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October 16, 2009

Michelle BraniganKnowledge Management andTransfer Project ManagerThe Electricity Sector Council130 Slater, Suite 600Ottawa ON K1P 6E2

Re: Knowledge Management and Transfer for the Electricity Industry in Canada (7907)

On behalf of SMCL (Spearhead Management Canada Limited), I am pleased to present our response to your request for proposal for professional services. Our experience in providing resources for similar projects has allowed us to understand the diversity and complexity of your requirements. Our interest in this project and being accepted as a qualified supplier is exceedingly high.

SMCL is committed to and recognized for meeting our stated objectives. Our promise to our clients is to deliver the same high quality services that we provided in the past. SMCL is looking forward to working with you to facilitate the attainment of our common goal.

SMCL wishes to thank you for the opportunity to provide you with our response. Please contact the undersigned at (613) 226-4595, Extension 3277, or at [email protected] if any further informa-tion is required.

mailto:[email protected]

Yours truly,

Gina-Maria ScangaVice President, Sales & Marketing

SMCL Technical Proposal

Knowledge Management and Transfer for the Electricity Industry in Canada

(7907)

Confidential/Proprietary

SMCL (Spearhead Management Canada Ltd.) Technical Proposal for Knowledge Management and Transfer Project 2RFP No. 7907 Presented to the Electricity Sector Council Closing: 16 October 2009

9 Antares Drive, Nepean, Ontario K2E 7V5 Tel.: (613) 226-4595 Fax: (613) 230-5739

Presented to:

The Electricity Sector Council

Prepared by:

SMCL(Spearhead Management Canada Ltd.)

9 Antares DriveNepean, ON

K2E 7V5

October 16, 2009


SMCL (Spearhead Management Canada Ltd.) Technical Proposal for Knowledge Management and Transfer Project 3RFP No. 7907 Presented to the Electricity Sector Council Closing: 16 October 2009


Statement of Non-Disclosure

The material contained in this proposal is proprietary to SMCL. and shall not be reproduced or distributed in whole or in part without prior written consent of SMCL. In particular, no release of this material to any third party is authorized, without prior consent from SMCL. In the event that The Electricity Sector Council does not enter into a contract with SMCL for services pursuant to this proposal, no further use of this proposal or any of its component parts is authorized for any purpose. This proposal and its pricing shall be effective for a period of 90 days from the RFP closing date.


SMCL (Spearhead Management Canada Ltd.) Technical Proposal for Knowledge Management and Transfer Project 4

RFP No. 7907 Presented to the Electricity Sector Council Closing: 16 October 2009


TABLE OF CONTENTS

1. EXECUTIVE SUMMARY...................................................................................................................5

2. VENDOR PROFILE.............................................................................................................................7

3. SUB-CONTRACTED VENDOR PROFILE....................................................................................10

4. STAFF / CONTRACTOR RESUMES..............................................................................................10

5. ACKNOWLEDGEMENT OF RFP ADMINISTRATION TERMS AND CONDITIONS.........12

6. PROJECT PROPOSAL.....................................................................................................................14

6.1 APPROACH AND METHODOLOGY.................................................................................................176.2 WORK PLAN (AND WORK BREAKDOWN STRUCTURE)................................................................186.3 ASSUMPTIONS AND RISKS............................................................................................................216.4 KEY MILESTONES, DELIVERABLES AND DETAILED SCHEDULE..................................................236.5 PROJECT MANAGEMENT METHODOLOGY......................................................................24

6.5.1 Integration Management.........................................................................................................256.5.2 Scope Management.................................................................................................................266.5.3 Time (Schedule) Management................................................................................................276.5.4 Cost Management...................................................................................................................276.5.5 Procurement Management......................................................................................................286.5.6 Quality Management..............................................................................................................296.5.7 Human Resource Management...............................................................................................306.5.8 Project Monitoring..................................................................................................................316.5.9 Risk Managment.....................................................................................................................32

7. COST (BUDGET)...............................................................................................................................33

8. VENDOR REFERENCES.................................................................................................................33

APPENDIX A – CERTIFICATION OF CANDIDATE’S QUALIFICATION......................................37

AppeNDIX “B” – RÉSUMÉS OF PROPOSED CONSULTANTS...............................................................39





1. EXECUTIVE SUMMARY

The Electricity Sector Council (ESC) was created in 2005 as a not-for-profit organization dedicated to address the need for sector-wide recruitment and retention strategies. The ESC supports approximately 100,000 workers, as well as industry employers, working across the nation to provide electricity to Canadians. Of immediate concern to the Council and the industry, is the serious and growing challenge of providing skilled human resources to meet future needs. The issues of an aging workforce, an inadequate infrastructure, difficulties in recruitment, and increased demand from markets must be dealt with swiftly.

SMCL (Spearhead Management Canada Limited) seeks to assist the ESC improve the supply of labour in the electricity generation, transmission and distribution industry by establishing a consistent understanding and use of knowledge management and knowledge transfer process within the industry. This initiative will require an extensive research and analysis to provide the ESC with the best practices for knowledge transfer processes in Canadian and international organizations; innovative approaches to knowledge management systems; and an inventory of knowledge transfer programs and tools.

SMCL is ideally suited to conduct this project for the Electricity Sector Council. The analyst team assigned to the project (please see Appendix “B” for resumes) will bring over forty years of combined experience.

SMCL’s approach to this project will combine both secondary and primary research methodologies. We will develop a detailed work plan for approval by the Steering Committee, followed by a thorough research of best practices for knowledge transfer processes and approaches for their systems. We will conduct a literature review and hold consultations with stakeholder groups and communities. Last, but not least, we will conduct three case studies looking at star examples such as the Tennessee Valley Authority power company. For a more detailed discussion of the project methodology, please see Section 6.





To ensure the highest level of return on your investment, an interactive process will be used. SMCL believes that the success of any assignment is directly related to the level of communication with our clients. A weekly meeting or conference call will be scheduled with the Steering Committee to review progress to date, discuss initial research findings and potential problem areas, and refine the research strategies as deemed necessary. A brief written status report will be provided prior to the meeting/conference call to serve as a guide to discussion. We encourage an open dialogue between ESC and our analyst team at all times.

At the conclusion of the project, a final written report will be provided to ESC on completion of project, summarizing the research and analysis findings. This report will provide ESC with a comprehensive analysis of knowledge management in the industry, as well as strategic recommendations to assist industry members in the development and implementation of knowledge planning processes, especially as they relate to critical, scarce and long lead-time hire positions.





2. VENDOR PROFILE

In the summer of 2003, SMCL (Spearhead Management Canada Limited) redefined the business purpose of the company to that of a consulting company offering services in management and audit and information technology. To meet the corporate objectives defined in its new mission statement, SMCL, between October 2003 and June 2004, acquired all the shares of Kischi Konsulting Inc., FSG Consultants Inc. and Progestic International Inc. These three wholly-owned subsidiaries of SMCL reinforce the Company's new mission statement:

To provide highly professional, client focused, quality management consulting services to assist them improve their business performance through the efficient and effective use of Information Technology (IT), Audit and Management Consulting Services.

From 1982 to 2004, Progestic International (now operating as SMCL) offered a comprehensive line of leading-edge consulting audit, management and technology solutions in Ottawa and Toronto, as well as for the international market. Progestic was recognized by the Financial Post as one of the "Fifty Best-Managed Private Firms in Canada".

SMCL offers a full-spectrum of consulting services in: Audit and Management Consulting, and Information Technology. Our success can be attributed primarily to the solid experience of our consultants and our exceptional personnel. SMCL consultants have earned a reputation for their professionalism and expertise. Recruitment of SMCL’s consultants is designated by consideration of diversity and quality of experience, professional integrity, ambition, and reputation and teamwork abilities. Successful candidates are meticulously selected for their inter-personal skills and professional ability. Under the SMCL banner, we will provide the same high-quality services as in the past.

SMCL has assisted top organizations in the successful completion of high profile, mis-sion-critical projects. Our presence provides an abundance of expertise and therefore specific needs can be met from within the entire complement of our professionals.

We differentiate our services from those of our competitors by treating our clients with fairness and the utmost respect. Service is not just an empty promise but an integral part of the way we do business.





SMCL IS COMMITTED TO CLIENT SERVICE AND STRIVES TO MEET AND

EXCEED CLIENT EXPECTATIONS





SMCL is committed to client service and quality. We understand that the quality of results is directly related to the effectiveness of our work. We also know that quality control of project assignments is closely related to managing risks. SMCL pays great attention to reinforce quality control of all project assignments so that risks can be effectively managed. The following points distinguish SMCL's approach and process for managing Client Relationships and securing quality for your organization:

Maintain an open, collaborative climate – consultants will create an atmosphere of trust with the Electricity Sector Council to encourage open discussion.

Understanding the roles and responsibilities of the Electricity Sector Council – consultants will clarify, at the outset, the areas of responsibilities and the accountability framework in place.

Understanding the key business activities – in order to mediate risk, consultants will acquire promptly a clear understanding of the main activities, your project priorities, and organizational / stakeholder structure.

Relying on information already available – SMCL's consultants will leverage information already available for requirements elicitation and project delivery effectiveness.

Endorse a “no surprise” approach – SMCL will maintain close contact with the Electricity Sector Council’s PM and stakeholders and employ effective risk management to ensure that as given concerns are identified, they will be addressed.

Additionally, SMCL employs an effective corrective action / dispute resolution process. Anytime a SMCL client indicates dissatisfaction with our services, the receiver of the concerns/complaint (e.g., SMCL consultant) informs the Quality Assurance Manager. The QAM completes a corrective action report and forwards it to the Project Manager. A corrective action is initiated in response to either a Client complaint identified through the QA reviews, or verbal comments; or recurring non-compliance or defects as the result of an internal or external audit. The corrective action processes are:

Identification; Monitoring; Analysis; and Implementation.

To help facilitate effective client interaction, SMCL utilizes a CRM software package such as ACT 2007® for contact and customer relationship management.





SMCL employs a proactive risk management process. SMCL is aware of the environment in which its professionals work, including the accelerating rate of change in experience and skills and the resultant pressure on the cost of these resources. The success of SMCL as a supplier in mitigating the risks of obtaining, replacing and retaining resources will be achieved by using our: proven processes for resource identification and selection, active skills database, special priority to identifying and securing known resources for future assignments, recruitment specialists that are very active in the market, business alliances formed with companies headquartered in the NCR, and training and mentoring programs for our consultants. We employ pro-active planning sessions with clients to understand their future requirements forservices, resulting in great commitment to the successful conclusion of a project. SMCL has adopted six major steps in risk management. Steps 2 to 6 (following) are not one-off events and are repeated throughout the project.

1. Establish the Context – identify the organization and project environment, characteristics, dependencies and stakeholders, their goals and objectives.

2. Identify and Define Risks – Our team will identify risks. At the start of each phase, the risks associated with that phase will be formally identified. All conceivable risks, including “show stoppers” will be considered.

3. Conduct Risk Analysis – We conduct analysis of the risks to determine their causes, and estimate their probability and consequences.

4. Conduct Risk Evaluation - We consider these risks and prioritize them according to their potential impact on the project and each risk is assessed to determine its level of acceptability.

5. Develop and Implement Risk Treatments – We develop risk treatments to reduce, contain and control project risk.

6. Monitor, Report, Update and Manage Risks – As risks change during the project, the Project Leader and a SMCL manager will continuously monitor, review and mitigate risks.

Quality control is exercised through a number of specific procedures such as progress monitoring, review of deliverables and status reporting. In order to ensure the quality of our content and the report itself, we ensure that all deliverables are in accordance with the organization’s standards. If reports / recommendations are required, they will be completed in your format and will be appropriate to the findings and conclusions. We rely on Peer content review and on our own Communication Group for edit review of documents before their issuance to clients.

3. SUB-CONTRACTED VENDOR PROFILE





The Sub-Contracted Vendor Profile is not applicable as SMCL is not utilizing a sub-contracted vendor for this RFP response.

4. STAFF / CONTRACTOR RESUMES

Please refer to Appendix “B” – Resumes of Proposed Consultants

SMCL proposes to assign two senior consultants to this project, both of whom possess extensive experienced in Knowledge Management and Transfers.

Proposed Consultants

Malcolm Graham Marguerite Henderson-Davis

Malcolm Graham experienced in research, change and knowledge transfer management and Margaret Henderson-Davis a Human Resource, Knowledge Management and Training Design and delivery specialist. We at SMCL feel that the combination of these two experts will provide the exceptional products required to meet your expectation. SMCL will complement these two experts with additional resources as required. For example our Managing Consultant, Mike Novak, with years of program and project management experience will provide an oversight and quality management.

Marguerite Henderson-Davis has been responsible for designing training for professional groups such the Society of Management Accountants. She designed and delivered leadership training for senior managers at the Extra Mural Hospital in Fredericton, New Brunswick.

At the University of New Brunswick she developed the concept of a management training program for women, engaged writers, graphic and subject matter experts to produce an 8 module curriculum of training which was sold to other jurisdictions.

Based on an overall learning strategy developed in consultation with teachers, academics, employers and women, Ms. Henderson-Davis designed the 10 month pilot training program for women, established performance measures and evaluation criteria and managed trainers and facilitators who delivered program modules.

The program was innovative at the time it was developed in that it introduced a new learning process that combined classroom training with on the job work experience





involving the students’ supervisors and peers. Marguerite developed knowledge management programs for training women in management that included:

On the job discussions;

Knowledge mapping;

Discussion forums;

Professional training;

Mentoring Programs; and

Best Practices knowledge transfer.

In creating this program, she was responsible for program design, development and implementation and carried out the following activities:

Consultations with CEOs and business leaders to determine the competencies and map the knowledge they considered important in high performing leaders;

Consultations with women in management and women wishing to move into management to determine how the learning process could be re-designed to address current problems, to identify learning strategies and solutions for the learners who wanted to combine working, learning and family and community commitments;

Incorporating learning strategies into the overall Program design Establish the program as part of the regular offering of the Department of

Extension.

For complete details of their experience, please find attached the resume’s for Malcolm Graham and Margaret Henderson-Davis in Appendix “B” of this proposal.





5. ACKNOWLEDGEMENT OF RFP ADMINISTRATION TERMS AND CONDITIONS

SMCL has read and understands the requirements, described in the RFP (Items 1 through to 14) for Knowledge Management and Transfer for the Electricity Industry in Canada and proposes to use the “Bates Project Management Methodology™” to manage and administer project. This Methodology is PMI PMBOK compliant and it is this approach that SMCL has used on many projects and proposes to use a modified version for this RFP. SMCL will also outline the approach it proposes to use to meet the client’s expectation.

SMCL is committed to the Methodology and confident in the results it achieves. Our Proposed team is well qualified to handle projects of any size, duration or complexity.

SMCL has read, noted and acknowledges the RFP Terms and Conditions for Items 1 through 14 listed below.

1. INTRODUCTION

1.1 Background – Electricity Sector Council

2. PROJECT INFORMATION

2.1 Overview2.2 Background 2.3 Project Objectives 2.4 Project Scope/Outcomes2.5 Project Summary

3. STATEMENT OF WORK

3.1 Scope of Work 3.2 Project Deliverables3.3 Project Management and Progress Reporting

4. RFP PROCESS

4.1 RFP Schedule





5. RFP ADMINISTRATION TERMS & CONDITIONS

5.1 Vendor Questions5.2 Confidentiality and Security of Information5.3 Conflict of Interest5.4 Vendor Expenses

6. PROJECT BUDGET

7. PROJECT DURATION & MILESTONES

8. IRREVOCABILITY OF PROPOSALS

9. RFP CLOSING

10. PROPOSAL SUBMISSIONS

10.1 Proposal Format/Presentation10.2 Consent to Use of Information 10.3 Proposal Content Guidelines10.4 Mandatory Proposal Requirements

11. CONTRACT

11.1 Contract Finalization 11.2 Order of Precedence11.3 Standards of Care

12. EVALUATION CRITERIA

13. ROLES AND RESPONSIBILITIES

14. INTELLECTUAL PROPERTY





6. PROJECT PROPOSAL

The Electricity Sector Council (ESC) has determined that knowledge management processes and tools are needed to ensure the timely transfer of knowledge from older employees to new and existing employees. The ESC has created Request for Proposals: Knowledge Management and Transfer for the Electricity Industry in Canada to address this need. This document is the Spearhead Management Canada Limited (SMCL) response to this RFP.

Knowledge management processes and tools focus on the capture and sharing of knowledge. This, typically, includes things like formal apprenticeships, on-the-job and professional training, mentoring, knowledge repositories, best practices, and communication systems. SMCL will ask, what knowledge management processes and tools are currently being used and working well within the Canadian electricity industry?

While knowledge must be captured and stored in an easily accessible repository, probably web-based; simply capturing knowledge and retrieving it is not enough. Skills related to its use must also be imparted from one employee to another. To address this, it is important to clearly identify the different roles needed within an organization and the tasks and skills needed to fulfill those roles; it is also important to clearly identify the developmental needs to move into different roles (which may be lateral or vertical moves). A clear definition of roles, skills, and development needs is a precursor to effective skill development in any organization. SMCL will ask, what roles and skills are currently defined and used within the Canadian electricity industry?

Development does not occur within a vacuum. It occurs within a social and political context. What is this context and what is the purpose of development within this context? The context must be defined by a corporate vision. A vision is a kind of foreknowledge of a future reality and it is essential for encouraging innovation and creativity. The corporate vision must be shared by everyone within the organization in order to achieve a critical mass to ensure the creation of the reality that it predicts. SMCL will ask, what corporate vision is needed for the Canadian electricity industry?

While individuals do need to own their own development, organizational structures need to actively support and promote the development of skills needed within the organization. SMCL will ask, what organizational structures are currently being successfully used within the Canadian electricity industry?





In summary, SMCL will provide answers to the following questions: What knowledge management processes and tools are currently being used and

working well within the Canadian electricity industry? What roles and skills are currently defined and used within the Canadian

electricity industry? What corporate vision is needed for the Canadian electricity industry?

What organizational structures are currently being successfully used within the Canadian electricity industry?

To solicit answers to these questions, SMCL will use the process indicated in Section 6 (Project Proposal).

Response to Mandatory Proposal Requirements

Mandatory Criteria Our Response

The bidder’s legal name and any other name under which it carries on business as well as its business number; and whether the bidder is an individual or incorporated.

Spearhead Management Canada Limited (SMCL), incorporated under the laws of Ontario. Spearhead Management Canada Limited Corporation number: 4291166Business number: 889549796RC0002

The bidder’s contact information including address, telephone and fax numbers and e-mailaddress

Gina-Maria ScangaVice-President, Sales & MarketingSpearhead Management Canada Limited (SMCL)9 Antares DriveNepean, ON K2E 7V5Tel: 613.226.4595 ext. 3277Fax: 613.230.5739Email: [email protected]

A project proposal that demonstrates the bidder’s understanding of the work to be undertaken and its ability to perform it (this section should include a detailed work plan, work breakdown structure, identification of key milestones, deliverables, detailed schedule, identified risks and risk management plan, and project management methodology);

Section 6





Detailed description of experience of the bidder and the names of proposed resources to be assigned to the work with a resume of their related experience and/or a list of sub-contractors and their experience, capabilities and degree of involvement in this project;

Section 4

A cost proposal outlining the total fixed price of the work to be performed. Per diem ratesshould also be provided for all members of the research team as well as their anticipated levelof effort on the project;

Please see separate Financial Proposal Enclosed

Detailed reference from three clients for whom they have provided similar services within thelast five (5) years. Bidders are requested to provide for each reference: company, address, contact, title, telephone number, date when work was undertaken, and nature of assignment.References will be checked as part of the selection process;

Section 8

Not to exceed the maximum project budget of $105,000. plus GST

MET (please see separate Financial Proposal)





6.1 Approach and Methodology

The SMCL approach is based on the extensive knowledge transfer experience of our main candidate, Malcolm Graham, a former Nortel employee, who was involved in many knowledge transfer projects that required the analysis of new technologies and determining which knowledge transfer processes and tools would be needed to support the new technologies. For recent project examples, see Section 8 (Vendor References)

We will use a phased approach based on the iterative development of each deliverable. Our recommended approach is summarized below and provides the activity details.

Planning phase: This phase includes main activities 1, 2, and 3

Reviewing with ESC our work plan, assumptions, risks, deliverables, schedule, and project management methodology;

Preparing a final plan approved by ESC;

Obtaining from ESC copies of the 2004 HRSR report and 2008 LMI study;

Obtaining from ESC a list of Canadian electricity companies who have successfully implemented knowledge transfer processes and tools; and

Obtaining from ESC a list of Canadian electricity companies who should be consulted during this project.

Research phase: This phase includes main activities 4, 5, 6, 7, 8, and 9

Reviewing existing reports and studies;

Obtaining copies of existing job profiles;

Obtaining copies of existing organizational structures;

Capturing possible visions for the Canadian electricity industry;

Conducting a literature review;





Identifying 3 case studies; and

Consulting with Canadian electricity companies.

Analysis phase: This phase involves analyzing what was captured during Research phase and preparing draft report modules which will be included in the final reports.

Reporting phase: This phase includes main activities 10, 13, 14, 15, 16, and 17

Preparing and presenting monthly project status reports and maintaining meeting records;

Preparing and finalizing all report modules;

Preparing the final research report;

Preparing the final communication paper; and

Preparing the final project report.

6.2 Work Plan (and Work Breakdown Structure)

The major activities that will be undertaken as part of this project are detailed below.

1. Obtain from the ESC a list of Canadian electricity companies and other organizations, with contact details, who have developed processes and mechanisms to deliver knowledge transfer strategies





2. Obtain from the ESC a list of Canadian electricity companies and other organizations, with contact details, who Canadian electricity companies and other organizations who should be consulted (including contact details).

3. Obtain from the ESC copies of the Canadian Electricity Association’s 2004 HRSR report and the ESC’s 2008 ‘Powering Up the Future’ LMI study; also, if possible, include the source material that the studies were based upon.

4. Review the Canadian Electricity Association’s 2004 HRSR report and the ESC’s 2008 ‘Powering Up the Future’ LMI study; and, if available therein:

i. Identify and list all Canadian electricity companies involved; ii. Identify and list all workforce planning and knowledge transfer

tools and processes currently being used (a separate activity may be needed to follow up with individual Canadian electricity companies);

iii. Identify and list any common workforce planning and knowledge transfer tools and processes;

iv. Identify and list the skills, current and future, needed; v. Prepare a review findings report.

5. Identify, list, and obtain copies of any job profiles and development tracks that may already be in use by different Canadian electricity companies.

6. Identify, list, and obtain copies of the organizational structures currently being used by the different Canadian electricity companies.

7. Capture ideas on possible visions for the Canadian electricity industry.

8. Conduct a literature review with a focus on:

i. Identifying organizational structures that promote the sharing of knowledge between employees;

ii. Identifying workplace planning approaches in use within the Canadian electricity industry;

iii. Identifying any job profile descriptions in use within the Canadian electricity industry;





iv. Identifying best practice knowledge transfer management processes and tools in use within the Canadian electricity industry;

v. Identifying at least two case studies involving the use of knowledge transfer management processes and tools in use within the Canadian electricity industry;

vi. Identifying at least one case study involving the use of knowledge transfer management processes and tools in use outside the Canadian electricity industry;

vii. Identifying communities of practice involving the use of knowledge transfer management processes and tools within the Canadian electricity industry.

9. Prepare three case studies with a focus on best practice uses of knowledge transfer processes and tools.

10. Prepare monthly progress reports.

11. Attend briefing meetings as required with the project manager and Project Steering Committee.

12. Attend and present, face-to-face, a progress report at two ESC meetings or events.

13. Maintain records of all stakeholder meetings and consultations including a list of all participants.

14. Prepare and finalize separate report modules for: i. Inventory of knowledge transfer practices and tools;

ii. Job profiles and development tracks used by Canadian electricity companies;

iii. List of the skills, current and future, needed; iv. List of possible visions for the Canadian electricity industry;v. Best practice case studies;

vi. List of Canadian electricity companies and organizations; vii. List of workplace planning approaches used within the Canadian

electricity industry;viii. List of organizational structures used within the Canadian

electricity industry;





ix. Records of all stakeholder meetings and consultations.

15. Prepare a research report that includes: overview of what was done; inventory and assessment of knowledge transfer programs and tools; best practices and possible barriers to the successful implementation of knowledge transfer processes and tools by Canadian electricity companies; and strategic industry-specific recommendations for the successful implementation of knowledge transfer processes by Canadian electricity industry stakeholders.

16. Develop a communication paper for Canadian electricity industry participants that can be used to demonstrate the return on investment of using effective knowledge transfer processes and tools.

17. Prepare a final project report of the study findings and recommendations, this will be based on summarizing the contents of the monthly reports and the stakeholder meetings and consultation records.

6.3 Assumptions and Risks

Table 1 identifies the assumptions and risks associated with each activity.

Table 1: Assumptions and Risks

Activity Assumptions

Present work plan to ESC The SMCL draft work plan, contained herein, will be presented to ESC by November 16, 2009. If this date is changed, all other scheduled dates will be changed to match the new project start date.

1 Deliver list of electricity companies, etc ESC will deliver to SMCL by November 20, 2009 (one week after the presentation of the work plan to ESC)

2 Deliver list of companies & organizations ESC will deliver to SMCL by November 20, 2009 (one week after the presentation of the work plan to ESC)

3 Deliver 2004 HRSR report & 2008 LMI study source materials

ESC will deliver to SMCL by November 20, 2009 (one week after the presentation of the work plan to ESC)





4 Review 2004 HRSR report & 2008 LMI study and prepare review findings report

Both the report and study will contain data that will direct the literature review and which stakeholders already have knowledge management processes and tools in place, and who should be contacted to obtain job profiles and organizational structures

5 Identify, list, and obtain copies of job profiles

Job profiles are available within 2 weeks of making a request for them and available by December 11, 2009

6 Identify, list, and obtain copies of organizational structures

Organizational structures are available within 2 weeks of making a request for them and available by December 18, 2009

7,8 Capture ideas on possible visions ESC will suggest who should be consulted with by December 4, 2009

8 Conduct a literature review What should be searched for will be readily identified after Activity 4 by December 4, 2009

8 Consult with stakeholders ESC will identify who should be consulted after a review of the list provided after Activities 1 and 2 by February 12, 2010

9 Identify and prepare 3 case studies Suitable case studies will be identified by SMCL during Activity 8 and approved by ESC by March 26, 2010

14 Prepare and finalize report modules Dependent on all the previous activities being successfully completed on schedule

17 Prepare final project report Dependent on all the previous activities being successfully completed on schedule

16 Prepare final communication paper ESC will approve an outline of what is to be included by July 2, 2010

15 Prepare final research report ESC will approve an outline of what is to be included by July 16, 2010

10,13

Prepare & present monthly status reports. Maintain meeting records

A maximum of 10 monthly meetings will be needed and no more than 4 hours per month will be needed to attend and prepare records. All monthly meetings outside Ottawa will be by phone or teleconference.

12 Attend and present at two ESC meetings Assumes face-to-face meetings will be necessaryMiscellaneousProject Charter There is an approved Project Charter that

includes; Statement of Work, Business Case,





environmental factors, Governance, Milestones, Resources, roles and responsibilities and approval

Resources SMCL will be given the responsibility to obtain the necessary resources, if and when required.





6.4 Key Milestones, Deliverables and Detailed Schedule

Table 2 lists all the key milestones, deliverables, and schedule; for activity details and assumptions. Please see section 6.1.

Table 2: Key project activities, effort, and schedule

Activity Action Effort (weeks)

DateStart End

Present work plan to ESC SMCL 2 Nov.16.09 Nov.17.091 Deliver list of electricity companies, etc ESC - Nov.16.09 Nov.20.092 Deliver list of companies &

organizationsESC - Nov.16.09 Nov.20.09

3 Deliver 2004 HRSR report & 2008 LMI study source materials

ESC - Nov.16.09 Nov.20.09

4 Review 2004 HRSR report & 2008 LMI study and prepare (Deliverable) review findings report

SMCL 2 Nov.23.09 Dec.04.09

5 Identify, list, and obtain copies of job profiles and (Deliverable) Initial Research Report

SMCL 2 Dec.07.09 Dec.11.09

6 Identify, list, and obtain copies of organizational structures

SMCL 2 Dec.14.09 Dec.18.09

7,8 Capture ideas on possible visions (as part of 8 Consulting with stakeholders)

SMCL 2

8 Conduct a literature review SMCL 6 Jan.04.10 Feb.05.10

8 Consult with stakeholders (Deliverable) Final Research Report

SMCL 6 Feb.08.10 Mar.12.10

9 Identify and prepare three case studies Reports

SMCL 6 Mar.15.10 Apr.23.10

14 (Deliverable) Prepare and finalize the knowledge management/transfer report modules

SMCL 5 Apr.26.10 May.14. 10

17 (Deliverable) Prepare final project report

SMCL 3 May.17.10 May.28.10





16 (Deliverable) Prepare final communication paper

SMCL 3 May.31.10 Jun.11.10

15 Prepare final research report SMCL 3 Jun.14.10 Jun.25.10

10, 13

Prepare and (Deliverable) present monthly status reports. Maintain meeting records

SMCL 1

12 Attend and present findings at two ESC steering committee meetings

SMCL 2

Total effort SMCL 45





Note: All deliverables will be prepared with Microsoft Office 2007 (Word and Excel).

6.5 PROJECT MANAGEMENT METHODOLOGY

SMCL has adopted the “Bates Project Management Methodology™” to administer project work. This Methodology is PMI PMBOK compliant and it is this approach that SMCL will apply to the development of an Operational Review program.

SMCL is committed to the Methodology and confident in the results it achieves. We have access to the Project Management Institute (PMI) and as such access to all the latest project management practices. If necessary, a copy of the methodology could be made available on request.

SMCL will adjust the methodology as required to meet project scope and requirements.

This section of the proposal is dedicated to demonstrating SMCL’s Project Management capabilities. The information in this section is presented in the following fashion:

Project Management Plan Integration Management Scope Management Time (Schedule) Management Cost Management Procurement Management Quality Management Human Resources Management Project Monitoring Risk Management

6.5.1 Integration Management

Project Integration Management views all elements of a project and ensures that they are properly coordinated. The Project Manager’s focus is contending with the goals and options contained within the project. The three phases of Bates Project management Methodology™ involved in Project Integration Management are:





The Planning Process integrates the different control factors of the project. Sequential steps must be taken to accomplish plan integration with the Project Manager exercising extreme caution to ensure nothing is ignored.

The Executing Process and Controlling Process make up the remaining two sections involved in Project Management Integration. These two phases are done in conjunction with one and other and involve planning effort, people management, project administration and project control. SMCL will provide sufficient project administration and control without over imposing administrative and control features.

These processes continually interact with one another and in some instances may overlap each other. Each Process has Inputs; Tools and Techniques; and Outputs that are associated with it.

Planning ProcessThe PMBOK® Guide clearly outlines how the Project Plan is a tool used to guide:

Project execution; Document project planning assumptions; Document project planning decisions; Facilitate communication among stakeholders; Define key management reviews as to content, extent, and timing; and Provide a baseline for progress measurement and project control.1

Execution Process At this point of the project we’ll conduct a pilot to test that the Operational Review Program Guides are correct and a review can be done. This will also be an iterative process, continually adjusting the approach to achieve maximum effectiveness

6.5.2 Scope Management

Scope Management begins as early as the Initiation Process or “Definition” Phase #1. A Feasibility Stage is completed during this process, which among other things determines the potential impact of the proposed project. The project scope directly influences these impacts and therefore scope planning begins here.

1 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2009 Edition, 2009 Project Management Institute





SMCL clearly understands that during this “Definition” stage all the requirements must be reviewed, resources, options, stakeholders identified, environments assessed and a Project Charter created.

Upon contract award, a team is composed to begin planning the project. This team must first look at defining the scope of the project as it is key to planning and controlling the assignment efficiently. The Bates Project Management Methodology™ identifies three tools to assist in the Scope Definition Process.

Project CharterThis document provides an overview of the assignment. Specifically, it looks at the organizational environment and any potential priorities or constraints.

Work Breakdown Structure Once achieved, this platform acts as the framework for the entire project plan. Work Breakdown Structure is the breaking of the project into organized, manageable tasks and is the most crucial undertaking of the team.

Responsibility ListThis phase of the Scope Definition Process identifies resources, managers and leaders who directly or indirectly impact the planning or execution of the project.

Using the Scope Definition as the baseline for the assignment, our Project Manager will continually revisit the scope to ensure that the project remains on course and achieves its objective. This portion of scope management is accomplished through the Quality Management Process which provides practices for checking the completion of tasks. Quality Management Process is defined in section Quality Management.

The last component of Scope Management is controlling scope changes. The Bates Project Management Methodology™ provides a complete Change Control Process that encompasses any amendments to the project. The Change Control Process emphasizes scope change and provides change management processes, procedures and formats. Sample change management forms can be found in Appendix A Project Forms

6.5.3 Time (Schedule) Management





Bates Project Management Methodology™ breaks Time Management into five steps: Activity definition; Activity sequencing; Activity duration estimating; Schedule development; and Schedule control.

The key deliverable of time management is a detailed work package. Once the work package is complete the project Schedule can be developed in its entirety. First a preliminary schedule will be produced and many changes to the logic, dates and duration will be made before the plan is accepted. The approved plan becomes the baseline schedule and provides the project team with a realistic view of the projects requirements and relationships between work packages. This schedule will be used to:

Quantify progress and manage results; Become a communication tool for user/client and the project team; Will provide a basis for optimizing the resource workload; and Will assist project managers with contingency plans.

The last component of Time Management is controlling schedule changes. The Bates Project Management Methodology™ provides a complete Change Control Process which offers updating and control processes as well as methods for controlling project schedules.

6.5.4 Cost Management

Cost Management begins first with resource identification. Once a Work Package has been broken into segments, then the duration of each task must be determined along with which resources and how many will complete each assignment. Project budgets and schedules will depend on these resource estimates.

After the resource estimates are complete the process of cost estimating begins. Focus in cost estimating is on resource efforts, specifically on those individuals performing professional, technical and administrative tasks.

The final stage in the Estimating Process is contingency planning. This process is meant to account for any unforeseen incidents.





The final component of Cost Management is cost control. The Bates Project Management Methodology™ provides a complete Change Control Process. Project Updating and Monitoring includes any variables that are traceable such as schedule, budget, resources and work accomplishment. It is imperative that these items be keep up to date to provide an accurate picture of the project to the project manager and team.

6.5.5 Procurement Management

Procurement may be required in a project when the scope of the assignment has been assessed and factors have been found that will hinder the project. Examples of this include:

The initial resource estimates need to be re-visited; Additional tools are required; or Time, hence prices exceed the established budget.

The Bates Project Management Methodology™ Procurement Management utilizes six processes and the most important ones are:

Procurement Planning involves the identification of project requirements. It is important to provide a description of the scope of work as well as deliverables. Contracting requirements must also be defined during this process.

Solicitation Planning is the process of preparing the necessary documents for soliciting bids, Request for Proposals (RFP’s).

The Source Selection process involves receiving bids and then applying the evaluation criteria and tools to assess the bids in order to select an appropriate supplier. Once a supplier has been selected the contract is negotiated then the contract must be approved for execution.

The Contract Close-out procedure brings closure to all aspects of the contract administration process. A completion of all contractual obligations must be confirmed.

Outstanding disputes must be resolved and all payments must be completed. Project records must be collected organized and transfer to archives. Once these conditions have been fulfilled then a release should be prepared noting that no obligations are outstanding and all portions of the contract have been met.





6.5.6 Quality Management

SMCL believes that Total Quality Management is extremely important and our commitment to achieving excellence in this area begins with our partners and senior managers. Providing the right level of quality allows us to deliver with minimal extra cost to the client. We are committed to meeting all our clients’ requirements on the first attempt

SMCL concentrates on five quality management issues when working on a project.

Project Leadership

Project leadership is the backbone of a successful project. Therefore it is imperative that the project team understand their role and maintain common beliefs.

Capturing Customer Needs

The client’s needs must be captured in such a way that the project team understands what the assignment intends to deliver. The customer appreciates the function product/service will perform in the operating environment. Effectively capturing this information can lead to a reference for performance and provides a more detailed project specification.

Creating a Communications Environment

It is the sole responsibility of the project manager to create an environment where resources can freely discuss their opinions and be proud of the work they are producing.

The Project Team, Organization and Roles





The project manager uses the project charter and work breakdown structure to determine the number of team members, skills required, and their level of participation. The team’s organization and ability to work together is crucial in their ability to add value to the project.

Measuring and Improving the Process

This process if executed incorrectly can create a negative, unproductive environment. It is crucial that the team be involved in the process of determining what will be measured or what the standard of measurement will be. This creates a more positive environment and a greater understanding that these measurements are designed to promote positive change that will enhance team performance.

6.5.7 Human Resource Management

Projects are administered within SMCL at two levels:

Internal administration of individual projects; and Administration of groups of projects within a corporate structure.

Project Review Committee

SMCL’s recommends the establishment of a Project Review Committee comprised of the Senior Stakeholders and the Technical Authority. The committee should meet once a month to review all ongoing projects and their status.

The focus of the Project Review Committee is to observe the common administrative process of projects. The team recommends project approval, identifies their priority and monitors their progress.

For ongoing assignments the group reviews project summary reports every month. From these reports the team makes recommendations for the next project action.

Project Control Office





The PMO is a central functional unit that supplies project management resources and tools; develops methodologies and procedures and takes care of the system. The PMO’s functions include:

Delivery Management from contract award to project completion; Establishment a delivery management process; Preparation project teams including facilities management; Preparation the project tracking documentation; Monitoring client satisfaction; Monitoring team satisfaction; Monitoring project schedule/success; Work Force Management; Project Support; Establishment of PM Methodology and framework including the development

of checklists, templates and standards; Management of a deliverables library; Management Reporting; Availability and forecasting; Success rates/projects status; Satisfaction; Training requirements; and Staffing requirements.

6.5.8 Project Monitoring

Projects continually change and therefore its plan is only as accurate as the last update. The Project Manager and the project team members rely on the project plan to show the current situation and therefore it is crucial to the assignments outcome that the information is updated regularly. Traceable information such as budgets, resources, work accomplishment and schedule are the key focus areas for project monitoring.

SMCL’s PM is responsible for ensuring the Project Monitoring Process is working. The PM is involved in the Team kick off meeting where roles and responsibilities are clearly outlined. A copy of all project status reports are sent to the PM for review. A monthly review of the schedule/progress is performed between the PM and the Client Project Manager. The PM finally performs a team debrief session to evaluate the success of the project, resource appreciation, and satisfaction.





Effective monitoring and updating of projects involve consistent processes and constant application of these processes. Red flags are easily determined allowing the DMO organize an action plan to rectify the situation before the situation becomes a problem.

6.5.9 Risk Managment

“Project Risk Management is the art and science of identifying, assessing and responding to a project risk throughout the life of a project and in the best interests of its objectives”2

Risk is greatest at the beginning of a project where the maximum level of uncertainty exists. Risk diminishes as a project moves forward but it is imperative that risk be managed through the project’s entire Life Cycle to achieve maximum investment.

The goal of Risk Management is “to move uncertainty away from risk towards opportunity”3. Keeping this in mind the Bates Project Management Methodology™ has identified six processes that need to be addressed for successful Project Risk Management:

Identifies Project risk associated with areas of uncertainty;

Assesses The impact on the scope, product, timing and cost of a project;

Calculates The probability of occurrence and its impact;

Quantifies The risk and solutions that will reduce or avoid it;

Communicates Risk, and avoidance actions for approval;

Integrates Decision into project work packages.

2 PMBOK, 3/28/87, p E-23 Project & Program Risk Management: A Guide to Managing Project Risks & Opportunities, Project Management Institute R. Max Wideman, p 1.3





7. COST (BUDGET)

Please see separate Financial Proposal

8. VENDOR REFERENCES

The following three projects represent demonstrated experience work conducted at Nortel between June 2004 and January 2009. In order to understand the three projects shown below, the following describes in a larger content the work that was completed.

The Nortel Technical Documentation Application (NTDA) project involved converting over 500,000 pages of FrameMaker-based documents into a new XML DITA-based authoring system. In addition to implementing new technologies, new knowledge transfer processes and tools were needed to train and support over 300 Knowledge Services staff to use the new XML-based authoring system. The Knowledge Services staff are responsible for creating and maintaining documentation and training for all Nortel products.

The NTDA project started with analyzing existing templates, styles, and documents followed by a report to management that recommended a new XML-based tool set and conversion strategy to deliver documents in PDF, HTML, and on-product help; the recommended XML tool set and conversion strategy were accepted and then implemented. The new knowledge transfer processes, procedures, and training were developed during the implementation of the new XML-based technology.

Project references: Both managers are no longer at Nortel (the emails included are their personal ones)

John Lepore, Nortel Manager, [email protected] Alison Evans Adnani, Nortel Manager, [email protected]







Three NTDA sub-projects are identified below:

Project 1;

Project 2; and

Project 3Change Management, Process Definition and Knowledge Transfer.

Project 1Structure Analysis, Information Transformation, and Knowledge TransferNortel Knowledge ServicesJune 2008 – January 2009Project Value: $82,000

The final document structure to be used by all Nortel end-user documentation is called a Modular Task-based Information (MTBI) structure. Because of the numerous structures used within existing FrameMaker-based documents and the major structural differences between them and the final MTBI structure (and because of the associated major rework needed to restructure them) most documents were converted to a Non-MTBI structure. The final NTDA project phase involved transforming thousands of Non-MTBI XML documents into an MTBI structure.

The project involved:

Preparing a business case that justified the cost of developing an XSL-based script for automating the conversion of existing Non-MTBI XML documents into MTBI XML documents.

Identifying all existing Non-MTBI structures and mapping them to the new MTBI structures.

Identifying what could be changed in the source Non-MTBI XML documents to ease the information transformation task.

Meeting with Nortel product information architects to define how the information transformation script should be designed to simplify the conversion task for all staff.

Preparing the knowledge transfer training materials needed by over 300 staff and external vendors to perform the conversion task.

Preparing test cases for, organizing, and conducting user acceptance testing of the transformation XSL script and knowledge transfer procedure.

Conducting knowledge transfer training sessions with over 300 staff.





Project 2Skill Identification, Training Course Definition, and Knowledge TransferNortel Knowledge ServicesAugust 2004 – January 2005Project Value: $70,000

Due to the introduction of the new XML-based authoring technologies, new knowledge transfer processes, procedures, and training were needed to support the over 300 Knowledge Services staff who would be using the new technologies to perform their jobs.

Identifying what knowledge transfer processes and tools would be needed involved:

Consulting with Knowledge Services management and senior staff to identify the current and future key skills required.

Developing and distributing, to over 300 staff, a questionnaire to identify current skill proficiencies in the identified key skills.

Creation of a Microsoft Access database and entering all the collected responses. Analyzing the collected responses to identify strengths and weakness within the

Knowledge Services organization and the skill set needed by external vendors. Creating and presenting a report to management that outlined a knowledge

transfer strategy and training courses needed to address the skill weaknesses within the Knowledge Services organization.

Implementing the knowledge transfer strategy throughout the Knowledge Services organization.

Developing the first knowledge transfer training course and presenting it to over 300 Knowledge Services and external vendor staff.

Project 3Change Management, Process Definition and Knowledge TransferNortel Knowledge ServicesAugust 2005 - May 2008Project Value: $385,000





This project was initiated to support the knowledge transfer to over 300 staff (IT, managers, and authors) on how to change their existing processes and how to use the new processes associated with the introduction of a new XML-based authoring system.

Identifying what needed to change, what new processes were needed, and what training was needed to support the new XML-based authoring system involved:

Identifying which existing processes needed to be changed or replaced and what new processes were required.

Identifying and creating the required underlying detailed operating procedures. Documenting the new knowledge transfer processes and procedures using

Microsoft PowerPoint and Adobe Acrobat (and, eventually, in XML and HTML). Updating and introducing new processes and procedures as required and

providing the training needed to use them. Informing the NTDA user community of over 300 staff whenever a new process

or procedure was created or changed. Initiating and supporting monthly training sessions that focused on anything new. Improving access to the new processes and procedures, by developing a script that

integrated access to online PDF and HTML versions of all processes and procedures directly from the XML authoring tool.

Maintaining the XML Document Type Definitions (DTDs) and system configuration files.





APPENDIX A – CERTIFICATION OF CANDIDATE’S QUALIFICATION





SMCL (Spearhead Management Canada Limited) certifies that all statements made with regard to the education and the experience of individuals proposed for completing the subject work are accurate and factual, and that SMCL) (Spearhead Management Canada Limited) is aware that the Electricity Sector Council reserves the right to verify any information provided in this regard and that untrue statements may result in the proposal being declared non-responsive or in other action which the Electricity Sector Council may consider appropriate.

Gina-Maria ScangaVice-President, Sales & MarketingSpearhead Management Canada Limited (SMCL)9 Antares DriveNepean, ON K2E 7V5Tel: 613.226.4595 ext. 3277Fax: 613.230.5739Email: [email protected]





APPENDIX “B” – RÉSUMÉS OF PROPOSED CONSULTANTS





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