Oakland County Department of Information Technology Project Scope and Approach

Transcription

1 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL Leadership Group: Finance/Admin Administration Department: County Executive Project Sponsor: Keith J. Lerminiaux Division: Corporation Counsel Date Requested: 4/10/15 PM Customer No. 115 Request Type: New Development IT Team Name: Finance/Admin - ecommerce IT Team No: J Project Manager/Leader: Mark Kanczuzewski Account Number: Account Description: Corporation Counsel Customer Name: Corporation Counsel Grant Funded? No Mandate? No Mandate Source: Project Goal To evaluate the current Corporation Counsel C.L.A.I.M.S. Access database workflows to determine if enhancements or an alternative solution will in turn be implemented so that changing business and technology needs can be met. Business Objective Create a Request for Proposal for an enterprise legal management solution that will look to improve admin capabilities, ad-hoc reporting, document management, and workflow for all roles including Corp Counsel and Risk Management to culminate in a decision of a solution. The chosen solution will then be implemented for the above mentioned departments. Major Deliverables Develop enhancement/requirements document Detailed Project Plan Develop RFP Determine resolution for build versus buy analysis. Application and/or System Requirements Technical Design Document Technical Architecture Diagram Training Plan User Acceptance Test Plan Implementation Plan Training/User Manual(s) Data Migration Service Level Agreement Disaster Recovery Toolkit Service Center Knowledge Documents Form Rev. 03/22/2012 Page 1 Project Rev. 6/24/2016

2 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL Approach Document high level estimate for chosen solution Develop Detailed Project Plan Review current business process and conduct needs assessment with customer, ensuring current manual processes are refined and automated. Develop Request for Proposal Document system requirements Determine and document system architecture and diagram Assess User and Software Requirements Conduct Tech Review Develop Implementation Plan Develop User Acceptance Test Plan Test new system Acquire User Acceptance Sign off Conduct Change Control Develop User Documentation, SLA, Disaster Recovery Toolkit, Service Center Knowledge Documents Train users on new system Release new system into production Research & Analysis Gartner Research Market Guide for Enterprise Legal Management Solutions (Summary) Published February 4 th, 2016 Enterprise legal management (ELM) is a part of the corporate governance, risk, and compliance software solution scape focusing on compliance departments, corporate secretaries, board of directors, and senior management. ELM solution capabilities typically include matter tracking, legal document management, e-billing, legal spend management and analytics, and workflow / collaboration support. However, there is increasing support for workflow automation and data aggregation through systems such as human capital management, financial management, and document management systems. ELM solution providers automate and facilitate tasks and processes related to legal and compliance duties of in-house counsel, external law firms, legal technology providers, and legal processing outsourcers (LPOs). ELM solutions are a niche product with legal departments as the user and buyer. The goal usually is to improve efficiency and effectiveness by utilizing one or more of the solutions capabilities. However Gartner Form Rev. 03/22/2012 Page 2 Project Rev. 6/24/2016

3 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL estimates the adoption rate of ELM technology is at 20%, with many organizations still favoring excel spreadsheets and homegrown solutions. The two things that could drive higher adoption include shifting legal work from law firms to in-house counsel since the 2008 downturn and digital business adding compliance and regulatory complexities. There are three main factors that are causing general counsel to run their legal departments more efficiently. First the scope of in-house legal services is expanding. Second, legal departments have been asking to do more with less. Third, data breaches and the associated risks have been accelerating. Due to rising costs, legal departments are now left with measuring the efficiencies using performance metrics and key performance indicators (KPIs). This is possible through the use of LEDES; a standard format for law firms to generate bills. Much of this legal spend and billing data has been anonymized by vendors and can provide industry benchmarks. More work is being taken on by the by in-house counsel from outside counsel, which is changing the needs of the department from a solution perspective. In a recent Gartner survey one-third said they did not use packaged solutions, 15% used homegrown solutions, one-third said I do not know, and the remainder had either packaged ELM solutions or GRC platforms with ELM capabilities embedded. Not mentioned but equally important is that in-house counsel is also looking into self-serve enabling technologies, which are delivered through software as a service. The following is a list of vendors represents those in this solution space but is not considered an exhaustive list: doelegal s Ascent; Legal Suite s GaLexy; LexisNexis s CounselLink; Mitratech s TeamConnect, ecounsel, Lawtrac, Law Manager, and Collaborati; Onit s Onit Enterprise ELM App Suite; Thomson Reuter s Serengeti Tracker, and Wolters Kluwer ELM Solution s Passport, Tymetrix 360, and Legal View. In-house legal counsel has many different recommendations for the market space of ELM solutions. First, Move away from spreadsheets and homegrown solutions as ELM requirements get more complex. Second, Assess the current ELM process status. Evaluate current legal spend metrics against industry benchmarks. Third, require providers that are tied to in-house counsel to adhere to a set of data and privacy protection standards. Form Rev. 03/22/2012 Page 3 Project Rev. 6/24/2016

4 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL NACo Application Store County: Muscatine County, IA Software: Thompson Reuters ProLaw Department: Prosecution Attorney Benefits County: Johnson County, IA Software: Thompson Reuters ProLaw Department: Prosecution Attorney See Return on Investment (ROI) Analysis Document Impact Number of Users 25+ Divisions Corporation Counsel Leadership Groups Finance Administration Risk Business Environment Medium - Project will require some changes to existing business processes. Technical Environment Medium Previously implemented technologies with new aspects and/or new requirements. Assumptions Staffing IT Staffing: resources will be available for the hours indicated per the attached project plan. Other Staffing: additional staffing will be available as follows: Role: Name Hours per Day Project Sponsor: Keith J. Lerminiaux Project Contacts: Sharon Cullen/Patricia Davis Facilities Form Rev. 03/22/2012 Page 4 Project Rev. 6/24/2016

5 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL Technical Estimates assume that a Software as a Service (SaaS) solution will be chosen based upon Gartner research and market research. Interoperability issues exist when using an Microsoft Access 2010 database, the current solution, in an environment where Microsoft Office 2016 is installed. Funding IT Other Priority Constraints Exclusions. Form Rev. 03/22/2012 Page 5 Project Rev. 6/24/2016

6 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL PROJECT PHASE AUTHORIZATION Phase(s): Project Management, Define Business Requirements, Design System Architecture, Develop Application, Implementation and Post Implementation Support Total Estimated Application Services Hours: 570 Cost: $78,338 Total Estimated Technical Systems Hours: 19 Cost: $1,518 Total Estimated CLEMIS Hours: Cost: Total Estimated Internal Services Hours: Cost: IT Application Services Division Manager Approval: IT Technical Systems Division Manager Approval: IT CLEMIS Division Manager Approval: IT Internal Services Division Manager Approval: Date: Date: Date: Date: IT Management Approval: Approved: Yes No Date: Reason: Project Sponsor Approval: Title: Date: PROJECT SUMMARY Authorized Development (see above) Hours: Cost: Preliminary Estimated Development for Future Phases Hours: 589 Cost: $79,856 Grand Total Estimated Development Hours: Cost: Form Rev. 03/22/2012 Page 6 Project Rev. 6/24/2016

7 Oakland County Department of Information Technology Project Scope and Approach Project Name: Corp Counsel Assignment Workflow Improvements Project ID: DJ6115CL Customer Acceptance of Product: PROJECT COMPLETION AUTHORIZATION Title: Project Office Review: Date: Date: Form Rev. 03/22/2012 Page 7 Project Rev. 6/24/2016

8 Information Technology Strategic Plan Alignment DJ6115CL - Corp Counsel Assignment Workflow Improvements Provide an Enhanced Application Service Offering Increased application integration and standardization through web services Integrate mobility and location based services in business applications Promote and utilize shared services through the use of cloud technologies to offset costs and expand product offerings to customers Improve the quality, reliability, and availability of all applications X Increase the agility and responsiveness of business units by expanding customer analytics Leverage the County's web presence as a branded consolidated point of access to all County information and services Centralize and standardize identity and access management for all applications and content Enhance ability to provide effective and timely customer service Advance the use of IT Library (ITIL) best practice framework for IT Service Management Implement Configuration Management Database to better identify IT Assets Provide a high-quality training program to empower employees through technology Utilize a formalized customer communication plan Build IT Staff expertise through professional development Expand capacity through ongoing organization review and right sourcing Implement a Standardized Strategy Deliver services using a standardized shared technology infrastructure whereever possible Implement a consolidated security management strategy Develop and implement a policy for personally owned devices and services X Improve service availability through network design and management strategies Enhance capacity planning and recovery management strategies Adopt an enterprise architecture approach to technology planning, design, and implementation Run Date 6/24/2016 Page 1 of 1

9 Project Summary Description Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total Benefits/Savings: Tangible Benefits Subtotal: Cost Avoidance Subtotal: 154, , , , , , ,002 Costs: Development Services Subtotal: 80,956 2,843 2,928 3,016 3,106 3,200 96,049 Subtotal: Software Subtotal: 35,000 36,000 36,000 36,000 36,000 36, ,000 Subtotal Training Subtotal: Other Subtotal: Annual Statistics: Annual Total Savings 154, , , , , , ,002 Annual Total Costs 115,956 38,843 38,928 39,016 39,106 39, ,049 Annual Return on Investment 38, , , , , , ,953 Annual Costs/Savings Ratio 75.23% 24.47% 23.81% 23.16% 22.54% 21.94% Project Cumulative Statistics: Cumulative Total Savings 154, , , , , , ,002 Cumulative Total Costs 115, , , , , , ,049 Cumulative Return on Investment 38, , , , , , ,953 Cumulative Cost/Savings Ratio 75.23% 49.47% 40.66% 36.09% 33.22% 31.20% 31.20% Year Positive Payback Achieved Year 1 Year 1 State or Federal Mandate? Signatures: Benefits Reviewed By Project Sponsor Date: Costs (including IT Resources) Reviewed By Information Technology Project Manager Date: DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Project Summary Page 1 REV: June 27, 2011

10 Savings Detail Affects Project ROI? Benefit/Savings Description Project Savings Category Budget Category/Funding Source Unit Desc Units Rate per Unit Total Savings Annual Multiplier Y1 Y2 Y3 Y4 Y5 Y6 Ability for departments to request legal assistance through a portal Intangible Benefit HR x x x x x x Ability to streamline the workflow process and saving of related documents after the case has been assigned Cost Avoidance HR , x x x x x x Having case documents electronically attached to the record will reduce the amount of documents stored in Cost Avoidance HR 16 2,000 32, x x x x x x Reduce the amount of duplicate entry when requests come from departments Cost Avoidance HR 2, , x x x x x x Ability for Record Retention to access case files in an electronic system instead of manually recording Intangible Benefit 0 Streamline process for Risk Mgmt to start claims/litigation process. Intangible Benefit 0 Provide ability for corp counsel super users to have administrative capabilities in the system to Cost Avoidance HR , x x x x x x Reduce time searching for files between Corp Counsel and Record Retention Cost Avoidance HR , x x x x x x Ability to track Intellectual property cases with tickler notifications for continued use and certifications Cost Avoidance HR , x x x x x x Improved response time (minimum) Cost Avoidance HR 1, , x x x x x x DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Savings Detail Page 2 REV: June 27, 2011

11 Savings Detail Potential Savings Extensions Benefit/Savings Description Ability for departments to request legal assistance through a portal Ability to streamline the workflow process and saving of related documents after the case has been assigned Having case documents electronically attached to the record will reduce the amount of documents stored in Reduce the amount of duplicate entry when requests come from departments Ability for Record Retention to access case files in an electronic system instead of manually recording Streamline process for Risk Mgmt to start claims/litigation process. Provide ability for corp counsel super users to have administrative capabilities in the system to Reduce time searching for files between Corp Counsel and Record Retention Ability to track Intellectual property cases with tickler notifications for continued use and certifications Improved response time (minimum) Y1 Y2 Y3 Y4 Y5 Y , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Savings Detail Page 3 REV: June 27, 2011

12 Savings Summary Benefit/Savings Description Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total Tangible Benefit: Tangible Benefits Subtotal: Cost Avoidance: Ability to streamline the workflow process and saving of related documents after the case has been assigned 12,000 12,360 12,731 13,113 13,506 13,911 77,621 Having case documents electronically attached to the record will reduce the amount of documents stored in the file at Record Retention. 32,000 32,960 33,949 34,967 36,016 37, ,989 Provide ability for corp counsel super users to have administrative capabilities in the system to create/modify reports, etc. 3,360 3,461 3,565 3,672 3,782 3,895 21,734 Reduce time searching for files between Corp Counsel and Record Retention 7,350 7,571 7,798 8,032 8,272 8,521 47,543 Ability to track Intellectual property cases with tickler notifications for continued use and certifications 5,760 5,933 6,111 6,294 6,483 6,677 37,258 Improved response time (minimum) 53,664 55,274 56,932 58,640 60,399 62, ,121 Reduce the amount of duplicate entry when requests come from departments 40,000 41,200 42,436 43,709 45,020 46, ,736 Cost Avoidance Subtotal: 154, , , , , , ,002 Intangible Benefit: Ability for Record Retention to access case files in an electronic system instead of manually recording location of files Streamline process for Risk Mgmt to start claims/litigation process. Ability for departments to request legal assistance through a portal Savings Total: 154, , , , , , ,002 DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Savings Summary Page 4 REV: June 27, 2011

13 Cost Detail Cost Description Project Cost Category Budget Category/Funding Source Unit Desc Units Rate per Unit Total Cost Annual Multiplier Affects Project ROI? Y1 Y2 Y3 Y4 Y5 Y6 IT Hours - New Development Development Svcs HR , x IT Hours - System Maintenance Development Svcs IT Hours - Customer Support Development Svcs HR , x x x x x IT Hours - Planned Maintenance Development Svcs HR User Hours - New Development Development Svcs 0 User Hours - PTNE/OT Development Svcs 0 Contractor Professional Services Development Svcs 0 PC System - Acquisition PC System - Maintenance 2,304 0 Notebook - Acquisition 1,223 0 Notebook - Maintenance 2,372 0 Tablet Notebook - Acquisition 2,012 0 Tablet Notebook - Maintenance 0 Laserprinter - Acquisition 1,432 0 Laserprinter - Maintenance 1,104 0 Image Workstations - Acquisition 0 Image Workstations - Maintenance 3,496 0 PC Maintenance User Owned 2,304 0 Printer Maintenance User Owned 1,072 0 Package Software - Configuration/SSO Software EA 1 35,000 35,000 x Package Software - Maintenance Software ANN 1 36,000 36,000 x x x x x Business Objects Access Software 0 Term Emulation SFTW-Acquisition Software 0 Term Emulation SFTW-Maintenance Software 0 Server - Acquisition/Upgrade 8,000 0 Server - Maintenance Server Sftwre - Acquisition/Upgrade Server Sftwre - Maintenance 0 Server Rack Mount Oracle Enterprise Per Processor - Includes Year 1 Maintenance 21,372 0 Oracle Enterprise Per Processor - Year 2 and Beyond 3,432 0 MS SQL Server Standard Per Processor - Includes Year 1 Maintenance 4,725 0 DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Cost Detail Page 5 REV: June 27, 2011

14 Cost Detail Cost Description Project Cost Category Budget Category/Funding Source Unit Desc Units Rate per Unit Total Cost MS SQL Server Standard Per Processor - Year 2 and Beyond MS SQL Server Enterprise Per Processor - Includes Year 1 Maintenance 19,693 0 MS SQL Server Enterprise Per Processor - Year 2 and Beyond 3,939 0 Websphere Basic Per Processor Single/Dual Core - Includes Year 1 Maintenance 3,506 0 Websphere Basic Per Processor Single/Dual Core - Year 2 and Beyond Annual Multiplier Affects Project ROI? Y1 Y2 Y3 Y4 Y5 Y6 Websphere ND Per Processor Single/Dual Core - Includes Year 1 Maintenance 13,180 0 Websphere ND Per Processor Single/Dual Core - Year 2 and Beyond 2,635 0 SSL Certificate TBD 0 TBD 0 TBD 0 TBD 0 Internet Access Project Staff Training Training 0 User Training Training 0 DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Cost Detail Page 6 REV: June 27, 2011

15 Cost Detail Cost Description IT Hours - New Development IT Hours - System Maintenance IT Hours - Customer Support IT Hours - Planned Maintenance User Hours - New Development User Hours - PTNE/OT Contractor Professional Services PC System - Acquisition PC System - Maintenance Notebook - Acquisition Notebook - Maintenance Tablet Notebook - Acquisition Tablet Notebook - Maintenance Laserprinter - Acquisition Laserprinter - Maintenance Image Workstations - Acquisition Image Workstations - Maintenance PC Maintenance User Owned Printer Maintenance User Owned Package Software - Configuration/SSO Package Software - Maintenance Business Objects Access Term Emulation SFTW-Acquisition Term Emulation SFTW-Maintenance Server - Acquisition/Upgrade Server - Maintenance Server Sftwre - Acquisition/Upgrade Server Sftwre - Maintenance Server Rack Mount Oracle Enterprise Per Processor - Includes Year 1 Maintenance Oracle Enterprise Per Processor - Year 2 and Beyond MS SQL Server Standard Per Processor - Includes Year 1 Maintenance Project Cost Category Development Svcs Development Svcs Development Svcs Development Svcs Development Svcs Development Svcs Development Svcs Software Software Software Software Software Potential Cost Extensions Y1 Y2 Y3 Y4 Y5 Y6 80, , , , , , , , , , , , DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Cost Detail Page 7 REV: June 27, 2011

16 Cost Detail Cost Description MS SQL Server Standard Per Processor - Year 2 and Beyond MS SQL Server Enterprise Per Processor - Includes Year 1 Maintenance MS SQL Server Enterprise Per Processor - Year 2 and Beyond Websphere Basic Per Processor Single/Dual Core - Includes Year 1 Maintenance Websphere Basic Per Processor Single/Dual Core - Year 2 and Beyond Websphere ND Per Processor Single/Dual Core - Includes Year 1 Maintenance Websphere ND Per Processor Single/Dual Core - Year 2 and Beyond SSL Certificate TBD TBD TBD TBD Internet Access Project Staff Training User Training Project Cost Category Training Training Potential Cost Extensions Y1 Y2 Y3 Y4 Y5 Y6 DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Cost Detail Page 8 REV: June 27, 2011

17 Cost Summary Cost Description Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total Development Services: IT Hours - New Development 80,956 80,956 IT Hours - System Maintenance IT Hours - Customer Support 2,843 2,928 3,016 3,106 3,200 15,093 IT Hours - Planned Maintenance User Hours - New Development User Hours - PTNE/OT Contractor Professional Services Development Services Subtotal: 80,956 2,843 2,928 3,016 3,106 3,200 96,049 : Subtotal: Software: Package Software - Configuration/SSO 35,000 35,000 Package Software - Maintenance 36,000 36,000 36,000 36,000 36, ,000 Software Subtotal: 35,000 36,000 36,000 36,000 36,000 36, ,000 : Subtotal Training: Training Subtotal: Other: Other Subtotal: Costs Total: 115,956 38,843 38,928 39,016 39,106 39, ,049 DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Cost Summary Page 9 REV: June 27, 2011

18 Assumptions Date Assumption Description 18-Jun-16 Estimates assume a Software as a Service solution will be chosen based on Gartner and Market research 18-Jun-16 Subscription and Implementation estimates retrieved through high level interviews of three vendors DJ6115CL Corp_Counsel_Assigments_ROI.xlsx/Assumptions Page 10 REV: June 27, 2011