Expedited RFQ Scoring Matrix



Commonwealth of Pennsylvania

Master Information Technology (IT) Services Invitation to Qualify (ITQ) Contract, 4400004480

DGS Public Works Modernization

July 29, 2015

The Department of General Services, Public Works deputate is issuing this statement of work for the DGS Public Works Modernization project. Please visit the eMarketplace website, Solicitation 6100035201 to view and download all information pertaining to this solicitation.

This is a restricted solicitation, only contractors which are qualified in one (1) or more of the following service categories under the Commonwealth’s Master Information Technology (IT) Services Invitation to Qualify (ITQ), Contract 4400004480, prior to the bid opening date may respond.

• Consulting Services – IT General

• Consulting Services – IT Project Management

The Statement of Work (SOW) below is provided for you to develop your quote for the referenced project. The successful contractor will be selected based on Best Value. The Best Value Criteria specified below defines the criteria that will be used to determine the successful contractor to be awarded the Purchase Order. It is imperative that you expound in writing on each of the best value criteria listed.

Respond by email to RA-constandpubwks@ no later than 5:00pm on Wednesday, August 12th.

Best Value Criteria:

1. Understanding the Problem: Provide a brief narrative (one paragraph) that accurately assesses the problem to be solved based on your understanding of the project requirements stated in the SOW.

2. Contractor Prior Experience: Detail three (3) projects your company performed that are similar in nature and scope to the requirements stated in the SOW. Include reference company name and address, contact person with phone number, email address and best time to call, project name, project start and end dates and a brief description of the project.

3. Contractor Personnel and Qualifications: Provide resumes with names of individuals that show the qualifications and skills required to successfully develop and implement the project as defined in the SOW. It is very important that the proposed individuals demonstrate prior experience performing similar work. The proposed project manager must have demonstrated project management skills and technical background and experience to appropriately manage the project. Ensure resumes contain no personal information as these may become public documents.

4. Project Work Plan: Provide a Microsoft Project (.mpp) file that provides a high-level summary showing all the tasks and deliverables to complete the project. Explain your approach to deliverables. Explanation must be limited to one page.

5. Cost: Complete the attached Cost Matrix to submit the cost portion of your bid.

6. Domestic Workforce Utilization: Complete and sign the attached Domestic Workforce Utilization Form.

7. Lobbying Certification: Complete and sign the attached Lobbying Certification Form.

Any questions on this RFQ may be sent to: RA-constandpubwks@

DGS Public Works Modernization RFQ: Statement of Work

1. Introduction and Background

The Department of General Services (DGS), Public Works (PW) deputate is charged with administering the construction of all Commonwealth (state-funded and bond-financed) buildings and non-highway infrastructure. Projects and related services include new construction, alteration, and repair of commonwealth properties; capital improvement projects for all state agencies, ranging from civil engineering projects such as dams and flood control projects, to buildings such as prisons, offices, and park facilities; project inspection, fiscal management and establishment of specifications and standards for construction projects; and providing project specifications to state agencies delegated projects. At any given time, PW is managing a $750 million portfolio of projects in varying stages of design, bidding, construction or post-construction activities.

Currently these services are performed across three bureaus within PW: the Bureau of Engineering and Architecture (E&A), the Bureau of Professional Selections and Administrative Services (BPSAS) and the Bureau of Construction (BOC). Each of these bureaus is assisted through multiple non-integrated, non-mobile information technology (IT) solutions and paper-driven processes. These solutions include file servers (segregated by bureau), Excel spreadsheets and Word documents, and a custom-built software application, CAPSYS. These current disparate solutions provide minimal support across the project management continuum, offer limited reporting functionality and are not integrated with the Commonwealth’s financial reporting system (SAP), resulting in duplicative entry of fiscal information.

In addition to struggles with disparate IT solutions, PW has experienced a reduction in complement and a changing nature of the work/functions due to widespread modernization in the construction industry, PW has not had the opportunity to reexamine its organizational structure or to realign its business processes to reduce the workarounds put in place due to these operational changes. In the fall of 2013, DGS procured a professional construction management company to review the manner in which PW staff administers the processes associated with managing this portfolio of projects. Their work revealed a siloed approach, whereby each bureau’s management was independent from the others. Further, this review confirmed the absence of any modern automated workflow or approval processes.

Beyond the internal struggles for automated workflow, PW’s primary customers, Commonwealth state agencies, external private sector design professionals and the contracting community, have voiced concern over the antiquated, paper-driven processes utilized for project bidding and request for payment. These entities have further pointed to many other public sector organizations with whom they do business that have long abandoned the submission of paper bids and requests for payment. These stakeholders have indicated lost time and money in complying with paper processes and in waiting for PW’s un-automated and often redundant procedures to finish before contracts are awarded or payments are processed. Currently, and without significant changes to the existing IT systems, PW has no alternative.

In order to meet PW’s mission critical functions, the department embarked on a comprehensive modernization project. This project, the Public Works Modernization project, includes a thorough organizational review, process mapping and re-engineering and implementation of a robust IT solution to ensure the business goals and objectives are met. Through 2014, an internal project team working with PW key stakeholders identified all existing (“as is”) processes and began contemplating the future state (“to be”) processes. Detailed requirements by process were also identified and documented. The team also completed market research through a Request For Information (RFI) to identify commercially available software products that could be leveraged to assist PW in modernizing and streamlining their business processes.

Recently, DGS has decided to cooperatively purchase a construction project management software system from the federal General Services Administration’s cooperative purchasing contracts. DGS is issuing this RFQ to identify a consultant will serve as DGS’s Project Manager for all activities associated with the Public Works Modernization initiative, as outlined specifically below.

2. Project Information

Project Activities Completed

DGS has completed the following activities and will make the following documentation available to the selected consultant to expedite onboarding to the project. At the direction of DGS, the selected consultant will participate in the activities listed as “in-progress” and prepare updates to the associated documentation in continuing efforts to diligently plan for and achieve the organizational and IT transformation goals of the Public Works Modernization project.

Finalized Documents

• Project charter

• Commonwealth Request for Project Action (RFPA) submission (This is the Commonwealth’s IT project authorization process.)

• Current State (“As-Is”) process mapping and narrative of the Public Works Capital Project processes listed in Section 2.2 Capital Project Processes

• Current organization chart

• Market analysis of available construction project management systems

• System vendor proposed contract documentation

In-Progress Documents and Activities

• Project plan

• Project log (i.e. RAID document)

• Commonwealth procurement approval documents

• Future state (“To-Be”) processes, as envisioned before software selection

• Descriptions of revised staff roles and responsibilities

• Contract negotiations with system vendor

Capital Project Processes

Through this project, Public Works is reviewing all of the core business processes that support the delivery of Capital Projects. As defined in the Commonwealth’s Procurement Handbook (Pt IV, Ch 01) Capital Projects are projects funded from State bond proceeds or other State current revenue sources (e.g. appropriations, executive authorizations or restricted accounts). Projects are considered capital and must be authorized in a capital budget if State bond proceeds are used and the total project is valued at $100,000 or more, or current revenues are used and the total project is valued at more than $300,000. It is the Commonwealth’s intent to manage all Capital Projects through the new construction project management system.

The selected consultant will assist Public Works in their review, re-engineering and configuring of Capital Project management processes in the new system. These processes span the life of a capital project – from inception to occupation – and are typically organized through the following phases and activities.

Project Planning:

• Record ideas and justification for specific projects

• Prioritize project lists

• Request funding and budget approvals

Pre-Construction (Design Professional (Engineer/Architect) Selection and Design Oversight)

• Select a design professional for each project through the Professional Selection process, Request for Proposal process, or Invitation to Qualify process

• Select additional consultants per project for specialty design services, CM or CA services

• Contract with each professional, specific to each project and amend contracts to adjust schedule, scope or fees.

• Review design professionals’ submitted documents as established per their contract

• Coordinate with other state agencies/groups to review specific items or provide information or documents (e.g. Governor’s Office of the Budget, Office of General Counsel, DGS Bureau of Real Estate etc.)

Bidding

• Compile bid documents

• Advertise bidding opportunity

• Collect bids and supporting documentation electronically

• Review bid results

• Award multiple prime-contracts per project (see 1913 Act 104)

• Indicate bid rejections and withdrawals

• Manage bid protest review processes

Construction Management

• Establish and monitor the construction schedule

• Establish, update and monitor the construction cost-breakdown structure

• Track sub-contractor agreements and supplier purchase orders

• Track the use of small and/or small diverse businesses as sub-contractors or suppliers for each prime contractor

• Manage the submittals process

• Review contractors requests for time extensions or schedule changes

• Review contractors requests for change orders and update contracts for approved change orders

• Track materials testing activities and results

• Track field disputes and manage claims through the claim review process

• Facilitate an invoicing process based on the cost-breakdown structure

• Manage the RFI process

• Capture daily project notes and project site attendance

• Track punch lists

• Facilitate specific workflows to track the receipt of specific documents per project, per contractor or per sub-contractor (e.g. superintendent qualifications review and approval process; compliance with the Public Works Employment Verification Act; compliance with Steel Products Procurement Act; O&M Manuals receipt sign-off etc.)

• Perform project close-out

Agency Projects

Any project funded through current revenues with a value less than $300,000 is considered an “Agency Project” and will be managed through a Job Order Contracting (JOC) program which is also being established through the broader Public Works Modernization initiative. The JOC Program consultant will provide services to create, develop, implement and maintain an information system to enable numerous state agencies to efficiently engage multi-disciplined contractors to perform repairs, rehabilitation and minor construction projects utilizing the JOC program. The JOC program will allow individual state agencies to issue and pay for job orders based upon pre-priced items of work from an on-line task order catalog and system specifications manual to be developed by the JOC Program consultant. The JOC system is different than the construction project management system being deployed to manage Capital Projects.

The JOC program will provide a project manager to oversee all activities of implementing the JOC program. The selected Consultant through this RFQ will monitor implementation of the JOC program as part of the overall Public Works Modernization schedule.

Schedule and Deliverables

Schedule

Based on the current project plan, DGS anticipates the following high-level timeline for this project:

|Timeframe |Activities |

|End of August 2015 |Selected Consultant Available Onsite at DGS |

|September 2015 |Software Procurement Complete |

| |Project Kickoff with Software Vendor and full DGS Team |

|October 2015 – March 2016 |Future State Processes Defined |

| |Organizational changes to support new processes are defined, planned and implemented |

| |System Configuration and Testing |

| |JOC Program Implemented |

|April – May 2016 |Final System Testing and User Training |

| |Final transition to modernized PW organization |

|June 2016 |System Go Live |

| |All process and organizational changes are implemented and fully operational |

Deliverables

DGS anticipates producing the following deliverables in support of this project. DGS, the Consultant and the system vendor will participate in the development and review of all deliverables. All parties will consult on all deliverables. The party who will take the primary responsibility for the delivery of each item is identified in the table below.

|Deliverable |Description / Key Activities |Responsibility |

|Project Management Plan and |Create the project management plan to describe risk, deliverable approval, change, |Consultant |

|Project Plan |issue and document management, scope management, and quality management activities and | |

| |techniques to be used throughout the life of the project. | |

| |Update the project plan (schedule) to describe key activities that will occur over the | |

| |course of the project. | |

| |Prepare for and facilitate a project kickoff meeting for all stakeholders | |

|System Configuration Plan |Schedule and facilitate process review sessions with stakeholders to confirm a shared |System Vendor |

| |understanding of the requirements and processes to be implemented in the system | |

| |Describe the required activities, decisions and data needed to be able to setup the | |

| |processes as specified by DGS | |

| |Execute the configurations as identified in the plan. | |

| |DGS and consultant will participate in all sessions and assist in facilitating, as | |

| |needed | |

|Future State Standard Operating |Update existing documentation (e.g. Administrative Procedures, General Conditions to |DGS |

|Procedures / Administrative |Contracts) to reflect all future-state processes. | |

|Procedures | | |

|Change Management and |Describe change management activities that will occur to build user adoption and |Consultant |

|Communication Plan |commitment to the new software and processes. | |

| |Describe the communications that will occur during the life of the project, including | |

| |when the communication will occur, the topic and key points, the audience and the | |

| |communication channel. | |

| |This plan will include activities to support IT, process and HR/organizational changes.| |

|Change Management and |Execute the activities described in the Change Management and Communication Plan |Consultant |

|Communication Report |Document key findings and lessons learned from the activities, updating the Change | |

| |Management and Communication plan, as needed, to facilitate a successful | |

| |implementation. | |

| |DGS will manage all communications regarding any significant process change that impact| |

| |staff’s job duties. | |

|Hardware Coordination |Procure selected hardware to support Public Works needs |DGS |

| |Distribute the hardware to staff in coordination with testing and training activities | |

| |Provide technical assistance and training to acclimate staff to the hardware tools | |

| |Ensure appropriate policies and procedures are in place to promote responsible use of | |

| |new tools | |

|Training and Implementation Plan |Document the specific training activities that will take place to prepare users for |Consultant |

| |go-live, describing the training participants, curriculums, and schedule. | |

| |Describe the training material format and training tools to be produced. | |

| |Describe the go-live approach (e.g., pilot, “big bang”, phased etc.) and plan for | |

| |executing the approach. | |

| |Describe logistical details for coordinating the implementation | |

|Testing Plan and Test Scripts |Prepare a testing plan to ensure all stakeholders are able to thoroughly review and |Consultant |

| |validate the application processes prior to the application go-live. | |

| |Determine the testing documentation methods and tools to track defects and changes | |

| |found during testing | |

| |Prepare testing scenarios to facilitate thorough testing of the application | |

|Test Reports |Coordinate and facilitate user acceptance testing of the software |Consultant |

| |Manage testing feedback to the software vendor and help to prioritize change requests | |

| |Document the testing activities and results | |

|System Training Materials and |Prepare documentation as specified in the Training Plan |Consultant |

|Training Delivery |Execute the implementation approach as specified in the Training and Implementation | |

| |Plan | |

|Performance Reports |Measure and report on the key performance indicators of implementation progress |Consultant |

| |Execute additional support strategies, as needed, to facilitate user adoption of the | |

| |software and processes | |

Resources

At minimum, DGS anticipates that the Consultant will provide the Public Works Modernization Project Manager to direct, administer, manage, and facilitate all aspects of the business process re-engineering, system configuration, and change management processes during the entirety of the project. The Project Manager is the individual ultimately responsible to the agency and project sponsor. The Project Manager’s primary responsibility is to drive the entire effort from start to finish. The Project Manager should work to ensure that the project is completed on schedule, within the defined budget and that the final product meets the established business, technical, and quality requirements. The project manager will work on-site at DGS for the duration of the project.

DGS prefers the consultant individual/team possess the following experience and skills:

• Demonstrated experience managing complex system implementations, involving business process and organizational changes

• Demonstrated experienced managing COTS system implementations

• Demonstrated experience managing HR transformation projects

• Demonstrated experience in the construction industry, and/or implementing construction project management systems

• Strong communication skills and documentation skills

• Ability to anticipate and research issues, and proactively address them

• Capability to quickly build and maintain relationships with executives, varied stakeholders and end-users

• Detailed oriented to produce high-quality deliverables and diligently manage all assigned tasks

Replacement of Personnel

After key personnel are assigned and approved by the Commonwealth, the Consultant may not divert or replace personnel without written approval of the Commonwealth Contracting Officer and in accordance with the following procedures.

1) The selected Consultant must provide notice of proposed diversion or replacement to the Commonwealth Contracting Officer at least thirty (30) calendar days in advance and provide the name, qualifications and background check of the person who will replace the diverted or removed staff. The Commonwealth Contracting Officer will notify the selected Contractor within ten (10) calendar days of the diversion notice whether the proposed diversion is acceptable and if the replacement is approved.

2) The selected project manager cannot be diverted from the project for the duration of the project and replacement of the project manager must be approved by the Commonwealth Contracting Officer.

3) The selected consultant must provide a minimum of a fourteen (14) calendar day overlap at no additional charge to the Commonwealth for replacement of key personnel.

4) Advance notification and employee overlap is not required for changes in key personnel due to resignations, death and disability, dismissal for cause or dismissal as a result of termination of a subcontract or any other cause that is beyond the control of the selected Consultant. However, the Commonwealth must approve the replacement staff and receive the same documentation. Replacement of key personnel whose availability changes for reasons beyond the control of the selected Consultant must occur 1) on a temporary basis within one week of the availability change and 2) on a permanent basis no longer than 30 calendar days from the availability change.

5) The Commonwealth Contracting Officer may request that the selected Contractor remove one or more of its staff persons from this project at any time, with thirty (30) calendar days written notice. In the event that a staff person is removed from the project, the selected Contractor will have ten (10) days to fill the vacancy with a staff person acceptable in terms of experience and skills, subject to the Commonwealth Contracting Officer approval.

Master Information Technology (IT) Services Invitation to Qualify (ITQ) Contract

Trade Secrets, Confidential Information and Public Disclosure

a. Confidential Information.  The Commonwealth is not requesting, and does not require, confidential proprietary information or trade secrets to be included as part of Contractors’ submissions in order to evaluate proposals submitted in response to a RFQ.  Accordingly, except as provided herein, Contractors should not label proposal submissions as confidential or proprietary or trade secret protected.  Any Contractor who determines that it must divulge such information as part of its proposal must submit the signed written statement described in subsection c. below and must additionally provide a redacted version of its proposal, which removes only the confidential proprietary information and trade secrets, for required public disclosure purposes.

b.  Commonwealth Use.  All material submitted with the proposal shall be considered the property of the Commonwealth of Pennsylvania and may be returned only at the Issuing Office’s option.  The Commonwealth has the right to use any or all ideas not protected by intellectual property rights that are presented in any proposal regardless of whether the proposal becomes part of a contract.  Notwithstanding any Contractor copyright designations contained on proposals, the Commonwealth shall have the right to make copies and distribute proposals internally and to comply with public record or other disclosure requirements under the provisions of any Commonwealth or United States statute or regulation, or rule or order of any court of competent jurisdiction.

c. Public Disclosure.  After the award of a contract pursuant to a RFQ, all proposal submissions are subject to disclosure in response to a request for public records made under the Pennsylvania Right-to-Know-Law, 65 P.S. § 67.101, et seq.  If a proposal submission contains confidential proprietary information or trade secrets, a signed written statement to this effect must be provided with the submission in accordance with 65 P.S. § 67.707(b) for the information to be considered exempt under 65 P.S. § 67.708(b)(11) from public records requests (See Trade Secret/Confidential Proprietary Information Notice). Financial capability information submitted in response to a RFQ is exempt from public records disclosure under 65 P.S. § 67.708(b)(26).

Master Information Technology (IT) Services Invitation to Qualify (ITQ) Contract

Trade Secret/Confidential Proprietary Information Notice

Instructions:

The Commonwealth may not assert on behalf of a third party an exception to the public release of materials that contain trade secrets or confidential proprietary information unless the materials are accompanied, at the time they are submitted, by this form or a document containing similar information.

It is the responsibility of the party submitting this form to ensure that all statements and assertions made below are legally defensible and accurate. The Commonwealth will not provide a submitting party any advice with regard to trade secret law.

Name of submitting party:

Contact information for submitting party:

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Please provide a brief overview of the materials that you are submitting (e.g. bid, grant application, technical schematics):

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Please provide a brief explanation of why the materials are being submitted to the Commonwealth (e.g. response to bid #12345, application for grant XYZ being offered by the Department of Health, documents required to be submitted under law ABC)

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Please provide a list detailing which portions of the material being submitted you believe constitute a trade secret or confidential proprietary information, and please provide an explanation of why you think those materials constitute a trade secret or confidential proprietary information. Also, please mark the submitted material in such a way to allow a reviewer to easily distinguish between the parts referenced below. (You may attach additional pages if needed)

Note: The following information will not be considered a trade secret or confidential proprietary information:

• Any information submitted as part of a vendor’s cost bid

• Information submitted as part of a vendor’s technical response that does not pertain to specific business practices or product specification

• Information submitted as part of a vendor’s technical or small diverse business response that is otherwise publicly available or otherwise easily obtained

• Information detailing the name, quantity, and price paid for any product or service being purchased by the Commonwealth

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Acknowledgment

The undersigned party hereby agrees that it has read and completed this form, and has marked the material being submitted in accordance with the instructions above. The undersigned party acknowledges that the Commonwealth is not liable for the use or disclosure of trade secret data or confidential proprietary information that has not been clearly marked as such, and which was not accompanied by a specific explanation included with this form.

The undersigned agrees to defend any action seeking release of the materials it believes to be trade secret or confidential, and indemnify and hold harmless the Commonwealth, its agents and employees, from any judgments awarded against the Commonwealth in favor of the party requesting the materials, and any and all costs connected with that defense. This indemnification survives so long as the Commonwealth has possession of the submitted material, and will apply to all costs unless and until the undersigned provides a written statement or similar notice to the Commonwealth stating that it no

longer wishes to exempt the submitted material from public disclosure.

The undersigned acknowledges that the Commonwealth is required to keep all records for at least as long as specified in its published records retention schedule.

The undersigned acknowledges that the Commonwealth reserves the right to reject the undersigned’s claim of trade secret/confidential proprietary information if the Commonwealth determines that the undersigned has not met the burden of establishing that the information constitutes a trade secret or is confidential. The undersigned also acknowledges that if only a certain part of the submitted material is found to constitute a trade secret or is confidential, the remainder of the submitted material will become

public; only the protected information will be removed and remain nonpublic.

If being submitted electronically, the undersigned agrees that the mark below is a valid electronic signature.

Signature Title Date

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