4.2.8 Tab 6: ACCESS Florida System O&M Approach and Methodology Approach

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1 4.2.8 Tab 6: ACCESS Florida System O&M Approach and Methodology Our approach to providing ongoing Operations and Maintenance support for ACCESS Florida focuses on stability of the existing system, retaining core knowledge, and bringing the best of Accenture to the work we provide for the Department. Accenture has a mature approach we will use to seamlessly transition application maintenance and support services from the current ACCESS team to Accenture. Our Transition approach draws on an established methodology, Accenture Delivery Methods (ADM) for Service Transition, used on more than 1,000 transitions, a common set of tools, and the experience we have gained from nearly 30 years of managing large-scale, complex global service transitions across 30 industries and 50 countries Approach Florida Department Of Children And Families Office Of Economic Self-Sufficiency Accenture is your experienced, premier provider of operations and maintenance support for the ACCESS Florida System We bring proven experience delivering O&M services for enterprise scale applications in Florida at the Department of Business and Professional Regulation, the Department of Management Services, and the Office of Financial Regulation Accenture has supported the O&M phase of the California C-IV system for a decade, realizing continuous improvement and cost savings Accenture is a member of the PMI Corporate Council and our methodology aligns with the PMI's PMBOK Accenture is ranked a leading provider for O&M services from market analysts including Forrester, IDC, and Gartner, with more than 1,110 combined transitions completed We bring more experience transitioning employees than any other IT Service Provider For Operations and Maintenance service of the ACCESS Florida System, we leveraged a team with a history of working with eligibility systems to deliver a response that combines our industry knowledge with your business need to maintain the performance and health of the ACCESS Florida System during the development of, and migration to the replacement system. This knowledge and understanding has allowed us to put forward a solution that aligns very closely with your requirements. Our solution for the ACCESS Florida System builds on top of our market-leading capabilities for Application Development and Maintenance which have resulted in Accenture being consistently recognized as a leading provider of O&M services by market analysts like Forrester, IDC, and Gartner. Our Managed Services operating model provides a framework to improve quality. For the Department, this increases service provider accountability and provides clear Service Level Agreements (SLAs) governing performance of the ACCESS Florida System. Our transition methods, replicated at over 1,100 transitions, provide the framework for our specific transition plans for each of the roles we have proposed. Our approach to re-badging key incumbent resources further reduces transition risk. Accenture possesses capabilities in superior global delivery, strong alliances focused on client value and leading credentials in the technology domain areas important to the Department. Simply put, we can do the work: Accenture is Oracle s first Diamond Partner and rated by Gartner as the market leader in Oracle Outsourcing The Financial Times FT 500, an annual snapshot of the world's largest companies, has included Accenture for eight years ( ) Ranking among the world's largest public companies, Accenture has consistently been in the top quartile of the Forbes Global 2000 since 2008 Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-1

2 Through our Avanade arm, a joint venture with Microsoft that serves as Accenture s Microsoft delivery organization, we are Microsoft s Most Recognized Strategic Alliance Partner. Accenture is focused on providing to a smooth and successful transition of the ACCESS Florida System Operations and Maintenance from the current service provider. As part of our focus, we would leverage the experience of the existing staff, tools and processes augmented where mutually agreed with the Accenture Service Transition methods to provide a smooth transition of ACCESS Florida System Operations and Maintenance. We realize that the ACCESS Florida System has a limited life, so we propose a cost effective O&M solution for the Department, targeting change where it makes sense. For example, while we anticipate transitioning in new staff to certain roles, our staffing approach also anticipates "re-badging" the appropriate staff from the current service provider based upon key skills and institutional knowledge. As a recognized leader in O&M services, we have industrialized tools and processes that we have refined throughout our O&M work. We work with the Department to mutually agree where to apply new capabilities with an understanding that "what isn't broke doesn't need fixing." Operations and Maintenance activities encompass problem resolution, preventive maintenance, implementation of required modifications and minor enhancements, application tuning / optimization, and production support. Accenture recognizes the desire and importance of retaining the intellectual knowledge and experience that has developed over the years. For this reason, we have always aggressively recruited and hired incumbent staff. We use our mobilization techniques to seamlessly transfer incumbent staff and retain talent essential to the ACCESS Florida O&M effort. The institutional knowledge acquired by supporting a complex program such as ACCESS is essential to providing the stability and familiarity of knowledgeable resources, reducing risk to the Department, as you continue to rely on the system during the project. Accenture has the experience and the plan to do this for the Department. We have re-hired more than 30,000 people from more than 130 of our clients; of these, 98% accepted our offer of employment and more than 95% are with us after two years. We recognize that incumbent staff may experience some anxiety following the initial announcement of an impending project transition. Accenture s intent is to immediately activate a two-way communication system to address such questions. Our objectives throughout this process are to dispel incumbent staff concerns and provide options that are of benefit to them, and help them appreciate the caliber of Accenture, as evidenced by our high ranking and recognition among the top employers worldwide. The guiding principles of our mobilization techniques include being strategic, purposeful, and respectful as we transition incumbent resources. We seek to provide high quality support of the ACCESS system through the end of its lifespan and into the successful transition to the ACCESS Florida System Replacement. The proposed structure of the ACCESS Florida O&M team is depicted in Figure 6-1, Mike Jackman will lead the ACCESS Operations and Maintenance effort. Mike resides in Tallahassee and has worked with Florida s Department of Management Services, Agency for Workforce Innovation, and the Department of Children and Families. He managed the operations of the MyFloridaMarketPlace application for more than four years. He has successfully managed blended teams that included client staff and subcontractors. Mike's strong technical background, experience with the Department, and managing teams on numerous projects will guide the O&M of the ACCESS system during the transition to the ACCESS Florida System Replacement. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-2

3 PROJECT LEADERSHIP Project Manager Cindy Hielscher Project Management Office Chris Wade Project Mobilization Lead Tim Murray O&M Operations Manager Mike Jackman Production Support Open Systems Support Mainframe Support Business Analyst Support Florida Resident Key Personnel 3 FL_FIES Figure 6-1. The ACCESS Florida O&M team combines knowledge of the legacy ACCESS system with that of the ACCESS Florida System Replacement solution. This enables smooth transitions in operations - - from takeover to system retirement. Production support team members will operate the systems and resolve problems by responding to incidents, documenting tickets where appropriate, troubleshooting, escalating if necessary, resolving issues and communicating issue status. The responding team member will prioritize the ticket, triaging the issue, gathering data, and assigning to an appropriate support resource. Our team members will provide onsite coverage during the Department s business hours, with after hour and weekend support being provided by an on-call team. For enhancement work, the Business Analyst team members would work directly with Department to understand and interpret the business requirements into technical specifications that can be handed off to the resources for design, development and testing. The Business Analyst resources would assist with the design, development and testing of enhancements. Our team would work with the Department during the user acceptance testing to verify and correct defects and provide support. We also define roles that focus on the levers that drive productivity like defect prevention activities, metrics analysis and enriching or establishing knowledge bases. An example of this type of activity is in building the knowledge base with the step- by- step actions to resolve common issues that occur on a regular basis. If the resolution is something that an end user is talked through, this can be turned into a script that is provided to the Level 1 help desk to allow the resolution of this type of issue to occur at Level 1 instead of being pushed down to Level 2 for resolution. A second example of how we reduce defects is through ticket analysis and creating preventative maintenance activities to update different applications processes that may create data issues that will reduce the number of tickets in the future. We encourage and incent our teams to continually look for ways to be more efficient, to share their knowledge across the organization and to take proactive actions to prevent issues from occurring. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-3

4 Accenture will perform the Operations, Maintenance and Enhancement tasks as described in Appendix I, Attachment II of the ITN for the ACCESS Florida System. In this response we describe in detail our overall approach for accomplishing the tasks specified in Appendix I, Attachment II of the ITN. Project Management Project Management is a discipline used to plan and control the work activities to complete the project objectives. It focuses on providing specific deliverables (e.g., process flows, job designs, business applications and reporting systems) through the balanced management of scope, quality, effort, risk and schedule to meet business objectives and stakeholder expectations. Schedule Risk Scope Quality Effort FL_FIES Project Manager Figure 6-2. Balanced PMO Management for FLORIDA ACCESS Management. Our Project Manager, Cindy Hielscher, has more than 26 years of large scale IT implementation experience involving multi-system integration, and complex IT architectures. 20 years of this experience is in complex, health and human services project management. Because of her extensive experience, Cindy also serves as the Quality Assurance Director on several other complex system integration projects, including a large statewide design, development, installation, and maintenance project in Texas as well as a large Maintenance and Operations project in Michigan. Cindy's project management training and skills are currently being evaluated for the Project Management Institute's (PMI) certification process. She will have her PMP certificate prior to the ACCESS replacement project contract start. Cindy has overseen transformation projects that include eligibility and case management systems in six states including Florida, as well as with the U.S. federal government. She manages the projects' progress as compared to the clients' overall business objectives and needs while meeting the project timeframes. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-4

5 Project Management Services Aligned to PMBOK Florida Department Of Children And Families Office Of Economic Self-Sufficiency Projects share a number of interdependencies that are coordinated to help meet the Department s objectives. Project management includes controlling work, measuring progress, and reporting status. It also includes managing risks, issues, resources, suppliers, quality, configuration, scope and requirements. We will staff the ACCESS Florida System Project Management team with people that are disciplined and experienced Project Managers. Our project management methodology is consistent with the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK). Accenture is a member of the PMI Corporate Council. This membership establishes a strong tie between PMI and Accenture and enables Accenture to stay abreast of advances in the field of project management. Our active participation on the Corporate Council enforces ongoing consistency between PMBOK and ADM. Advantages of this consistency include the ability to use the tools from each of the methodologies to accomplish the project in a coordinated fashion and a common language for discussing project activities. The following table maps tasks within Accenture Delivery Methods against the PMI Project Management Process Groups and Knowledge Area Processes. Project Integration Management Project Cost Management PMBOK v4 Knowledge Area/Process ADM Methodology Reference Develop Project Charter Define Stakeholder Goals and Expectations Establish Project Define High-Level Requirements Develop Project Management Plan Plan Project Direct and Manage Project Monitor and Control Project Execution Perform Integrated Change Control Monitor and Control Project Manage Scope and Requirements Perform Configuration Management Close Project Close Project Transition Deployed Application Estimate Costs Plan Project Generate Detailed Work Estimate Determine Budget Plan Project Plan Project Financials Control Cost Monitor and Control Project Project Communications Management Project Scope Management Identify Stakeholders Define Stakeholder Goals and Expectations Plan Communications Plan Project Distribute Information Monitor and Control Project Manage Stakeholder Monitor and Control Project Communications Report Performance Monitor and Control Project Collect Requirements Define Stakeholder Goals and Expectations Define High-Level Requirements Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-5

6 Project Quality Management Project Risk Management Project Time Management Project Human Resource Management PMBOK v4 Knowledge Area/Process Florida Department Of Children And Families Office Of Economic Self-Sufficiency ADM Methodology Reference Identify Application Requirements Identify Technical Requirements Define Scope Define High-Level Requirements Define Solution Blueprint Plan Project Confirm Scope Define WBS Plan Project Verify Scope Confirm Deliverables Manage Scope and Requirements Control Scope Manage Scope and Requirements Plan Quality Plan Project Perform Quality Assurance Manage Quality Perform Quality Control Manage Quality Monitor and Control Project Plan Risk Management Plan Project Identify Risks Plan Project Project Perform Qualitative Risk Analysis Explore Solution Options (Custom) Select Packaged Software (Packaged) Monitor and Control Plan Risk Responses Plan Project Monitor and Control Project Monitor and Control Risks Monitor and Control Project Define Activities Plan Project Sequence Activities Plan Project Estimate Activity Resources Plan Project Plan Project - Determine Resource Needs Estimate Activity Durations Plan Project Develop Schedule Plan Project Schedule Work Control Schedule Monitor and Control Project Develop Human Resource Plan Plan Project Acquire Project Team Plan Project - Organize Project Resources Develop Project Team Plan Project Develop Project Orientation and Training Materials Manage Project Resources Manage Project Team Manage Project Resources Project Plan Procurements Define High-Level Requirements Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-6

7 Procurement Management PMBOK v4 Knowledge Area/Process Florida Department Of Children And Families Office Of Economic Self-Sufficiency ADM Methodology Reference Define Delivery Strategy Plan Project Conduct Procurements Manage Suppliers Administer Procurements Manage Suppliers Monitor and Control Project Close Procurements Manage Suppliers Close Project Project Integration Management Project Cost Management Project Communications Management PMBOK v3.2 Knowledge Area/Process ADM Methodology Reference Develop Project Charter Understand Project Stakeholder Goals and Expectations Establish Project Governance Define High-Level Requirements Develop Project Management Plan Develop Management Plans Plan Project Direct and Manage Project Execution Monitor and Control Project Perform Integrated Change Control Manage Project Scope and Requirements Manage Configuration Close Project Sign-off and Close Project Transition Deployed Application Estimate Costs Plan Project Generate Detailed Work Estimate Determine Budget Plan Project Plan Project Budget Control Cost Manage Project Work Plan and Time Identify Stakeholders Understand Project Stakeholder Goals and Expectations Plan Communications Develop Management Plans Plan Project Distribute Information Manage Project Performance and Reporting Manage Stakeholder Communications Manage Project Stakeholder Expectations Report Performance Manage Project Performance and Reporting Project Scope Collect Requirements Understand Project Stakeholder Goals and Expectations Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-7

8 PMBOK v3.2 ADM Methodology Knowledge Area/Process Reference Management Define High-Level Requirements Identify Application Requirements Identify Technical Requirements Define Scope Define High-Level Requirements Define/Confirm Solution Blueprint Plan Project Confirm Scope Define WBS Plan Project Project Quality Management Project Risk Management Verify Scope Confirm Deliverables Manage Project Scope and Requirements Control Scope Manage Project Scope and Requirements Plan Quality Develop Management Plans Plan Project Perform Quality Assurance Manage Project Quality Perform Quality Control Manage Project Quality Manage Project Issues Manage Project Risks Plan Risk Management Develop Management Plans Plan Project Identify Risks Plan Project Project Time Management Project Human Resource Management Perform Qualitative Risk Analysis Explore Solution Options (Custom) Select Packaged Software (Packaged) Manage Project Risks Plan Risk Responses Plan Project Manage Project Risks Monitor and Control Risks Manage Project Risks Manage Project Issues Define Activities Plan Project Sequence Activities Plan Project Estimate Activity Resources Plan Project Plan Project - Determine Resource Needs Estimate Activity Durations Plan Project Develop Schedule Plan Project Schedule Work Control Schedule Manage Project Work Plan and Time Develop Human Resource Plan Develop Management Plans Plan Project Acquire Project Team Mobilize Project Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-8

9 PMBOK v3.2 Knowledge Area/Process Florida Department Of Children And Families Office Of Economic Self-Sufficiency ADM Methodology Reference Develop Project Team Mobilize Project Manage Resources Project Manage Project Team Manage Resources Project Project Procurement Management Plan Procurements Define High-Level Requirements Develop Management Plans Plan Project Conduct Procurements Procurement Process Guidelines Major Subcontractor Management Manage Suppliers/Alliance Partners Project Administer Procurements Manage Suppliers/Alliance Partners - Project Close Procurements Manage Suppliers/Alliance Partners - Project Sign-Off and Close Project Table 6-1. ADM to PMBOK Mapping The Accenture professionals assigned to the ACCESS Florida System Replacement project are well disciplined in our ADM Project Management methodology which aligns with the PMI s PMBOK Guide, as described above. We are accustomed to providing project management services in accordance with the PMI s PMBOK and therefore we are qualified to provide the project management services that the Department requires for the ACCESS Florida System. We have and are successfully manage O&M services for enterprise scale applications in Florida for the Department of Business and Professional Regulation, the Department of Management Services, and the Office of Financial Regulation. Project Management Plan In the Transition phase of the ACCESS Florida System from the current service provider to Accenture, we will work closely with the Department and the incumbent to understand the existing Project Management Plan and its sub plans. We work with the Department to determine what areas are working well and which areas require improvement. We will modify the existing plans or develop new plans as needed per the requirements set forth by the Department. Our goal is to minimize the impact to DCF staff and Florida's most vulnerable citizens during the transition of the ACCESS Florida System from the incumbent to Accenture. Establishing clearly defined plans up front, for how we operate and manage the daily activities is critical to the success of the O&M service we provide. These plans allow both the Department and Accenture to understand who is responsible for what and the expected actions that are required when certain situations arise or work is required. We will maintain each plan, only making updates upon approval from the Department. Table 6-2 illustrates our understanding of each plan. Plan Name System Development Lifecycle (SDLC) Description of the Plan This plan defines the steps, processes and deliverables for each phase of the system development lifecycle that must be followed in order to make Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-9

10 Plan Name Project Management Plan Communication Plan Change Management Plan Configuration Management Plan Quality Management Plan Issue Management Plan Description of the Plan updates or enhancements to the ACCESS Florida System. This plan defines how the O&M project is managed, executed, and controlled. It is used to document project assumptions and to facilitate communication with the Department stakeholders. This plan defines how Accenture and the Department collaboratively plan and deliver effective communications by identifying communication channels, targeted audiences, timing, and mediums for delivery. This plan provides the steps and techniques required to shift individuals and organizations from the current state to a desired state with minimal impact. This plan includes the processes responsible for maintaining information about configuration items required to deliver a service, including their relationships, in a controlled manner. This information is managed throughout the item s life cycle. This plan confirms that the entire system development lifecycle has appropriate checkpoints built in to help make certain that quality is effectively integrated in each phase. Quality policies emphasize proactive follow up and corrective action to efficiently and effectively produce quality deliverables. This plan provides a systematic approach for identifying and managing situations or concerns which require a resolution for a current event. It includes steps for identifying, analyzing, prioritizing, resolving, reporting, and escalating issues on an ongoing basis throughout the delivery lifecycle Scope Management Plan Risk Management Plan Transition Management Plan Change Control Management Plan User Training Plan This plan documents how the project scope will be defined, managed, controlled, verified and communicated to the project team and stakeholders. This plan provides a process for identifying, documenting and mitigating risks which will increase the likelihood of delivery effectiveness by decreasing the probability and impact of threats and negative events on the project. This plan defines the steps, processes, people and tools required to transition the work from the incumbent to Accenture. This plan provides rigorous process control for requests for changes to any aspect of the service provided. It defines the approvals process and escalation process for emergency changes. This plan describes when and how training will be rolled out to the field for enhancements to the ACCESS Florida System. Table 6-2. ACCESS Florida System Project Management Plans Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-10

11 Managing Issues, Risks, and Communications Florida Department Of Children And Families Office Of Economic Self-Sufficiency The Department needs an issue management approach to help keep the ACCESS Florida System operating smoothly and efficiently. An issue is a certain, unsettled matter that can affect the project effort, the underlying project policy, or user requirements. Proactive management of such issues is essential to achieve the outcomes of projects and daily operations and maintenance. Accenture will manage issues collaboratively within a well-defined, centralized, and proactive manner, addressing issues at all levels of the project effort as defined in the Issues Management Plan. We tie issue management closely to the risk management process since a risk can turn into an issue if it is not managed and mitigated. Accenture will proactively identify risks to the ACCESS Florida System including technical, financial, regulatory compliance and business related issues. Each risk will be managed in accordance with the Risk Management Plan. Communication of issues and risks is essential to providing the Department transparency into the ACCESS Florida System. Accenture will work with the Department to develop the Communication Plan that will specify to whom, the frequency and with what media we will communicate information. Accenture will follow the Communication Plan to provide communications for the ACCESS Florida System. Adherence to the Project Management Standards and Guidelines Accenture staff are well disciplined in following standards and guidelines. We use our ADM methodology and work with clients like you to tailor our methods, procedures and deliverables to meet the specific needs of our clients. Given that the ACCESS Florida System will be retired, we work with you to tailor the management standards and guidelines and focus changes to areas where the changes will lead to tangible improvements. Configuration Management Procedures Accenture will work with the Department to revise the existing or define any missing configuration management procedures and execute them according to the Configuration Management Plan. We understand the importance of maintaining information about configuration items required to deliver a service, including their relationships. The Configuration Management Plan will also cover the identification, control, maintenance, and verification of the items, including their versions, constituent components, and relationships. Our goal is to make sure that only the authorized components are used in the environment by monitoring and tracking these configuration items throughout their component life cycle. Manage Proposed Resources Accenture will assign the work and manage the resources performing the activities according to the agreed upon service levels between Accenture and the Department. Manage Resource Performance Measuring performance is an essential part of any O&M arrangement. Performance measures define the boundaries of the agreement in terms of functions and services that Accenture will provide the Department, the volume of work that will be accepted and delivered, and acceptance criteria for responsiveness and the quality of deliverables. Well-defined and crafted performance measures correctly set expectations for both the Department and Accenture. They provide targets for accurately measuring performance to those objectives. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-11

12 Weekly Status Meetings Florida Department Of Children And Families Office Of Economic Self-Sufficiency Communication is an essential element for effective operations of the ACCESS Florida System. Effective project team communications helps promote an engaged and collaborative team. Our project managers develop and submit formal weekly status reports and other communications mutually agreed by the Department and Accenture in the appropriate format. The reports will document work completed during the reporting cycle, work scheduled to be completed during the next reporting period, and items for management attention. We take quality and deadlines very seriously. In addition to the weekly status reporting, Accenture will prepare and submit meeting minutes for all meetings facilitated by Accenture. Operational Reports Accenture will provide the Department operational reports on a monthly basis in support of the SLA reporting and the details of monthly invoices. In doing so, we would enable the Department executive and operational stakeholders to define, track, and manage the effectiveness of our application maintenance and development projects, programs and portfolio by tracking and reporting operational metrics, service level agreement metrics and the effectiveness of the relationship. Accenture will provide the Department reporting at three levels: operational, tactical and strategic. Figure 6-3 illustrates how the measurement for reporting starts from the day- to- day activities and builds to being able to measure the success of the relationship. Project Operational Portfolio Strategic Program Tactical Measure to Improve Selected measures roll up to a higher level Measures Success of the Relationship Measures Service Level Commitments Balanced Scorecard Productivity Measures Service Level Agreements Accenture Services, Performance Targets, and Metrics Accenture s Commitments to the Client Reporting Data Cost Quality Operation Metrics Responsiveness Size Defects Speed Volume Timeliness Rework Requirements Activity Counts Cycle Time Conformance ACCESS Florida System Reporting Solution 2 FL_FIES Figure 6-3. ACCESS Florida System Application Service Performance Reporting Project (operational) reporting for ACCESS Florida System would support the detailed operational reporting and analysis needed to manage the daily operations of the project. This includes detailed information on budget vs. spend, project scope containment, milestones and deliverables, risks, issues, defect density, incident responsiveness, resolution times, system response time and cycle times. Project reporting would occur weekly and would be communicated to the Department. At the program (tactical) level, the reporting would allow Department stakeholders to assess how well Accenture is performing. Service level metrics, performance targets and key performance indicators Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-12

13 would be included in this reporting. Accenture will produce service level reporting on a monthly basis for the Department. At the portfolio (strategic) level, the reporting would allow the executives at the Department to understand the value that Accenture brings to the Department. This reporting is achieved through a balanced score card that focuses on Business Value, Service Excellence, Process Excellence and Organizational Excellence. Figure 6-4 illustrates what is included in the Balanced Scorecard. 1. Business Results Achieved 2. Cycle Time Improvements 3. Innovation Delivered Business Value Indicates whether the strategy and execution are bringing value to customers Balanced Scorecard Service Excellence Indicates how well we are meeting client and customer needs and expectations 1. SLA Compliance 2. Outcome Predictability 3. Response/Turnaround Time 4. Throughput/Availability (Accenture has focused on a core set of standard metrics, which are aligned to client strategy and linked to business value) 1. Quality/Reliability 2. Process Compliance 3. Certification Targets Achieved 4. Productivity Levels Process Excellence Indicates whether we have the process capability, maturity and quality to deliver business value Organizational Excellence Indicates how well we are meeting employee needs and expectations and how effectively FTEs are managed 1. Employee Satisfaction 2. Attrition 3. Training Effectiveness 4. Utilization FL_FIES Figure 6-4. Portfolio Level Reporting for ACCESS Florida System. Technical Liaison for the ACCESS Florida System As the application support team for ACCESS Florida System, Accenture will provide the technical liaison support to the interfacing systems and to other 3rd party vendors that are required to support the ACCESS Florida System. When an issue is discovered that involves the interfaces or 3rd party software, Accenture will open an incident, participate in triaging the incident and will manage the incident to closure escalating as needed to get a timely resolution. Accenture will put Operating Level Agreements (OLA) in place with the interface partners and 3rd party software vendors to clearly define the responsibilities of each party, the expectations of response and resolution times and the escalation procedures. Support and Reporting During Budget Cycles and Legislative Sessions Accenture understands the Department s need to have ACCESS Florida System support and reporting assistance during budget cycles and with impact assessments in responding to legislative inquires such as benefit compensation changes, recalculation of budgets for state assistance programs and policy changes. We will use our jointly established work entry and demand management processes as the intake for the support required. Demand Management governs demand for maintenance capacity as well as the demand tied to any potential discretionary project work. Each work request will flow through a consistent request / demand management process. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-13

14 Compliance with 36 Code of Federal Regulations (CFR) 1194 Accenture understands the importance of allowing end users with disabilities to have access to and use of information and data that is comparable to the access and use by employees without disabilities. Accenture will maintain the current level of compliance with Electronic and Information Technology Accessibility Standards (36 Code of Federal Regulations (CFR) Part 1194) in the ACCESS Florida System as long as providing comparable access in a retiring system such as ACCESS Florida System does not cause undue burden in effort and cost to the Department. Accenture would help the Department provide the required information to be able to document the basis for the undue burden as per the statute. Transition Responsibilities from Incumbent Provider Our ADM contains a specific component to guide Service Transition, as shown in Figure 6-5. Confirm Service Readiness Manage Transition Program Plan Execute Exit Establish Business Operations Implement Operations Management Implement Service Management Implement Contract Mgt Implement Financial Mgt Enable Change Manage Communications Enable People Transfer Knowledge Implement Service Delivery Implement Delivery Operations Implement Technology Implement Delivery Operations Implement Delivery Operations Implement Work Environment Manage Client Change FL_FIES 159 Figure 6-5. Accenture's ADM for Service Transition brings a key focus on the critical work streams to be managed for a successful transition. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-14

15 Develop and Maintain a Transition Plan Florida Department Of Children And Families Office Of Economic Self-Sufficiency The Accenture Transition framework focuses on a set of integrated work streams including Planning and Managing Transition, Implement Business Operations, Enable Change, Implement Service Delivery, and Manage Client Change (along with sub-work streams) which have been outlined below. Planning and Managing the Transition Plan. Evaluate entry criteria for transition. Gather, identify, and analyze the scope of the transition. Determine the transition work effort, schedule, dependencies and resources. Identify the critical path Manage Transition Program. Manage risks, issues, quality, scope, and finances; create and maintain project standards; control project work; measure progress; monitor and report status against the critical path What this means to the Department: Our team will develop a detailed plan to review and sync up with the Department regarding specific transition approaches, timelines and responsibilities Implement Business Operations Implement Operations Management. Assess existing ACCESS Florida System O&M operations Plan the Department Team operations organization, structure, and processes. Roll out the initial project organization incorporating Accenture resources. Secure and stabilize the operations Implement Service Management. Assess the current level of service being provided. Define and implement the service management framework, service level agreements, and any processes needed to manage the service. Define and implement the reporting structure needed to monitor the service Implement Contract Management. Communicate contract content to the Department Team. Define contract management processes for the Department leadership team Implement Financial Management. This activity connects the activities performed with the financial tracking and invoices processes required to support the O&M activities and provide transparency to DCF Enable Change Manage Communications. Assess the needs of stakeholders and the preferred way to communicate with them. Create a Communications Plan for managing communications to all stakeholders. Execute the plan, making any necessary adjustments Enable People. Confirm the roles and staffing needs of the Department Team. Evaluate the current Department Team personnel and determine whom to transition into which roles. Confirm resource sourcing strategy and human resource policies and processes Transfer Knowledge. Identify the key knowledge owners. Identify the knowledge to be transferred from the ACCESS Florida organization to the Accenture team and confirm when new resources will be delivering existing project services after transition. Define a Knowledge Transfer Plan. Implement the plan, adjusting as needed. Obtain agreement from each knowledge recipient that he or she has received the knowledge needed to function in the new organization What this means to the Department: Our team resources begin working with the Department Team members in a collaborative, transparent manner from the start Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-15

16 Implement Service Delivery Florida Department Of Children And Families Office Of Economic Self-Sufficiency Implement Delivery Operations. Construct the agreed upon processes, roles and responsibilities necessary for the service delivery group are developed to provide and monitor service at expected levels, we initiate, monitor and stabilize the service Implement Technology. Assess the existing technical infrastructure. Design and implement all technology required to mobilize Accenture resources on the Department Team Implement Work Environment. Assess the existing Department Team work environment. Design and implement all facilities required by the Accenture resources What this means to the Department: Our team is able to quickly mobilize and integrate into the fabric of the Department Team to maintain existing project momentum Confirm Service Readiness Use a series of checkpoints, established criteria, and service rehearsals to determine if the transition work has been completed Manage Client Change Manage Client Change. Develop programs and approaches for helping the Department Team adjust to the incorporation of Accenture resources onto the team including new procedures that will result from the transition. Collaborate with existing Department Team members on the implementation of the change program. What this means to the Department: Our team will work with Department staff to rapidly complete transition activities in accordance with the approved transition-in Plan Features and benefits of our transition approach are summarized in Table 6-3 below. Features Staff receive the appropriate amount of training and knowledge transfer at the appropriate time Key business process, provincial knowledge, policy knowledge, and application knowledge is maintained Approach recognizes ongoing project team activities Benefits to the Department Consistent understanding of project direction and scope Maintains project momentum Establishes high performing teams Mitigates deployment risk Resulting solution meets provincial requirements Avoids rework Maintains project momentum Reduced transition period Promotes efficient use of Department resource time Shared repository of project knowledge Facilitates access to available project resources Improves quality of Department system development and deployment approach and mitigates deployment risk Project leadership has visibility into transition activities Able to quickly identify and resolve issues and mitigate risks associated with transition Table 6-3. The features of our transition approach promote an effective and efficient mobilization of the Accenture team resulting in reduced risk and sustained Department Application Maintenance and Support. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-16

17 Transfer Knowledge Approach Florida Department Of Children And Families Office Of Economic Self-Sufficiency Our Knowledge Transfer Methodology is core to any Transition approach we employ. The Accenture transition methodology provides detailed knowledge transfer processes for completing the transition, as noted in Figure 6-6. (1) Prepare/Agree Overall Knowledge Transfer Plan (2) Set Up Knowledge Transfer Tools / Repository (3) Conduct Knowledge Transfer Planning Meetings (4) Prepare Detailed Knowledge Transfer Plans (5) Conduct Knowledge Transfer Launch Meetings Knowledge Transfer Complete (10) Obtain Approvals (8) Knowledge Transfer Complete? (7) Conduct Skills Review (6) Execute Knowledge Transfer (9) Update Knowledge Transfer Plan 2 FL_FIES Figure 6-6. Our transition approach promotes rapid Accenture project team mobilization while maintaining ACCESS Maintenance and Operations. Once we finalize the knowledge transition approach, the knowledge transfer schedule, general procedures, roles and responsibilities, and exit criteria are finalized and agreed on, knowledge transfer planning sessions are held to identify detailed knowledge transfer activities and checklists that are to be executed. Transition Teams typically include Accenture, client, and existing contractor personnel. Knowledge transfer leads by functional and technical area that will plan, execute, monitor, and report progress of the knowledge transfer effort. Our Project Mobilization Lead and O&M Lead monitor progress of knowledge transfer between the subject matter specialists and knowledge recipients throughout the knowledge transfer period, with regularly scheduled status reviews. During the transition period, lead responsibility for ongoing project activities remains with the current application maintenance and support teams, with Accenture in a support role. Once the knowledge transfer is complete, the role-specific exit criteria are reviewed and final approvals are obtained. Once approved, full responsibility and accountability for the specific applications and/or set of applications is transferred to Accenture. The amount of time required to complete the transition process will vary by factors such as application size, complexity and stability. In our experience, these knowledge transfer activities should be achievable within weeks. There may be specific transfer activities that take longer, but in general, the activities should be able to be accomplished within this timeframe. Some key assumptions about the transition include: Personnel from both client and incumbent contractors will actively participate in knowledge transfer activities and take an active role with respect to dealing with knowledge transfer issues with their Accenture counterparts Our Project Mobilization Lead and O&M Lead work with Department leadership to monitor the completion of specific transition activities necessary to transfer knowledge to Accenture resources in accordance with the approved Transition Plan Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-17

18 Department and incumbent team members currently responsible for the conduct of specific project tasks will continue with their responsibilities as appropriate until knowledge transfer is complete It is imperative that all parties are committed to the transition effort. An overall transition-in Plan including roles, responsibilities, and exit criteria will be agreed upon by all parties before initiation of the transition to confirm that expectations are clearly understood. Progress will be closely monitored and reported, with regularly-scheduled status meetings. If there are situations in which knowledge transfer is not proceeding according to plan, the situation will be logged as an issue, discussed among appropriate personnel, and escalated to the project leadership team for further action where necessary. Actions may include requiring supplemental personnel to be added to the organization on a temporary basis, or delaying the transfer of the full set of responsibilities to Accenture. Mitigation strategies will be in place throughout the transition period to minimize the possibility of these types of issues. Once the initial transition is complete, the process will be evaluated to capture lessons learned and refinements will be identified for incorporation into future project transition activities in subsequent phases. Knowledge Management We document knowledge as part of the Transfer Knowledge work stream. We will use a set of Accenturedeveloped tools known as the Rapid Transition Suite (RTS) for Knowledge Management, illustrated below and further detailed in Section 5.2 of his proposal. The Rapid Transition Suite is an innovative, Web-based set of tools that guides teams through knowledge transfer and knowledge management and will be discussed further in the Tools section below. Deliverables (e.g., Reports Provided, Records of Decision) The key deliverable guiding Accenture s Transition Services and based on the overall transition approach for a client will be the Transition Plan. Accenture s Delivery Methods provides templates for the Transition Plan to accelerate development, delivery, and approval. Accenture s Transition Plan templates provide a framework for capturing specific detail about activities specific to roles under a consistent framework. Accenture has developed thousands of Transition Plans and we plan to share the sample deliverables and templates available in our Knowledge Exchange library to accelerate development of this deliverable for the Department. The Transition Plan will follow the overall strategy for completing the Transition as defined by the transition approach and will be modified to meet the specific requirements of the ACCESS Florida System Replacement Project. Details in the document will be provided at the team level and will go down to the role level where appropriate. In addition to the Detailed Transition Plan outlined above, our Transition Effort also includes key deliverables associated with the multiple work streams within the modified ADM for Service Transition Methodology as listed in Table 6-4. The deliverables and completion criteria will be agreed upon by Accenture and the Department as part of the overall transition-in planning effort. The Accenture Project Mobilization Lead will be responsible for the delivery of the deliverables with input provided from the Department's transition lead. Transition Deliverable Service Readiness Plan and Criteria Checklists Status Report Description A plan to perform a service review for the people, processes, and technology. The Service-Readiness Checklist outlines readiness criteria for work streams that are to be met during the execution of the transition-in plan execution. An accurate, thorough, and timely report highlighting the transition status. It provides Completion Criteria Service Readiness Criteria Checklists, approved by Accenture and the Department Reporting package delivered to key Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-18

19 Transition Deliverable Issues and Action Item Log Risk Log Service Delivery Governance Model Transition Exit Criteria Organizational Design Sourcing Strategy and Staffing Plan Contract Management Processes Financial Management Processes Service Control Processes Communication Plan Description confirmation that the program is operating smoothly and determining early signs of potential problems. It includes overall program scope, schedule, resources, quality, risk, issues, and trends. A report to record issues, open points, responsibility assignments, due dates, and decisions. A report listing the high and medium risks that could occur, planned mitigation actions, responses, and responsibility assignment. A document that provides an organizational structure for managing IT Service Delivery. The objective of the Governance Model is to provide strategic direction, review and monitor goals and objectives, manage prioritization of services and projects, and provide general oversight. A document that defines the work products and outcomes necessary for the transition-in program to be considered complete and successful by stakeholders. A document reflecting an organizational structure to maximize coverage and productivity for awarded work. A document reflecting a strategy for finding the appropriate resources based on a demand plan. The staffing plan details the candidate recruitment status against the stated resource needs. A set of processes to manage and monitor performance against contractual obligations set forth in the contract. A set of processes to manage and monitor performance against the financial obligations set forth in the contract. A set of processes to manage and monitor performance for layers of the Service Management framework. A document that specifies the communication events and activities conducted as part of transition. Completion Criteria stakeholders in accordance with the agreed-upon schedule Log is created, updated, and available for Department's review Risks are discussed with the Department and the appropriate stakeholders Completion of governance meetings objectives and rhythms A list outlining work products to be handed over by work stream An organization chart reviewed by the Department Filled resource needs with qualified candidates Defined process and associated tools reviewed by the Department and Accenture Defined process and associated tools reviewed by the Department and Accenture Defined process and tools for Incident, Problem, Demand Management, and Change Control Plan documenting events, delivery, audience, and key messages Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-19

20 Transition Deliverable Onboarding Plan Technology Plan Detailed Knowledge Transfer Approach and Plan Application Profiles Description A set of processes for bringing resources into the account and integrating them into their roles. A document that reflects the designs of the networks required timeline for implementation and key success factors. A document that defines the approach for performing effective KT, including the purpose, objectives, guiding principles, key activities, roles and responsibilities, deliverables, milestones, tools, resource requirements, success criteria, IT infrastructure, and communications. A document that will capture information about an application and is the base input to any Knowledge Transfer activity. Completion Criteria Detailed set of process for new joiners Plan documenting the Network requirements, design, installation and test timelines Detailed Knowledge Transfer Approach and Plan approved by Accenture and Department Application specific profiles for all applications Table 6-4. Accenture's Methodology provides work streams and deliverables that the Department can expect to receive at each phase of the Transition effort. Accenture and the Department will confirm the transition approach and work through the details of the Transition Plan, managing shareholder expectations and providing communications around the transitionin Plan approach, time commitments, resource locations, agreed upon roles and responsibilities and contact information for the core transition-in team. The final detailed transition-in Plan will be agreed upon by both Accenture and the Department. Tools (e.g., Checklists) As mentioned above, our transition approach comprises integrated work streams with specific servicereadiness criteria and checklists designed to reduce operations risks while increasing the speed to benefit associated with transition of service. To effectively transition knowledge from the Department Team to Accenture, we will use checklists, SharePoint, and Rapid Transition Suite (RTS). Checklists and Assessments For each transitioned service, the following process will be followed: During Transition Planning, Accenture will draft the relevant Service Readiness Criteria Checklists for Transition for the related go-live event. The checklists may be revised during the transition, but the final checklist will require approval by both the Department and Accenture. The checklists will clearly identify, by Transition work stream, the key activities that must be accomplished, the planned date for accomplishment, and the owner of the activity, either the Department, Accenture, or both During Transition Execution, the Department and Accenture will periodically conduct interim Service Readiness Assessments using the Service Readiness Criteria Checklists, and take the appropriate actions identified during the assessment. These assessments will be performed multiple times during transition and the results will be tracked by both the Department and Accenture. The Accenture Project Mobilization Lead and the Accenture Operations Manager will be actively involved in the assessments, along with appropriate Department counterparts Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-20

21 During Operational Readiness Testing, Accenture will test its ability to provide services by simulating end-to-end processing in a test environment. This will be done in advance of go-live so as to afford sufficient time to identify issues and resolve them During Cutover, a detailed go-live daily checklist will be managed by both the Department and Accenture, identifying remaining tasks to be completed in order to cut over service delivery to Accenture Before the formal Service Readiness Assessment dates, the Department and Accenture will make a go/no-go recommendation to the joint Department/Accenture Transition Governance Committee based on assessment results. The Transition Governance Committee will make a go/no-go decision based on its assessment of the progress of the transition against the Service Readiness Criteria SharePoint It will be vital to have a central repository for capturing, organizing, and building upon the knowledge that has been developed through the planning process. Artifacts such as existing Department Work Package reference materials should be captured and stored on the project knowledge repository. On other engagements, Accenture has used tools such as SharePoint for this repository and we will again utilize a SharePoint repository to support transition knowledge capture and management. This repository will support the organization of project artifacts, version control, and shared availability of appropriate reference materials. Materials only available in hard copy format will be referenced in the knowledge repository and stored in the project library. A typical SharePoint home page for a project team is configurable by authorized members to capture many types of information. Standard security settings safeguard who has read/edit access to the SharePoint site. Standard features of SharePoint we typically seek to use include: Customizable Home Page Project team members can post news updates, announcements, and other important updates on the home page that serve as an online bulletin board. This enables quick sharing of information updates Ease of Access and Use SharePoint is accessed via a standard web browser. Navigation of the site is intuitive and minimal training is required to be able to fully utilize the features of the tool. Accenture has job aids and training available to assist new users to quickly get up to speed on the tool Web-based Document Management Project deliverables, templates, and reference materials can be uploaded into a document management repository. Documents stored in the repository are version controlled. Backups of data are performed on a regular basis. Documents can be checked in and checked out to minimize the possibility of parallel edits to the same document Rich Search All documents and information stored on the site are full-text indexed to provide quick access to information regardless of where it is stored on the SharePoint site Category Browsing Information stored on SharePoint is organized into categories by team or topic to permit ease of access and clear organization of materials. The project team has complete control over the categories used on the project Subscriptions Project team members can subscribe to specific information categories or individual documents. SharePoint notifies subscribers of updates made to information of interest to them Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-21

22 Rapid Transition Suite (RTS) Florida Department Of Children And Families Office Of Economic Self-Sufficiency With RTS, users in multiple locations use integrated collaboration tools to exchange information, whether working concurrently or in time-shifted mode. As outlined in Figure 6-7 and Figure 6-8, knowledge is captured automatically within the appropriate context, which provides consistent archiving and enables precise searching. Subject matter advisor knowledge can be captured in RTS in a number of formats, including system documentation, network diagrams, screen shots, interview recordings, and notes. This electronic knowledge base will be archived and maintained throughout service delivery to serve as the basis for future knowledge transfer efforts and/or cross-training. Key Challenges Transition Plan Progress Tracking Reporting Proficiency Evaluations Complex and Time Consuming Integrated Collaboration Tools Application Sharing, Screen Capture , Instant Messaging and Video Conferencing Limited SME Time Limited Documentation Costly Rapid Transition Suite Job Sharing Over the shoulder learning Increased available SME time Intelligent Search and Knowledge Repository Build and maintain a logical storage structure Provide consistent archiving Enable precise searching FL_FIES Figure 6-7. Rapid Transition Suite and its key features that enable efficient Knowledge Transition with current Department resources. RTS will also be used to create detailed status reports to track progress on completing the knowledge transfer capture and cascade. We will use these reports to monitor overall progress and take action when deemed appropriate to avoid service commencement delays. Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-22

23 Users in multiple locations use integrated information and retrieve key knowledge objects whether working concurrently or in 'time-shifted" mode. Logical storage structure allowing for subsequent refresher or cascade knowledge transfer sessions. It s a monthly process. We have to complete it before 15 th of every month. That makes sense now. Does this process require admin rights? "Real-time" or "Local time'' Process Documentation Automated tracking of individual, team and project status reporting allowing management to review transition progress via real time reports Percent 40 Complete 20 0 OTC Transition Progress Phase1 Phase2 Phase3 AIR MSTR AP Application Areas RTS Functionality/Features KT Planning Team Member Web Page Collaboration Knowledge Capture Remote Learning Knowledge Management Proficiency Reporting Progress Reporting FL_FIES Figure 6-8. Rapid Transition Suite an integrated tool to capture and maintain application knowledge. Approach to Stakeholder Engagement Leadership and stakeholder engagement are critical in providing clarity and developing commitment for the change. As part of our methodology, we work with clients to identify the leaders to engage and define the actions we need them to take to support a change of this magnitude. This makes change management tactical versus theoretical. We collectively define what leaders need to do to communicate (talk the talk), model (walk the walk), and reinforce behaviors necessary (coach) for this to succeed. For the Department, we will envision that these activities will plug into its broader, multi-pronged transformation activities currently underway. New roles and responsibilities will be introduced to both retained and offsite employees. It is important that employees have the capabilities needed to perform successfully in the new organization and service delivery model. Training involves many tasks. It is tailored to specific groups and cannot be completed simply through knowledge transfer activities. We work with the client teams to create training materials that prepare both the retained and outsourced workforces to succeed with the new model, roles and tools, including security polices and the processes for protection of client data. Our training approach guides the development and delivery of training during and after the transition phase. Our approach includes the development of training strategy to plan and effectively enable the transition. Figure 6-9 is a sample of how the Department and Accenture transition team remain engaged throughout the transition process: Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-23