and computer operators and the balancing of all the banks checking transactions each day.

EDUCATION / CERTIFICATIONS

University of Utah

Bachelor of Science, Major – Psychology

Professional Presentations NETWORLD National Conference in Dallas, TX TOPIC: K-12 Administrative LANs Council of the Great City Schools Annual Conference in Seattle, WA TOPIC: Road Construction Ahead: The Flintstones Meet the Jetsons

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Council of the Great City Schools Annual Conference in Oklahoma City, OK TOPIC: What Will the Classroom of the Future Look Like? Buckeye Association of School Administrators Statewide Conference in Columbus, Ohio TOPIC: Information - The Strategic Resource

Community Involvement

Hilliard City Schools

As the 10th largest school district in the state of Ohio, the Hilliard City School District (HCS) serves more than 13,000 students in grades K-12, through two high schools, three middle schools, two sixth-grade schools and 13 elementary schools. Since 1987, I have been a passionate school supporter, involved parent and community member, and Board of Education member. My involvement includes:

Educational Task Force Long Range Planning Committee Classrooms for Kids Campaign Committee Technology Planning Committee Redistricting Committee Tennis parent volunteer 1999 - Elected to and currently serving on the Hilliard City School District Board of

Education. (President, 2002) During my tenure on the Board of Education, the HCSD opened four new schools, successfully redistricted for those new schools, and improved from a state ranking of “Continuous Improvement”, through “Effective” and up to the top category of “Excellent”. Improving by two categories is rare for any school district, but especially for a growing district.

Columbus State Community College Micro-Computer Technology Advisory Board

Prevent Blindness Ohio technology advisor

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Senior Technical Writer - Leon Honeycutt

PREVIOUS EXPERIENCE

Technical Writing Experience Producing documentation at appropriate levels (user or technical) and including latest

technology within each document. (16 years experience). Devised procedure for linking 100+ PDF files to a single PDF Table of Contents that

allows user to open one file at the root directory of documentation CD and then access all current chapters plus all previous releases of documentation.

Create and maintain documentation for different software products.o User Exits for IBM Supermarket Application (over 1000 pages in 150

documents).o Marketplace (ten different manuals of over 6,000 pages).o FuelPath (two different manuals of 500 pages total).o Lunchbox (three different manuals of 500 pages). This product also has Help

Text. o QUICKcheck (two manuals of 450 pages).

Implementing Standards. Meeting Deadlines.

Project Management Producing current documentation on deadline with assistance of programming staff

requires planning for resources, materials, proofing, and production of deliverable. Handled multiple projects in each quarter that overlapped production time. Allocated projects and performance of second technical writer in company.

Training Worked with sales staff, technical consultants, programmers and QA staff to improve

their skills with Microsoft Word, PowerPoint and Excel in customer proposals, reports and briefings.

Software Expertise Microsoft WORD. (Creating Documents). Adobe Acrobat. (Creating PDF Files). RoboHelp. (Creating Help Text).

EMPLOYMENT HISTORY

Kyrus Corporation (Sykes Enterprises/Info Systems), Senior Technical Writer, August ’95 to Present

Advanced Solutions International Corp., Technical Writer, Director of Training, October ’89 to July ‘95

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Inacomp Computer Centers, Director of Training, Publishing Specialist, February ’88 to October ‘89

MBI Business Centers (AMS Computer Stores/Computer South), Manager of Educational Sales, Manager of

Training, Technical Support, Educational Sales Consultant, April ’84 to December ‘87

Stanly County Schools, Computer & Volunteer Coordinator, PIO, Middle School Teacher, July ’79 to April ‘84

Albemarle City Schools, Elementary School Teacher, April ’78 to July ‘79

EDUCATION / CERTIFICATIONS

University of North Carolina at Chapel HillBA in Education and History

AwardsPerformance Bonus, Sykes Enterprises Inc./Info Systems Inc. - 1997Rookie of the Year, Info Systems Inc. - 1996Performance Bonus, Advanced Solutions International Corporation - 1995Employee of the Month, Inacomp Computer Centers - 1989North Carolina Governor’s Volunteer Award - 1983

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Senior Technical / Business Analyst - Jeff Cody

SUMMARY

Jeff has over seven years of experience in Oracle ERP Applications implementations. He has performed a wide range of duties over this time including Applications configuration, Project Management, Conversion Design, Configuration Design, Data Warehousing, and Training. Jeff has a great deal of experience dealing with clients in the areas of Discrete Manufacturing, Supply Chain, Order Management, Web Technology, Custom Development, and Customer Relationship Management.

PROJECT EXPERIENCE

Oracle Tudor Documentation—Hafele Americas Worked with Hafele Americas to develop Oracle 11i training materials on all Oracle

processes.

Developed Training Materials using Oracle Tudor.

Modules include: INV, BOM, WIP, Quality, OM, OC, WMS, iStore, and Financials.

Reporting Lead—Private Business, Inc. Lead a group of 4 Developers in a developing a Discoverer reporting solution that

will be used by roughly 50 users

Responsible for Project Timeline and Budget, mentoring junior consultants, and developing Reporting Architecture

Recommended hardware and hardware architecture for reporting system

Responsible for ensuring data integrity between reporting solution and the Oracle ERP system

Conducted one-day training session for “power users” that will be used to train users throughout the company

CRM Team Lead—Private Business, Inc. Managed one development and two functional resources in implementation of

Oracle 11i CRM modules

Modules included: CRM Foundation, CRM Foundation Notes, Oracle Knowledge Base, Interaction History, Task Manager and Assignment Manager, Customer Care, Service Requests, and Resource Manager

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Provided assistance with Oracle Order Management, Order Capture, Advanced Pricing, Oracle Contracts, and Incentive Compensation

Managed two developers with data conversion efforts for Customer Conversion, Contracts, and Installed Base through Oracle API’s

Provided post-implementation support

Lead Interface Architect/Order Management Lead/Project Manger—RAILINC, Inc.

Project Manager—Managed group of 5 resources in an Oracle Release 11i Financials and Order Management implementation

Project Manager—Responsible for Project Timeline, Budget, and reporting to executive management on status of project

Lead Interface Architect—Lead developers in design and development of an interface from the legacy system to Oracle Order Management for all monthly billings

Lead Interface Architect—Technical Lead for two developers in data conversion effort, which included Items, Customers, and Customer

Lead interface Architect—Lead a team of three resources in manual conversion of customer price list items

Order Management Lead—Directly responsible for setup and testing of Oracle Order Management and Advanced Pricing

Order Management Lead—Performed end-user training for Order Management and Advanced Pricing

All—Provided post-implementation support

CRM/Order Management Consultant—Internal 11i Implementation To keep up with current technologies, our company performed an internal

implementation of Oracle Release 11i for training purposes

Worked with the following modules: Oracle Order Management, Advanced Pricing, iStore, iSupport, CRM Foundations, Teleservice, TeleSales, Marketing Online, Sales Online, Incentive Compensation, and Oracle Contracts

Training Instructor—Ingersoll-Rand Conducted a one-day training seminar for Ingersoll-Rand management, giving an

overview of Oracle Applications

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Training included an overview of Oracle Applications, benefits, and how Oracle Applications fit into the daily operations of Ingersoll-Rand

Integration Consultant—Blue292 Inc. Liaison between Oracle Applications team and web development team in creating

an interface between web order fulfillment application and Oracle Applications

Worked with web development team in designing an interface between Web and Oracle Order Management Release 11i

Order Management Consultant—TaskPoint.com Responsible for analysis, design, and setup of Order Management

Worked with technical consultants to design an interface between custom Web application and Oracle Order Management Release 10.7

Conducted end-user training

Provided post-implementation support

Project Manager, Baker & Taylor Lead team of two consultants in creating a system for billing “special publications”

from their Data Warehouse

Assisted in design and development of the new billing system

Performed end-user training and rollout of new billing system

Met with Management on regular basis for project status and updates

Data Warehouse Liaison, Invacare, Inc. Acted as liaison between Applications consultants and Data Warehouse architects

Instructed Data Warehouse architects on how to correctly pull data from Oracle Applications

Designed and documented data architecture for Order Management and Financials

Project Manager, Garlock Industries Lead Team of 15 temporary employees in “re-conversion” of Inventory and Bill of

Materials

Designed and documented data conversion process

Met with Management for approval on process

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Performed supervisory role for staff during data conversion

Auditing Consultant, Garlock Industries Performed post-implementation audit of Oracle Manufacturing system that was not

performing as expected

Met with users and management to discuss perceived problems

Toured manufacturing facility to gain understanding of processes

Produced a recommendations document outlining problems and several solutions

Manufacturing Consultant, Invacare, Inc. Performed implementation of Oracle Manufacturing and Supply chain applications

for Fortune 100 manufacturing company

Modules included Oracle Inventory, Bill of Materials, MRP, DRP, and Work in Process

Performed gap analysis and recommended alternative solutions

Performed end-user training and applications setups

Programmer/Analyst—Insteel Industries Worked as the developer for full-life cycle implementation of Release 10.5

manufacturing

Performed Gap Analysis of applications, Customizations Design, and programming extensions for applications

Assisted in end-user training for three separate implementations of Oracle Manufacturing

Assisted in data conversion for Items, Bills of Material, and Routings

Upgrade preparation from Release 10.5 to 10.7

Staff Consultant—Unifi Inc. Modules included: Oracle Inventory, Oracle Bills of Material, and Oracle Work in

Process (Release 10.5)

Assisted in developing manufacturing program extensions for manufacturing company

Assisted in developing data conversion programs to migrate legacy data to new Oracle Manufacturing system

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Performed Gap Analysis of applications, Customizations Design, and programming extensions for applications

Assisted in end-user training for three separate implementations of Oracle Manufacturing

EDUCATION / MILITARY / CERTIFICATIONS

Campbell University B.B.A, Computer Information Systems

Minors-Management, Marketing, Business Administration

Certifications: Certified Sales Process Engineer Certified Program Manager Certified CRM Specialist

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APPENDIX B - Client Success StoriesAPPENDIX B - Client Success Stories

NeoModal.com

Dates of Service: Aug ‘00 – Nov ‘00

Company OverviewNeoModal.com was established in 1999 by seasoned players from the transportation, logistics, financial and technology industries to provide business-to-business internet services for shippers, carriers, and intermediaries. NeoModal.com provides complete Global Transportation Management. Their products are designed to maximize value and efficiency in the Global Transportation and Logistics Market. NeoModal.com’s solutions are composed of the following services:

NeoContract – provides “smart” contracting strategies, carrier selection and contract execution through standardized bidding, analysis, and carrier selection process

NeoCargo – provides the tools to assign cargo and electronically book to a carrier based on carrier allocation

NeoStatus – provides shippers complete visibility to the supply chain logistics

NeoMarket – provides shippers the ability to purchase space on the “spot” and gives shippers the opportunity to offer excess vessel or equipment capacity

NeoYield – helps carriers optimize their return on invested capital and increase their utilization of assets

Project DescriptionNeoModal.com engaged Pomeroy Consulting Group to implement Oracle Financials. Pomeroy consultants rapidly implemented General Ledger, Accounts Payable, Accounts Receivable and Fixed Assets at NeoModal.com utilizing Pomeroy’s Base Methodology which utilizes proven best practice concepts for dot.com companies. The implementation consisted of five phases: Planning, Requirement Analysis, Design, Build Test and Implementation. With Oracle, Financials NeoModal.com moved away from a temporary accounting package to a fully integrated financial solution that will allow for future business growth.

Pomeroy and NeoModal are one of the first companies to implement Oracle’s latest release - 11i.

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Royal & SunAlliance

Dates of Service: Apr’00 – Mar’01

Company Overview

Royal & SunAlliance (RSA) is one of the UK’s and world’s largest insurers with premiums written exceeding $6 Billion dollars annually and having their US headquarters based in Charlotte, North Carolina. Currently, the US headquarters employs about 4,500 people supporting America’s operations. RSA covers everything from Olympic stadiums to people. The company sells life, property/casualty, and specialty policies both directly and through intermediaries. Its Global Risks insurance operations include marine insurance, risk management services, and reinsurance. They also offer asset management services, including management of mutual funds.

RSA desired to implement common, global, integrated financial processes and systems using ”best-in-class” integrated package software. After careful review and extensive demonstrations Oracle financials was selected as the best product for the environment.

Project DescriptionThis project incorporated standard implementation procedures mixed with the design of new business processes, systems, and organizations to support the merger of several companies. This led to a consolidation effort that consisted of merging three financial systems GEAC, Lawson and Oracle 10.7. The rollout was then initiated within ten months of project kickoff, including a fresh install. Specific modules implemented consist of: General Ledger, Accounts Payable, Fixed Assets, and Cash Management of Oracle Release 11.0.3 Unix.

Pomeroy Consulting Group personnel were responsible for leading this effort, including the:

Detailed requirements definitions and methodology evaluation;

Overall Project Management;

Configuration, Design, and Implementation of the Application;

Designed and managed the custom development and conversions using Developer 2000, Oracle Reporting and Forms;

Design and development of 44 interfaces from legacy mainframe systems;

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Develop and execute system test activities;

Construct / delivery of end user training;

Initiation of a Data Architectural Design to support an integrated Data Warehouse for both the Oracle application and legacy data.

Throughout the implementation Pomeroy worked with RSA personnel ensuring the required expertise and knowledge transfer occurred while initiating the implementation within the scheduled period.

To ensure success the project utilized a partnership approach facilitated by Program Management and Performance Measurement Systems (PMS) such as a Balanced Scorecard. By following the best practices approach the project was delivered on time and in budget.

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TaskPoint.com

Dates of Service: Nov‘99 – Dec‘99

Client and Project Description

TaskPoint began with a vision and a business plan but required a technology partner to help them with their e-business strategy and technical implementation. TaskPoint turned to Pomeroy Consulting Group, Inc. to turn their business vision into an Internet business enterprise. Pomeroy defined their e-business goals, architected their system, redesigned business processes and delivered a fully enabled B2B solution.

TaskPoint, identified the opportunity to be the first business-to-business intermediary in the construction equipment market space. The Internet, with its broad reach and scope, provided the opportunity to build a business to serve both the buyers and sellers of new and used construction equipment. TaskPoint envisioned an Internet marketplace where contractors received competitive quotes on new and used equipment and equipment dealers reduced costs by expanding their market into the Internet without the expense of building their own websites.

Project DescriptionPomeroy and TaskPoint worked closely to watch market trends and listen to market feedback during the implementation. Pomeroy saw that a typical waterfall software development approach was not going to meet TaskPoint’s time to market needs. Pomeroy implemented their rapid application development methodology, which required everyone on the team to be flexible to the changing conditions. It was this flexibility that led to the successful delivery of a solution that overcame many of the pitfalls that other competitors fell into.

Pomeroy consultants reviewed the business processes and engineered a solution that was scalable, reliable, flexible and deep in functionality. Pomeroy realized that the solution would require technology that handled highly complex business rules. Pomeroy identified a variety of platforms and applications that could be combined to provide the most cost effective yet sufficient way to launch the site.

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The Requirements and Package Selection phase of the project included the development of high-level process flows, functional requirements and a formal package evaluation. In addition to the functional requirements, evaluation criteria were developed in the categories of technical requirements, vendor stability, and cost. The solutions evaluated included the “best of breed” applications in each of the three tiers. The specific modules evaluated in this effort included: General Ledger, Accounts Payable, Accounts Receivable, Purchasing, Inventory, Order Management, and Reporting/Analysis. The preliminary list was narrowed based on TaskPoint’s requirements to the leading applications in tier 1 (Oracle vs. several others), tier 2

(Acuity vs. Great Plains), and tier 3 (Mas90 vs. Peachtree). Based on the evaluation criteria, in addition to TaskPoint’s desire to implement a long-term solution, Oracle Applications was selected.

Pomeroy Consulting Group personnel were responsible for leading this effort, including: Detailed requirements definition and package evaluation / selection (Acuity, Mas90,

and Oracle); Identification of “best of breed” solutions across the various tier solutions; Development of software package evaluation criteria; Estimation of total implementation and on-going costs -- services, hardware, and

software; Development of implementation plan and initial project budget; Each aspect of the implementation process involved working with TaskPoint personnel to provide the required expertise and knowledge transfer for selecting the software within four weeks, and then completing the implementation within a twelve-week period.

Allaire and Oracle software were chosen to run TaskPoint. Application Database - Oracle 8i was chosen as the relational database

management system for the application because of its scalability and proven performance. The database contains thousands of rows of site and equipment data, Spectra's site content data, and user preferences.

Application Server - Allaire Cold Fusion was chosen as the application server software. The TaskPoint web application is primarily written with Cold Fusion script that retrieves and processes the data stored in the Oracle 8i database.

BackOffice - Oracle Financials was chosen as the back-office solution because of its breadth of functionality. The web application integrates real time to Oracle Financials for Accounts Receivable, Accounts Payable, and Order Entry.

Content Management - Allaire Spectra was chosen to provide dynamic content management. Spectra was built on top of Cold Fusion and provides a wealth of functionality for site management not found in other comparable products.

Data Maintenance - Oracle Forms was chosen to implement the application's data entry and maintenance functionality. All site data (except content) is maintained through a client/server application built with Oracle Forms.

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Family Dollar Stores

Date of Service: January 2000 - March 2000

Client and Project Description

Family Dollar Stores, Inc. is one of the fastest growing discount store chains in the United States. During the last ten fiscal years, 1,744 new stores have been added to the chain, including 1,109 in the last five fiscal years. Family Dollar currently operates over 3,300 stores. The merchandising concept responsible for this growth provides consumers with good values in low cost, basic merchandise for family and home needs. The merchandise is sold at everyday low prices in a no frills, low overhead, self-service environment. Most merchandise is priced under $10.00. Stores are located in a contiguous 39-state area ranging northeast to Maine, southeast to Florida, as far northwest as South Dakota and southwest to Arizona. They generally range in size from 6,000 to 8,000 square feet and most are operated under leases. The relatively small store size permits the Company to open new stores in rural areas and small towns as well as in large urban centers. Within these markets, the stores are located in shopping centers or as freestanding buildings convenient to the Company’s low and low-middle income customer base.

Family Dollar is headquartered in Matthews, North Carolina, just outside of Charlotte, and operates automated full-service distribution centers in Matthews, West Memphis, Arkansas; Warren County, Virginia; and Duncan, Oklahoma. The Company has been a publicly held corporation since 1970, and its Common Stock is listed on the New York Stock Exchange under the ticker symbol FDO.

Pomeroy Consulting Group personnel served as the Oracle IT Financial Manager supporting the General Ledger, Payables and Assets areas. Pomeroy performed business process reviews and implemented process improvements in several financial procedures. We advised the Senior VP of Finance and VP of Taxation in key financial issues concerning Oracle Applications. We designed the interface requirements for an external asset management system with Oracle Assets. Pomeroy also assisted the business users in the planning, testing, and production of several thousand 1099 forms. In addition, we performed the extraction and reconciliation of data required to complete Family Dollars property tax returns for over 3000 properties in 39 states. During the engagements Pomeroy assisted in the resolution of open TARs with Oracle Support.

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CSX Corporation

Dates of Service: Jan’97 – June’97; Sept’98 – Feb’99

Client and Project DescriptionCSX Corporation is one of the leading transportation providers in the world, serving in the rail, intermodal, warehousing, and technology industries. (Annual revenues over $10 Billion) CSX operates throughout the East Coast of North America and participates in several joint ventures in Europe and South America. CSX formed “Team Enterprise” to implement common, integrated finance and procurement solutions to its many units. The legacy systems were fragile, custom developed mainframe applications with severe Year 2000 problems. Team Enterprise examined several “best-in-class” packages and subsequently selected Oracle Applications, Sun-Solaris, and UNIX as its solution.

The project included the rollout of the Oracle Applications to all CSX sites, as well as all of the recently acquired Conrail sites. This implementation included over 4,000 end users throughout the U.S. The modules implemented included General Ledger, Accounts Payable, Accounts Receivable, Project Accounting, Purchasing, Inventory, Bill of Material, and Order Entry of Oracle Release 10.7SC.

Pomeroy Consulting Group personnel were responsible for several project / team management activities, including: Business case development; Requirements definition and software selection (Oracle, PeopleSoft, and SAP); Project management; System testing; Implementation rollout. Each aspect of the implementation process involved working directly with CSX personnel to provide the required Oracle expertise and knowledge transfer.

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Sea-Land

Dates of Service: Jan’97 – March ‘99

Client and Project DescriptionSea-Land Service, Inc. is the largest U.S. based ocean container shipping operator in the world. Sea-Land operates more than 60 vessels in over 80 countries (Annual revenues: $4 Billion) Sea-Land desired to implement common, global, integrated finance and procurement finance processes and systems using a “best-in-class” integrated package software. The packages implemented included Oracle Applications, Crystal Reports, Essbase, Mosaix imaging system, DEC-Alpha, and Windows NT operating system.

The project included design and implementation of new business processes, systems, and organizations in North America, Asia, Europe, and South America. Initial rollout was initiated within eleven months of project startup, with full rollout to 58 countries to be completed within twenty-two months. The specific modules evaluated in this effort included: General Ledger, Accounts Payable, Fixed Assets, Project Accounting, Budgeting, Purchasing, and Inventory Management of Oracle Release 10.7NCA.

Pomeroy Consulting Group personnel were responsible for leading this effort, including: Detailed requirements definition and package evaluation / selection (Oracle,

PeopleSoft, and SAP); Evaluation and selection of implementation services Overall Project Management; Application Configuration, Design, and Implementation; Migration of Application from 10.7SC to 10.7NCA during the design/ construction

phase Design and management of custom development (Developer 2000, Oracle Reports /

Forms, Crystal Reports) activities; Development and execution of system test activities; and, Construction / delivery of end user training.

Each aspect of the implementation process involved working with Sea-Land personnel to provide the required expertise and knowledge transfer for initiating the global implementation within an eleven-month period.

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Appendix C – Package EvaluationAppendix C – Package Evaluation

Pomeroy's methodologies are available on request however we have attached our Package Selection Methodology as a sample of our custom methods that will be employed during this engagement.

PurposeTo conduct an evaluation of potential packages and to select a software package that most closely meets the organization’s business requirements.

OverviewThe tasks in this phase makes use of the ordered list of requirements, derived in the Requirements Definition phase, as the measure against which prospective packages are assessed. When evaluating the packages from different suppliers, there are three discrete areas which should be addressed:

Technical features assessment - includes a detailed review of each package’s functionality and features driven by the detailed list of grouped requirements created in the Requirements Definition phase;

Supplier assessment - includes a detailed review of the package supplier strengths and weaknesses; and

Contractual issues - should be completed as the final step and should include all of the issues, which normally would be included in a contract to acquire software.

The initial tasks in this phase are intended to identify the extent to which a specific package is likely to fulfill the list of requirements. In addition, they should highlight any major limitations, which the selected packages have and which may force a reconsideration of the plan to adopt a package-based solution.

In most cases, there will inevitably be some mismatches between the package software and the requirements and part of the evaluation process is to identify how easily these differences can be reconciled. In particular, the costs of reconciling the differences and the effort involved in resolving these issues should form part of the package evaluation and may strongly impact the final recommendation on the package or packages to acquire.

PE1 Identify Potential Package Suppliers

PurposeTo identify an appropriate list of package software suppliers, whose products are considered potentially capable of satisfying the agreed list of requirements.

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Phase PE – Package Evaluation Task Relationships

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PE1

Identify potential package suppliers

PE2

Develop request for proposal (RFP) for package software

PE4

Analyze and evaluate RFP responses

PE3

Assign weight requirements

PE5

Conduct detailed technical evaluation

PE6

Assess suitability of proposed package suppliers

PE6.3

Evaluate package via software vendor demonstrations

PE7

Conduct detailed cost review

PE8

Complete software package evaluation

deliverable


PE1.1 Conduct survey of potential package suppliers.

Produce a list of potential package suppliers. This initial review was to help identify package software implementation alternatives and may not have been as detailed as this survey needs to be. This survey is intended to identify specific packages, which may potentially be implemented as a means of meeting the organization’s requirements. Pomeroy Consulting Group’s experience will be the best source of these potential package suppliers.

PE1.2 Develop a short list of prospective package software suppliers.

Review each of the potential supplier packages identified and assess the viability of the package to meet the specified requirements. Consider all categories not just application software functionality but also technology and support requirements.

This is not meant to be a detailed examination of the packages but should allow obvious mismatches to be removed from the list. Some areas to be considered in assessing the packages may include:

Package acquisition cost;

Anticipated volumes of data the package would need to be able to support;

Hardware requirements or constraints imposed by the package;

System software and application software constraints imposed by the package;

Meeting of amendatory or essential processing feature requirements;

Supplier and package stability; and,

Number of installations currently using the package.

PE1.3 Discuss and agree on the short-list of packages with management.

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PE2 Produce Request for Proposal (RFP)

PurposeTo ensure that the information distributed to prospective package software suppliers is presented in an ordered manner, that the requirements are clearly stated and that all suppliers receive the same information on which to base their response.

OverviewThe RFP document fulfills a number of functions, including:

To ensure that all relevant requirements are specified;

To ensure that the evaluation process is conducted in an objective manner, in that each supplier receives the same details about the organizations requirements; and

To allow the sender to define the format for the response and to identify key contacts that will supply additional information and give a return date for the RFP response.

PE2.1 Produce request for proposal (RFP).

An RFP document should be produced, consisting of the following:

An introduction section that specifies the purpose of the document and gives any specific instructions for responding to the RFP, such as number of copies needed, contact points, blank response forms or definition of response format and date for submission;

A description of the requirements based on both the Functional and Technical Requirements Lists developed in the requirements definition phase and supplemented, where appropriate, with a Management Overview Diagram;

Information required from the suppliers about the functionality of their package. This is intended to be specific to the organization’s requirements and should ask the supplier to indicate whether their package could support each of the functions described and how they would provide them, e.g., as a standard package facility or by adding custom codes;

Additional supplier details containing information on acquisition, modification, installation and/or maintenance costs, hardware and software requirements, supplier support services, training provided, contractual arrangements and any other relevant headings; and,

A statement saying that responses to the RFP may form part of the contract of supply of the software.

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PE2.2 Distribute RFP

These steps include:

Determine the responses schedule required for the RFP distribution;

Determine the suppliers to whom the RFP should be sent and establish the responsibility for liaison for responses; and

Discuss and obtain approval for the distribution.

PE3 Assign Weight Requirements

PurposeTo assign weightings to each of the detailed requirements to enable a consistent software evaluation.

OverviewEach of the detailed requirements is allocated a weight based on its overall significance to the system and to the organization. This enables the most important features to be given the appropriate level of attention during the evaluation process. After the weights have been derived, the range to be used for scoring each supplier’s package on a feature-by-feature basis is determined. Pomeroy Consulting Group’s PET product can be used throughout the weighting and scoring process.

PE3.1 Assign appropriate weightings to the information requirements detailed in the RFP.

The technique used to evaluate the functional requirements requires “weights” to be assigned to each requirement based on its significance. The requirements are then “scored” by measuring the degree of compliance to a standard.

The weightings allocated should be agreed to with management prior to assessing the individual replies in the preliminary evaluation task. An example of such a weighting is:

Weights Requirements 5 Must Have 3 Should Have 1 Like to Have

PE3.2 Define the scoring system to be used.

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Prior to distributing the RFP, agree on a common scoring system to be applied to all suppliers. In establishing the scoring system, consideration should be given not only to whether the package can comply with the requirements specified but also to how easily it does comply. For example, does it involve complex screen navigation or is it a direct screen access facility?

An example scale which could be used is:

Points Level 5 Fully meets 3 Partially meets 1 Meets only with high effort 0 Does not have

The most important part of the scoring process is that consistency is applied when the evaluation process is completed.

PE3.3 Validate and confirm the allocation of the weights and the scoring system to be used.

PE4 Conduct Preliminary Package Software Evaluation

PurposeTo prioritize the short list of potential package software solutions.

OverviewIn this task, responses to the request for proposal or invitation to tender (RFP) document are assessed. Based upon their response, suppliers are ranked in terms of each one’s ability to meet the requirements specified.

The relative position of the supplier is determined by using the weighted ranking technique that allocates a nominal score to each package. The mandatory features from the requirements list are used as the primary “filter” technique. This allows a decision to be made to identify those packages that still appear viable and therefore warrant future detailed investigation and those that can be eliminated from the selection process.

PE4.1 Conduct initial review of supplier proposals.

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On receipt of the completed RFP documents, review the suppliers’ responses and eliminate any clearly inappropriate replies. Exclusion reasons might include:

Package is missing several of the mandatory features specified;

Package is grossly overpriced relative to others; or

Package is not yet operational at any installation.

PE4.2 Grade the supplier responses.

Use of a spreadsheet constructed specifically for the evaluation.

For each supplier in turn, allocate a score against each of the lowest level requirements (note that higher levels of requirements are used solely for summary and analysis purposes), using the scoring system defined in the previous task. Use weighted ranking assessment techniques to determine overall scores for each supplier. These scores, represent the degree of fit a specific supplier’s package achieved against the requirements.

The allocation of supplier scores may initially be “paper-based” where scores are allocated based on either assessing the RFP response or from details contained in the supplier package documentation. If further details are required which are not contained in these documents, meetings with the suppliers or a review of the package software at a demonstration site may need to be completed.

PE4.3 Review preliminary evaluation results.

Perform sensitivity analysis on the assigned weightings to confirm that the selection of a particular supplier has not been unfairly influenced by the weightings or scores assigned in any area of the evaluation. Use the outputs from the weighted ranking assessment to compare results by supplier.

Produce a prioritized list of packages and discuss and confirm the ranking of the packages with management. Use the results of the evaluation to identify a limited number of packages, ideally one or two, to review in more detail.

PE4.4 Confirm the approach to be used to complete the detailed evaluation.

The various techniques which are to be used to complete a detailed evaluation of the short-listed package should be assessed and the appropriate approach determined. Alternatives may include:

Inspection of the package detailed documentation and manuals;

Demonstration of the package by the supplier;

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Visits to existing installation sites of the package (hopefully operating on similar hardware). Use the Site Visit Worksheet to assist in these visits;

Discussions with other users of the package;

Any combination of the above.

PE4.5 Discuss and agree to the preliminary evaluation and the detailed evaluation approach.

PE5 Conduct Detailed Technical Evaluation

PurposeTo provide additional information about specific packages to be used in selecting the most appropriate one to meet the organization’s need.

PE5.1 Define any changes to the technology environment needed to implement the package

Identify any changes to the current technology environment, which would be needed to support each of the different packages. Confirm if these changes have been allowed for in the technology environment section of the requirements list. Indicate any potential problem areas, which may result from implementing a specific package. Consider the impact on such items as:

Hardware configuration including memory, disk/tape storage and peripheral devices;

Telecommunications/networking;

System software configuration;

PC equipment; and

Operations workload and personnel levels.

PE5.2 Evaluate the effectiveness of the technical system design.

Confirm that the package software is capable of supporting the data structures needed.

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If there is a possibility that custom code modules may need to be written to integrate directly with the package code, ensure that all of the necessary package documentation is available to review:

System design of the package, including appropriateness of the package data structure to support modifications to the software;

Package-supplied exits or development software;

Program structures and modularity;

Program coding techniques;

Degree of coupling and cohesion between the modules;

Effect of the design implementation costs, operating costs and future maintenance costs;

Whether job control language statements are provided with the package software or will have to be created or amended; and

Whether any utilities such as backup or restore are provided as part of the package.

PE5.3 Evaluate the ability of the package to process production data volumes.

Verify that the package architecture features are capable of processing the anticipated production system volumes of data in the required time frames. This verification should include, where appropriate, the ability of the package software utilities, as well as the main programs, to efficiently handle the anticipated processing volumes. Particular attention should be paid to processing “windows” such as overnight, month-end and year-end cycles with maximum anticipated volumes.

PE5.4 Evaluate package software documentation.

Review the package software documentation for completeness, accuracy, ease of understanding and ease of use. Indicate the degree of supplementary documentation that will need to be produced to comply with the installation’s standards.

PE5.5 Assess system processing controls and security.

Consider the level of automated processing controls provided by the package in the following areas:

Access authorization to the application and to the data files;

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Data validation and verification;

Re-entry of rejected data;

Integrity checking and internal balancing routines;

Internal reconciliation; and

Audit trails.

PE5.6 Review initial weightings and scoring grades.

A check should be made before the evaluation is finalized to ensure that the scoring mechanism used is relevant and appropriate and ensures consistency of scoring.

PE5.7 Identify requirements not met by the package.

When evaluation of the package has been completed, there may be some requirements which cannot be met by the package as delivered from the supplier. Unmet requirements should be responded to by the software vendor with regards to a potential solution (e.g., workaround, custom development, bolt-on application, etc).

Each of these unfulfilled requirements should be carefully addressed to determine what action needs to be taken. Alternatives may include:

Deciding the feature / requirement is not necessary;

Changing existing procedures;

Changing the organization structure, existing positions/job descriptions or creating new positions;

Writing custom program / developing subsystem to deliver the requirements;

Using the package report writer / screen paint features; and

Using existing data elements in the package which are either optional or not used to include extra information.

Decide how each item will be resolved. Proposed Resolutions should be provided by the software vendor’s response to the RFP. Resolution may be beyond the scope of the project team and may need to be referred to the Project Steering Committee.

PE5.8 Estimate system costs.

Compile a list of requirements which will not be provided by the package software and calculate an approximate cost to provide the features through other means. Provide a

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separate cost for software maintenance of the package. Identify and include the cost of any additional technology components needed to operate the package.

Complete the cost Summary Matrix identified during the Requirements Definition phase.

PE6 Assess Suitability of Proposed Package Suppliers

PurposeTo ensure that the potential supplier of the preferred package system has a stable business base and therefore is likely to continue to provide the appropriate level of service and upgrades.

OverviewThis task involves an appraisal of the stability of the prospective package software supplier. It includes reviewing financial stability, support capabilities and the experiences of current package users. The same Weighted Ranking Assessment technique used for the detailed technical evaluation is used for the supplier appraisal. Often the vendor software demonstrations are the most important task of this activity, and usually is one of the primary determining factors in the software selection process.

PE6.1 Complete a profile of the supplier’s business history.

Consider the following:

Age of the company;

Financial reports;

Sales volume;

Number of development and support staff; and

Number of customers and existing working installations.

PE6.2 Evaluate the supplier’s support capabilities.

Consider the following:

Level of implementation assistance;

History of updates and error fixes;

Commitment to future product enhancements;

Number and expertise of local support staff; and

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Level, type and number of training courses available.

PE6.3 Conduct Software Vendor Demonstrations

This important task enables the client to physically / visually validate the software and capabilities to their business requirements. Pomeroy Consulting Group’s methodology of using business scripts streamlines the demonstration process and forces the vendor to demonstrate what the client needs to see, instead of only what the vendor wants them to see. The following are some of the tasks performed in this activity:

Develop Demo Schedule;

Develop Demo Agenda;

Develop Demo Business Scripts;

Develop Vendor Demo Instructions;

Distribute Vendor Demo Distribution Packet;

Determine Demo Evaluation Process;

Conduct Vendor Demonstrations;

Evaluate Vendor Demonstrations; and

Compile and analyze results of vendor demo.

PE6.4 Contact current users of the package software to ascertain their impressions of the package and the support provided.

PE6.5 Arrange and conduct site visits to one or more current users (if not alreadycompleted).

Follow up the telephone contact, where possible, with actual site visits. Discuss with the users any implementation problems they experienced and their satisfaction with the package software, the supplier implementation and support staff. Complete a site survey report.

PE6.6 Validate RFP responses.

Cross-check the information gained from discussions with users with the supplier responses in the RFP.

PE6.7 Score the suppliers.

Using the same scoring process as used in the technical evaluation, score the suppliers.

PE6.8 Produce vendor assessment report.

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Summarize results of the investigation into a Vendor Assessment Report. Recommend, if as a result of this task, any suppliers are considered high risk in terms of their suitability to support the package and if any of the suppliers should be removed from consideration.

New suppliers (i.e., with a small installed base) should not automatically be eliminated - they may have the best product. However, in this case, extra care should be taken when contracts are negotiated to ensure that access to source code is included for future maintenance through the use of escrow.

PE6.9 Discuss and agree the supplier appraisal report.

PE7 Conduct Detailed Contractual and Cost Review

PurposeTo identify the total cost of implementing and operating the package software.

OverviewThe intention of this task is to identify some of the contractual areas that need to be assessed in acquiring a specific software package solution.

PE7.1 Identify contractual issues.

Consider the various contractual issues which will need to be addressed to acquire the recommended package. It is important that contractual issues relating to the actual acquisition of the package are kept separate from the evaluation of the package content, features and performance.

Some contractual items to be considered may include:

Price and payment method for the original package and subsequent upgrades, including progress payments and currency issues;

Warranty (delivery date vs. usage commencement date);

Maintenance agreement and conditions;

Support;

Advertising (seek approval before publicity);

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Initial and additional training;

Initial installation (by supplier);

Number of documentation copies and reproduction rights;

Addition to documentation supplied with the package such as a Screen Hierarchy Diagram, Data Dictionary or Data Field Listing.

Upgrades;

Pricing of additional modules or packages; and

A clause to put the program source code in escrow. Some escrow issues include;

Use of a third party to assess what is put into escrow, Upgrades, Technical documentation, and Merger/takeover clauses.

PE7.2 Assess the supplier’s standard contract/license agreement.

Package suppliers generally have a standard contract agreement which they provide for acquisition of their software. If this agreement is to form the basis of the contract for supply of the software, then it should be reviewed in detail and, where appropriate, legal advice sought.

Ensure that the following conditions are considered in the contract:

Clear title to the software;

Warranty against defects;

Option to return software for a refund if it fails;

Tax or customs duties issues;

Maintenance terms and clearly defined fees;

Level of training;

Minimum sets of documentation;

Delivered source code;

Multiple site options; and

That any verbal promises of the salesman are confirmed in writing.

PE7.3 Estimate the costs for software enhancements / bolt-ons.

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Estimate the costs for software enhancements / bolt-ons needed for the package to meet all requirements specified, including the costs of any custom code programs. These costs should be available from the technical evaluation document produced earlier in this phase.

Before deciding on the need for any supplementary custom code programs, ensure that full consideration has been given to the possibility of a package-supplied report writer or screen painter or other means of providing the requirements.

PE7.4 Itemize costs for any additional hardware or software.

PE7.5 Estimate implementation-related costs.

Include costs for the purging, correction and conversion of existing data files, data creation costs, system acceptance testing and user and operations staff training. Also, include integration services for system configuration.

PE7.6 Estimate production operating costs.

Calculate the estimated production costs for the new system including:

Data collection;

Operation and processing;

Help desk support; and

Maintenance.

PE7.7 Produce detailed cost review.

Prepare a detailed cost review for inclusion in the software Package Evaluation Deliverable.

PE7.8 Discuss and agree to the results of the cost review and the contractual issues definition.

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PE8 Complete and Submit Software Package Evaluation Deliverable

Purpose

To provide a recommendation on which package, most closely meets the organization’s requirements

OverviewThe software package evaluation deliverable summarizes the work completed in this phase and contains a recommendation on which package to acquire.

PE8.1 Collate the software package evaluation deliverable.

Include in the document:

An outline of the work completed;

Summary Package Evaluation Matrix;

The recommended package and all supporting documentation;

Comments from current users of the package and the notes from any site visits;

A technical evaluation report, highlighting any additional technology components required to implement the recommended package;

Supplier suitability report;

Detailed cost review;

A detailed work plan for the design stage of the project; and

An overall project work plan for the remaining stages.

Suggested Table of ContentsSoftware Package Evaluation Deliverable

1. Introduction

2. Package evaluation material and recommendation

3. Technical evaluation report

4. Supplier suitability report

5. Detailed cost review

6. Design stage work plan (if applicable)

7. Overall project work plan (if applicable)

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PE8.2 Submit and discuss the software package evaluation deliverable with management.

Discuss the deliverable with management and resolve any questions and issues. If necessary, prepare an action list of items to modify.

PE8.3 Obtain approval of the software evaluation deliverable and authorization to proceed.

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