Ohio



Supplement 1

Taleo Learn Extension Scope of Work

Table of Contents

1. Statement of Work 1

1.1. Project Deliverables 2

1.2. Document Convention: Deliverable Identification 7

1.3. Work Hours And Project Conditions 7

1.4. Current OAKS Technical Platform 8

1.5. Organizational Change Management (OCM) 9

1.6. Data Conversion and Training Content Migration Approach 9

1.7. Project Staffing and Time Requirement 10

1.8. Activities and Sequencing 11

1.9. Post Implementation and Production Support / Transition 19

2. Requirements 20

2.1. Requirements Matrix and Response Instructions 20

2.2. Taleo Learn Extension Requirments 21

3. Project Performance Metrics and Service Levels 46

3.1. Service Level Specific Performance Credits 46

3.2. Monthly Service Level Report 48

3.3. Service Level Commitments – Project Implementation Services 48

3.4. Defect Resolution – Mean Time to Repair/Resolve (Severity 1 Items) 49

3.5. Defect Resolution – Mean Time to Repair/Resolve (Severity 2 Items) 50

3.6. Regression Testing Performance – Issue Find/Fix Rate 51

3.7. Service Levels – Project Performance, Milestone Attainment 53

3.8. Deliverable Acceptance 54

3.9. Service Levels – Development Methodology Compliance 55

3.10. Service Levels – Phase Completion – Issues Detected and Resolved in Production 56

1. Statement of Work

The scope for the project includes the Contractor leading: stakeholder engagement, communications, training design and development, training delivery, agency readiness, system integration, data conversion, capturing agency configuration, system build, testing and logging requirements for the Taleo Learn service.

Also, the Contractor must utilize Oracle UPK to develop the Taleo Learn web-based training (WBT) content.

The Contractor will be responsible for defining the project timeline and associated activities needed to onboard all 23 agencies onto Oracle Taleo Learn and their associate external learners. This RFP describes the State’s view of the minimum set of activities, deliverables and milestones required to deliver the Oracle Taleo Learn LMS solution to the aforementioned 23 State agencies currently on ELM. The Contractor must include any additional considerations that would increase the overall probability of success and result in a high quality of delivery.

Current ELM Agencies

|•         Dept. of Administrative Services |•         Ethics Commission |

|•         Dept. of Agriculture |•         Housing Finance Agency |

|•         Dept. of Commerce |•         Industrial Commission |

|•         Department of Development |•         Medical Board |

|•         Dept. of Health |•         Nursing Board |

|•         Dept. of Insurance |•         Office of Budget & Management |

|•         Dept. of Job & Family Services |•         Ohio Civil Rights Commission |

|•         Dept. of Medicaid |•         Opportunities for Ohioans with Disabilities |

|•         Dept. of Natural Resources |•         Public Defender |

|•         Dept. of Rehab & Corrections |•         Public Utilities Commission |

|•         Dept. of Veteran Services |•         State Library |

|•         Dept. of Youth Services | |

The State will provide oversight for the Project, but the Contractor must provide overall Organizational Change Management, along with business analysis tasks for the Work under this Contract, including the day-to-day management of its staff. The Contractor also must assist the State with coordinating assignments for State staff, if any, involved in the Project. Additionally, the Contractor must provide all administrative support for its staff and activities.

1. Project Deliverables

The following is the minimum set of project deliverables that the Contractor must deliver to complete the Project. As a part of the offeror proposal, offerors must modify the deliverable list with any additional deliverables needed to execute their work. This list must only identify formal project deliverables for which the Contractor will receive payment. Work products needed to execute the project and create deliverables must not be listed in the table below but must be included in the project plan and labeled as such.

Each offeror responding to this solicitation must include cost for each deliverable. Deliverables must follow OAKS designed templates where available. Templates and / or examples will be provided if available.

|Deliverable |Deliverable Name |Deliverable Description |Phase |

|1 |Taleo Learn Project Plan|Documents all of the activities, deliverables, and milestones |Analyze |

| | |required to complete the Taleo Learn Extension Project. Documents | |

| | |must include but are not limited to the following: | |

| | |Work breakdown structure | |

| | |Timeline | |

| | |Resource needs | |

| | |Roles and responsibilities | |

| | |Key milestones | |

| | |Dependencies | |

| | |Infrastructure impacts | |

| | |Go/no-go criteria | |

| | | | |

| | |The Project Plan deliverable must be submitted for approval within| |

| | |twenty business days after the State issues a purchase order for | |

| | |the Contract. | |

|2 |Project Kick-off Deck |Documents the governance for the project, roles, approach, |Analyze |

| | |timeline and deliverables in a presentation format for the project| |

| | |team and stakeholders | |

|3 |Taleo Requirements |Develop the list of the requirements for the processes that the |Analyze |

| |Traceability Matrix |Taleo Learn system must meet for internal and external users. | |

| |(RTM) | | |

|4 |Define Taleo Process |Defines agency Taleo Learn processes, updates documentation |Analyze |

| |Package |provided by OAKS for organizational change management “As-Is” and | |

| | |“To-Be” processes. Documents must include but are not limited to| |

| | |the following in this Process Package: | |

| | |Swim-lane process flows for detailed processes | |

| | |Identify enabling technology requirements and provide | |

| | |recommendations | |

| | |Identify organization impacts and provide recommendations | |

| | | | |

| | |Identify additional organizational change management impacts and | |

| | |provide recommendations (i.e. training material updates | |

| | |communication strategy, and stakeholder engagement) | |

|5 |Analyze Phase Gate |Documents the progress, decisions and lessons learned during the |Analyze |

| |Review |Analyze phase. Authorizes progress to Design phase. | |

|6 |Functional Design |Documents the functional design for RICEFW requirements and |Design |

| |Specifications |details the functional approach that will be followed to meet the | |

| | |identified requirements | |

|7 |Configuration Design |Details the functional approach that will be followed to meet the |Design |

| |Specifications |identified configuration requirements and the method for updating | |

| | |the existing configuration values | |

|8 |Security Design |Documents the security design for RICEFW requirements and outlines|Design |

| |Specifications |the plan for updating and implementing system security for the new| |

| | |solution | |

|9 |Batch Processing Design |Identifies changes to existing batch flows and includes the new |Design |

| | |batch processes | |

|10 |Checkpoint Report Design|Documents any potential differences in the project schedule, |Design |

| | |scope, and resources before the end of this phase | |

|11 |Technical Design |Documents the technical specifications for all RICEFW development |Design |

| |Specifications |objects for each in-scope process and enabling technology | |

|12 |Testing Strategy |Describes the testing approach that will be used; it outlines the |Design |

| | |testing scope, benefits, required testing environment, testing | |

| | |resources etc. | |

|13 |OCM Strategy |Documents key OCM activities required to complete the people |Design |

| | |readiness requirements of this project. Documents must include but| |

| | |are not limited to the following: | |

| | |Strategy | |

| | |Work Plan | |

| | |Sponsor Action Plan | |

| | |Resistance Management Plan | |

| | |People Readiness Plan | |

| | |Sustainability Plan | |

|14 |Training Design and |The Contractor must be responsible for the design and development |Design |

| |Development |of training content. This training must incorporate all relevant | |

| |for WBT (Learners, |State policies and procedures. Documents must include but are not | |

| |managers, Training |limited to the following: | |

| |coordinator and |Training Needs Analysis | |

| |Instructors): ILT and |Training approach and methodology | |

| |TTT for |Course Curriculum with descriptions | |

| |System Administrators |Training Development plan | |

| | |Training Deployment plan | |

| | |Training materials, job aids and exercises | |

|15 |Design Phase Gate Review|Documents the progress, decisions and lessons learned during the |Design |

| | |Design phase. Authorizes progress to Build phase. | |

|16 |Communication Plan |Communication strategy and plan that support and integrates |Build |

| | |organizational change management activities. | |

| | |A. Detailed communications matrix | |

| | |B. Key Messages and FAQs | |

| | |C. Presentation content | |

|17 |Deployment Strategy |Defines the plan for cutover activities, deployment preparation, |Build |

| | |stabilization plan and transitioning the in-scope processes into | |

| | |production | |

|18 |Build Documentation and |Provides build documentation, changes to code and the results of |Build |

| |Unit Test Results |unit tests conducted | |

|19 |Master Test Plan |Documents the plan, scripts and schedule required to execute the |Build |

| | |various tests | |

|20 |Build Phase Gate Review |Documents the progress, decisions and lessons learned during the |Build |

| | |Build phase. Authorizes progress to Test phase. | |

|21 |State Taleo Learn |A scalable systematic training data conversion approach from ELM |Test |

| |Solutions |9.0 or future conversion of legacy LMS systems into Taleo Learn | |

| | |PeopleSoft HCM 9.1 integration into Taleo Learn for all State of | |

| | |Ohio employees excluding the Ohio Department of Transportation | |

| | |(ODOT) staff | |

| | |External learners (non-State of Ohio Employees) must have the | |

| | |ability to access Taleo Learn and the ability to be charged for | |

| | |training utilizing a State of Ohio designated payment gateway | |

| | |Training approval workflow that does not involve a Manager, but by| |

| | |an identified individual based on HRMS position number and | |

| | |department ID (Dept. of Rehab & Corrections & Dept of Youth | |

| | |Services Only) | |

| | |Load existing ELM WBT content and their courses into Taleo Learn | |

|22 |Taleo Learn Content, |All 23 agency Taleo Learn content, containers, user groups, |Test |

| |LearnCenters, Container |training plans, etc., are configured in Taleo Learn for agencies | |

| |Configuration |to utilize the tool. | |

|23 |Readiness Assessment |The Contractor must develop an overall readiness assessment |Test |

| | |designed to support the go-live, which includes: | |

| | |Technical readiness assessment checklist | |

| | |Evaluation and recommendation of any updates to policies, | |

| | |procedures, forms, manuals | |

| | |Knowledge transfer | |

| | |People readiness assessment checklist for each stakeholder group | |

| | |Define utilization and proficiency metrics | |

| | | | |

| | |Define methods and processes for ongoing measurement and | |

| | |reinforcement of changes | |

|24 |Taleo Adoption Guidebook|Create a “Taleo Learn Adoption Guidebook” that OAKS/HRD can use as|Test |

| | |a step-by-step guide on how to convert future State agencies to | |

| | |use Taleo Learn. This guidebook must provide a list of detailed | |

| | |tasks that can be used as templates to convert each new agency | |

| | |into Taleo. | |

| | | | |

| | |Documents must include but are not limited to the following: | |

| | |Identifies agencies and creates a timeline for when those agencies| |

| | |should convert to Taleo | |

| | |Work breakdown structure plan | |

| | |Resource needs analysis plan | |

| | |OCM plan | |

| | |Training needs analysis plan | |

| | |Communications plan | |

| | |Roles and responsibilities plan | |

| | |Key milestones plan | |

| | |Dependencies plan | |

| | |Schedule plan | |

| | |Infrastructure impacts plan | |

| | |Go/no-go criteria plan | |

| | |Functional configuration plan | |

|25 |System Test Results |Documents the results of systems test |Test |

|26 |Performance Test Plan |Documents the plan, scripts and schedule required to execute |Test |

| | |performance test | |

|27 |User Acceptance Test |Documents the plan, scripts and schedule required to execute UAT |Test |

| |Plan | | |

|28 |User Acceptance Test |Documents the results of UAT |Test |

| |Results | | |

|29 |Test Phase Gate Review |Documents the progress, decisions and lessons learned during the |Test |

| | |Test phase. Authorizes progress to Deploy phase. | |

|30 |Stabilization Plan |Documents the post go live support tasks, knowledge transfer/ |Deploy |

| | |training tasks, operational cutover tasks and data conversion | |

|31 |Training Content |The formal training content and materials that have been developed|Deploy |

| | |for System administrators, Training Coordinators, Instructors, | |

| | |Managers and end users | |

|32 |Transition and Knowledge|Documents the knowledge transfer activities from the Contractor to|Deploy |

| |Transfer Plan |the state | |

|33 |Deployment Plan |Documents the detailed activities needed to migrate the system |Deploy |

| | |into production. The Deployment Plan should include Taleo, | |

| | |integration, security, and any other activities needed for system | |

| | |deployment. | |

|34 |Go-Live Readiness Gate |Documents the progress, decisions and lessons learned during the |Deploy |

| |Review |Deployment phase. This deliverable authorizes go-live. | |

|35 |Project Acceptance |Deliverable formalize the project acceptance. Deliverable should |Closure |

| | |be provided at the conclusion of post go-live readiness | |

| | |activities. | |

2. Document Convention: Deliverable Identification

All items in this Supplement that are marked with the sequentially numbered red identifier (e.g., Deliverable 000) will be considered formal deliverables inclusive of the elements of the deliverable as indicated by red bullets (() and be subject to the State’s deliverable acceptance process described in Part 2: Special Provisions, Submittal of Deliverables of the RFP

3. Work Hours And Project Conditions

The State will make its resources available during normal business hours, Monday through Friday (generally 8 a.m. to 5:00 p.m.) during non-State holidays. The offeror must indicate, as part of its response, any dependencies on the State by way of work location, hours outside those indicated or any other specialized project delivery work, location or conditions requirements.

The State will provide primary Contractor work space at 35 E. Chestnut, Columbus, Ohio 43215. If required, a secondary project location will be provided at a DAS-HRD location at Rhodes Tower, 30 E Broad St. in downtown Columbus. Any work requiring assistance from State staff or completion by State staff will be performed at a State location. The Contractor is expected to have their resources onsite from 10 a.m. on Monday through 3 p.m. on Thursday, if traveling. Exceptions to this rule must be approved by the State and identified on their resource plan.

The State will provide Internet connectivity and administrative printer access. Any office supplies, high volume publications or non-routine printing are the responsibility of the Contractor and must be included in the quoted cost. The Contractor will be required to provide computer and phone service for their staff which must adhere to State security provisions in this RFP.

The Contractor must utilize the State’s hosted document management and team collaboration tool (SharePoint). Access will be provided via internal State networks and secure external connections to all Contractor team members.

The Contractor must:

▪ Leverage the structure of SharePoint to support the defined State Software Development Life Cycle (SDLC) and the overall requirements of the Project.

▪ At the conclusion of the Project, promptly provide State personnel with machine readable and comprehensive backup copies of the information which is owned by the State and not proprietary to the Contractor or otherwise required by the State to maintain ongoing Project documentation and artifacts, including WBT source files.

4. Current OAKS Technical Platform

As some elements of the proposed solution may integrate with OAKS, the following table provides an overview of existing OAKS applications. The Contractor must utilize either Taleo Connect or the Oracle Platinum Middleware Suite for all Taleo Learn integrations. The State’s preference is Service Oriented Architecture (SOA) except in instances where Taleo Connect provides delivered functionality. Additionally, the Contractor must utilize the State’s identify management solution for authentication.

| | |

|Base |Those items that can be delivered as part of a base installation without any configuration or customization. |

|Config(uration) |Those items that can be delivered as part of the base installation through configuration or administrator level |

| |graphical user interface driven configuration items, scripts or methods or otherwise do not require custom programming |

| |and development effort. |

|Custom |Those items that can be delivered as part of the configuration of a base installation through structured development |

| |methods or otherwise require custom programming or development effort. Formal system and acceptance testing would be |

| |considered mandatory. |

|Not Supported or Recommended |Those items that are not supported as part of a base installation, or in the opinion of the contractor cannot be |

| |reasonably achieved over the time horizon of the pilot or in a commercially reasonable or recommended manner (e.g., |

| |cost, time, platform, architecture, maintenance and other factors). |

1. Effort Complexity

Offerors must indicate (using the requirements matrix) an “X” in the column that is most reflective of the effort required to deliver the State’s required functionality:

|Effort Complexity | |

|Low |Minimal or trivial effort (i.e., less than 10 hours) of total effort to implement, verify and be ready for live |

| |production use. |

|Medium |Minimal to moderate effort (i.e., less than 40 hours) of total effort to implement, verify, test or validate and be |

| |ready for live production use. |

|High |Those items that require structured development methods or otherwise require custom programming and development effort |

| |with moderate to extensive effort (i.e., more than 40 hours) of total effort to implement, test and be ready for live |

| |production use. |

2. Contractor Narrative and Response

In addition, the State has provided as part of the Requirements Matrix, a free form field labeled ‘Offeror Narrative’. Offerors must use this field to explain how their solution meets the requirement for every requirement in the requirement matrix. Offerors may include graphics, screen images or other text oriented verbiage in this column as they deem appropriate.

Offerors may also use the free form field to convey any additional considerations, showcase contractor capability to deliver or identify any offeror requirements for the State.

5. Taleo Learn Extension Requirments

| |

|Individual SL GYR State |

|Monthly Project Charge (MPC) = $290,000.00 |

|Monthly At Risk Amount = 12% of MPC = $34,800 |

|Maximum for any one SLA = 20% of At Risk Amount = $6,960 |

|GYR State |1st Month |2nd Month |3rd Month |

|Red |0 |$ |0 |

| |(Is monthly amount for any one |(Is monthly amount for any one |(Is monthly amount for any one |

| |Service Level Credit equal to or |Service Level Credit equal to or |Service Level Credit equal to or |

| |less than $ 6,960?) - Yes |less than $ 6,960?) - No |less than $ 6,960?) - Yes |

| |$2,479.50 |$6,960.00 |$4,959.00 |

|Total Quarterly Credit: $ 2,479.50 + $ 6,960.00 + $ 4,959.00 |

|Total Quarterly Credit: $ 14,398.50 |

Service Level Performance Credit payable to the State = (B) + (A + 50% A) + (B + 100% B), based on an illustrative MPC of $290,000;

The total of any weighting factors may not exceed 100% of the total At-Risk Amount. To further clarify, the Performance Credits available to the State will not constitute the State’s exclusive remedy to resolving issues related to the Contractor’s performance. Service Levels will commence with Project initiation for any Implementation Project.

6. Monthly Service Level Report

On a State accounting monthly basis, the Contractor will provide a written report (the “Monthly Service Level Report”) to the State which includes the following information: (i) the Contractor’s quantitative performance for each Service Level; (ii) each Individual SL GYR State and the Overall SL Score; (iii) the amount of any monthly Performance Credit for each Service Level (iv) the year-to-date total Performance Credit balance for each Service Level and all the Service Levels; (v) a “Root-Cause Analysis” and corrective action plan with respect to any Service Levels where the Individual SL GYR State was not “Green” during the preceding month; and (vi) trend or statistical analysis with respect to each Service Level as requested by the State. The Monthly Service Level Report will be due no later than the tenth (10th) accounting day of the following month.

Failure to report any SLA, SLA performance in a given month, or for any non-Green (i.e., performing to Standard) SLA a detailed root cause analysis that substantiates cause will result in the State considering the performance of the Contractor for that period as performing in a Red State.

7. Service Level Commitments – Project Implementation Services

The Contractor must meet the Service Level Commitment for each Service Level set forth in the tables and descriptions below:

|No |Service Level Agreement |Support |Required |

| | |Hours | |

| | | |Response |Resolution |

|1 |Defect Resolution – Severity 1 Items |7x24 |Every 4 hours until resolution | ................
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