Indiana Auditor of State, State - PCG - HCM-Payroll... · 2020-05-22 · Indiana Auditor of State HCM-Payroll Modernization Implementation IV&V Services Page 2 General Company Profile

December 16, 2019 | 02:00 PM EST

Public Consulting Group, Inc.

150 West Market Street, Suite 510

Indianapolis, IN 46204Department

Publicconsultinggroup.com

Indiana Auditor of State, State Personnel and Office of Technology

Knowledge Services MSP Posting #67080

HCM-Payroll Modernization Implementation IV&V Services

PROPOSAL

150 West Market Street, Suite 510 | Indianapolis, IN 46204 | www.publicconsultinggroup.com

December 16, 2019

Tera Klutz

Office of the Auditor of State of Indiana

200 West Washington Street; Suite 240

Indianapolis, IN 46204

Subject: Indiana Auditor of State, State Personnel and Office of Technology HCM-Payroll Modernization Implementation IV&V Services, Knowledge Services MSP Posting #67080

Dear Ms. Klutz:

PCG Indiana (PCG), a leading expert in providing Information Technology (IT) services, is pleased to respond to the request for Independent Verification and Validation (IV&V) services for the Indiana HCM-Payroll Modernization Implementation Project. PCG is proposing a team of experts with the knowledge, skills, and experience in providing IV&V services over large complex ERP projects. More specifically, they have experience in PeopleSoft upgrades and Payroll solutions. It is this combination of expertise that will support the required monthly reporting and will enable our team to independently and objectively illustrate the strengths and weaknesses of the project. It will also assist us in providing recommendations for lessons learned on similar projects to provide you early warning signs of potential risks and allow you the ability to correct any identified weaknesses.

PCG understands the needs of the State and believes our knowledge of Enterprise Resource Planning (ERP) systems, especially with PeopleSoft 9.2, and our track record for providing IV&V services on similar projects will provide valuable insight and guidance as highlighted in the following three key factors:

• PCG is the nation’s leading provider of IV&V services, with over projects delivered in the we have been providing IV&V services. We know the effort required to appropriately assess a project of this size and have built our team accordingly. We employ a collaborative approach with early notifications to ensure the Project and State leadership teams are kept in the loop on the most meaningful activities and risk mitigation strategies.

• PCG successfully provided IV&V services for the , an effort modernizing payroll and time and attendance systems using PeopleSoft 9.2 for roughly 63,000 employees in the . Our lessons learned will help Indiana avoid common risks and allow our IV&V team to hit the ground running on the HCM-Payroll Modernization Project.

• PCG successfully provided IV&V services for the largest IT financial application project in the country, Project, with a total cost estimated at $1 billion from procurement through the current phased rollouts. We understand the implications of your project and the importance of getting things right.

Indiana Auditor of State December 16, 2019

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150 West Market Street, Suite 510 | Indianapolis, IN 46204 | www.publicconsultinggroup.com

• PCG has a long, successful history partnering with the State of Indiana, with recent workfor .

PCG is a management and technology consulting firm with more than 30 years of experience with public sector agencies that is constantly refining and improving. Our exclusive practices help ensure that perspectives from multiple disciplines are considered, vetted, and built upon to deliver a superior result. Our unrivaled and proven methodologies such as PCG’s Eclipse IV&V® Framework and our Project Management Methodology were built for just this purpose. These methodologies – which incorporate industry standards, IV&V best practices, and the collective experience of prior IV&V projects – were developed and continuously updated by PCG to provide a consistent level of maturity to support project success.

Should questions arise, or if you need additional information regarding the services offered, please do not hesitate to contact

Sincerely,

Mitchell Dobbins Practice Area Director Public Consulting Group, Inc.

Indiana Auditor of State HCM-Payroll Modernization Implementation IV&V Services

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Table of Contents Public Consulting Group, Inc.

TABLE OF CONTENTS

1 Company Information .......................................................................................................... 1

2 General Company Profile .................................................................................................... 2

3 Executive Summary ............................................................................................................ 4

4 Experience/Expertise .......................................................................................................... 6

4.1 ERP Project Experience............................................................................................... 7

4.2 Expertise .....................................................................................................................10

4.2.1 Project Team .......................................................................................................10

4.2.2 Engagement Plan ................................................................................................13

4.3 Resumes ....................................................................................................................13

5 References ........................................................................................................................14

5.1 ...........................................14

5.2 ..........................15

5.3 .............................................................................16

6 Approach and Plan ............................................................................................................17

6.1 PCG’s IV&V Approach ................................................................................................17

6.2 Eclipse IV&V® Technical Assessment Methodology ....................................................21

6.2.1 ERP Implementation Challenges .........................................................................23

6.3 Deliverables ................................................................................................................24

6.3.1 Monthly Reports ...................................................................................................25

6.3.2 Management Meetings ........................................................................................26

6.3.3 Quarterly and “Just-In-Time” Meetings with Leadership .......................................26

6.3.4 Lessons Learned Report and Review Session .....................................................26

6.4 Indiana Office of Technology (IOT) IV&V Standards ...................................................27

6.4.1 Requirements Management (REQ.01-03) ............................................................27

6.4.2 Design Management (DES.01-04) .......................................................................30

6.4.3 Communication Management (COM.01-06) .........................................................31

6.4.4 Risk and Issue Management (RIM.01-07) ............................................................31

6.4.5 Change Management (CM.01-04) ........................................................................34

6.4.6 Testing (TST.01-09) .............................................................................................35

6.4.7 Training (TRN.01-05) ...........................................................................................37

6.4.8 Project Management (PM.01-05) .........................................................................38


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List of Tables Public Consulting Group, Inc.

6.4.9 Resource Management (RM.01-05) .....................................................................39

6.4.10 Status Reporting (SR.01-05) ................................................................................42

6.4.11 Documentation Management (DM.01-03) ............................................................42

6.4.12 Implementation and Support (IMP.01-03/SUP.01-04) ..........................................42

6.4.13 Vendor Management (VM.01-05) .........................................................................44

6.4.14 Data Conversion/Migration (DCM.01-02) .............................................................44

6.4.15 Interface Management (INT.01) ...........................................................................44

6.4.16 Organizational Change Management (OCM.01) ..................................................45

6.4.17 Miscellaneous (MS.01-02) ...................................................................................45

6.5 Sample Deliverables ...................................................................................................45

7 Pricing Summary ................................................................................................................46

8 Appendix A – Buy Indiana Confirmation .............................................................................47

9 Appendix B – Sample Deliverables ....................................................................................48

LIST OF TABLES

Table 1. PCG Company Information .......................................................................................... 1 Table 2. Deliverable Summary ................................................................................................... 5 Table 3. Similar Projects ............................................................................................................ 7 Table 4. Checklists ....................................................................................................................30 Table 5. Sample of Risks and Mitigations ..................................................................................32 Table 6. Staff Transition Plan ....................................................................................................41 Table 7. Fixed Price Deliverables Summary ..............................................................................46

LIST OF FIGURES

Figure 1. PCG Organizational Chart ..........................................................................................11 Figure 2. Eclipse IV&V® Framework ..........................................................................................18 Figure 3. Eclipse IV&V® Toolkit .................................................................................................20 Figure 4. Eclipse IV&V® Technical Assessment Methodology ...................................................21 Figure 5. Eclipse IV&V® Deliverable Quality Control Checklist ..................................................24


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General Company Profile Public Consulting Group, Inc.

2 GENERAL COMPANY PROFILE

PCG Indiana (PCG) firmly believes that your success is our success, and we look forward to working together toward a successful HCM-Payroll Modernization Implementation. We achieve that goal by working as your partner and trusted advisor for your systems modernization project. What truly sets us apart is our “no surprises,” collaborative approach which focuses on identifying risks early and providing actionable recommendations so the Project can address them as quickly as possible. Our experience in enterprise resource planning (ERP) systems, payroll and time management programs, and IV&V enable PCG to provide expert guidance to the State and bring about a successful project implementation.

Our subject matter experts have extensive IV&V experience with ERP systems and specifically with PeopleSoft implementations and upgrades. We fully understand the critical nature of the supported programs and their role in helping Indiana government run efficiently. We are currently supporting the in their efforts to implement a similar PeopleSoft upgrade which also includes the payroll and time and attendance modules. We provide ongoing IV&V services over the gathering and identification of requirements, design, development, testing, training, and implementation.

We are a leading provider of IV&V services across the nation. We bring Indiana a vast knowledge base of IV&V lessons learned that we have incorporated into our proprietary Eclipse IV&V® Framework, an integrated framework of processes, tools, templates, and best-in-class artifacts. Our framework, coupled with a training and certification program, is designed to ensure the consistent delivery of high value IV&V services to our clients. The framework is based on standards from well-known organizations such as the Institute of Electrical and Electronics Engineers (IEEE), The Project Management Institute (PMI®) Project Management Body of Knowledge (PMBOK®), the Capability Maturity Model Integration (CMMI®) of the Carnegie Mellon University Software Engineering Institute (SEI®) and Prosci’s Organizational Change Management (OCM) model. In support of this, PCG operates our own IV&V Center of Excellence (CoE) to ensure that all our IV&V clients benefit from the collective knowledge gained on IV&V engagements. The IV&V CoE also strengthens our methodologies and tools to keep them relevant, current, and applicable.

PCG understands that the primary measure of success in this IV&V effort is the successful implementation of the Payroll and Absence Management modules along with the upgrade to HCM 9.2. PCG also understands that the most critical factors in that success will be the IV&V vendor’s firsthand knowledge and experience with PeopleSoft modernizations and the complications, demands, and special considerations associated with implementing a new enterprise system.


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General Company Profile Public Consulting Group, Inc.

PCG’s proven experience with successful PeopleSoft implementations and our breadth of exposure to multiple states going through similar experiences provides the State a strong IV&V partner who has already walked the path that the State is heading down.

We pair our IV&V methodology and program knowledge with deep technical experience. For decades, PCG has worked with state agencies to successfully implement large scale IT solutions effectively while controlling risk. Our capabilities cover the entire IT project life cycle from initial inception to system integration, Maintenance and Operations (M&O), and replacement planning. We are experts in all software development disciplines (e.g., waterfall, agile, and hybrid), and have a track record of applying the right program resources to ensure a project’s sound footing. Our proposed staff’s experience working with PeopleSoft and ERP systems will provide valuable insight to Project staff to help them avoid common pitfalls associated with such systems upgrades and enhancements. PCG also brings our leading-edge experience with cloud-hosted solutions and Software as a Service (SaaS), and our ability to combine and utilize our technical and program experts effectively throughout each engagement.


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Executive Summary Public Consulting Group, Inc.

3 EXECUTIVE SUMMARY

PCG is a professional services management and technology consulting firm that primarily serves public sector education, health, human services, and other state, county, and municipal government clients. We have helped state and local agency clients plan for and implement large-scale information systems across a range of programs for over 30 years, leading to reductions in the time, cost, and risk of transforming their business with technology. Our experience includes all 50 states, clients in six Canadian provinces, and a growing practice in the European Union. Today, with more than 2,500 professionals in over 60 offices around the U.S., Canada, England, Australia, and Poland, our firm is committed to providing proven solutions and outstanding customer service to our clients.

PCG has an established office in Indianapolis and currently serves Indiana agencies. PCG formed PCG-Indiana, a subsidiary,

opportunities in Indiana in all of PCG's five key program areas: Technology, Human Services, Education, Health, and Consumer Direction. Wherever possible, PCG seeks to leverage each area as necessary to solve the unique and multidimensional challenges the public sector continually faces. PCG is a long-standing partner with the State of Indiana and is well-known throughout the state. We partner with the State on offering the PCG product, EasyIEP™, a complete special education management solution that can help schools and districts quickly create and manage content-rich, Individualized Education Plans (IEPs) while meeting all state and federal requirements and reporting needs. Since 2015, PCG has been working with Indiana FSSA to design and develop a comprehensive series of e-learning courses and supporting professional development curriculum, materials, and resources. Finally, PCG is currently providing support to in several capacities, including claims management, evaluation services, and training services. These services include delivering rigorous project management and agile system design life cycle (SDLC) methodologies throughout the successful development and implementation of the Vocational Rehabilitation Claim Payment System (VR CPS), which went live in 2019.

The IV&V team proposed for this effort are IV&V, ERP and Payroll systems experts. They have gone through multiple rounds of the SDLC for ERP solutions and know what to look out for. This includes managing concerns from multiple stakeholders, evaluating impacts to existing business processes, and early identification of interface partners and necessary changes to smooth the implementation process and transition to operations. We offer an IV&V team that will work collaboratively with all stakeholders while providing objective, independent perspectives and serving as an active contributor to project success. Our proven methodology, in the hands of our expert staff, ensures we do more than simply complete checklists and identify risks; we use our experience and expertise to develop realistic and actionable mitigation strategies and solutions that help move the project towards successful completion.

PCG’s approach for this project focuses on providing a monthly IV&V report which follows the State of Indiana’s IV&V Standard Status Report format. The report will identify, evaluate, and document project issues and risks and make recommendations to remediate. We understand that the primary focus of the engagement will be on a successful HCM upgrade to version 9.2 and adding enhanced modules to the system. We are committed to supporting the State and your vendor towards that goal. Below you will find a summary of our proposed services, deliverables, and costs:


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Experience/Expertise Public Consulting Group, Inc.

4 EXPERIENCE/EXPERTISE

PCG is currently engaged in more than state and local government projects nationwide to

help our customers maximize resources, make better management decisions using performance

measurement techniques, improve business processes, address federal and state compliance

requirements, and improve client outcomes. PCG’s experts have extensive experience and

subject matter knowledge in a wide range of government-related topics, including ERP systems

with a focus on HR, payroll, timekeeping, accounting, and financial services. Because PCG has

been almost exclusively dedicated to the public sector for more than 30 years, we have developed

a deep understanding of the legal landscape, regulatory requirements, and fiscal constraints that

often dictate a public agency’s ability to meet the needs of the populations it serves. PCG brings

a wealth of experience in providing strategic planning and analysis assistance to agencies and

extensive knowledge of ERP products and solutions. PCG, with its depth of experience and

knowledge in the market analysis of IT solutions and service providers, understands the quality

of an ERP system that is both modern and scalable.

PCG also has over years of experience providing IV&V services for large, complex government systems. Our proprietary framework, Eclipse IV&V®, will guide our IV&V activities. PCG believes that the primary purpose of IV&V is to protect the system owner’s interests in information technology (IT) projects by providing an independent, objective assessment of the system development process and its products throughout the project life cycle. PCG is currently providing IV&V services to a multitude of projects that are showcased through the map below.

Figure 1. IV&V Services Map


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4.2 EXPERTISE

Utilizing senior level resources that focus on ERP solutions, PCG has provided project support for several major Oracle PeopleSoft and SAP implementations involving multiphase, multiyear implementations, and modernizations. PCG knows how public sector accounting and Human Capital Management business processes differ from their private sector counterparts, and the challenges these differences present. PCG’s unique and in-depth experience with these business processes allows us to quickly recognize potential risks and offer strategies early on in the process. PCG also understands that managing departments with diverse operational needs can add complexity to the project and any potential technology solution. We have helped our clients, both large and small, overcome these potential risks, and are familiar with strategies that can aid our clients to be successful.

While PCG’s toolkit of methodologies and framework are essential components of our approach, the key differentiator is in whose hands the standards and tools will be used. The team we have assigned to this project has the practical application and hands-on experience with our toolkit that, coupled with a results-driven orientation, will bring about project success. The members of our proposed team are introduced below, and their respective years of experience conducting similar services are displayed. As you will see, PCG is proposing a team whose members bring the right experience targeted for this project.

4.2.1 Project Team

PCG team members have been carefully selected for this engagement, bringing the right set of skills and experience to effectively and efficiently assist the State. The Team’s backgrounds represent a strong cross-section of knowledge and experience in the areas of ERP systems and solutions and IV&V services over similar projects. The members of our project team, including our engagement manager, project manager, analyst, and ERP experts have substantial experience and success in providing IV&V services over similar projects. These individuals are supported by a team of highly experienced IV&V analysts who have experience across a wide array of government and private sector operations, including working on some of the largest government system development projects across the country. The following page shows the organizational chart for the proposed project team.


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Figure 1. PCG Organizational Chart

Engagement Manager | onsite as needed: has extensive IV&V project management and delivery experience spanning multiple teams, locations, and industries.

l has been involved with large, complex software projects exceeding $400 million in investment and managed teams of 80+ people. focus has been as a trusted advisor and project manager, providing independent verification and validation (IV&V) and project management services. l has provided oversight for independent security assessments, federal testing attestation, and conducted reviews of disaster recovery plans as part of IV&V efforts. consistently ensures project plans are clearly defined, communicated, managed, and followed.

The Engagement Manager responsibilities include:

• Provides executive oversight and management of the Project

• Ensures timely and quality delivery of IV&V deliverables

• Addresses contract management, dispute resolution, and escalation procedures

Project Manager | one week/month onsite: has extensive experience in providing technology solutions to support business objectives and budgeting ERP software. also has expertise in system implementation and management, as well as database administration, server platforms, system testing methodologies, and leading the full Software Development Life Cycle (SDLC). ERP experience comes from his time working with CGI’s Advantage Performance Budgeting ERP software. has significant background overseeing technology improvement initiatives and aligning new systems, programs, and projects with business goals. is adept at prioritizing complex projects from inception to completion with experience leading enterprise-wide implementation. has been recognized for his ability to work with senior management, SMEs, associates, clientele, vendors, and other project stakeholders. also has advanced knowledge of business process flows in a system, as well as agile and waterfall methodologies.


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The Project Manager responsibilities include:

• Provides oversight and management of the Project

• Manages schedule and resources

• Conducts status meetings and other meetings (as required)

• Ensures timely and quality delivery of deliverables

• Holds team accountable to assigned roles and responsibilities and expected work output

ERP Expert | onsite as needed: is a Senior Solutions Architect at PCG specializing in Enterprise solutions and has significant experience with ERP implementations, including the full life cycle from feasibility studies to final implementation. He works closely with clients to identify and document their current capabilities and business process, then helps them determine a path forward that will deploy the correct technology solutions and the appropriate level of organizational change management to ensure the successful adoption of the new or enhanced technologies. consistently builds credibility, establishes rapport, and maintains communication with stakeholders at multiple levels, including those external to the organization.

is also an experienced coach/mentor for personnel within a technical team environment and has significant experience specific to this engagement, including:

•

The ERP Expert responsibilities include:

• Assisting with identified deliverables

• Provide SME support for financial ERP systems and SaaS solutions

Security Expert | onsite as needed: is a senior analyst with PCG, specializing in information systems security. has more than 15 years’ information technology (IT) experience, including 10 years of managing server and network infrastructure.

holds more than a dozen IT certifications, including Certified Information Systems Security Professional (CISSP), Microsoft Certified Systems Engineer: Security (MCSE:S), and Information Technology Infrastructure Library (ITILv3) Foundation certification. provides technical analysis of security controls using NIST Special Publications 800 Series and industry standards, as well as technical verification of existing security controls.

The Security Expert responsibilities include:

• Review relevant documents

• Provide SME support for relevant security standards and practices


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ERP and IV&V Analyst | one to two weeks/month onsite: is a Senior Consultant with ERP modernization and Data Integration experience. brings strong functional, testing, and training knowledge to the project. Prior to coming aboard with PCG, he was with Deloitte Consulting, serving as the Senior ERP Consulting Lead for Department of Navy G2, ERP Modernization project, overseeing and contributing to Implementation, ABAP Development, Functional, Testing, Training, Instructional Design, and Post Go-Live Support.

was also a lead and instructor in the data information space with Deloitte, The Walt Disney Company and Information Builders.

The ERP and IV&V Analyst responsibilities include:

• Review relevant documents

• Conduct interviews and workshops to understand business processes

• Document high-level functional requirements

• Contribute to the final assessment and recommendations report

• Provide analyst support for financial ERP systems and SaaS solutions

4.2.2 Engagement Plan

PCG matches skills and personnel to client requirements and specific project needs ensuring projects are positioned for success from the start. We will meet all project commitments by providing a team of highly experienced professionals dedicated to this project. This means PCG will show up prepared for meetings and interviews with agendas and questions ready in advance.

To best serve the project, the PCG team will collaborate with key Project staff via weekly interactions, participating in project meetings, status reporting, and assessment reports. They will be supported by a pool of subject matter specialists who have been drawn from locations across the country to provide the best possible expertise. As such, PCG expects that project documentation will be available remotely via the internet and meetings will include conference call-in capabilities. PCG personnel can install and connect using a virtual private network (VPN) if necessary to access documentation. The anticipated onsite presence for each resource is indicated in their descriptions above.

4.3 RESUMES

Resumes for the team are provided on the next pages.

Resume 1

DIRECTOR

ENGAGEMENT MANAGER

PROFESSIONAL BIOGRAPHY

has extensive project management and delivery experience spanning multiple teams, locations, and industries. has been involved with large, complex software projects exceeding $400 million in investment and managed teams of 80+ people. focus has been as a trusted advisor and project manager providing independent verification and validation (IV&V) and project management services.

has been involved in all phases of the software development life cycle and has owned project plans from inception to completion. background in software development provides the uncommon ability to bridge the gap between functional and non-functional stakeholders and help provide clear communication channels throughout the life of a project. has provided oversight for independent security assessments, federal testing attestation, and conducted reviews of disaster recovery plans as part of IV&V efforts. consistently ensures project plans are clearly defined, communicated, managed and followed.

has deep knowledge of:

• Unemployment Insurance systems

• Workers’ Compensation Insurance systems

• IV&V

• Medicaid, ACA and HITECH policies and grant funding including advanced planning documents (APDs)

• Centers for Medicare and Medicaid Services’ Standards and Conditions

• Service-oriented architecture (SOA)

• Integrated eligibility and MMIS systems

• Security assessments using NIST and MARS-E 1.0 and 2.0

• Independent testing

RELEVANT PROJECT EXPERIENCE

Resume 2

Resume 3

Resume 4

Resume 5

Resume 7

Resume 8

Resume 9

Resume 10

EDUCATION

• Master of Business Administration | Clark University, MA

• Bachelor of Science, Computer Science | University of California, San Diego

• International Studies, Study Abroad | Queensland University of Technology

CERTIFICATIONS

• Eclipse IV&V®

• Information Technology Infrastructure (ITIL) Foundation Certificate V3

Resume 11

TECHNICAL SKILLS

• Program Knowledge | Workforce Services, Unemployment Insurance, Workers’ Compensation Insurance, Child Support, Corporate Revenue Tax Collection, HIPAA Compliance, Integrated Eligibility (Medicaid, SNAP, TANF, LIHEAP), MMIS, ITIL, Security (NIST and MARS-E)

• Software | MS Office Suite, Project, Visio, Java, Oracle SOA Suite (OSB, BPEL PM, WebLogic), Rational Suite (ClearCase & ClearQuest), WebSphere, Web Services (SOAP, WSDL, JAXB), Tomcat, XML, XSD, XQuery, SOAP UI, Spring, Hibernate, Maven, Subversion, Eclipse IDE, JDeveloper IDE, OpenLink Endur, HP Quality Center, HP ALM, PL/SQL, SQL, Perl, Aspera, Signiant, .Net, MS BizTalk, SOA Software

• Databases | DB2, Oracle 10g and 11g, MS SQL Server 2008

Resume 2

Resume 3

•

Resume 4

•

EDUCATION

• Master of Information Systems | University of Phoenix, Phoenix, AZ

• Bachelor of Science, Business-Finance | University of Phoenix, Phoenix, AZ

CERTIFICATIONS

• PMP | Project Management Professional, Project Management Institute

• Eclipse IV&V®

• Series 6 and 63 Licensures

• Arizona Life and Health, Property and Casualty and Variable Licensures

TECHNICAL SKILLS

• Oracle (ERP & CRM); HTML; PHP; ASP.Net; Java; LAN/WAN/ MySQL; Microsoft SQL Server; TCP/IP, VP

Resume 1

SOLUTIONS ARCHITECT

ERP EXPERT


is a senior solutions architect at PCG specializing in enterprise solutions. is an accomplished senior technical resource and project manager, with over 35 years of demonstrated expertise in completing business critical projects on time and within budget. is adept at overseeing all facets of the project lifecycle, including initiation and planning, change, risk, issue management, and status reporting. has outstanding communication skills, verbal and written.

builds strong working relationships with co-workers, project management and key stakeholders while ensuring cooperation among contributing technical resources and partners.

is an experienced technologist and excellent “multi-tasker.” As an experienced project manager, can efficiently plan and prioritize project activities, issues, and timelines, and to motivate staff to deliver high-quality products. consistently builds credibility, establishes rapport, and maintains communication with stakeholders at multiple levels, including those external to the organization. can define and initiate activities and tasks, assign business process owners and technical resources, and manage cost and schedule while working to ensure the ultimate success and acceptance of the project and relevant programs. is also an experienced coach/mentor for personnel within a technical team environment and has significant experience specifically relevant to this engagement.

has successfully managed and participated in IV&V engagements for large complex statewide government technology projects, including:


Resume 2

Resume 3

Resume 4

Resume 5

•

CERTIFICATIONS

• Eclipse IV&V®

Senior Consultant, Resume 1

SENIOR CONSULTANT ERP AND IV&V ANALYST


is a Senior Consultant with ERP modernization and Data Integration experience. brings strong functional, testing, and training knowledge to the project. Prior to coming

aboard with PCG, he was with Deloitte Consulting, serving as the Senior ERP Consulting Lead for Department of Navy G2, ERP Modernization project, overseeing and contributing to Implementation, ABAP Development, Functional, Testing, Training, Instructional Design, and Post Go-Live Support. was also a lead and instructor in the data information space with Deloitte, The Walt Disney Company and Information Builders.



•



EDUCATION

• Bachelor of Science, Computer Science | Richland College – Richland, NC

CERTIFICATIONS

• Certified Scrum Master (CSM) | Scrumalliance.org

• Certificate in Management | Harvard University


• ITIL v3 | The Walt Disney Company

• Cyber Awareness - PCI, PII, HIPAA and RESPA Compliance | Deloitte Consulting

• Active Secret and Top-Secret Clearance | U.S. DoD

TECHNICAL SKILLS

• Project Management Standards: Project Management Book of Knowledge (PMBOK), Agile and Scrum

• Project Management Tools: MS Project, JIRA and Agile Central

• Languages: .NET and Java

• Quality Assurance: Test Plans, Cases and Procedures, Scripting and Documentation

• ERP: SAP and Great Plains

• Bid Data Architecture & Administration: SAP HANA, Hadoop (HortonWorks) and Teradata

• Customer Relationship Manager (CRM): SalesForce, Infinium, Siebel, and Microsoft

• Analytics: SAS (9.3) and WebFOCUS (7.7 and 8)

• Testing & Performance: HO OpenView, HP Loadrunner, IBM Rational Suite, JUnit, and Maven

• IVR: Nortel, Genesys and ASpect

Resume 2

•

Iowa Department of Human Services

Resume 3

Resume 4

CERTIFICATIONS

• IBM Certified Associate Business Process Analyst, December 2015

• Certified Information Systems Security Specialist (CISSP), April 2015

• Tenable Certified Nessus Auditor, January 2015

• Tenable Certified Nessus User, January 2015

• Microsoft Certified Solutions Associate (MCSA): Windows Server 2012, December 2013

• Microsoft Certified Solutions Associate (MCSA): Windows Server 2008, May 2013

• Microsoft Certified IT Professional (MCITP) 2008: Server Administrator on Windows Server 2008, May 2013

Resume 5

• Microsoft Certified Technology Specialist (MCTS): Windows Server 2008 Network Configuration, February 2013

• Microsoft Certified Technology Specialist (MCTS): Windows Server 2008 Active Directory, September 2012

• Microsoft Certified Systems Engineer (MCSE): Security on Windows Server 2003, July 2012

• CompTIA Security+, July 2012

• Information Technology Infrastructure Library (ITIL) v3 Foundation, June 2012

• Microsoft Certified Systems Engineer (MCSE): Windows Server 2003, November 2005

• Microsoft Certified Systems Administrator (MCSA): Messaging on Windows Server 2003, June 2005

• Microsoft Certified Systems Administrator (MCSA): Windows Server 2003, April 2005

• Microsoft Certified Systems Administrator (MCSA): Windows Server 2000, January 2004

• Microsoft Certified Professional (MCP), October 2003

• CompTIA Network+, July 2003

• CompTIA A+, July 1999

TRAINING/SKILLS

• Pentest with Hak5

• New Horizons Computer Center

• TechSkills

• Security Program Knowledge: NIST SP 800-53 Rev. 4: Security and Privacy Controls for Federal Information Systems and Organizations, NIST SP 800-30 Rev. 1: Guide for Conducting Risk Assessments, Security Planning & Assessments, NIST SP 800-37 Rev. 1: Guide for Applying the Risk Management Framework to Federal Information Systems: A Security Life Cycle Approach, Penetration Testing Execution Standard (PTES), OWASP Top 10, Health Insurance Portability and Accountability Act (HIPAA), Health Information Technology for Economic and Clinical Health Act (HITECH)

• Security Tools: Nessus vulnerability scanner, OpenVAS vulnerability scanner, Aircrack-ng suite, McAfee ePolicy Orchestrator, Trend Micro OfficeScan, Trend Micro ScanMail, Trend Micro ServerProtect

• Hardware: HP Proliant Servers; Dell PowerEdge Servers, Cisco routers, HP Switches, Sonicwall and Netscreen firewalls, APC UPS

• Network: Routers, Firewalls, Switches, Network Protocols (TCP/IP, IPX, etc.), DNS, DHCP, WINS, Cisco, WiFi, VPN solutions (SSL, VPN client, etc.)

• Platforms: Windows 2000 Server, Windows Server 2003, Windows Server 2008, Windows Server 2012, Windows 7/8, VMWare ESX/ESXi, Ubuntu Linux, Kali Linux, OS X

• Software: Microsoft Office 2010/2013, Project/Visio 2010/2013, Exchange 2003/2007/2010, SQL 2005/2008, IIS, Remote Desktop, VMWare Workstation, Citrix, Terminal emulators, Active Directory, Symantec BackupExec


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Approach and Plan Public Consulting Group, Inc.

6 APPROACH AND PLAN

PCG is a different kind of IV&V consulting organization. Certainly, we recognize and apply industry standards, best practices, and experience in providing IV&V assessments that inform our monthly IV&V reports. More importantly, however, we understand why these things matter and how to effectively apply them within the context and environment of the State’s project. We serve as the candid reporter to the executive sponsors and managers of the HCM Modernization Project; providing unbiased insight into project progress and its key challenges and risks. Our independent assessments encompass the entire project because projects succeed when everyone works collaboratively toward the common goal.

This approach allows PCG to offer high quality and responsive services to our clients. PCG brings a world-class methodology based on information technology standards from such organizations as the Institute of Electrical and Electronics Engineers (IEEE), International Organization for Standardization (ISO), and the Capability Maturity Model Integration (CMMI) of the Carnegie Mellon University Software Engineering Institute (SEI), the Information Technology Infrastructure Library (ITIL), and Project Management Methodology (PMM).

With our full spectrum of IT consulting services and our experienced and professional staff, our performance has proven PCG’s methodologies, and processes have resulted in a quick ramp-up and delivery of immediate value. We pride ourselves on our strong track record of delivering projects on time and on budget. To provide the State with the maximum benefits that IV&V can provide to a project, PCG brings a mature and disciplined approach to providing IV&V services. PCG will review and assess the project using both a top-down and bottom-up approach.

PCG will continuously and concurrently plan and execute management (e.g., planning, organizing, and monitoring the IV&V effort) and technical (e.g., analyzing, evaluating, reviewing, and testing the software development process and products) activities and tasks. PCG will assure the State that the appropriate level of engineering and quality is built into the software and that the software satisfies the requirements.

6.1 PCG’S IV&V APPROACH

Over the last two decades, PCG has been at the forefront of providing IV&V services to public sector agencies across the county. Our well-tested Eclipse IV&V® framework is built upon that experience. The combination of our proven framework and our staff experience enables us to both verify and validate that each component of the project is being implemented as required. In addition, our framework provides a proven mechanism for identifying project risks and challenges early – resulting in greater opportunity for success. We look forward to sharing our very successful methodology during this project.


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The Eclipse IV&V framework benefits from insights we have gained from providing IV&V services over the last 20 years. We have invested in developing industry-leading assessment capabilities enabling us to deliver value-add services that increase the likelihood of project success. PCG tailors our IV&V methodology to support our customers’ needs, with special consideration given to the methodologies (e.g., Agile, Waterfall, etc.) and practices of the system integrators. We also give consideration to Federal and state requirements that regulate public programs, to ensure the right system is built, and the system is built right. Our approach is pragmatic, participative, and practical. Our efforts focus on the early identification of potential risks and the development of mitigation strategies to avert risk to support the project’s ability to progress through the entire system development life cycle with success.

Figure 2. Eclipse IV&V® Framework


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The Eclipse IV&V framework includes methods and tools to carefully track the work products and processes for all types of life cycle development - including Agile, waterfall, and hybrid approaches. Our methodology is based upon successful PCG IV&V engagements and is refined specifically to the State’s unique project requirements to ensure a holistic and comprehensive approach. Components of our methodology include:

Standards-Based: The Eclipse IV&V methodology incorporates many industry standards as applicable to the specific attributes of the project but is primarily based on the IEEE Standard 1012-2012 (IEEE 1012) – System and Software Verification and Validation. The PCG Team will perform the appropriate analysis, evaluation, or review of the product and processes, providing feedback and recommendations to the project on a flow basis. This information will be compiled and submitted as part of monthly report and include recommendations or necessary action.

Integrated Team Effort: Key characteristics of our methodology involve human aspects — the participation of the user/stakeholder and PCG Team with vendor staff to support system development. PCG supports the integrated team method to system development. Through our experience, this method has proven to be highly successful in meeting project goals. The involvement of the user/stakeholder and IV&V with the development team reduces the risk of negative impacts on the project’s scope, cost, and schedule. This also fosters an environment to help everyone succeed.

Feedback and Recommendations on a Flow Basis: The timing of the IV&V reports is linked to their function, audience, and the project schedule. The great cost multiplier for software errors is their latency period — the time between the introduction of the defect, its detection, and subsequent removal. It is of little value to the project to almost complete a task or deliverable and then receives input that could have enhanced the original development of the product. By performing IV&V activities in parallel with development, PCG assures the State is proactively aware of items that should be managed to reduce delays from rework and minimize overall project costs.

In addition to providing a model for IV&V service delivery, the Eclipse IV&V framework also includes an extensive collection of customizable tools that we will use to meet the project requirements. The Eclipse IV&V toolkit will provide PCG with a robust library that includes a master assessment guide, “how-to” documents, and detailed assessment guides for many knowledge domains.


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The Eclipse IV&V toolkit includes the following tools and techniques we will access throughout the IV&V Reporting cycle to provide the most relevant and accurate analysis and exception-based reporting to this project:

Risk Repository: We maintain a digital repository of findings and recommendations to track and monitor all project risks. The major strength of our risk tracking process is the development of actionable mitigation strategies to address each of our identified risks and issues and to communicate unanticipated challenges that may interrupt key assessment activities.

Research Library: We have a library of industry research, best practices, standards, and successfully used project documents, which can be used as a reference to maximize efficiency and leverage lessons learned on previous similar engagements.

Document Templates: We have a library of successfully used project planning documents that adhere to industry and State standards. PCG will utilize these templates to maximize our efficiency and leverage best practices.

Assessment and Interview Guides: We prepare interview questionnaires that address the concepts, questions, and discussion items we wish to explore during interviews to gather information effectively. A critical component of the assessment is communication. PCG may frequently interact with multiple project resources and stakeholders, often in scheduled interviews conducted as part of our assessment process. These questionnaires are prepared in advance and transmitted to the interviewees. This has proven to be an effective method to put stakeholders at ease with the interview process. Additionally, we may conduct ad hoc discussions with key project personnel to seek clarification for items that do not require a more formal interview.

IV&V Review Checklists: We use established IV&V Review Checklists based on IEEE, CMMI, PMBOK®, NIST, and other applicable standards that are customized to contract requirements to guide the IV&V process. The checklists provide for the systematic evaluation of the completeness and accuracy of any specific assessment tasks. This supports the production of quality outputs and assures that standards for the important assessment deliverables are understood before the effort to produce them is made. The results gathered using the checklists are a key component of the feedback provided to the client.

Figure 3. Eclipse IV&V® Toolkit


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Training and Certification Program: We developed a professional development program in 2015 to train and certify PCG IV&V Consultants. We wanted to introduce the components of the Eclipse IV&V framework, explain common industry standards and best practices typically used on IV&V engagements, provide our IV&V toolkit which can be used when working as an IV&V consultant, ensure consistent delivery of the high-quality and high-value IV&V services, and foster a culture that focuses on consistent, high-quality IV&V service delivery.

6.2 ECLIPSE IV&V® TECHNICAL ASSESSMENT METHODOLOGY

Our framework guides PCG in providing structure and direction in the way we perform IV&V. This section lists the defined processes in our assessment methodology that describe how PCG delivers IV&V services and related reports to the client. The Eclipse IV&V Core Methodology is based upon industry standards and maintained through the successful delivery of PCG IV&V engagements. We understand that a methodology cannot be static, so having a configurable IV&V framework provides the flexibility to incorporate lessons learned on projects. If necessary, modifications can be made based upon industry standards and best practices.

Because PCG tailors its approach and methodology to be consistent with the needs of each project and their specific focus areas, we progressively enhance our tools as we deliver each engagement and document a robust IV&V Plan for our clients. The core components of the Eclipse IV&V methodology outlined in Figure 4 below are delivered by technical personnel with current expertise in the business and application of technologies.

Figure 4. Eclipse IV&V® Technical Assessment Methodology


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By their very nature, IV&V activities are integrated with the schedule of project activities (initiation and planning, requirements, system design, system development, testing, federal review, rollout, transition, retirement) throughout the SDLC. There are continuous, and sometimes overlapping IV&V activities conducted throughout those phases. We perform various assessments and reporting activities to support the project in accomplishing its goals.

The four key elements that PCG focuses on to gather and report project information are:

1. Discovery: We review many documents that, at the minimum, support project management, environment management, solution design and development, data conversion, testing, pilot, training and knowledge transfer, rollout, post-implementation review, and system retirement. We interview key project team members to gain an understanding of the implementation vendor’s project organization as well as its communication and reporting processes. We attend and observe project meetings and workgroups to validate processes in action, and to be aware of the most current events in the project life cycle.

2. Research: We conduct risk-based research and analysis of specific aspects of the project processes to form conclusions regarding the potential impact of current practices on project success. Our IV&V Review Checklists are applied to validate that our approach is based on sound practices, industry standards, and applicable requirements.

3. Clarify: We seek clarification, as needed, from key project team members to ensure agreement and concurrence on the results of our discovery, research, and analysis efforts to avoid misinterpretation and to ensure that our assessments are comprehensive.

4. Document: We document the results of discovery, research, analysis, and clarification in our ongoing reports – Monthly IV&V Reports, quarterly IV&V Reports to Indiana leadership, and a final Lessons Learned Report.

Our approach to producing required IV&V deliverables leverages our Eclipse IV&V toolkit template library and customizes these templates for specific contract requirements to guide our assessments throughout each SDLC phase. As appropriate, we distribute our IV&V Review Checklists to the solution vendor(s) before conducting our reviews. This practice helps to set expectations and supports the production of quality deliverables and artifacts in an efficient manner.

Our IV&V checklists help ensure the Eclipse IV&V methodology is consistently applied by all our analysts, and that we incorporate lessons learned from other projects. Included in the IV&V Monthly Report will be the findings resulting from the IV&V assessment, with recommendations to mitigate project risks and the timing for when the finding could worsen. IV&V Risk Register

As a part of our IV&V review activity, IV&V findings are entered into an IV&V Risk Register, where risks and issues are maintained and tracked to closure or withdrawal. The Risk Register, also referred to as a Findings Log, will serve as the centralized repository of all IV&V findings and risk mitigation strategies. PCG will provide the most recent updates to any identified findings in the Monthly IV&V Reports.


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PCG’s analysis of the Project’s progress toward addressing the findings is maintained in the IV&V Risk Register. Updates may reflect any progress and/or risk reprioritization or closure. Additionally, the review of existing findings could result in the identification of new findings/risks as the project evolves. PCG’s updates to the findings/risks will be documented in our IV&V reports.

A final step within the IV&V reporting cycles is communicating report findings and ongoing updates related to findings/risks to both project and executive teams. As we conduct our assessments, our risk-based approach to communicating findings will assure project stakeholders understand what a particular shortcoming or risk means relative to overall project success. PCG applies a ‘no surprises’ philosophy to our IV&V projects by communicating high priority project risks informally as soon as they are identified. PCG will ensure our communications are timely to assure that feedback is relevant, constructive, and aimed at improving the process during each stage of the project. It is of little value to report risks months after they become known, as the opportunity to mitigate the risk before it becomes an issue may be lost and result in additional work.

6.2.1 ERP Implementation Challenges

PCG’s IV&V approach and methodology seamlessly align with the needs of the State’s modernization efforts as we understand the complexities that come with any ERP implementation. PCG understands the magnitude of these complexities potentially faced by the State as ERP projects often face challenges with:

• Build Quality and System Communications: ERPs consist of several modules that must effectively communicate with each other and external systems at any given time. The insufficient build of one module can have significant impact on the overall solution.

• Data Quality: One of the most common ERP implementation problems is poor data integration due to insufficient planning, mapping, and migration of legacy data into the new solution.

• Technical Issues: There are several variables that impact the overall health of an ERP system and cause unforeseen project setbacks. This can include the framework or architecture built upon, the number and type of customizations or extensions built into the new solution, poor data, middleware, networks, hardware, third-party applications, and others.

• Business Model Changes: There are instances where an ERP may not align with 100% of the State’s business processes, and either customization is the answer for mitigation, or the State must change its business process to align with the modernized solution.

• Organizational Change Management Issues: Agencies may not have sufficient buy-in from users, adequate resources for mapping out proper communication methods, processes, and protocols, or have proper processes is in place to evaluate and assess the impact of change on program goals/performance standards, posing additional challenges for a successful implementation.


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6.3 DELIVERABLES

For the IV&V Deliverable generation process, PCG’s methodology includes a multi-pronged approach to assuring the highest quality workmanship and delivery of end-products.

• First, our Eclipse IV&V framework is the cornerstone of consistency and accuracy in all our findings and deliverables.

• Second, PCG employs a uniform style guide to assure documents are clear, concise, easy to understand, and free of unnecessary jargon.

Additionally, as part of Eclipse IV&V Certification Training Curriculum, our staff are required to demonstrate skill proficiency in technical and business writing to effectively communicate our findings to executive management and key project stakeholders.

When it comes to the deliverables and milestones for this project, we have broken down our approach for each requested deliverable to provide better detail and understanding of our process and methodologies. Based on the approach illustrated in the Scope of Work and Deliverables section of the Requirements document, PCG understands there will be two releases taking place at the same time. We understand how this may add to the complexity of the project; however, we are prepared to apply our approach and methodology to both releases concurrently as we are equipped with the appropriate tools and resources to provide accurate and timely reporting that accounts for each release. This will be accomplished not only by our participation in project activities, but through consistency in communication and collaboration between the IV&V team, the State, and key stakeholders.

Figure 5. Eclipse IV&V® Deliverable Quality Control Checklist


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6.3.1 Monthly Reports

PCG customizes monthly reports according to our contractual obligations and client needs. Each report contains an executive summary showing the top risks with priority and recommendations. The summary shows project executives a quick, encapsulated view of project status. The intent of this report is to provide as close to real-time reporting of risks as possible so that corrective action can be taken in a timely manner and risks can be mitigated. We perform assessments throughout the project that assist in providing the details that populate our reports.

During the start-up period of the contract, PCG will tailor the format and contents of the Monthly Report to meet the Project’s needs. PCG will ensure that the report format is modeled after the Indiana Office of Technology (IOT) standard IV&V template and will contain at a minimum:

1. Summary

a. Project Overview

b. Project Status / IV&V Focus

c. Report Purpose

d. Report Objective

e. Report Audience

f. Artifacts Driving Report

2. Open Findings

a. Key Findings

b. Overall Status and Trend

i. Schedule Status

ii. Cost Status

iii. Scope Status

iv. Quality Status

v. Risk/Issue Status

c. Overall Trends by IV&V Category

d. Detailed Findings

3. Closed Findings

4. Activities

a. Accomplishments for the Current Reporting Period

b. Planned Activities for Next Reporting Period

5. Appendix A – IV&V Scope Categories / Focus Areas


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Each report will cover some or all of the IV&V categories identified in the RFS Appendix A, which PCG will determine through monthly planning meetings with the State and based on where the project is at in the software development life cycle. PCG will use our Eclipse IV&V methodology, as described in the Approach and Plan section of this response, to review project deliverables and activities each month and provide findings and actionable recommendations for the State to review. The Monthly IV&V Reports will be presented to and reviewed by the State, the selected Design, Development, and Implementation (DDI) vendor, and other stakeholders as necessary. PCG will ensure the format and content areas are appropriately addressed, as previously agreed upon with the State. PCG will also update the Monthly IV&V Reports to address inaccurate information and redistribute the updated versions as appropriate. The first draft will be delivered by the 3rd business day of the month following the evaluation month.

6.3.2 Management Meetings

PCG will prepare and deliver management meetings related to the latest respective Monthly IV&V Report on or before the 8th business day of the month following the evaluation month. They will be delivered to the State Project team and other project stakeholders, including the Agency Project Sponsor, to review key IV&V findings, capture the State of Indiana feedback, and respond to those findings. We will use the format mutually agreed upon by the State as a guideline for the presentation. The briefing will focus on providing an overall project status (red/yellow/green) as well as a status for each of the key project areas, along with a trending indicator (up/same/down) to determine if the project is making progress.

6.3.3 Quarterly and “Just-In-Time” Meetings with Leadership

PCG will participate in quarterly and “Just-In-Time” project meetings with the State of Indiana leadership as requested throughout the project. We will approach these meetings from our position as the IV&V service provider and as such, be prepared to provide high-level updates on our activities and progress through the project. These meetings will be tailored to the executive audience, providing background and contextual information while also focusing on the high-level status and findings for the reporting period.

6.3.4 Lessons Learned Report and Review Session

At the conclusion of the Project, PCG will provide a Lessons Learned report and conduct review sessions with the Project Sponsor and other team members to ensure clarity and understanding. This will help reiterate opportunities for improvement and will be a collaborative effort. This report will review the successes and failures of the project, and for each identified area will document:

• The reasons why specific corrective actions were taken, their outcomes, the causes of performance variances, unplanned risks that occurred, and mistakes that were made and could have been avoided.

• Recommendations on mitigating such risks in the future and process changes that can be incorporated into future project planning.

• Outstanding technical issues/risks which may need to be prioritized and addressed by the agency once the Project completes


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PCG’s approach to identifying and documenting Lessons Learned involves input from Project stakeholders and staff. While we prefer this to be an iterative process as the Project goes along so that they are not forgotten and risks can be mitigated more quickly, there is also value in documenting a final set of lessons learned to be applied in the future. Our process consists of:

1. Survey project participants to get varying viewpoints on what went right, what went wrong, and what needs to be improved

2. Interview key staff to gain further understanding of the survey results

3. Document lessons learned in a Lessons Learned report

4. Review the Lessons Learned report with the Project team and Agency Project Sponsor

PCG recognizes and understands the importance of transferring knowledge to our customers through Lessons Learned reports. The knowledge transfer process is a fundamental component within our IV&V methodology and is generally incorporated throughout all phases of the project with special emphasis provided during project closeout. PCG assists clients with the development of industry best practices and processes in a planned, collaborative, and proactive work effort.

6.4 INDIANA OFFICE OF TECHNOLOGY (IOT) IV&V STANDARDS

The following sections are included to provide further detail as to how PCG’s IV&V services cover all aspects of a project, including the IV&V categories and focus areas listed in Appendix A of the RFS. PCG’s Eclipse IV&V methodology covers each of the areas, and additional details on our approach are provided below.

6.4.1 Requirements Management (REQ.01-03)

Requirements help define the purpose of a project and are the foundation of the project plan. The stated requirements will determine what is to be produced or achieved. Requirements represent project capabilities to which a project outcome should conform by defining the scope of a project and what the system must do, as well as describe the criteria for project success.

Many projects suffer from inaccurate or incomplete requirements that result in negative impacts on schedule and cost and contribute to systems not functioning as intended. Through requirements traceability efforts on past projects, PCG has identified functionality that was not implemented or developed, functionality that was not tested, designs that do not meet the requirements, test cases that do not fully validate the traced requirements, changes made without approval, and changes approved, but not implemented. Forward and backward requirements traceability is critical to the success of a project and knows that the requirements have been designed, developed, and tested. The earlier any of the above issues can be identified, the more time and typically less re-work will be required.


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PCG requirements traceability tasks will lead to the early identification and associated mitigation of requirements traceability issues and gaps. To ensure requirements are fully understood and traceable, PCG analyzes them from relevant sources such as the RFP, Statement of Work, or other similar business requirements artifacts. A Requirements Traceability Matrix (RTM) documents the traceability of the requirements to these artifacts and is normally a required product of the Design, Development, and Implementation (DDI) Vendor’s tasks.

PCG will review all aspects of requirements management and requirements tracking tools. Our Requirements Management assessment evaluates the lifecycle processes that support identification, documentation, analysis, traceability, prioritization, communication, and control of project requirements throughout each phase of solution development. We will work with the State and vendor project teams to ensure that requirements are documented, actionable, measurable, testable, traceable, related to identified business needs or opportunities, and defined to a level of detail sufficient for system design.

For the initial assessment, PCG will conduct a complete assessment of the RTM once it is provided to PCG for review. After that initial assessment, on a monthly basis, PCG will review the RTM and requirements for changes and assess that traceability has been updated according to the Requirements Management Plan and that the traceability and traceable items (e.g., design, test cases, test execution) reflect the changes to the requirement and align with the approved change request if appropriate. Changes in the RTM will be identified by comparing the RTM with the previous month’s RTM by automatically comparing the RTM and identify any differences in text or numbers or by the requirements repository timestamp, depending on the requirements repository and ability to track changes. Additionally, PCG will review that approved change requests are maintained in the requirements repository and RTM as defined in the Requirements Management Plan and Change Management Plan. For requirements that are identified as changed, PCG will execute the tasks below:

Requirements Traceability Tasks:

• All Configurable system requirements are clearly identified: PCG will review the RTM to determine that the RTM clearly identifies the system requirements that are to be configurable in the system.

• Reusable system requirements are being clearly identified: PCG will review the RTM to determine that the RTM clearly identifies the requirement that is to be reused during system development. Additionally, PCG can access the accuracy of the reusable system requirement if sufficient traceability is provided between the requirements and the code. Depending on the information available in the RTM and requirements repository, the approach may vary. This may either be completed by tracing from the requirement to the code and identifying multiple requirements are traced to the same code or by tracing the design sections to the code and identify the design sections that are traced to the same code. User stories are another traceable item that can be used to complete this traceability. Depending on the DDI vendor’s development approach, different traceable items may make more sense.


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• All system requirements are traceable to design, code, and test, at the element level using traceability matrices: PCG will review the RTM and report on any gaps in the traceability from requirement to design, code, and test as well as other RTM items as determined by the Project. Additional RTM items may include business rule, use case, design artifacts, data definitions, test cases, test plans, test results, and system workflow. As part of the integrity task below, PCG will assess the accuracy of the RTM and identify any concerns with the RTM.

• All requirements changes are being tracked with traceability to downstream development: PCG will assess all requirements that are being tracked with traceability to downstream development. PCG will trace all new or modified requirements to each level of the requirements traceability from design to test case execution to confirm that the traceability still supports the new or modified requirement. PCG will review approved change requests to ensure the RTM and requirements are maintained as change requests are approved.

• All workflow processes are clearly identified: PCG will assess that workflow items can be traced forwards and backwards with requirements. This traceability will become even more important as changes are either being made. A change to the workflow may require changes to the requirement, design, code, and test cases. A change in the requirement may require a modification to the workflow to be changed, and it is important the OCM and training teams are aware of these changes. This traceability is critical to maintain throughout the life of the project to allow for proper impact analysis of change requests.

• All interface requirements are being traced to design, code and test at the element level, including the bridging interface between the State and the Employer / Appeals legacy systems: PCG will assess that interface requirements are being traced to design, code and test at the element level, including the bridging interface between the State and the Employer / Appeals legacy systems. As changes are made to interfaces, PCG will review that traceability to design, code, and tests are maintained and that the associated artifacts are updated to support those changes.

• The requirements repository tool generates meaningful and current status reports: PCG will assess that new or modified requirements/traceability supports all workflow processes are clearly identified after the requirement/traceability has been created/modified. If a change is detected in the workflow, the traceability will be reviewed for impact to traceability items (e.g., updates to design documentation, modifications to test cases).

• Integrity of the requirements repository throughout the development and operations, encompassing all system changes: PCG will assess the integrity of the requirements repository throughout the development and operations, encompassing all system changes. PCG will monitor the deltas of the RTM each month to ensure that repository remains consistent with the requirements changes.

Additionally, PCG will review a sample of the requirements in the RTM for accuracy by reviewing key traceability elements and confirming that the traced items fully satisfy the requirement (e.g., the design documents the traced requirement, the traced test cases validate the requirement).


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6.4.3 Communication Management (COM.01-06)

PCG’s Communication Management Assessment will be used to verify timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. The assessment is based on PCG’s Communications Management Plan Checklist.

PCG will focus on the following:

• Verifying that a Communication Plan is created and being followed.

• Evaluating the Communication Plan and strategies to verify they support communications and work product sharing between all project stakeholders.

• Assessing if communication plans and strategies are effective, implemented, monitored, and complete.

• Consulting with all stakeholders and assessing user involvement and buy-in regarding system functionality and the systems’ ability to support program business needs.

• Assisting Project Leadership in managing the identification, resolution, and tracking of stakeholder concerns.

• PCG is highly accustomed to providing communication planning and oversight.

6.4.4 Risk and Issue Management (RIM.01-07)

PCG will verify that a Project Risk Management Plan and Issue Management Plan is created and being followed. The Risk and Issue Management Assessment will be used to verify that there are processes in place to identify, quantify, track, and mitigate project risks and issues. At a high level, PCG’s assessment will focus on the following:

• Verifying that a Project Risk Management Plan has been created and is being followed.

• Evaluating the Project’s risk management plan and procedures to verify that risks are being identified and quantified and that mitigation plans are developed, communicated, implemented, monitored, and complete.

• Assess whether the Project is performing issue management to address risks that come to fruition and start impacting the Project.

A key to risk management is understanding the potential risks to the project and ensuring that these risks and risk mitigation strategies are communicated to key project stakeholders on an ongoing basis. Risk analysis begins early during project planning by determining or identifying the factors that may affect the project. Risk can impact a project in many different ways: project quality, manageability, cost, and schedule. Proper risk identification seeks to determine how the risk may affect the project and to document the project area(s) impacted by the identified risk.

PCG will assess the Project’s Risk Management processes to evaluate whether a risk management plan is created and used, which includes risk identification techniques, qualitative and quantitative risk analysis, risk response (accept, avoid, mitigate, ignore), and monitoring and controlling risk processes. We will also verify that regular risk workshops are held to review risks with multiple stakeholders, and mitigation plans are discussed and carried out. PCG will validate that the risk management plan includes the approach to identifying risk owners, responsibilities


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6.4.6 Testing (TST.01-09)

At Public Consulting Group (PCG), we believe effective Testing Management begins with a structured, disciplined, and repeatable approach that utilizes industry standards and best practices. PCG recognizes that testing is more than the application of a tool or method used to test applications. Testing is the opportunity to verify that the software will work as intended to work in production. The PCG approach to providing testing quality assurance involves utilizing our Test Management Methodology (TMM), Eclipse TestIT™, which begins with our own core Quality Checklist developed for testing activities. We review, tailor, and augment the checklist with the contractual requirements for testing defined via the DDI vendor’s SOW or other contractual artifacts (including test cases, results, test conditions, and data conversion). A review of the Master and sub-level Test Plans will occur as soon as each is delivered. The IV&V schedule is continually synchronized with the master State Project schedule to ensure that the IV&V review of testing activities is tracked, and time and resources are allocated for reviewing them in a timely manner.

At a high level, PCG will provide objective and independent reviews and assessments of testing activities to:

• Verify and validate that the system developed by the DDI vendor meets the needs or requirements of the State.

• Verify and validate that the system developed by the DDI vendor meets the design specifications.

• Verify and validate that the system is free from defects to a sufficient level as determined by the State.

• Verify and validate that the designated defect ratings are assigned correctly in accordance with the agreed upon defect level ratings prioritization in the DDI contract and associated RFP.

Each review will result in an assessment report indicating strengths, weaknesses, and concerns that should be addressed. PCG will work collaboratively with the State and vendor teams to recommend modifications that ensure test coverage is thorough while respecting the reuse of existing components and artifacts.

Objective and High-Level Approach

The objective of the PCG team is to provide expertise and experience to help assure that the system developed by the chosen DDI vendor meets the needs of the State. This will be done by monitoring the testing process, verifying the test results, and validating that the requirements have been accurately translated to test cases and scenarios. PCG will utilize tools and techniques that have been developed over time to accomplish this task. By using checklists and analysis tools customized for the State and based on industry standards, PCG can better assess the state of testing and efficiently report that status.

The first major component of the testing effort should be a Master Test Plan that defines all aspects of the State testing efforts. Among those aspects is the complete description of test phases, resource needs, schedule, or plan for completing the testing, details regarding defect management, and method for documenting all testing. Each test phase or major activity should either be documented in the Master Test Plan or in specialized Test Plans (e.g.,


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Performance/Stress/Load Test Plan). PCG will review all plans and provide feedback regarding issues, risks, or deficiencies related to those plans. Additionally, PCG will review the test cases as documented, monitor testing and testing metrics, review expected to actual test results, and monitor defect tracking and defect resolution. IV&V reporting for project deliverables is documented in Deliverable Expectation Documents (DEDs). Any risks or issues will be communicated to the State project team and documented in the Project Risk Management tool.

Assessment Criteria, Industry Standards, and Best Practices

During the testing assessments, PCG will reference a number of assessment criteria, industry standards, and best practices including, but not limited to, the following:

• ISO/IEC/IEEE 29119, Standard for Software and Systems Engineering -- Software testing, Parts 1-5

• ISO/IEC/IEEE 12207, Standard for Systems and Software Engineering -- Software life cycle processes

• IEEE Std. 1044, Standard Classification for Software Anomalies

• IEEE Std. 1012, Standard for System, Software, and Hardware Verification and Validation

Project Inputs

During the testing assessments, PCG will also reference project documentation. Types of project documentation that we will reference if available include, yet are not limited to:

• Project Master Test Plan and applicable sub-plans

• Request for Proposal (RFP)

• DDI vendor’s Statement of Work

• Project Standards

• Project Requirements

• Project Design Artifacts

• Project Testing Artifacts

• Unit Test Procedures

• Unit Test Results

• Project Test Cases

• Project Test Outcomes

• Project Test Defects

PCG uses a practical approach to conduct these assessments. In this regard, any time it is impractical or unnecessary for PCG to evaluate/review 100% of what is produced, PCG may use a sample set. PCG appreciates the value of having another entity review and execute test cases, especially one that is disconnected from the initial design and build process, as it can more accurately capture what users will experience in production. We believe effective Testing Management begins with a structured, disciplined, and repeatable approach that utilizes industry standards and best practices. PCG recognizes that testing is more than the application of a tool or method used to test applications. Testing is the opportunity to verify that the software will work as intended to work in production.


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PCG will evaluate training plans published by the DDI vendor and recommend supplemental approaches to ensure comprehensive training is carried out. Typical training activities we would expect to see are selected techniques necessary for data collection to determine the type of training required, e.g., surveys, observations, interviews, and customer comment cards. Common results of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover.

By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee’s performance in accordance with the company’s standards. Additionally, it is important to provide training using culturally appropriate methods for diverse groups of people.

6.4.8 Project Management (PM.01-05)

Project management services are part of the foundation used in our Independent Verification and Validation (IV&V) methodology to verify and validate project management methodology, processes, and tools.

PCG recognizes that strong project management practices are the backbone of a successful project. While some challenges and difficulties cannot be avoided, having the right processes, people, and technology in place can help overcome many obstacles. PCG brings unique insights to Project Management Quality Assurance activities stemming from our extensive services background, providing both independent QA on project management activities and our proven delivery of project management practices.

One of those activities is the Project Management Assessment, which will evaluate planning oversight and project management materials to assure that the Project improves process capability and is efficiently and effectively working to meet Project goals. Areas of observation include planning oversight, project sponsorship, management assessment, project management, risk and issue management, communications management, project estimating and scheduling, project personnel, project organization, and subcontractors and external staff. The following sections detail how PCG will satisfy each of the items and highlight the successful experiences we’ve been able to deliver to our clients.

PCG will use its Project Management Assessment to verify that the project management processes and supporting tools are sufficient to meet the needs of the project. PCG’s assessment will focus on the following:

• Ensuring that project management of the Systems Development Life Cycle (SDLC) is conducted following industry best practices

• Verifying that a Project Management Plan is created and being followed

• Evaluating the project management plans and procedures to verify that they are developed, communicated, implemented, monitored and complete

• Assisting the State in review and evaluation of the DDI vendor’s Project Work Plan to verify that all key functions have been addressed

• Evaluating the project reporting plan and actual project reports to verify project status is accurately traced using project metrics


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• Assisting the State in defining high-level system needs and the design milestones to be met

• Verifying milestones and completion dates are planned, monitored, and met

• Verifying the existence and institutionalization of an appropriate project issue tracking mechanism that documents issues as they arise, enables communication of issues to stakeholders, documents a mitigation strategy as appropriate, and tracks the issue to closure

• Evaluating the system’s planned life-cycle development methodology or methodologies (waterfall, evolutionary spiral, rapid prototyping, incremental, etc.) to see if they are appropriate for the system being developed

PCG will monitor Project Governance activities through participation in governance and executive leadership meetings, and through monitoring leadership communications and activities to both internal and external stakeholder groups. To ensure the correct Project Governance, PCG will focus on the following:

• Ensure executive leadership and key project sponsors have been identified;

• Verify that project governance documentation is sufficient given overall project goals and objectives (e.g., mission statement, budget, and schedule);

• Verify leadership and sponsor agreement with regard to documented project goals, objectives, risks, and constraints;

• Verify leadership and sponsor support for and participation in formalized governance processes;

• Verify that communication processes are in place to support leadership decision-making activities and that they are consistent with the System Integrator established Project Communication Plan;

• Verify that executive management is actively involved in monitoring and approving the schedule baseline, and any changes to the approved baseline; and,

• Verify that executive leadership has delegated appropriate levels of management authority to program and Project management staff.

This is inclusive of a review of key project artifacts such as the Project Charter, Scope Management Plan, Time Management Plan, Cost Management Plan, and other documents that will help ensure elements of the project are properly coordinated, and the project has an opportunity for success from the onset of its initiation and planning activities.

6.4.9 Resource Management (RM.01-05)

Many ingredients contribute to the success of a project: realistic objectives, careful planning, effective project management, stakeholder commitment, and skilled and dedicated staff are just a few. Perhaps the one overarching component is experience – having the correctly skilled staff with similar project experience. PCG will evaluate and make recommendations on the resource management and scheduling process of the project to verify that the project has necessary, sufficient, and skilled staff resources to meet overall project milestones and timelines. This will include resource planning, resource monitoring, and human resource acquisition, and backfilling.


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The Resource Management Assessment will be used to ensure that project resources are utilized properly for the project to remain on time and on budget. PCG will focus on the following:

• Evaluating and making recommendations on the estimating and scheduling process of the project to assure that the project budget and resources are adequate for the work breakdown structure and schedule.

• Reviewing schedules to verify that adequate time and resources are assigned for planning, development, review, testing, and rework. This will include assessing project plans and resource loads to verify the appropriate leveling of resources has been completed.

• Examining historical data to determine if the DDI vendor has been able to accurately estimate the time, labor, and cost of software development efforts. Here is where our experience will be invaluable, as we can compare our firsthand knowledge of resource management to determine the viability of the project plans. This should be more visible to the project as feedback cycles are shortened and struggling resources can be identified and mitigated.

• Looking ahead at upcoming project activities, along with planned resource departures or vacation time, to determine if there is adequate coverage for those roles and tasks.

PCG has strong experience with oversight of technical solutions in a phased release plan. Because of our experience, we understand the challenges and complexities that exist with managing resources and ensuring that when one key resource leaves the project during critical periods, it is of great importance to replace that resource with someone of equal skill or level of experience. Through our assessments and checklists used, the PCG project team will provide the State with the feedback and insight needed in advance to safeguard the project against the impact and vulnerability projects experience from potentially lost resources.

Staffing Changes

PCG understands that resource disruptions may arise, especially during a multi-year project like BDDS. Based on our previous experiences, PCG recommends that projects should use clear processes to maintain staffing levels and minimize project disruptions with guidelines such as:

• All staffing changes over two weeks, even if temporary, should be communicated on a weekly basis to Project leadership

• Key staff should be replaced within 30 days

• Positions should be replaced with resources with comparable skills and qualifications as approved by the State

• Staffing changes should incorporate knowledge transfer as necessary


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6.4.10 Status Reporting (SR.01-05)

As detailed in the RFS, PCG will assess and verify that the Project’s status reports are timely, provide comprehensive action items, and are easily accessible to all stakeholders. We will also ensure that the reports provide a clear project picture to readers.

6.4.11 Documentation Management (DM.01-03)

PCG understands the importance of ensuring that documentation related to any changes and updates are properly stored and reviewed. Updating the system regularly is key to maintaining progress on the project and avoiding risks and issues related to eventual operation and maintenance of the new system. PCG will assess and verify that project documentation is stored properly on an accessible site and consistently updated. We will also assess the related document workflows and that each document is properly signed off on by the necessary project stakeholders.

6.4.12 Implementation and Support (IMP.01-03/SUP.01-04)

PCG’s approach to evaluating the Implementation Plan uses our knowledge of the requirements that drive the Agency’s acceptance of the system. PCG assists with the development and preparation for evaluation of the Implementation Plan and checklist based on the following criteria.

• Operational Procedures and System Documentation: Evaluate the necessary operating procedures for the generation of reports and correspondence, claim filing and processing, system information for the new system describing the system processes, description of hardware, software, shared services, infrastructural components, and other necessary system information.

• Training: Verify the initial training and ongoing training for state staff as needed. PCG will help to ensure that all training needs are addressed.

• Post-Implementation Operational Monitoring: PCG reviews to ensure there are documented methods and schedules for the state to conduct post-implementation monitoring of the system operations related to performance standards for operations.

• Problem Definition and Resolution Guidelines: PCG reviews the guidelines established for problem definition and resolution, including verifying that issue description, severity, status, owner, and implementation schedule are clearly defined and agreed to by all stakeholders.

• Site Readiness: PCG verifies project readiness to host the new system, local hardware and software readiness as defined throughout the project.

• Organizational Change Management: The degree of organizational change required to roll-out the new system is expected to be primarily focused on the governance model established to ensure optimal visibility and/or engagement in all decisions regarding the solution. PCG tracks the development of this throughout the project and reviews to validate.


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PCG prepares details of its review of the Implementation Plan and checklist based on defined project criteria aligned with these areas. As with all IV&V reviews of project deliverables, the results are delivered using the defined structure reporting process. PCG documents all risks or issues in its IV&V Findings Log and suggests practical and feasible solutions to the findings identified per industry standards.

PCG’s approach will include reviewing and evaluating the Implementation Plan to validate it includes all the activities required to plan and execute the transition to operations as described in other contractual and/or planning documentation including, but not limited to:

• Master Project Work Plan

• Environment Management Plan

• Training Plan

• Requirements Traceability Matrix

• Vendor proposal response and contract

• Organizational Readiness documentation

• IV&V Checklists

• IV&V Statement of Work

PCG will assess the Transition/Implementation Plan for conformance with the following standards:

• State and Indiana Office of Technology (IOT) Information Technology Standards

• IEEE

• ITIL

• PMBOK®

PCG will evaluate operational readiness for both the system and the organization. To accomplish this, PCG will facilitate meetings to gain a cross-functional perspective on the Transition/ Implementation Plan’s content. These meetings help promote cross-organizational and integrated understanding of the purpose, scope, and activities detailed in the plan.

PCG continues to monitor issues and risks for the project following go-live and provide guidance to the State and its vendors. Further, PCG can provide best practice recommendations to assure that the State and the DDI vendor are on the right track.

Examples of other post go-live PCG IV&V activities include identifying issues with a manual process of error correction “after-the-fact” and recommending implementation of a set of industry standard protocols for database synchronization. In past engagements, synchronization issues arose immediately after go-live, and the PCG recommendation was implemented to correct the problem.


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6.4.13 Vendor Management (VM.01-05)

PCG understands the significant effort the State is putting into the HCM Modernization project. We also understand the importance of the DDI vendor meeting the expectations set in the RFP, as any deviation can lead to adverse downstream effects. PCG will use the DDI RFP as a key input when conducting requirements management monitoring activities and will be sure to verify the DDI vendor adheres to their contractual obligations.

6.4.14 Data Conversion/Migration (DCM.01-02)

Many projects suffer from poor data migration planning and data migration task execution. Such problems can result from a weak Data Migration Plan and failure to follow the approved plan by the State-side project team(s) and their implementation vendor. These IV&V assessments completed by PCG will lead to the early identification and associated mitigation of activities that do not support the Project’s implementation schedule and data migration objectives.

The objective of these assessments is to ensure data is accurately migrated and that the Data Migration Plan is developed and supports the Project’s implementation schedule. PCG will assess, verify, and report on the Data Migration Plan and activities. Data migration includes the mapping of the source systems and data elements to the target database as well as the data cleanup effort. These tasks can be among the most challenging aspects of a successful launch of any new system. Our experience shows that the data migration effort is the largest single point of risk to a project given the complexities of converting data from legacy environments.

PCG focuses first and foremost on validating that current data owners are engaged early in the project life cycle relative to data migration and that data mappings are occurring as early as the project plan will allow in order to mitigate associated risks. To ensure the State’s data is properly migrated, PCG analyzes the Data Migration Plan for the inclusion of data migration requirements. Once the Data Migration Plan has been analyzed and approved, that plan will be used as a base for a checklist to ensure the DDI vendor follows the approved Data Migration Plan.

Based on the experiences described above, PCG has built tools as part of the Eclipse IV&V Center of Excellence (COE) that will include the use of a series of data migration checklists that will be used for assessing the Data Migration Plan and ongoing data migration activities. In addition to the checklists, PCG will use filters, formulas, and macros as needed to compare and assess data and mappings for identification of data migration gaps and/or concerns.

6.4.15 Interface Management (INT.01)

Interfaces into other existing internal or external solutions or services can add real value to a new solution without taking on the effort to construct similar solutions or services. PCG understands the complications that can arise when developing interfaces with 3rd parties where the resources and systems are not under the project’s control.

PCG will review interface requirements, design, testing plans and test cases, methodologies, standards and security to help ensure that interfaces are fully planned and developed to meet the needs of the State solution.


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PCG will develop and submit a DED near the start of the project to ensure that a common understanding exists between the Project and PCG regarding the scope and content (depth and breadth) of the Interfaces Assessment and that the plan complies with applicable IEE, IOT, and PMBOK standards.

PCG will also review and assess State interfaces and related artifacts against industry standards. Any issues and risks identified during the assessment will be documented in this assessment and will include recommendations for resolving each issue and/or risk identified.

6.4.16 Organizational Change Management (OCM.01)

Utilizing the criteria outlined by the State and inputs not limited to, but including the State’s project schedule, OCM strategy and plan, training plan and materials, and PCG Statement of Work (SOW), PCG will conduct a thorough assessment of the State’s OCM methodology, process, and deliverables. This will include interaction with external departments and agencies, and assessment of readiness materials, activities, and other components of the OCM plan and related activities.

PCG will develop and submit a DED near the start of the assessment to ensure that a common understanding exists between the Project and PCG regarding the scope and content (depth and breadth) of the Organizational Change Management (OCM) Assessment.

PCG will also review and assess the State’s Organizational Change Management (OCM) plans, activities and related artifacts against industry standards and ensure adherence to Prosci’s ADKAR Model — the industry standard for change management practitioners worldwide. Any issues and risks identified during the assessment will be documented in this assessment and will include recommendations for resolving each issue and/or risk identified.

6.4.17 Miscellaneous (MS.01-02)

PCG will assist the Agency in capturing Lessons Learned during the project. During the closing phase, those lessons will be finalized and reviewed with the necessary project stakeholders. PCG expects those stakeholders to be engaged throughout the project lifecycle and perform their responsibilities to the best of their ability.

6.5 SAMPLE DELIVERABLES

PCG has included the following sample deliverables for projects of similar size and complexity, which can be found in Appendix B:

• Bi-Monthly IV&V Assessment Report

• Monthly IV&V Status Report

• Lessons Learned

• Operation Readiness


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Appendix A – Buy Indiana Confirmation Public Consulting Group, Inc.

8 APPENDIX A – BUY INDIANA CONFIRMATION

An email confirmation for the Buy Indiana is on the next pages.


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Appendix B – Sample Deliverables Public Consulting Group, Inc.

9 APPENDIX B – SAMPLE DELIVERABLES

January 29, 2020 | 02:00 PM EST

Public Consulting Group, Inc.150 West Market Street, Suite 510 Indianapolis, IN 46204 Publicconsultinggroup.com

Indiana Auditor of State, State Personnel and Office of Technology

Knowledge Services MSP Posting #67080

HCM-Payroll Modernization Implementation IV&V Services

BAFO