The Complete Information On Dell Inc.

Dells Recommendation for Improving Decision Support, Operational Effectiveness, and Performance Management at Cook County Supporting Cook
Countys ERP and Information Management Vision

RFI #11-50-05I March 4, 2011
Dell Inc. One Dell Way Round Rock, TX 78682, USA www.dell.com
March 4, 2011 Ms. Elvia Fernandez Cook County Office of the Purchasing Agent 118 N. Clark Street/Room 1018 Chicago, IL 60602 Dear Ms. Fernandez: Dell Marketing L.P. (Dell) is pleased to submit our response to Request for Information (RFI) # 11-50-50I for the Cook County Enterprise Resource Planning (ERP) System. After carefully evaluating Cook Countys requirements, we believe the best formula for success is a joint Dell/Oracle PeopleSoft solution. As a leading solution provider for public sector customers, Dell uses a proven implementation methodology, which will allow Cook Countys desired ERP system solution to be delivered in an onsite or hosted format. Our Oracle and PeopleSoft qualifications enable us to partner with Cook County to provide the highest value for your ERP system. Dell understands that Cook Countys overall objective is to obtain information for planning purposes related to ERP systems, system integration services, technologies that support ERP systems, and strategies designed to optimize ERP project benefits. We also understand that Cook County does not intend to award a contract on the basis of the RFI responses. Dell is the number one reseller of Oracle technologies. For more than 20 years, Dell and Oracle have continued to strengthen our strategic partnership by providing state and local government customers with integrated solutions. Our proposal provides a comprehensive solution that fully addresses the requirements outlined in the RFI. Through our partnership with Oracle, our solution delivery team has the ability to meet and exceed your strategic needs and objectives. Together, a Dell and Oracle PeopleSoft solution will provide the following: Public sector industry focus and knowledge More than 1,100 skilled and experienced Oracle/PeopleSoft professionals Collaborative style and culture High-quality, customer-driven, and cost-effective delivery model Centralized application control, management, and administration High-availability of all business-critical applications
As requested, our response consists of one hard copy and four electronic copies on CD-ROM in PDF format. Dell also acknowledges receipt of Addendum #1 and Addendum #2. For questions specific to this proposal, please contact Tom Rocco at 619.275.2208 or Tom_Rocco@Dell.com, or Steve Wong at 636.273.1628 or Steve_M_Wong@Dell.com. We are excited to be a part of this important initiative and look forward to the opportunity of supporting Cook Countys needs and objectives. We realize you have many choices available when considering a solution partner. However, we believe that Cook County will find no company more uniquely qualified or committed to your success than Dell. Best Regards,
Scott P. McFarlane Vice President, Dell Services Education, State & Local Government
Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I Table of Contents
Table of Contents
Table of Contents ........................................................................ i
1. 2.
Company Information ........................................................1-1 Description of Proposed Solution ..........................................2-1

Overview of Requirements and Objectives ............................................ 2-1 Solution...................................................................................... 2-3 Outcome .................................................................................... 2-4 Why Dell and PeopleSoft ................................................................. 2-5 The DellOracle/PeopleSoft Strategic Partnership ................................... 2-5 Proposed Solution.......................................................................... 2-6 Accelerate Methodology Overview ..................................................... 2-14 Project Management ..................................................................... 2-35 Communication Management ........................................................... 2-37 Service Philosophy ........................................................................ 2-41 ERP Applications/Add-Ons............................................................... 2-41
3. 4. 5. 6.
Implementation Resources .................................................3-1 Project Timeline ..............................................................4-1 Ongoing Internal Resources (Cook County) ..............................5-1 Response to Cook County Questions ......................................6-1
Cook County Health & Hospitals System ............................................... 6-1 Countywide ERP Solution ................................................................. 6-1 ERP System Compatibility ................................................................ 6-5 Financials and HR/Payroll ................................................................ 6-6 Project Success ............................................................................ 6-6 Self-Service Solution ...................................................................... 6-8 Proposed Service Model ................................................................... 6-9 Business Intelligence and Reporting Capabilities .................................... 6-10 Business Process Standardization and Data Migration .............................. 6-12 Remotely Hosted ERP Solution.......................................................... 6-22
Proposal Terms and Conditions ....................................................30
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 1. Company Information
1. Company Information
1. Company Information Please provide the requested information about your firm, as well as information about the system integration firm and any third-party solution providers recommended to meet the Countys functional and technology needs. Please copy the following tables as necessary.
Name of ERP Solution Provider: Name of contact person: Title: Telephone number: Email address: Description of companys primary line of business: Dell Marketing, L.P. Tom Rocco ERP Solutions Executive Office 619.275.2208 | Mobile 619.246.6059 Tom_Rocco@dell.com For more than 26 years, Dell has played a critical role in transforming public sector, commercial and healthcare business systems. Dell's technology solutions have improved the productivity of thousands of government administrators, enhancing their lives and meeting their distinct needs. In addition to serving and protecting their citizens, local governments are tasked with enabling the convenient, cutting-edge delivery of government services that taxpayers demand all while dealing with decreasing budgets. To overcome these challenges, government leaders must look at areas, such as IT, where government can become more efficient. The Dell IT transformation strategy provides solutions that help IT leaders to both simplify and modernize their IT infrastructures, rooting out costly inefficiencies and innovating to deliver state-of-the-art capabilities to citizens. Dell is committed to understanding the needs of our customers and meeting those needs. We continue to expand our portfolio of services through acquisitions and organic growth. The following figure depicts our collection of products and services.
Dell has revenues of over $50 billion this year and more than 100,000 employees. Dells services division is one of the worlds largest technology services organizations with more than 43,000 experienced and skilled technology and business services professionals and revenue of $8 billion from enhanced services and support over the past four quarters.
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Oracle Corporation
Oracle is a leading software provider to government clients and one of the largest information technology companies in North America. Oracle provides integrated ERP software with robust capabilities for public sector customers.
The DellOracle/PeopleSoft Strategic Partnership

Dell started the Oracle/PeopleSoft consulting practice in 1995. Dells acquisition of Perot Systems in 2009 (now Dell Services) has broadened Dells Oracle/PeopleSoft capabilities even further. Dell's Oracle Practice is now more than 1,100 people strong and provides endto-end services for a comprehensive range of Oracle technologies including Oracle EBusiness, PeopleSoft, Hyperion and OBIEE (Oracle Business Intelligence Enterprise Edition). Today, Dell hosts some of the worlds largest Oracle and PeopleSoft implementations. Dell Services offers complementary capabilities with one shared focusmake IT and business solutions work harder for our government customers. We are focused on making solutions that are aligned to your success. As a result, Cook County can count on Dell for hardware, software, and services that reduce IT complexity and make your organization run more efficiently. Your companys website address:
www.Dell.com www.Oracle.com
Minimum vendor qualifications Has your ERP software been successfully implemented at a federal, state or local government that is equal in size or larger than Cook County?
Dell and Oracle have a long-standing, strategic partnership and have worked together to provide solutions to federal, state and local government customers for more than 15 years. Oracle has over 1,600 Public Sector customers in North America. As the second largest county and the 19th largest government in the United States, Cook County is more comparable to medium and large states than other jurisdictions. PeopleSoft has been implemented and referenced in more states than any other solutions combined. Some States in which PeopleSoft is used include Ohio, Georgia, Connecticut, Oklahoma, Texas, Kansas, Tennessee, and in neighboring states like Indiana and Minnesota. PeopleSoft is also deployed in a huge array of Federal customers as well as numerous large state agencies and other major cities and major counties. Oracle is the market leaders in providing Public Sector customers using the PeopleSoft Enterprise solution, worldwide. National and local governments around the world get better results with Oracle, including: 25 of the 25 Top National Governments 15 of the 15 U.S. Federal Cabinet Agencies 50 of the 50 U.S. States 24 of the 25 Top U.S. Cities
15 of the 15 Top U.S. Counties Current published information on Oracles Public Sector customers may be found by visiting the Oracle website at: http://www.oracle.com/us/industries/public-sector/038044.htm. Dell has developed Oracle-based solutions for numerous customers with similar requirements to Cook County. Customers where weve successfully deployed solutions leveraging Oracle/PeopleSoft and Hyperion technologies include: Alameda County, CA City of Arvada, CO University of Texas, Medical Branch Internal Revenue Service Palm Beach County, FL University of Missouri
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Have as many ERP modules envisioned for the County been successfully implemented at a single government agency? ERP System Integration Firm: Name of contact person: Title: Telephone number: Email address: Description of companys primary line of business: Full, multi-suite PeopleSoft solutions (like that envisioned for Cook County) have been successfully deployed numerous times for customers of comparable size to Cook County. Most of the State deployments of PeopleSoft listed above utilize all of the functionality described in this RFI. Modules for Pension, Treasury and Fleet Management are all used by numerous customers but are not as prevalent as the other functions which are all heavily used.
Dell Marketing, L.P. Tom Rocco ERP Solutions Executive Office: 619.275.2208 Mobile: 619.246.6059 Tom_Rocco@dell.com For more than 26 years, Dell has played a critical role in transforming public sector, commercial and healthcare business systems. Dell's technology solutions have improved the productivity of thousands of government administrators, enhancing their lives and meeting their distinct needs. In addition to serving and protecting their citizens, local governments are tasked with enabling the convenient, cutting-edge delivery of government services that taxpayers demand all while dealing with decreasing budgets. To overcome these challenges, government leaders must look at areas, such as IT, where government can become more efficient. The Dell IT transformation strategy provides solutions that help IT leaders to both simplify and modernize their IT infrastructures, rooting out costly inefficiencies and innovating to deliver state-of-the-art capabilities to citizens. Dell is committed to understanding the needs of our customers and meeting those needs. We continue to expand our portfolio of services through acquisitions and organic growth. The following figure depicts our collection of products and services.
Dell has revenues of over $50 billion this year and more than 100,000 employees. Dells services division is one of the worlds largest technology services organizations with more than 43,000 experienced and skilled technology and business services professionals and revenue of $8 billion from enhanced services and support over the past four quarters. Your companys website address:
www.dell.com
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Minimum vendor qualifications: Has your company successfully implemented an ERP system for a federal, state or local government that is equal in size or larger than Cook County? Dell has developed Oracle-based solutions for numerous customers with similar requirements to Cook County. Customers where weve successfully deployed solutions leveraging Oracle/PeopleSoft and Hyperion technologies include: Alameda County, CA City of Arvada, CO University of Texas, Medical Branch Internal Revenue Service Palm Beach County, FL
University of Missouri Additionally, Dell Services has implemented multi-suite PeopleSoft solutions for some of the largest companies in the world (including FedEx Ground) and provided large-scale business and technology consulting services for the large Federal agencies such as the US Department of Transportation and the US Department of Education. Most of the PeopleSoft projects that Dell has supported (listed above) have leveraged most, if not all, of the main PeopleSoft application suites proposed for the County. Certain modules, (such as Pension, Treasury, and Fleet Management) the Dell team has limited experience deploying in a government environment. However, Dell has an extensive services partnership network and mature recruiting model in place that provides us with the ability to quickly staff projects with the expertise needed to support any size implementation engagement.
Has your company successfully implemented as many ERP application modules at a single government agency?
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 2. Description of Proposed Solution
2. Description of Proposed Solution

RFI Reference: 2. Description of Proposed Solution, p. 10
Overview of Requirements and Objectives

With approximately 5.3 million residents, Cook County Illinois (Cook County) is the second largest county in the nation. Like many of our government agency customers, Cook County is serving its residents increasing demand for services with fewer resources and funding due to shrinking budgets. Cook County currently uses JD Edwards One World and World Enterprise Resource Planning (ERP) systems. These systems are many releases behind and run on an outdated, proprietary AS/400 platform. Additionally, most Cook County departments run nearly independent back office functions, which in many cases are redundant. For example, Cook County Health & Hospitals System (CCH&HS) is utilizing a subset of Lawsons enterprise resource planning software applications which has no integration with the rest of Cook Countys ERP systems. Additionally, most County departments run nearly independent back-office functions, which in many cases are redundant. The limitations of the current ERP systems, servers, and decentralized processes contribute to an extensive number of technical, operational, and reporting issues resulting in Cook County experiencing inefficient back office operations, compounded costs, and hampered ability to quickly access key performance data. The County is seeking to obtain information for planning purposes related to ERP systems, system integration services, technologies that support ERP systems, and strategies designed to optimize ERP project benefits. The County is also seeking an opportunity to achieve operational transformation and business improvement. Key achievement objectives for Cook County are included below by department/business area.
Bureau of Finance
The Bureau of Finance is responsible for ensuring Cook County is fiscally sound. The bureau is seeking a business system that can help reduce costs and provide a foundation for future growth. The bureau oversees six departments, each with unique requirements. These departments are described in the following subsections.
Office of the Comptroller

The Office of the Comptroller processes approximately $3 billion in disbursements annually and is responsible for Freedom of Information Action (FOIA) requests, pension payments, and financial reporting. This office is seeking to deploy a system that greatly enhances and streamlines the financial reporting capabilities of Cook County, including Comprehensive Annual Financial Report (CAFR) preparation and Governmental Accounting Standards Board (GASB) reports. The County also desires to streamline accounts payable processing and tracking. This includes achieving the ability to make electronic payments through the accounts payable process and achieving the ability to more easily and accurately track invoices through the payment process. Because Cook County is also responsible for accounts payable and payroll for CCH&HS, integration with the CCH&HS data and/or systems will be important to achieve. Much of the current reporting Cook County prepares is driven by Excel spreadsheets. The County desires to transition away from these silos of information to a more integrated reporting system that captures a true enterprise-wide view of critical information. The County would also like to improve its response to FOIA requests by having a searchable repository of electronic information including scanned documents.
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Contracts and Compliance

The Office of Contracts and Compliance (Contracts and Compliance) has the primary responsibility of supporting supplier diversity for Cook County. This office monitors, tracks, and certifies minority-andwomen-owned business (MBE /WBE) vendors. To better support this responsibility, Contracts and Compliance would like to implement a reporting capability that can provide real-time information of compliance levels. Contracts and Compliance has traditionally run annual compliance reports and are now being requested to run compliance reports quarterly. Contracts and Compliance can monitor commitment levels, but currently cannot track the actual dollar amount achieved. To accomplish this goal and enhance overall reporting capabilities, Contracts and Compliance would like to improve integration with the Purchasing department.
Budget and Management Services

Budget and Management Services is responsible for preparing and monitoring the Annual Appropriation Bill (budget) of Cook County and coordinates the development of annual and long-term budgetary projections, budgetary and central reporting for all grants, and Cook County's capital equipment program. The County is looking to improve the ability to manage and track long-term projects and capital expenditures. Budget and Management Services would also benefit from integrating grants processing with project costing, contracts, billing, and receivables providing Cook County with a fully integrated grants management solution. Additionally, Cook County desires to leverage a performance management solution that will allow the ability to continuously assess operational performance based on Key Performance Indicators (KPIs) and historical trends. This capability will allow Cook County to adjust strategies as needed to better achieve organizational goals.
Department of Risk Management

The Department of Risk Management is responsible for the administration of employee benefit plans, workers' compensation claims, general liability claims, and safety programs for Cook County. Being able to efficiently process claims and administer benefit programs for Cook County is paramount. Integration with the human resources and finance departments will be an important achievement along with interfaces to Cook Countys benefit providers. Additionally, allowing Cook Countys employees to access and update benefit information, through employee self-service applications, will greatly reduce the administrative load on the Department of Risk Management staff.
Office of the Purchasing Agent

The County is looking to centralize purchasing information, streamline operations, and reduce, or eliminate, paper-based and manual processes. High on the list of the purchasing departments requirements includes a solution that allows vendors to self-register. This capability would greatly reduce the administrative load on the purchasing department staff by permitting vendors to set up their accounts and update information. The County would like to attain greater insight into spend levels and enhance its 3-way matching capability. Currently, 3-way matching is attained through a labor-intensive, manual process. The County would like to achieve automatic matching between the purchase order, agreement, and approved service or product delivery. In support of Cook Countys goal of greatly increasing the amount of paperless processes, will be the incorporation of an electronic approval process, eliminating the need for wet signatures.
Department of Revenue
The Department of Revenue collects and enforces the Home Rule Taxes and various fees of Cook County. During economically challenging times, when local businesses and taxpayers are experiencing an economic downturn, the Department of Revenue needs a system that provides improved access to information and enhanced automation to help reduce operating costs, enable faster, more effective
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resolution of taxpayer service inquiries, and improve processing of transactions such as refund issuances. This will require a taxation management solution that has robust customer relationship management (CRM) capabilities built into the system.
Bureau of Technology
The Bureau of Technology implements enterprise-wide computing, communications, and infrastructure technology solutions for Cook County. The bureau provides customers with superior service through strong relationships with Cook Countys customer community and optimized solutions based on thorough understanding of customer business processes. The Bureau currently supports five disparate ERP systems that are utilized by Cook County to support back office business functions. The need to support multiple systems increases the cost, complexity, and risk associated with Cook Countys current ERP deployment. The Bureau of Technology is taking a leadership position to help accomplish Cook Countys strategic goal of deploying a single, integrated, enterprise-wide ERP system. This would create a single source for data entry and reporting. The ability to make custom analytical applications that support timely decision making available to the different County entities will also be important. It is imperative that the proposed ERP solution be compatible with other strategic information technology systems and initiatives. These include a countywide time and attendance system; a countywide cashiering system; a treasury system; a Microsoft CRM system; and Taleo, the countywide e-recruiting system. Proprietary business computing solutions such as the AS/400 platform have increasingly become a drain on Cook Countys IT budget. Crucial dollars are being spent on supporting outdated systems and maintaining the status quo, which sacrifices innovation. Transitioning from a proprietary computing system to standards-based solution using x86-architecture servers can provide the performance, scalability, reliability, security, and support that Cook County demands. By leveraging an enhanced ERP computing platform, the Bureau will have the ability to accelerate Cook County's information flow and boost operational efficiency.
Bureau of Human Resources

The Bureau of Human Resources directs and coordinates all human resource activities for Cook Countys approximately 25,000 employees. These activities include, but are not limited to, providing and accepting employment applications for jobs currently posted and maintaining an applicant tracking system which monitors the status of job applications which have been filed with the bureau. The bureau is also responsible for classification and compensation, collective bargaining, and labormanagement relations. The bureau is also responsible for maintaining regulatory compliance with all federal and state requirements including the Equal Employment Opportunity (EEO), the Americans with Disabilities Act (ADA), and the Family and Medical Leave Act (FMLA). The bureau wants the ability to effectively and easily track compliance and develop reports. This will necessitate enhancing access to data, automating processes, and transitioning away from paper-based information. The bureau desires to implement a position management solution that allows for the creation of approved personnel positions linking jobs to departments and employees to these approved positions. The bureau would like to deploy a time and labor solution that provides workload information, leave balances, and reported leave by leveraging integration with the benefits and payroll processes. Employee self-service applications would like to be leveraged by the bureau to allow employees to view vacation and sick leave balances, therefore reducing the administrative workload on the bureaus staff.
Solution
To achieve the business objectives outlined above, Dell recommends standardizing business processes and technology functionality across Cook County leveraging a single instance of the integrated Oracle/PeopleSoft applications and business intelligence solutions and Oracles Hyperion Budgeting &
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Planning solution. This solution provides the foundation for achieving Cook Countys strategic goal of setting up a shared services environment. We also recommend leveraging Dells proven ACCELERATE Oracle PeopleSoft implementation methodology, our Project, Program, and Portfolio Management Methodology (P3MM) project tracking and oversight framework, our experience delivering high-value ERP solutions to public sector customers, and the expertise of Dells PeopleSoft consulting team. Additionally, Dell recommends re-platforming Cook Countys technology infrastructure with an open standards-based solution using x86-architecture servers, which will provide the performance, scalability, reliability, security, and support that Cook County demands. Dells implementation management approach is well suited to meet the requirements outlined by Cook County. Our approach utilizes two distinct methodologiesP3MM and ACCELERATEto ensure the success of an Oracle PeopleSoft implementation. We include additional information on the ACCELERATE and P3MM methodologies in the Proposed Solution section of our response. Dells solution response includes two waves for each functional implementation track (that is, Human Capital Management, Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. FoundationThe foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be established initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. AdvancedThe advanced functionality wave includes functionality that is included in Cook Countys requirements list; however, we recommend implementing after the foundation functionality wave has been established. This will allow Cook Countys end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.
Dells response includes the scope impact, incremental effort, and cost associated with both the deployment of the foundation and advanced waves of the implementation. The definition and sequencing of functionality outlined in this section of the response is based on Dells experience implementing this solution at other state and local public agencies. If the definition and sequence does not align with Cook Countys needs, Dell is open to revising the approach to more closely align with Cook Countys requirements. From our experience working with similar customers, the greatest complexity in these implementations tends to revolve around issues that are not necessarily related to the application software such as business process standardization, change management, modification governance, security administration, help desk support, post go-live support, and end-user reporting. Dells implementation approach addresses all these factors. For those Cook County agencies that have recently implemented a leading solution, like CCH&HS, and would like to realize some of the value from this solution, we suggest deploying the new solution in their organization towards the end of the deployment cycle to allow them to realize the value of their current solution, while the team is rolling out the solution for the agencies that have a higher degree of need.
Outcome
Acceptance of our proposal will result in the successful deployment of a single, integrated, countywide ERP system. The proposed solution greatly reduces system complexity and creates a single source for data entry and reporting. The solution creates a centralized system with a Web-based interface that provides comprehensive business intelligence capabilities and custom analytics for the different Cook County entities. Benefits will be achieved from result from eliminating process duplication, accessing economies of scale, and establishing consistent standards throughout Cook County. Our solution delivers an open, standards-based technology platform using x86-architecture servers that provide the performance, scalability, reliability, security, and support that Cook County needs.
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With a single integrated system, Cook County leaders obtain more timely access to key information across the entire organization leading to more informed decision making and improved service to the public.
Why Dell and PeopleSoft

Besides our long-term, successful relationship with Cook County as its existing enterprise software and hardware provider, we have also enjoyed a strong relationship on several successful services and technology projects. This relationship has given us first-hand knowledge of how to deploy and optimize technology solutions in Cook Countys environment. We believe that PeopleSoft is well suited to a multi-agency configuration that can deliver economies of scale and a great deal of flexibility, as required. The PeopleSoft solution is the most widely used solution in the state and local marketplace and because of PeopleSofts public sector focus, the PeopleSoft solution has delivered many of the unique regulatory and statutory requirements that will be needed to support the breadth and depth of Cook Countys needs. Cook County can expect the solution to be delivered as promised. Dells proven PeopleSoft implementation methodology is collaborative, yet structured, to facilitate achievement of the project objectives and benefits. Dell has built a global team of consultants with expertise in PeopleSoft applications who have guided successful implementations for customers across multiple industries. We help our customers maximize the benefits and value of Oracle/PeopleSoft solutions, from high-level strategic consulting to productivity-enhancing applications services, supporting infrastructure services, and cost-effective business process solutions. Many of these customers have become our strongest advocates by providing referrals to other organizations. As an Oracle Platinum Partner, Dell has a longstanding track record for delivering exceptional application implementation services to private and public sector organizations. Dell uses industryspecific processes that align business and IT strategies to implement and enhance existing Oracle/PeopleSoft applications or transition to new Oracle solutions whichever satisfies the needs of Cook Countys business. Our Dell team has successfully led numerous Oracle PeopleSoft projects in the areas of Financials, Grants, Human Resources, Payroll, Procurement, Supply Chain, Materials Management, and Business Intelligence. With hundreds of consultants dedicated to our Oracle/PeopleSoft Practice, Dell has the personnel to execute high-value implementations and upgrades for our customers. Dell has the availability of both staff and PeopleSoft implementation tools to support Cook Countys strategic initiatives. We realize Cook County has many choices available when considering a consulting partner. However, we feel that Cook County will find no company more uniquely qualified or committed to Cook Countys success than Dell.
The DellOracle/PeopleSoft Strategic Partnership

Oracle and Dell share a comprehensive and mutually beneficial relationship that has been built over the past 15 years. Dell is a Platinum Partner and the #1 Global Reseller of Oracle software. As an Oracle Platinum Partner, Dell has achieved the highest certification a partner can achieve. Hundreds of employees at both companies are fully dedicated to servicing the products of the other. Our collective partnership goes to the very top of our respective executive leadership teamsMichael Dell and Larry Ellison. We believe this unique relationship provides us with access to key Oracle/PeopleSoft resources that can be called on quickly to help Cook County be successful during this business, organizational and technology transformation project.
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Proposed Solution
1. Please describe your solution, and clearly identify the application software modules, add-ons e.g. utilities/tools/report generators, underlying technology, and third party applications that you would recommend to meet the Countys requirements. Dells solution response includes two waves for each functional implementation track (that is, Human Capital Management, Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. FoundationThe foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be established initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. AdvancedThe advanced functionality wave includes functionality that is included in Cook Countys requirements list; however, we recommend implementing after the foundation functionality wave has been established. This will allow Cook Countys end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.
Dells response includes the scope impact, incremental effort, and cost associated with both the deployment of the foundation and advanced waves of the implementation. The definition and sequencing of functionality outlined in this section of the response is based on Dells experience implementing this solution at other state and local public agencies. If the definition and sequence does not align with Cook Countys needs, Dell is open to revising the approach to more closely align with Cook Countys requirements.
Project Objectives
The following is a list of project objectives (not in priority order) that Cook County plans to accomplish: Select, design, and deploy a state-of-the-art enterprise management information system with integrated human capital management, financial, treasury, supply chain and grants management, and business intelligence platform to: Replace the legacy, customized JD Edwards One World and World ERP systems Remove the current technical, operational, and reporting issues Improve Cook Countys operational efficiency and effectiveness Facilitate addressing the relevant major initiatives in President Preckwinkles Transition Team Report dated December 7, 2010 Implement and integrate the ERP solution that is compatible with other Cook County strategic IT initiatives such as a countywide time and attendance system, a countywide cashiering system, a treasury system, a Microsoft CRM system, and Taleo, the countywide e-recruiting system Design and deploy a fully accessible Web browser-based technology solution that will enable easy access to systems data housed in a relational database technology Deploy a comprehensive systems and ad hoc reporting solution that will facilitate access to information and streamline data driven decision-making
Dell recommends Cook County implement the Oracle/PeopleSoft software as your ERP solution. Dell recommends that Cook County perform a standardized-services implementation of the Oracle/PeopleSoft system modules in a single instance for the entire county. We believe that PeopleSoft is well suited to a multi-agency configuration that can deliver economies of scale and a great deal of flexibility, as required. The PeopleSoft solution is the most widely used solution in the state and local marketplace and because of PeopleSofts public sector focus, the PeopleSoft solution
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has delivered many of the unique regulatory and statutory requirements that will be needed to support the breadth and depth of Cook Countys needs. From our experience working with similar customers, the greatest complexity in these implementations tends to revolve around issues that are not necessarily related to the application software, such as the following: business process standardization, modification governance, security administration, help desk support, post go-live configuration maintenance, and end-user reporting, etc. Because of the complexity of Cook Countys operational and regulatory environment, our recommended approach would be to deploy the solution in the two waves of functionality, outlined above, by groups of agencies. We believe this will provide a smoother transition of Cook Countys enduser population to PeopleSoft, build internal resource skill sets more gradually over a longer period of time across all the agencies of Cook County, and reduce the rate of change each end user and the county overall will need to absorb at each go-live. We believe that this phased deployment will reduce the implementation risk while increasing the level of ownership for the new recommended solution across Cook Countys end-user population. Because these business process-related discussions tend to be the most complex issues to resolve in a multi-agency environment, our recommended approach would be to: Design the standardized business processes related to the each wave of functionality for all participating agencies Deploy the solution for a central, core set of users to facilitate more internal support for the application in preparation for the broader countywide deployment Roll out the solution by groups of agencies
For those agencies that have recently implemented a leading solution and would like to realize some of the value from this solution, we suggest deploying the new solution in their organization towards the end of the deployment cycle to allow them to realize the value of their current solution, while the team is rolling out the solution for the agencies that have a higher degree of need.
Scope
The following table summarizes the scope for each wave of the implementation and form the basis for the estimated work effort and timeline reflected in the staffing plan and project.
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Functionality HumanCapitalManagement HumanResources Base Benefits Payroll CommitmentAccounting Employee Self Service eProfile Employee Self Service ePay Time andLaborincludingSelfService Absence ManagementIncludingSelfService TalentAcquisitionManagement PensionAdministration BenefitsAdministration Employee Self Service eBenefits Employee Self Service eDevelopment Employee Self Service ePerformance Employee Self Service eCompensation Financial,Treasury,SupplyChain& FleetManagement General LedgerandBudgetTracking CommitmentControl Purchasing/eProcurement AccountsPayable Expenses VendorandCatalogSelf Service ProjectCosting AssetManagement Inventory WorkOrder CashManagement TreasuryManagement Billing AccountsReceivable AdvancedPlanningandBudgeting FleetManagement GrantsManagement Pre AwardGrants/Projects PostAwardGrants/Projects ResearchBilling Contracts ResearchReceivables BusinessIntelligence DataWarehouse ReportingTools AnalyticandDashboardTools
Figure 2-1: Summary of Implementation Scope
Foundation X X X X X X
Advanced
X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
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Assumptions
Because of the unique business and regulatory environment that public, state, and local government agencies operate coupled with our experience working with Cook County, we believe that PeopleSoft or any leading ERP products functionality will meet most of the needs of Cook Countys end users. As a result, we provide further detail, in our response, outlining the expected level of modification, workflows, conversion programs, interfaces, reports/queries, batch jobs, and security roles that we believe will be incrementally needed to satisfy the needs of Cook Countys end-user community. During the planning and blueprint phase of each of the waves of the implementation, we will work with Cooke County to confirm the approach, scope, assumptions, sequencing, and timeframe necessary to deploy the ERP functionality within Cook Countys operating environment. If the assumptions and parameters used to calculate this incremental effort are incomplete or inaccurate, the project effort, timeline, and cost will need to be revised to align with Cook Countys needs. The following table summarizes the key drivers that will impact the work effort and timeline needed to complete each wave (that is, Foundation and Advanced) of the PeopleSoft Implementation.
Drivers AssumptionArea Agencies Modules/Functionality KeyBusinessProcesses Forms Interfaces Modifications&Workflows(Online &Batch) Conversions Reports/Queries Revised/CustomDataWarehouse Views Extract,Transform,LoadProgramRevisions BatchSchedule Instances(one code set) SecurityRolesandJobChanges Numberof Users TrainingMaterials/CoursesInstructorLed TrainingMaterials/CoursesSelf Directed InstructorLedTrainingSessions(byProcess) SelfDirectedTrainingSessions(byProcess) Numberof TestScripts Assembly/StringTestExceptionRate SystemTestExceptionRate IntegrationTestExceptionRate Performance TestExceptionRate UserAcceptance TestExceptionRate Dress rehearsal TestExceptionRate Foundation 70 17 170 34 51 85 34 170 34 17 51 15 51 300 24 16 68 102 1700 30% 25% 25% 10% 5% 2% Advanced 70 22 220 44 66 110 44 220 44 22 66 20 66 400 24 16 88 132 2200 30% 25% 25% 10% 5% 2% Comments SharedServicesforall agencies StandardConfiguation centralized,standardized&deliveredprocesses 2formspermodule keysetofinterfaces keysetofmodificationstiedtoregulation/statute/policyonly 2conversionspertransactional module,6mocksforeach 2customuniversitywide reports/queriespermodule 2custom/reviseduniversitywide viewspermodule 1custom/reviseduniversitywide ETL'spermodule 3batchjobspertransactional module Sys,Dem,Cfg,Des,Dev,Conv(2),Test(4),Train,Pre,Prod,Patch standard,university wide roles core usersincludingstaff forselfservice 1manual perbusinessprocessinstructorled/Hrsperprocess 1manual perbusinessprocessself directed/Hrsperprocess 10usersperinstructorledcore class,trainthe trainer,40%InstructorLed 60%Web basedself directedsessionsleveragingUserProductivityKit 10perbusinessprocess,noautomatedtestingtool Incremental ChangesResultingBuild LinkAssemblyTestScriptstogetherforSystemTestScripts LinkSystemTestScriptstogetherforIntegrationTestScripts Utilize 10%of TestScriptsforPerformance Testing Utilize 10%ofTestScriptsforUserAcceptance Testing 2,1weekdressrehearsalsbefore eachwave
Figure 2-2: Summary of Drivers Impacting Work Efforts The following assumptions form the basis for the estimated work effort and timeline reflected in the staffing plan for both the foundation and advanced functionality waves of the implementation as outlined in the scope table above.
General
One month of post go-live production support will be provided by the project team. Cook County employees with the appropriate knowledge of the current business environment and information systems will be made available as needed, and will be committed to active participation in all project work sessions in accordance with the project plan and schedule. Dell is not responsible for unforeseen errors or delays caused by software application bugs. Potential delays incurred by the project, due to infrastructure, application, or architectural
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problems have not been incorporated into the scope of work. Any unforeseen issues arising in these areas and causing delays to the project may require change to the project scope, timeline, and/or budget. The project will be performed onsite at Cook Countys project locations. The offsite development efforts will be performed at one of Dells development sites. Planning, development, testing, and analysis for modifications, workflows, batch jobs, and interfaces for the project beyond those listed in the table above are out of scope and shall be the responsibility of Cook County. Modifying reports and queries in SQR, nVision, and Crystal reports, will be performed by Cook County resources beyond those listed in the scoping table above. Cook County and Dell dedicated personnel will work full-time 8 to 10 hours daily, Monday through Thursday each week. Dell and Cook County team members will work from their home/Dell locations on Fridays, and will work approximately 45 to 50 hours per week.
Project Management
The executive committee members will actively participate in periodic meetings to set direction and guide the project, provide sponsorship for the project throughout the user community, mobilize and staff resources needed to complete the project, resolve issues escalated by operating committee, and review and approve all key decisions. Project management will meet weekly to review project progress, review and approve key work products and deliverables, report status, resolve issues encountered by the project teams, and identify issues to escalate to the project sponsor and steering committee. An issue management process will be implemented to resolve critical issues within three business days from issue identification date. The user community will be available when needed to provide information, define requirements, and review work products. Key user and technical stakeholder meetings and group interview sessions will be limited to two to four hour increments. Dell will leverage existing Cook County current and future state documentation such as business process, configuration, security, modifications, workflows, interfaces, reports and queries, training materials, test scripts, and communications plans as the starting point for all project tasks. The current Cook County documentation closely represents the production environment. Cook County will provide workspace, login accounts, computers, telephone, fax, Internet, intranet, network, printers, copiers, and remote Virtual Private Network (VPN) access prior to the project start date. Each computer should include the following office automation suites applications: Cook County e-mail and Microsoft Office (Word, Excel Access, PowerPoint, Project, and Visio). Access will also be provided to a baseline development environment prior to the team starting the project. A one half-day kick-off meeting for each wave will be conducted for all core project management, functional, change management, and technical team members, including Cook County and Dell team members.
Process and Application

Cook County will use the delivered PeopleSoft role-based application maps and functionality wherever possible. Cook County will strive to leverage the delivered functionality as much as practical to facilitate standardization across all Cook County agencies in scope. Dell will provide consultative support and recommendations, regarding improvements to in-scope Cook County business processes or future state role design efficiencies. Cook County will be responsible for the implementation of any specific business process or organizational role design recommendations.
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Cook County will be responsible for gathering and cleansing any conversion data needed for any new configuration that is set up in the system. Cook County will gather, validate, organize, and stage data in the format needed for PeopleSoft. Cook County will be responsible for the implementation and administration of all nonPeopleSoft security including all security-related to databases, networks, files, operating systems, and any third-party security systems or protocols. Cleanup of inactive, terminated, and new users in the database will be added prior to the start of the build phase.
Development
Dell will work with the Cook County team members to define and design the automated and manual data conversions needed as a result of the new configuration of functionality. Dell will be responsible for the development of the automated conversions activities related to the import of data from legacy systems into PeopleSoft. Dells services will include conversion technical design, build, unit test, validation, and migration related to the import-related activities. Cook County will be responsible for automated conversion activities related to the export and transformation of data between the Cook County legacy systems and PeopleSoft. Cook County will create technical design, build, unit test, validation, and migration related to the export and transformation activities. If additional conversions are required, Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. Dell will work with the Cook County team members to define and design the data cleansing and collection strategy and plan. Cook County will be responsible for all data cleansing and validation of any manual or electronically converted data. Any data cleansing and validation activities should be completed before each pass of the mock conversion. If data is not clean or staged for conversion when needed, the delivery timeline could be impacted, and the usability of the final product may be compromised. Dell will work with Cook County team members to define, design, develop, and test the PeopleSoft modifications and workflows outlined in the scope table. Dell has budgeted for a bank of offsite development hours to assist Cook County with modification and workflow development. During the planning and blueprint phase, Cook County and Dell will further define how Dell hours will be used and Cook County will assign the specific work units to Dell to help complete these modifications and workflows. New or additional modifications or workflows beyond those outlined as in-scope are considered out of scope. If new or additional modifications or workflows are required, Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. Dell will work with Cook County team members to define, design, and develop PeopleSoft, nonPeopleSoft, and third-party interfaces. New automated interfaces beyond those outlined as inscope are considered out of scope. Dell will be responsible for development of the PeopleSoftrelated interface activities to share data between PeopleSoft and Cook Countys legacy systems. Cook County will be responsible for Cook County legacy systems integration activities to share data between PeopleSoft and Cook Countys legacy systems. Cook County staff will timely coordinate the involvement of internal and third-parties to complete their portion of the interfaces beyond those listed in the scope table. If additional interfaces are required, Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. Cook County will be primarily responsible for development of all reports and queries, including technical design, build, unit test, validation, and migration beyond those listed in the scope table. Dell has budgeted for a bank of offsite development hours to assist Cook County with report development as requested. During the design and planning phase, Cook County and Dell will further define if the Dell hours will be used. If Dell hours will be used, Cook County will
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assign the specific work units where assistance is needed to satisfy its reporting needs. Cook County will leverage delivered and existing Cook County baseline and PeopleSoft delivered reports and queries wherever practical. During the business process review, Dell will work with the Cook County team members to evaluate and provide additional guidance and assistance on reporting needs. If additional reports and queries are required, Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project. Dell will work with Cook County team members to define, design, develop, and test the PeopleSoft batch jobs that need to be scheduled as outlined in the scope table. Dell has budgeted for a bank of offsite development hours to assist Cook County with batch job schedule development. During the planning and blueprint phase, Cook County and Dell will further define how the Dell hours will be used and Cook County will assign the specific work units to Dell to help complete the batch job schedule. New or additional batch jobs beyond those outlined as in-scope are considered out of scope. If new or additional batch jobs are required, Cook County will work with Dell to validate and approve the impact these will have on the timeline before these are incorporated into the project.
Technical
Dell will work with Cook County to install a 9.1 Baseline demonstration environment with inscope PeopleSoft applications prior to the start date of the project. Installation of PeopleSoft bundles/patches and updates will be the responsibility of Cook County technical staff after the initial installation, and will only be applied as needed to resolve critical issues within the software. VPN access or a comparable secure alternative to Cook Countys data and applications will be established and maintained throughout the duration of the project for Dells and Cook County team members to work remotely. Cook County will create, maintain, and support both the development and production technical environments during the project. Cook County will provision and maintain the following database environments: SYS, DEMO, Design, and Master Config databases prior to the start of the fit/gap phase. Development, conversion (2), testing (4), and training database environments will be available prior to the start of the build phase, and pre-production and production databases will be available prior to the dress rehearsal and final move to production. Cook County will be responsible for timely support and maintenance of these databases. Cook County will perform the appropriate database refresh, backup, and recovery within two business days of the request. If additional database environments are required, Cook County will work with Dell to validate there will be minimal impact on the timeline before these are incorporated into the project. Cook County will provide an acceptable hardware platform and database version to install the software and tools with enough capacity to handle the concurrent Wave 1 Foundation production activities, while also completing the development and project activities associated with the second wave of the implementation. Cook County will provide dedicated PeopleSoft database administration support throughout the project life cycle.
Organizational Change
The project communications strategy and plan will be confirmed with the executive and operating committees and jointly developed and continually revised to facilitate institutional alignment with new processes and systems. Cook County will conduct a deployment readiness review prior to each final system cutover. Dell will review this readiness review to identify critical employee readiness issues and work with Cook County to formulate basic mitigation strategies to address these issues.
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End-User Training
Cook County will prepare for and conduct end-user training sessions with the Cook County end users. Cook County trainers will attend this training to facilitate follow-up training and coaching. Additional training sessions will be developed and delivered through additional Cook County trainers. If additional training sessions are required, Cook County will work with Dell to validate there will be minimal impact on the timeline before these are incorporated into the project. The training development will leverage the User Productivity Kit to develop all training materials for the PeopleSoft implementation. The Cook County team members will create the appropriate training materials. The design materials and test scripts will serve as the foundation for the PeopleSoft navigation and application functional training examples. Cook County business process documentation will serve as the starting point as the content for the process portion of the training. Dell will budget a bank of training development hours to assist Cook County with the training material development. During the design and planning phase, Cook County and Dell will further define if the Dell hours will be used. If Dell will be used, Cook County will assign the specific work units where assistance is needed to satisfy the training development needs. The training will be delivered in one location at each agency equipped with proper facilities, hardware, and software to conduct training of up to 20 students per session.
Testing
Dell will develop the business scenario-based test plan and assist in co-development of scripts for the assembly, systems, integration, performance, and User Acceptance Testing (UAT) efforts. Cook County team members will execute the testing scripts during the assembly, systems, integration, and performance testing efforts. Cook County will be responsible for providing test data associated with all test scripts. Testing for each test cycle will be conducted during a four-week period. There will be two waves of testing in each test cycle with the focus of the second wave on regression testing adjustments made as a result of the first wave of testing. Cook County will lead and execute all UAT activities. The user acceptance test cycle for all inscope business processes leveraging a subset of integration and systems test scripts and data where possible. Agency Subject Matter Experts (SMEs) will be responsible for executing UAT scripts to facilitate learning and knowledge transfer. The assembly of test scripts and samples transactions will be linked together to develop the integration/systems test scripts. A subset of the most commonly performed integration/systems test scripts will be used to perform the UAT.
Systems Cutover
Dells team lead will provide Cook County with a tactical cutover template. Cook County and Dell will work to develop and communicate a final system cutover schedule and plan. Dell will review the updated system cutover schedule and plan and provide consultative support and advice as requested. Cook County and Dell will be jointly responsible for all system cutover activities. Cook County and Dell will align the timeframe for the cutover for each module based on Cook Countys overall agency processing schedule.
To the extent that the assumptions described in this section are not met or turn out to be inaccurate, the cost and delivery schedule of the services will likely be impacted. If this occurs, Cook County and Dell agree to mutually develop a workaround plan and revised schedule.
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The following section provides an overview of Dells Accelerate Methodology and provides additional information about the tools and techniques Dells team can use to assist Cook County through the completion of the full life cycle implementation.
Accelerate Methodology Overview

Dells Oracle Accelerate methodology is an integrated framework that includes the full life cycle implementation of business process redesign, organization change and technology activities, and deliverables as defined in the following figure.
Program Management and Governance

Visioning / BPR Plan & Scope
Project scope and planning Executive Visioning/BPR Project schedule Communications Planning Documented risks and assumptions
Implementation Build & Test

Detailed RICE specs Business process implementation Technical development and configuration System testing Mock conversion
Blueprint
Design/develop business process overviews and Tutor templates Finalized scope and project plan Development and conversion specs
Transition
User training User acceptance test Production environment setup Data conversion
Production
Deliver program/ project Go-Live support Customer acceptance Responsibility transfer to client/ third party
Organizational Change Management

Figure 2-3: Dells Oracle Accelerate Methodology
Plan and Scope Phase

During the Plan and Scope Phase, the project management team plans the implementation project. The goals are to identify business and system requirements, propose the future shared services business model, and propose the application and IT architecture. The project team is organized and oriented. The team develops a learning plan to ensure that team members receive the training and support necessary to perform their roles on the project. Key members of the project team will finalize planning for all aspects of the project, ensuring the high-level project objectives are properly aligned with the detailed project activities, milestone dates, deliverables, and assignments. The following key activities will be completed during the implementation planning project. Prepare for Implementation Planning ProjectThe team will confirm implementation planning objectives, scope, plan, timeframe, and deliverable templates that will be used to guide the planning efforts. Cook County resources from all agencies will be identified to work with Dell to gather information and complete the appropriate tasks and deliverables needed. Project management and status reporting standards will be jointly developed and rolled out to the team. A governance structure will be formed to provide oversight and guidance to the project and approve key planning project deliverables. Gather Information and Analyze SystemsAn information and access request checklist will be provided before the team starts work onsite. This checklist will outline the documentation that
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will need to be gathered and outline the systems that the project team will access. Cook County will provide access to the current systems environments. Conduct Executive Workshop SessionThe project team will prepare for and conduct an executive visioning workshop. During this workshop, the team will clarify the key objectives for the implementation, confirm the project scope, and define the benefits that leadership plans to achieve by completing the implementation. The team will also obtain information about the key peak processing times and other interdependent activities and projects that may impact or may be impacted by the PeopleSoft implementation. Leaders from each of the agencies will be involved in this executive workshop to facilitate the creation of a shared vision for the implementation across Cook County. A draft project charter will be developed to summarize the results of the Executive Workshop Session. Create Future State Standardized Business Process StrategyWe will create an in-depth business case that provides an evaluation and recommendation regarding the creation of key activities that will be included in the standardized services scope for the Cook County agencies. In addition to the business case, stated project components must also include benchmarking existing processes, creating a detailed current state and future state, defining the service delivery model, recommending organizational design and staffing model, recommending a transition plan, and assessing change readiness and risks. Many of these components will actually require at least a high-level design of the specific standardized services that will be recommended. As Cook County has stated, the project solution desired will be for one standardized services solution that meets the needs of all of Cook County agencies. Information gathered will need to be aggregated, compiled, and synthesized to support recommendations for implementing standardized services to serve all Cook County agencies.
The Dell project approach consists of four primary steps as depicted in the following graphic.
Shared Service Vision
1. Where are we going?
Strategy Formulation & Design
Plan
2. Where are we now?

Assessment
3. What will we do?
4. How will we do it?
Figure 2-4: Project Implementation Flow
Scope of Standardizing Business Processes

The overall scope of this project is defined in the RFI. As part of the scoping and planning efforts with the Cook County, Dell will answer the following questions: Who should share them What is needed to enable these standardized services What should be the operating model to standardize these services How should these standardized service implementation activities be governed
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What is the plan to build-out the standardized services capabilities What is the plan to ramp up the expected adoption
We have tailored our standard approach to address our understanding of the stated needs for this project. Prior to starting the project, we will work with the Cook County leadership to make refinements to our approach, as necessary, to meet the specific needs of Cook County. We believe our approach is unique in that we will work with the Cook County and its agencies collaboratively. We will perform this project with you and not to you. Dell will provide structure, methodology, expert resources, and practical experience. Dells project approach consists of four primary steps as depicted in the following graphic.
Figure 2-5: Dells Project Approach
Vision
In Step 1, Vision, we answer the key question: Where are we going? Although we have clear objectives and scope for this project, we need to better understand how each agency fits long-term into the standardized services landscape within the Cook County. We will openly discuss how the Cook County agencies will interact with one another during the project, the expectations for working together in an operating mode, and the types of governance models. The challenge is that each of these agencies operates independently. Within Cook County, it is also common for divisions and departments to perform many of these in-scope functions autonomouslyfor example, purchasing equipment and supplies. Early in the project, we must gauge the level of support for standardized services and specifically which services have support and by whom. Once we establish the strategic context and understand clearly the direction for standardized services, we can dive more extensively into defining standardized services requirements. Requirements will be collected top-down at the overall level and bottom-up at the individual institution level. The requirements will be consolidated into a preliminary standardized services vision (beginning of the future state). We believe there can only be one vision for standardized services within Cook County. Cook County and its agencies will review, refine, and approve the vision, which we will refine and elaborate on during the balance of the project. Cook County leadership committees will also help define the overall principles and constraints as they relate specifically to the standardized services vision.
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Approval of the vision is the first major milestone. The primary deliverable will be a PowerPoint representation of the vision, standardized services requirements, principles, and constraints. At this point, we will have a preliminary answer to the questions of which services should be standardized and who should share them. These answers will be refined as we progress through the balance of the project.
Assessment
In Step 2, Assessment, we answer the key question: Where are we now? We answer this question in the specific context of the vision and standardized services requirements. Assessment must be performed for each of the participating agencies to understand the gap between the vision (preliminary future state) and the current state. Dell employs a fact-based quantitative and qualitative data collection framework based on a set of proprietary tools and templates. We assess each of the key dimensions: organization, people, process, and IT. The following figure illustrates how we might portray current costs in the context of target costs or benchmarks.
Figure 2-6: Sample Cost Illustration We will work with the participants from each institution by using core team members, surveys and questionnaires, and workshops. We believe it is necessary to work with each agency to present the vision and obtain feedback. By involving a broader base of key stakeholders, we can identify issues and concerns early, which allow us to structure a more effective communication program and garner stronger and broader support. As we review and quantify the current state, we will reveal current practices that, if changed, may produce early savings. These quick-hit opportunities will be packed into a set of short-term recommendations for fast action. Besides gathering data and quantifying the current state, Dell will also assess current organizational and people capabilities to understand each agencies willingness and capacity for change. Approval of the assessment is the second major milestone. The primary deliverable will be a PowerPoint representation of the current state, refinements to the future state, and the beginning of the in-depth business case. The key outcome is to achieve a better understanding of the potential of
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the future state and the gap in the current state. Although there will only be one deliverable, it will contain an assessment of each individual member institution.
Strategy Formulation and Design

In Step 3, Strategy Formulation and Design, we will answer the key question: What will we do? The answer to this question will elaborate on the specific capabilities required to close the gap between the current state and the future state. These are the specific capabilities that actually enable standardized services. Dell will use its expertise and knowledge of best practices to identify a preliminary set of options as they relate to organization, people, processes, and technology. Organization will explore delivery models, governance, service levels, and metrics. People will explore staffing requirements, skill sets and career development. Processes will explore operational and process models. Technology will explore the underlying applications and infrastructure. Dell will formulate the strategic and design options, but before they are evaluated by the Cook County agencies, we must establish the process and criteria for evaluating the options and ultimately making decisions. Dell uses multiple well-established techniques to depoliticize this process and to drive decisions that are withstanding. This is not a specific technique that achieves stronger and broad support, but a process that begins on day one of the project and is ingrained in how we perform every task day-in and day-out. When the evaluation and decision making process and criteria are established, we will review the options and make final future state decisions. Workshops at the individual agencies and a summit with Cook County leadership committees will be essential to garner support and gain consensus. As the options are narrowed and decisions made, we will identify likely challenges, constraints, and risks and explore mitigation strategies. At the completion of Strategy Formulation and Design, we will have answered most of the following key questions: Which specific services should be standardized Who should share in the standardization What is needed to enable these standardized services What should be the operating model to standardize these services How should these standardized services implementation be governed
Approval and sign-off of the standardized services strategy and high-level design is the third major milestone. The combination of the standardized services strategy and high-level design will form the final version of the future state.
Strategy Plan
In Step 4, Strategy Plan, we will answer the key question: How will we do it? The answer to this question will provide a road map to transition from the current state to the future state with high-level project plans, deliverables, schedules, milestones, priorities, dependencies, resource requirements, and budgets. The road map will exist at the overall standardized services level. Implementation plans will be developed factoring in the specific activities and deliverables that will need to be completed by the project team and the impact these plans will have on the individual agencies. The following figure illustrates how the Cook County and its agencies may migrate to standardized services.
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Illustration Only
Single Shared Services Solution
Step 3Vision
Bolt-on
Pay Travel GL
Cluster Solutions
P T AP T AP AM
Step 2
GL AR GL AR P AM P AM T AP T AP GL
Asset Mgt.
AP
AR
Individual Site Solutions
Nationalize Existing Solutions
Bolt-on
AR GL AR
Step 1
P AM
Common processes used throughout member institutions Standard implementation of policies Single shared services entity Centralized process management and governance
Current
1-2 standard processes based on the best of heritage practices/ systems Fragmented systems Fragmented processes Rationalized implementation of policies Rationalized management structure
>80% common processes across cluster of institutions Common policies Standardized bolt-on solutions Process management across clusters
Figure 2-7: Sample Migration Flow At the completion of standardized services planning and scoping activities, the in-depth business case will be completed and answers to the following key questions will be documented: What is the plan to build out the standardized services capabilities What is the plan to ramp up the expected adoption What is the financial case
At this time, the Cook County leadership committees will provide final approval and sign-off for the project. Below is a high-level summary of the key activities and deliverables completed during the remainder of the planning and scoping phase of the Dell Accelerate Methodology Define the Change Management StrategyThe joint project team will assess the complexity and volume of changes anticipated and evaluate the impact these changes will have on the various agency stakeholders and end users that will be affected by the implementation. The joint project team will summarize the business process and changes and/or improvements that will result as a part of the implementation. A communications strategy will be created to define the timing, frequency, and methods the joint project team and agency leadership will use to share information about the upgrade and its impact on the various constituencies. The change management strategy will be reviewed and approved by Cook County key project leadership and management members. Technical Architecture AssessmentThe joint project team gathers information necessary to identify aspects of the systems environment and technical architecture and infrastructure that may not support the concurrent PeopleSoft implementation activities. The joint project team will conduct individual and group interviews to understand current and proposed technical architecture strategies and define recovery points and timing objectives. A review of the current systems and technical environment will be performed to: Obtain server platform configuration data Outline operating systems versions and parameter settings Summarize network configuration Document current storage platform and configuration Outline the application architecture and setup Review the current database versions, layout, settings, and volume types
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Technical architecture data and statistics will be collected to outline the performance of the current environment, define the environmental requirements for growth and scalability, and document any known or perceived environmental issues that will preclude it from supporting the concurrent PeopleSoft implementation project. A gap analysis will be performed between the information gathered and leading practices to outline where the current environment is in alignment with leading practices and identify where gaps exist. The joint project team will develop a strategy for bridging any identified gaps and define recommendations to streamline, improve, enhance, and scale the technical platform to accommodate the PeopleSoft implementation activities. A draft of the technical assessment results will be created and reviewed with Cook Countys key technical leaders. Feedback obtained will be incorporated into the technical assessment prior to finalizing the results Outline Implementation Approach and Phasing RecommendationsBased on the information gathered during the workshops and the analysis performed by the joint project team on the systems and corresponding documentation, the team will outline phasing options for Cook County to consider. The pros, cons, risks, and high-level cost ranges of each of these options, and the recommended option, will be presented and approved by key Cook County project leadership and management. Based on the recommended option selected, the joint project team will recommend the appropriate technical infrastructure to align with the phased approach. Outline Team Structure, Roles, and ResponsibilitiesScoping inventories will be created to describe the complexity and volume of items within scope and the approximate time and effort required to drive the various portions of the implementation. An implementation team organization chart will be drafted. A matrix summarizing the key responsibilities for each role outlined on the organization chart will be created. Create Integrated Overall and Agency-Specific PlanningDell also suggests that an overall program plan, resource estimate and timeline be developed jointly by the common and agencyspecific teams during the Common Design and Planning phase of the project. This will provide the joint team the opportunity to obtain consensus and ownership for the project scope, resource requirements, staffing approach, and interim milestones that need to be established for both the common and agency-specific teams to accomplish the projects overall timeline goals. Dell recommends that this integrated plan be monitored, maintained, and updated throughout the entire project life cycle and used by the team and leadership to keep the project team focused and on-track. Rollout Standardized Deliverable Techniques and TemplatesWe suggest that the common and agency-specific teams follow the same approach for completing tasks and leverage standardized templates as the starting point for completing deliverables throughout the implementation life cycle. For example, user advisory group workshops, by process area, are conducted throughout the implementation life cycle to facilitate broader agency-wide participation and involvement in each key implementation step. The use of standard workshop materials enables workshop participants to focus efforts on the content of what is being discussed and proposed. Using standard deliverable templates across the team provides each team member a framework to follow for completing assignments and enables more timely review and approval of materials from key participants and leaders across Cook County. Create and Approve the Plan, Timeline, and CostA project plan will be created that outlines the key tasks/deliverables and effort estimates that will need to be completed as part of the implementation. The Cook County and Dell team member assignments will be made based on skills, experiences, and level of estimated availability. Interim key deliverable milestones will be identified and an overall timeline created to show the sequence and timing of the implementation activities. Implementation cost estimates will be created to summarize the hardware, software, and resource expenditures needed to successfully complete the project. The project plan, timeline, and cost summary draft(s) will be reviewed by key project leadership and management team members. Feedback received from project leadership and management will be incorporated into the drafts and approved.
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Dell believes that the joint development of an integrated plan and use of standardized techniques and tools, in conjunction with each agencies active participation in the governance model as outlined within the RFI, will provide Cook County with the highest level of collaboration and cooperation, and will facilitate the common configuration and development activities that Cook County agencies desire as part of this standardized services implementation.
Plan & Scope
Blueprint
Build & Test
Transition
Production
During the Plan & Scope Phase, the project management team plans the implantation project. The goals are to identify business and system requirements, propose the future business model, and propose the application and information technology architecture. The project team is organized and oriented. The team develops a learning plan to ensure team members receive training and support necessary to perform their roles on the project.
Key Activities
Define strategy for changing business processes, organization, and applications Create conceptual model of the application and technical architecture Define strategy for extending and customizing applications Identify data conversion requirements and strategy for converting legacy data Define testing approach and strategy Define performance testing approach and tools Conduct initial project team orientation Develop project team training plan Assess organizations readiness for the project Plan and initiate project communications
Key Deliverables
High-level process vision and designs Current business baseline Preliminary conceptual technical architecture Project team learning plan Application extension Strategy Data conversion strategy Reporting and information access strategy Application testing strategy Performance testing strategy Project readiness roadmap Communications plan Project charter and project initiation document Project schedule and resource plan Quality plan Project initiation workshop
Figure 2-8: Project Plan & Scope Phase
Blueprint (Fit/Gap) Phase

The goal of the Blueprint Phase is to create the optimal business process solutions to meet Cook Countys future business requirements. Project team members design application configuration options and detailed business procedure documentation. Detailed design of any custom extensions, interfaces, and data conversions occur during this phase. The team also identifies process and organizational changes required for implementation. Dells methodology includes a detailed approach toward documenting and prioritizing the business and technical requirements associated with the implementation in a deliverable called the Requirements Traceability Matrix. This matrix is organized by in-scope business processes and modules. Our approach for requirements definition includes gathering and reviewing existing current and future state business process and systems documentation and using this as the basis for conducting workshops to confirm and prioritize requirements and mapping Cook County business processes. These workshops include bringing together each agencys SMEs and key users (user advisory groups) to define the current and future state business process and systems requirements. The workshops will be divided into two groupsone group focused on confirming the current state and one group focused on defining the future state vision using PeopleSoft-delivered functionality to the extent possible. Current State GroupDuring the current state workshops, the user advisory groups work closely with the team to confirm the mapping of the current state (as-is) business processes and how the current systems application functional capability is set up to support these
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business processes. The team will identify current business processes that are common across Cook County and those that only apply to some or one agency. Business process pain points and inefficiencies will be identified and the implications will be documented. Future State GroupDuring the future state workshops, the user advisory groups work closely with the team to map the proposed future state (to-be) business processes and demonstrate how the PeopleSoft-delivered functionality can be set up to support the future state vision. Business process improvements leveraging leading practices will be identified and the potential benefits for each will be summarized and used to prioritize the implementation sequence and scope. Business ProcessesThe team will identify and obtain consensus on those future state business processes that will be standardized across Cook County and those that will need to remain unique at a department level. Future state process maps will be created by the team for those business processes that will be standardized across all Cook County agencies. For those business processes that will not be standardized across all Cook County agencies, the user advisory group members will be asked to work with their individual agency to map their unique future state business processes as a followup to the workshop sessions. Configuration AreasThe team will identify those configuration areas that will be standardized for all agencies within Cook County. They will identify and document configuration areas set up within the database that can be used across all agencies of Cook County. For those configuration areas that only apply to some or one of the agencies within Cook County, the user advisory groups will be asked to work with their individual departments to develop a business case and department-specific plan for accommodating these department-specific needs as a follow-up to the workshop sessions.
The team will incorporate the fit/gap analysis results into the requirements traceability matrix. This matrix will be the single source of information about each department, the overall Cook County needs, and the approach that will be taken to satisfy the fits and address the gaps. A Cook County standardized project and resource plan will be created for the implementation and deployment of the Cook County standardized business processes and configurations. For the business process and configuration areas that are unique to some or one agency, agency-specific project plans will be created to outline the approach, timeframe, and effort associated with implementing and deploying these agency-specific business processes and configuration areas. To facilitate the timely and successful completion of the overall project within the timeline outlined in the RFI, Cook County standardized and agency-specific plans will need to be aligned, resourced, and staffed at the appropriate levels to facilitate the achievement of key interdependent milestone dates for the project. The Cook County standardized project and resource plan and the individual agency-specific plans will be reviewed and approved by the Cook County program management and leadership teams. Changes requested after this approval is received will be documented following a formal change request process. Cook Countys program management and leadership teams will approve each change request before work will commence. To facilitate common setup and development across agencies and realize economies of scale, consistency, and commonality, the team will consist of common and agency-specific teams with user advisory groups by process area serving as the liaison between both teams. Common TeamThis team will facilitate the design, implementation, and deployment of Cook County standardized requirements (business processes, configuration, modification, reports and queries, security, etc.) across all agencies. This team will consist of a dedicated, full-time team of Cook County employees participating from each agency. This team will also include dedicated, full-time project management, functional, and technical Dell consultants. Agency-Specific TeamThis team will revise the agency-specific business processes to accommodate the design, implementation, and deployment of standardized requirements at each department. This team will also be responsible for the design, implementation, and deployment of department-specific requirements and project plan. This team will be
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comprised of dedicated department-specific resources supplemented by department-focused project management, functional, and technical consultants as requested by each department. User Advisory Group (by Process Area)This group will consist of part-time, dedicated representatives for each process area from each department who will represent each agencys needs in the current and future state workshops, and will work with the common team to develop and implement the Cook County standardized plan. The user advisory group will also work with the agency-specific teams to develop and implement the applicable agency-specific plans. Competing Priority Escalation ProceduresThe user advisory group by process area will serve as the liaison between the common and agency-specific teams and facilitate the standardization of design across Cook County, and assist in resolving and competing priorities between the common and agency-specific teams. Potential competing priorities between the common and agency-specific teams that cannot be resolved by the user advisory group by process area will be escalated by the appropriate user advisory group to the operating committee (as defined in the RFI) for resolution. If the user advisory group and operating committee are unable to resolve these potential competing priorities, these groups will escalate this competing priority to the executive committee (as defined in the RFI) for resolution. Guidelines for Resolving Competing PrioritiesDell recommends that a set of guiding principles be established and agreed-on by overall project and department leadership to facilitate common setup and development across the agencies and realize economies of scale, consistency, and commonality. Dell suggests that a business justification document be created for each business process or configuration area that does not align with the overall Cook County business process and configuration standards agreed-on by the common team and user advisory groups by process area. We suggest that the business justification for approval be limited to those business process and configuration deviations where the unique requirement passes one of the following criteria: Satisfies a published, regulatory, or statutory need for that agency or subset of agencies Supports a published, policy statement at that agency or subset of agencies Links directly to a published, strategic mission or objective at that agency or subset of agencies Recognizes that realizable and quantifiable benefits for the deviation are greater than the initial and ongoing costs associated with the deviation across a period of three to five years
If the unique requirement or deviation does not pass one of these criteria, we recommend that this deviation be logged and deferred. We suggest logging the requirement for consideration in future upgrades to determine if the deviation changes, and at the time of the upgrade, is required to support the needs for each agency in Cook County or the deviation passes one of the criteria outlined above.
Requirements Definition and Gap Analysis Techniques

As part of our ERP Implementation Methodology, we address requirements definition and fit/gap analysis during our Blueprint phase. Customizations inevitably arise during a project and, although best practices suggest minimizing enhancements, the reality of the situation is that unique business requirements necessitate interfaces, reports, and modifications to the delivered application objects. Our methodology incorporates a detailed approach toward understanding business and technical requirements, as well as documenting the desired business processes. We typically identify requirements and map business processes through workshops that bring customer SMEs to the table. The SME works closely with our consultants and the mapping of processes and requirements to application functions is documented. We incorporate the use of a detailed tracking mechanism for documenting the organizations technical and functional requirements. Additionally, we develop detailed as-is and to-be business process flow diagrams to document business process flows.
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Because of the complex business, operational, and regulatory landscape that multi-agency public research agencies operate within, inevitably, the mapping of requirements and processes to application functionality results in gaps. Our consultants work closely with the customer to close those gaps via one of two mechanisms: Business Process RedesignThe first method for closing gaps is to explore the possibility of redesigning the business process to match the delivered functionality of the ERP application. ERP applications are designed with best practices in mind, and we typically work with our customers to develop a business case detailing the reason a delivered process or application function did not work. EnhancementNot all requirements can be met by delivered functionality and when business processes are strategic to the organization, it is often necessary to customize the application rather than attempt to lose critical functional capability through a change in process. We work closely with our customers to design an optimal solution that has minimal impact to the delivered application, yet meets the functional and technical needs of the organization. We use a detailed gap analysis and tracking mechanism for documenting gaps. This tool is used as an input to: a) the business process design session necessary to close the gap, or b) the design document that results from a decision to customize the application. Our team works with the customer to develop a business justification document summarizing the rationale and benefits for moving forward with the recommended enhancement, the alternatives that were considered, the impact this enhancement will have on the project in terms of scope and timeline, and the initial and ongoing development effort and costs that the organization will incur if the enhancement is approved. The team obtains approval for each business justification document with the project team, project management, and the appropriate governance committees before further work is performed on each enhancement. This provides the institution with the ability to control the impact each of these has on the overall project timeline and budget. Guidelines for Minimizing and Prioritizing ModificationsWe recommend that a set of guiding principles be established and agreed-on by overall project and agency leadership to minimize and prioritize modifications. Dell suggests Cook County evaluate whether or not a modification is approved if it passes one of the following criteria: Satisfies the needs of all agencies in Cook County Satisfies a published, regulatory, or statutory need for one agency or subset of agencies Supports a published, policy statement at one agency or subset of agencies Links directly to a published, strategic mission/objective at one agency or subset of agencies Recognizes that the real and quantifiable benefits for the deviation are greater than the initial and ongoing costs associated with the deviation across a period of three to five years Realizes that the cost benefit analysis demonstrates that the modification is more favorable to Cook County overall than each of the business process or technology alternatives evaluated
If the potential modification does not pass one of these criteria, we recommend that this modification be logged and deferred. We suggest logging the potential modification for consideration in future upgrades to determine if the modification request changes and at the time of the upgrade is required to support the needs of all agencies in Cook County or the passes one of the criteria outlined above. Dell suggests that this approach be followed for any new online/batch modifications, bolt-on applications, interfaces, reports and queries, workflows, and conversion programs or changes to these programs that have been developed as part of the baseline database. Dell recommends that the development effort of modifications and other similar development items be prioritized in order from highest to lowest using these criteria: Satisfies the needs of all agencies in Cook County
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Satisfies a published, regulatory statutory, policy statement, or strategic mission/objective at more than one agency Satisfies a published, regulatory statutory, policy statement, or strategic mission/objective at one of the agencies If the modification does not satisfy 1 through 3, and the modification have realizable and quantifiable benefits greater than the initial and ongoing costs associated with the modification during a period of three to five years If the modification does not satisfy 1 through 4, and the cost benefit analysis demonstrates that the modification is more favorable to Cook County than each of the business process or technology alternatives evaluated
It is our experience that when our customers take a more rigorous approach to justify each modification from PeopleSoft delivered functionality using the business justification document approach, and project leadership approves and prioritizes these modifications up front following the guidelines established above, fewer modifications are approved. Dells experience has been that customers achieve true economies of scale and can facilitate a common, standardized, and consistent business process and application design by taking a more rigorous approach to justify all types of deviations from PeopleSoft, as delivered, or those that have been agreed-on by the leadership of all agencies that are to be included in the scope of the deployment. Below is a high-level summary of the key activities and deliverables completed during the blueprint phase of the Dell Accelerate Methodology
Plan & Scope
Blueprint
Build & Test
Transition
Production
The goal of the Blueprint Phase is to create the optimal business process solutions to meet your future business requirements. Project team members design application configuration options and detailed business procedure documentation. Detailed design or any custom extensions, interfaces and data conversions occur during this phase. The team also identifies process and organizational changes required for implementation.
Key Activities
Finalize application setups, security profiles, parameters, and user security structures Design the application and database configuration to support the security requirements Design application extensions to address gaps Design and develop conversion programs Outline conversion testing plans Develop detailed test scripts for unit, system, and integration testing Develop performance testing scripts and prepare test data Develop human performance systems requirements and define the learning plan to re-skill the users for their new roles
Key Deliverables
Future process model Business requirements scenarios Audit and control requirements Mapped business requirements and data High-level Gap analysis Application setup documents Application extension definition and designs Security profiles Conversion data mapping and program designs Application and performance test scripts/data Technical architecture requirements and strategy Application architecture User learning plan Updated RAID log Time and cost tracking
Figure 2-9: Project Blueprint Phase
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Configure, Build, and Test Phase

During the Configure, Build, and Test phase the development team codes, and unit tests all development items, including modifications, data conversions, interfaces, reports, and queries, while the functional team executes functional, integration, and business system tests. The team also configures and unit tests the master copy of the database. Training curriculum and materials also are developed during the Configure, Build, and Test phase. The following provides further detail of the key activities completed during this phase: Business Process and Application DesignA business process detailed design document will be created for each business process change or improvement. An updated configuration document will be created or updated to reflect the rationale for adding or changing any database configuration area. Build and Unit TestingDetailed functional and technical design specifications will be created for each approved enhancement (such as business process, configuration, modifications, interfaces, conversions, reports/queries, security). A unit test plan will be created for each enhancement to outline the conditions that need to be successfully achieved before the enhancement is considered operational. Each new or revised modification, interface, report, or query security role will be coded and unit tested to validate the changes made satisfies the design specification. Data ConversionData will be collected, cleansed, and converted into the mock conversion environment to validate the conversion programs are working as planned and all data needed to support the enhanced baseline database will be completely and accurately stored in the system. Multiple mock conversions will be performed to validate that the conversion programs and accurately and completely converting the data from the legacy system into PeopleSoft. TestingAssembly, system integration, performance, and UAT will be performed on the database to validate each enhancement will operate individually and collectively, as specified.
Based on our many years of ERP implementations, Dell will leverage a variety of testing methods to validate the best operating solution will be deployed. We have leveraged many automated testing tools to help expedite this process, including Mercury and Rationale. In addition to automated tests, Dell can also facilitate extensive testing with customer core team members, subject matter experts, and end users. By engaging customer personnel, we achieve two goals: Validate the customer adequately tests the solution and identifies all pertinent business scenarios Facilitate knowledge transfer and ownership of the end solution
The following pages outline some of the testing methods that will be leveraged throughout the engagement.
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TYPE Acceptance Test : DESCRIPTION
Verif ies that the system meets the business f unctional and operational objectives def ined. This may include verif ying the system is easy to use, i.e., application is navigable, terminology is clear, end users can easily execute transactions, read and use reports, and application documentation and help screens are easy to use. This test may be planned and executed by the business representatives and/or end users to conf irm the system operates in the manner expected, is usable, and any supporting material such as procedures, f orms, etc. are accurate and suitable f or the purpose intended. The users will also check to verify all business requirements have been satisfied. This is a straightforward end-to-end test with minor defects to provide the users conf idence in the system. Requirements-driven, based on selecting the input data and other parameters f rom the sof tware requirements and observing the outputs and reactions of the sof tware. Objectives include computational correctness, proper handling of boundary conditions (including extreme inputs an conditions that cause extreme outputs), expected state transitions, proper behavior under stress or high load, adequate error detection, handling, and recovery. Concatenates testing strings or groups of unit tested modules. Tests all known hardware and sof tware environments in which the system is expected to operate.
Black Box Test:
Component Test: Configuration Test (also known as portability test): Data Conversion Test:
Data assets that are transf erred f rom an existing system to a new system are considered a conversion. This process requires its own verif ication to test that the integrity of data transf erred f rom the existing system to the replacement system is protected. May indicate tests required to modif y or re-structure the data f rom the existing system so that it will be accepted by the new system. Low-level tests that examine individual processes and data f lows.
Function Test:
Integration Test:
Demonstrates that the system interf aces and works with other applications and systems in the environment. Tests the ability of the programs, modules, and objects to co-exist in an environment that emulates real world (production). The f ocus of this type of testing is to prove the connectivity and communication f low in the technical and f unctional design documents. This type of testing takes on the bottom up approach. The f ocus is on the links between the units and then builds to the links between the subsystems. Start by testing two links and then add another. Soon it will be a subsystem. Test this finished subsystem with another f inished subsystem, etc.
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TYPE Interoperability Test: Load/Volume/Stress Test: DESCRIPTION
Verif ies the sof tware is compatible with multiple versions of interf acing sof tware. Multi-user test to prove that it is possible for an acceptable number of users to work with the system at the same time with specif ic volumes of data. This test type may also test f or acceptable levels of data, transactions, batches, or processors. This conf irms the inf ormation system being assessed will support the company s current business cycles and volumes as well as handle predetermined f uture growth. It also demonstrates the amount of data the sof tware can handle (this is especially necessary f or real-time systems) and the ability of applications and hardware to continue operating when exposed to situations that demand resources in abnormal quantity, f requency, and/or durations. This may require running an enormously large number of test cases. Examples include testing a heavy volume of data f or a longer period and/or testing a peak volume of data over a short span of time. This test is executed af ter system test is completed. Sof tware and user interf ace procedures are observed in a controlled production-like environment. The emphasis is in observing the responsiveness of the sof tware and ensuring the user interf ace procedures are in place and understood. Conf irms that the extended business operation is ready f or the new information system. The new system is installed in a production-like environment. Data (often production data) is entered into both the current production system and the new system. The new system is brought up in parallel to the production system. Both systems are operated as per the def ined procedures and using the same data then the results of the new system are compared to the current production system. If the results are acceptable the current production system can be disengaged while the new system remains and becomes the production system. Demonstrates the system functions to specif ication with acceptable response times (i.e. the time it takes for the system to process a request and return a response), transaction times (i.e. the time it takes f or the system to process a request), batch cycle times (the time it takes to process a set of data supplied f or a single transaction or set of transactions), and meets the service level perf ormance requirements, while processing the required transaction volumes on a production sized database. These tests ensure the system provides acceptable response times. Perf ormance testing illustrates the application is able to f ulf ill its tasks in an acceptable amount of time. Perf ormance test may also be done f or interf aces, networks, and databases. Tests designed to ensure the system ability to be restored to operation with f ull recovery (as prior to f ailure), degraded recovery (reduced computing capacity but f ull f unctionality), or saf e shutdown (maximum shutdown warning, minimum damage to architecture).
Model Office Test:
Parallel Test:
Performance Test:
Recovery and Disaster Recovery Test:
TYPE Regression Test:
DESCRIPTION
Testing of a previously verif ied sof tware product f ollowing modifications for extension (change in scope/f unction) or correction. Rerunning test cases that have been previously executed correctly in order to ensure that the modif ications to the system have not introduced new errors into unmodif ied portions of the system. Rerunning test cases during top-down, integration testing to ensure that at each level of integration errors have not been introduced into the tested system unintentionally. This involves performing tests that extend beyond the ef f ort needed to simply test the integration of the current module. Demonstrates the sof tware product behaves as an integrated whole, performs the way the creators intended, and runs on the company s technical platf orm. Tests the f unctions of the sof tware along with error situations. Systems are tested, measured and validated against pre-def ined criteria. The f irst goal of this type of testing is confirming functionality, but operational procedures and perf ormance verif ication may be a part of this testing. Data and testing processes must be derived f rom business requirements. This includes total system environment testing which involves testing the product with other sof tware and hardware combinations supported by the product as well as security testing. This proves all areas of the system interf ace with each other correctly. The end of system test marks the hand-of f of the system f rom its creators to its owners f or acceptance test preparation. Isolated testing of each logic f low path of code. The objectives of this type of testing are to confirm each element verif ies the technical design and the clarity of the design and coding.
String Test: System Test:
Unit Test:
Figure 2-10: Sample Testing Methods The joint Cook County and Dell project team will develop a testing strategy document that will outline the appropriate approach and sequence of testing that will be followed on the Cook County project. Training and Change ManagementCook County training materials will be updated or created to educate the users on how to process transactions through PeopleSoft. Cook County user procedures will be developed to provide users with aid processing of transactions once Cook County completes the cutover to production. Communication strategies and plans Consulting in training strategies and approaches
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Core layout and conduct, such as delivery method, number of conducts, mandatory versus optional courses, roll, and adherence to mandated training Creation of course content Train-the-trainer services, where we enable our customers to provide the training Training instructorsDell-provided training A comprehensive and well-designed training program is necessary to facilitate the understanding of job responsibilities and to set and manage expectations. Training resources are engaged early in the project to assess audience needs, determine roles, develop a role-based curriculum, develop training assets, and facilitate and deliver the training. A comprehensive training strategy is developed to outline the approach and serves as a guideline to the training tasks. Prior to building the training strategy, a thorough assessment of users characteristics and needs is required at the beginning of every project to help tailor the training approach. The three key pieces of information required for an accurate needs analysis include the audience analysis, role definition, and an accurate facilities assessment. To design the appropriate training approach, the needs of the organization are analyzed to make sure the correct training deliverables and delivery methods are executed. We will leverage whatever assessment work has already been completed to complete the solution: Training StrategyA robust training strategy provides the framework for the training program for individuals in the organization detailing the requirements for training to be developed and administered. Individuals responsible for material development and delivery are required to follow a standardized methodology of tools and templates. Dell provides tools as templates to jumpstart the training activities. We use a combination of: Pre-built, proprietary training tools that we have created during the past 15 years of successful ERP transformation initiatives Oracle-delivered User Productivity Kit (UPK) pre-built samples. Oracles UPK is an excellent tool that we use on virtually every Oracle/PeopleSoft project to build training content. Training delivery is done using these pre-built business process scripts to ensure training is delivered consistently. We use these business process scripts in online, self-paced, and instructor-led training classes. UPK is a powerful training tool that we also use in our UAT, regression testing, and in performance testing where we can run thousands of scripts concurrently to simulate peak loads User Curriculum PlanningBased on our experience in using best practice methodologies, Dell employs a role-based curriculum approach. The audience analysis performed during the assessment phase identifies all users, assigned roles, and physical location. From this, the curriculum plan is developed and a list of proposed assets created. The role-based curriculum plan drives the training development plan and also assists in the overall training registration efforts. On our projects, we have proven successes in blending business process change content with PeopleSoft how-to content Training DevelopmentThe steps in the development process for creating, editing, and finalizing the training material assets must be considered. The focus on the training materials will be to ensure that throughout the process, quality training materials are developed based on system requirements and user needs and delivered in a timely and cost-effective manner. A formalized training production process should be used to ensure that with any change implemented, standardized materials are being presented. This helps to ensure the consistency and quality of the materials developed Training DeliveryExtensive planning and a detailed training delivery strategy is required. We typically prefer to use a combined train-the-trainer, e-learning, and classroom training approach. For ERP initiatives, the train-the-trainer approach will require significant participation from customer personnel. Some material (for example, viewing personnel information) will lend itself well to simple e-learning training, while more complex material will require customer-specific, formal, classroom instructor-led training
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Overall, the requirements of a training strategy helps to ensure a solid training program is established and accepted by the program management team, project team members, and individuals within the participating agencies. The following section provides an overview of the approach to the organizational change activities. The Dell methodology considers: CultureValues, Behavior, Motivation, Mission OrganizationOrganization Structure, Policies, Governance, Jobs and Roles CompetenceJob Skills, Knowledge, Aptitude
Dells methodology seeks to maximize success by addressing the needs of the organization and individuals throughout the change journey.
What is our situation today?
What does the solution look like?
Organizational Transition
How must our processes, organization, and systems change?
What new policies and procedures need to be designed?
What is the plan to implement the solution?
Current State
How is my job changing?
Future State
Will I have the skills/support I need to carry out my new job?
Individual Transition
Am I comfortable with and capable of performing my job? Why are we doing this?
What is in it for me?
Figure 2-11: Dells Transition Methodology Dell has packaged the delivery of these Organization Architecture components with a comprehensive methodology, supporting the entire life cycle of business performance and continuous improvement.
Culture Behavior Values Norms Motivation Organization Structures
Communication Planning & Execution Address internal and external audiences Effective communication of the mission, vision, and goals Use of cascading communications techniques Organizational Design Design and implement best practice HR strategies Consider culture and competencies Training Content Build & Management Training assets are created and maintained Assets maintained and acce3ssible around the clock Knowledge Transfer Timely and effective knowledge transfer fosters confidence Delivery designed to fit audience needs
LEAD
Teams Jobs/Roles Policies Competency Aptitude Acumen Skills Knowledge
Figure 2-12: Organization Architecture
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During a change implementation, both the departments and the individuals who make up the departments go through a transition. Each transition brings its own set of issues that must be addressed if the organization is to successfully attain and sustain the change. Below is a high-level summary of the key activities and deliverables completed during the build and test phase of the Dell Accelerate Methodology
Plan & Scope
Blueprint
Build & Test
Transition
Production
During the Build & Test Phase, the development team codes and tests all custom extensions including application enhancements, conversions, and interfaces. The team creates and executes performance, integration and business system tests.
Key Activities
Create detailed designs for application and database deployment and application configuration Document detailed hardware and network requirements Develop and test custom application extensions, interface programs, and custom application code Develop and test conversion programs and perform conversion business object and validation testing Prepare testing environments Execute system performance testing Develop user learning materials Design the production support infrastructure and develop transition and contingency plan
Key Deliverables
Completed technical designs Created application extensions Developed conversion programs Performed conversion validation tests Finalized testing requirements and strategy Conducted unit, system, and integration testing Conducted performance testing Defined system capacity plan Developed user learning materials Developed transition and contingency plans Published user, technical and system reference documentation Initiated change control processes Executed quality plans Updated RAID log
Figure 2-13: Project Build & Test Phase
Transition (Deployment) Phase

The Transition phase consists of the migration plan development and dress-rehearsal type activities in preparation for go-live. The production environment is installed, configured, and secured. Modifications, workflows, interfaces, reports and queries, and configuration values are migrated into the production environment. The pre-production baseline database will be created and secured. Dress rehearsal activities will be performed to validate the sequence of steps and timeframe needed to migrate and transition each agency to production. A readiness assessment is performed to confirm that the users, project team, and support team is ready for the transition to production. User training is performed to prepare the users to process transactions in the new system. The final production database will be updated and secured. Final data collection, cleansing, and conversion activities will be performed for each agency. Transactions are cutoff and staged for entry into the new system. Conversion programs are installed and data is converted and validated. Legacy systems will be shut down and transactions will be staged during the cutover period. During the cutover period, the final data conversion and cutover activities will be performed. Users will begin to process the staged transactions in the new production database. Once the cutover activities are complete, the team oversees the entry of staged transactions by end users. Dell follows a disciplined approach geared to enhancing the speed, adoption, and sustainability of business transformation by focusing on human motivational, capacity, and performance factors on an
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individual and organizational level. The assessment and ongoing activities focus on determining the baseline needs and opportunities to be addressed as part of a business process transition effort. The following is an overview of how Dell approaches transformation management throughout the project life cycle from stakeholder assessment through end-user training.
Figure 2-14: Transformation Management Flow
Figure 2-15: System Training Approach
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Figure 2-16: Approach to Courseware and Deployment Below is a high-level summary of the key activities and deliverables completed during the transition phase of the Dell Accelerate Methodology.
Plan & Scope
Blueprint
Build & Test
Transition
Production
During the Transition Phase, the project team deploys the finished application into the organization. Transition depends on the Build and Test Phase for the fully tested business system. The project team fully executes data conversion and uses the developed documentation to train end users and support staff. The organization conducts a production readiness check.
Key Activities
Install data conversion programs and automated conversion tools in Production, convert legacy data, and verify data accuracy Perform acceptance test Conduct user learning activities Enter setups into the productions environment Implement the support infrastructure, assess production readiness and execute production cutover
Key Deliverables
Installed conversion programs Converted and verified data Performed user acceptance test Conducted user learning events Prepared production environment Set up applications Implemented production support infrastructure Verified production readiness
Figure 2-17: Project Transition Phase
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Production (Support) Phase

The Production Phase starts immediately after the production cutover activities are completed. During the production support period, the project team supports the user community while processing transitions, researching and resolving issues that have been escalated, and transitioning support to the full-time support organization. Legacy systems are decommissioned and post production reviews are conducted by team leadership to identify areas needed for follow up and advanced training, support, and further refinements to the systems and configuration need to be made. At the conclusion of the post production support period, the project team transitions from the project. Below is a high-level summary of the key activities and deliverables completed during the production phase of the Dell Accelerate Methodology.
Plan & Scope
Blueprint
Build & Test
Transition
Production
The Production Phase starts immediately with the planned cutover. Production marks the last phase of the implementation and beginning of the system support cycle. Included in this final phase is a series of refinement and measurements activities. The team works quickly to fine-tune the system and begin regular maintenance. They provide ongoing support to the organization for the remaining life of the system.
Key Activities
Determine how well the Production System meets the business objectives and identify recommendations for enhanced organizational effectiveness Assess system performance, decommission former systems, and propose the future business and technical direction for the enterprise
Figure 2-18: Project Production Phase
Key Deliverables
Begin production Conducted post-project review Measured system performance Decommissioned former systems Refined production system
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Project Management
The following figure provides a high-level view of Dells Project Management Methodology (PMM) Project, Program, and Portfolio Management Methodology (P3MM).
Figure 2-19: Dells Project, Program, and Portfolio Management Methodology (P3MM)
Project, Program, and Portfolio Management Methodology (P3MM)

P3MM is the Dell framework for managing projects, programs, and overall portfolio of projects by project and program managers and the Project Management Office (PMO) throughout the project life cycle. Our P3MM is the synthesis of the Project Management Institutes (PMI) Project Management Body of Knowledge (PMBOK), the Capability Maturity Model (CMM) of Carnegie Mellon Universitys Software Engineering Institute (SEI), and Dells practical experience developing and delivering IT, business, and financial solutions. The P3MM and all supplemental documentation are designed as part of the overall engagement approach for Cook County. P3MM is based on industry-accepted principals from the Project Management Institute (PMI). We have developed standard operating procedures and tools for each knowledge area to meet the needs of complex enterprise software initiatives. The PMM component of the overall P3MM framework provides a methodical five-phased approach that is consistent for all types of projects and is referenced by all employees, project managers, and account leaders. The five phases of the PMM provide a time-phased approach to managing projects and are applied in an iterative manner. Whenever an output is required, the methodology provides tools and techniques to help produce the output. Tools and techniques include templates, checklists, software tools, custom applications, supporting processes, and intranet links, and are part of our Project Management Information System (PMIS). The PMM provides a standard approach to project management based on our best practices. The user maintains the flexibility to adapt to customer needs and practices. The PMM is not a strict procedure, but rather a road map to be modified to fit the dynamics of each project. However, the project management Standard Operating Procedures (SOPs) defines mandatory elements of the standards and
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processes that our employees must follow, along with guidelines to scale, according to size, complexity, and risk factors. Our Project Management Quality Program (PMQP) is another part of our P3MM. PMQP is a standard for quality practices in project and program management. It contains standards for categorizing projects according to size, complexity, and risk, certifying project managers to manage projects of various levels and standards for conducting project plan certifications and project health assessments. P3MM is not intended for use as a standalone method, but rather as a framework where other delivery methodologies can be plugged in to create a customized engagement approach that meets the needs of a particular customer. Provided below is a broad overview of P3MM project oversight included within the Dell Oracle Accelerate project methodology. The following graphic illustrates the interlinking of Dells program governance, program management, and implementation management approaches.
Figure 2-20: Approach to Project Management
Scope Management
The Scope Management SOP defines the processes and their interactions used to plan, define, verify, and control the scope of work for a project. Scope management defines the projects deliverables, which have a direct correlation to most other areas of the project including the schedule, resource plans, cost budget, risk mitigations, and communications. The objective of the scope management process is to ensure that the project scope is adequately defined, integrated into the Project Plan Document (PPD), controlled during execution, and delivered to the satisfaction of the sponsor. The Dell approach to scope management is aligned with the PMBOK scope management processes and is described below in terms of the four PMBOK processes. Scope PlanningA key aspect of the Dell Scope Planning effort is to integrate the scope management processes with the other project management processes and to ensure all facets of the project are congruent and focused on the end goal, which is customer satisfaction. The entire PDD describes all of the Dell project management processes and how those processes are
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integrated. Scope management is integrated with schedule, staffing, cost, quality, communication, and integration management processes. Scope DefinitionThe primary tool for scope management is the Work Breakdown Structure (WBS). The scope definition during project planning involves developing this WBS as a hierarchy of all deliverables required to complete the project. The WBS serves as the primary classification scheme for work performed on the project and all change requests are discussed in terms of their impact on the WBS deliverables and associated activities in the schedule. A well-developed WBS is the basis for collaborative discussion among all the project participants and, when properly prepared and maintained, can be one of the strongest management tools available on the project. Because it defines all deliverables for the project, the WBS is also a tool for project integration. Project schedules and cost estimates cover the same work as the WBS, and are therefore organized using the WBS. Progress reports describe accomplishments in terms of WBS activities and deliverables that are underway and complete. The scope definition is extended by producing a WBS dictionary and a deliverable definition for each deliverable. The deliverable definition expands on the information in the WBS by providing a detailed description of the deliverable, its attributes, and the acceptance criteria. Scope VerificationIncludes those processes required to achieve formal acceptance of completed project deliverables from the customer. Before a deliverable is presented to the customer for review and acceptance, it will need to pass an internal review, which includes resolving all of the reviewers comments. In the case of a software deliverable, additional requirements, such as unit testing and integration testing, will apply per the applicable delivery methodology that defines and governs the project work. The outputs of scope verification include accepted deliverables and change requests that result from the reviews. The deliverable definition form includes signature lines for formal acceptance of the definition of the deliverable, as well as formal acceptance that the deliverable has been produced to the satisfaction of the customer. Scope ControlComprises controlling changes to the baseline scope of work to ensure project objectives are met and deliverables and system functionality are delivered according to plan and within budget. Sound configuration management processes allow management to maintain the integrity of project work products, critical documents, technical environments, and software products throughout the project life cycle. Scope control begins with the submission of a change request concerning the scope of the project, proceeds through a detailed estimate and impact assessment of the change and concludes with the approval or rejection of the request. This process is integrated with the overall change control process, which is part of the Integration Management SOP
The PMM includes a process for conducting a Program Executive Workshop (PEW) to determine the best approach for organizing projects into programs of work that align to the customers overall business strategy and goals. If Cook County desires to leverage its own methodology for this implementation, Dell is open to following Cook Countys methodology for the planning and implementation activities.
Communication Management
The communication plan for the project will be an Excel spreadsheet that identifies the communication type, audience, key messages, communication method, frequency, timing, sensitivities, and expected outcome. We will work with Cook County project management to ensure that all key individuals and entities are included in the plan and the appropriate communication method, messages, and timing are documented in the communication plan. This document will be maintained and updated as the project moves forward and if communication requirements change. The communication plan is the deliverables tool for the broader need of communication management. The following section addresses Dells approach to effectively communicate with Cook County staff and other stakeholders throughout the entire project.
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Our project management methodology emphasizes frequent and open communication throughout the project. The effective implementation of a system requires a close working relationship between the consultants and the Cook County project personnel. Our project team works daily with the key personnel of the utility to ensure knowledge transfer, understanding of perspective, inclusion of internal knowledge, and coordination of all activities. We operate in a very consensus-oriented mode to ensure that the decisions made are appropriate and accepted. Dell will work closely with Cook County staff to establish a communication plan that defines mutually agreed-on roles, methods, and tools to facilitate effective communication with all project stakeholders. This plan will include communication protocols across all levelsmanagement, program office, project, and resources level, including escalation processes and protocols. It is important for project success to plan meetings and reports to ensure that everyone involved in the project is informed and takes any necessary action. Our program office will maintain and administer communications about the project across the stakeholder community and their associated project resources. This helps to ensure effective project communication, coordinates activities across teams to help ensure integration, and manages risk and quality. We use four primary methods for communicating operational performance: Daily operation checkpoints Weekly operational performance reviews Monthly project management meetings Quarterly quality assurance reviews
Communications strategies and plans can vary significantly from customer to customer based on the projects objectives and the organizations change needs as determined during the Change Needs Assessment conducted early in the project. The resulting communications strategy and actions that are executed are specified in our strategic communications plan. Our goal is to provide predictable communications to establish overall user and stakeholder awareness of the project. This level of communication and review has worked well in all of our existing relationships with customers of varying size and complexity. Our approach is to create a single team consisting of members from the customer, Dell, and any other stakeholders included in the project. The transition period is used to integrate the Dell team into the daily operations of the agency. At the end of the transition period, we will have established the working relationships necessary to conduct business. It is important to the ongoing success of the relationship that we be viewed as an extension of the agency and fully included in decisions that may affect IT operations. We also conduct customer satisfaction surveys. Our client executive will hold regular meetings with Cook County as will be defined in the strategic communications plan. These reviews include project specifics relative to project activities and status (for example, budget and schedule variance, percentage of work completed, and key milestones reached). Each Dell methodology involves activities to identify defects in products, services, and processes by means of verification (reviews) and validation (testing). This ensures that our products and services are designed and delivered according to the customers requirements. In addition, all methodologies have a named owner and contain improvement loops that specifically call for the recommendations and problems from users. We typically have two formal types of meetings that occur throughout the project. The first is project management meetings, which involve all key stakeholders involved in the project. These typically occur at key decision points in the project and are at least held monthly during the implementation. The second form of meeting is a weekly status meeting that is held between the project sponsor and other key personnel. At this meeting, we will update Cook County of our progress in the previous week, our expected activities in the upcoming week, and discuss any issues that need resolution prior to our proceeding. The following sections describe the purpose of the meetings and reports that will be used.
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Project Management Meetings

Project meetings are held at regular intervals throughout the life of the project. The purpose of the meetings will be to review project progress, resolve issues, identify, and mitigate risks, and discuss change control requests. Issues brought up since the last review meeting will be resolved or escalated, as appropriate. These project meetings will involve principally the participation of the customers PeopleSoft project manager and the Dell project manager. Milestone review meetings are held as appropriate, just prior to the completion of a major milestone. The purpose will be to review project activities to ensure that the milestone will be reached and that there are no significant issues or risks that would stop the project from proceeding to the next phase. Lessons learned are applied to improve the project outcome. The project will use weekly project status reports. All meetings, issues, actions, and risks, which occur during the life of the project, are documented to the Dell project management standards.
Status Reporting
Dells status reporting for the project is described below: RedThe project is in danger of imminent failure. Action is required and a recovery plan is needed AmberThe project is considered likely to fail unless actions are taken to redress. Action is required and a recovery plan must be established GreenThe project meets expectations
Issue Resolution Process

We are committed to delivering excellent customer service, and we are accustomed to working with customers on an ongoing basis to ensure that our services are meeting or exceeding their needs. We understand that we will need to spend a significant amount of time at the beginning of this contract to understand Cook Countys goals for the contract and to ensure that we are setting up our systems to best accommodate those goals and the customers preferred processes. Our goal is to avoid dissatisfaction by thinking through things carefully from the outset. However, in any contract of this magnitude, we know that concerns arise, and we will work as a team using a Total Quality Management (TQM) approach to identify any enhancements we may be able to make during the course of the agreement. We give our customers an open forum to present concerns as they arise rather than waiting for a formal, periodic process. The issues management database allows stakeholders and users an online tool for entering, classifying, prioritizing, and tracking project-related issues. It is typically used during all phases of the project to facilitate the tracking of communications and quick resolution of issues. The issues database also provides the critical functionality required to support the functionality gap resolution process. Once the project is completed, this tool remains with the production support team to serve as an online reference. Newly submitted, recently resolved, and outstanding issues are formally reviewed at weekly and monthly project management meetings. At all times, we do not let the formal meeting process dictate a procrastination of issue resolution. Ad hoc meetings or discussions will be held to resolve issues as they surface and allow the project to move forward in an expedient fashion. We will detail these issues in written format and maintain a list of all outstanding issues in our issues database. Issues that cannot be resolved informally will be escalated through formal processes and resolutions. Our primary formal project contact will likely be the customers project manager. All of our personnel are available as needed and will be involved in key decisions of the project. Individuals will be involved in meetings, as appropriate, when they are able to add value to the process and discussions. Our full-
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time project personnel typically work onsite, at our customers locations, to ensure effective communication and project team design. We involve all of our personnel in the analysis of decisions and the final recommendations. All of our professionals are experienced practitioners and add value to the analysis process. As with all project teams, the final decisions rest upon the project leadership, but more importantly, all key decisions in the implementation of a new system must be made by customer personnel. We will supply Cook County with analyses, recommendations, and reasons for recommendations, but the final decisions will rest with the associated customer stakeholders. Dell handles all of the delays and issues through a well-defined escalation mechanism. This is established as part of the overall governance process. Typically, all escalations move up through an established escalation matrix, with counterparts identified from both the parties. We assign a dedicated client executive for all the projects. The Dell client executive is responsible for the overall relationship and successful delivery of services to the customer. This person is also responsible for ensuring the customers satisfaction with the services provided by Dell. This person will be solely responsible for overseeing the successful execution of the projects governance, reporting, and administration, and will participate in monthly Service Level Agreement (SLA) and forecasting review meetings with the customers senior management. The Dell client executive will act as a point of escalation for all services delivered by the Dell team. The client executive is responsible for resolving commercial or contractual issues, and monitoring the project milestones to ensure that the project is completed to the satisfaction of the customer. The client executive relays any issue to the customers senior leadership. The Dell project manager owns the primary responsibility for the technical delivery of the project. This includes planning, monitoring, and controlling the project; particularly, with respect to technical methods, contractual obligations, staffing, adherence to budgets, standards, timely completion of the project, and customer satisfaction. The project manager escalates issues to the Chair of the Operating Committee or Program Management Office. After the scope of work is finalized, any additions or changes in the scope of work are requested in writing. Dell communicates its effect on the project schedule, effort estimate, and cost. We incorporate the changes after necessary approvals and authorization from the concerned management representative of the customer organization and Dell. Various levels of escalation are provided in the following table.
Level Description
Level 1
The Level 1 escalation will resolve most issues for the project. Customer and Dell teams work together directly to resolve the more standard problems and issues that arise in completing various tasks. If a successful resolution cannot be reached, customer personnel should notify the customer project manager, and the customer project manager will work with the Dell project director to reach a successful resolution. Conversely, Dell personnel should notify the Dell project manager, and the Dell project manager will work with the customer project manager to reach a successful resolution. If the customer project manager is not satisfied with the response from Dell, the customer can request that Dell escalate the issue to Level 2. The Dell project manager will schedule a meeting between the customer project manager, the Dell client executive (onsite), and delivery director (offshore) to discuss the issue. The customer project manager will have the option of inviting the customer Chair of the Executive Committee to the meeting, if necessary. Conversely, Dell can request that the issue be escalated to the customer Chair of the Executive Committee, and the customer project manager will schedule the meeting. Dell will have the option of extending the invitation to the Dell client executive and delivery director. Before either party can escalate to Level 3, the respective Level 2 managers will be engaged.
Level 2
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Level Description
Level 3
Level 3 issues will be raised only after non-successful resolution at Levels 1 and 2. The Chair of the Executive Committee and Dell Project Leader will arrange escalation meetings for their respective sides with the executive management personnel.
Service Philosophy
Dells service philosophy is described below: Cultural FitOne of Dells truly distinguishing characteristic is our focus on core values. All employees operate in an honest and ethical manner with consistently high standards of integrity in all relationships with customers, governments, the public, and each other. Our focus is on building a transparent, partnering approach to providing solutions that address our customers most important business, regulatory, and technology needs. FlexibilityWe believe the best way to achieve success with our customers is to tailor our approach to align with their dynamic needs. Dell will demonstrate our flexibility through an interactive solution design with Cook Countys team. We bring forward industry-leading practices with a commitment to create a cost-effective solution that is both low-risk and highvalue, and customized to each customers needs. Industry/Technology Expertise and ReputationWe bring multiple decades of experience and numerous awards for our successful solution delivery and partnerships. We provide a wide range of capabilitiesfrom hardware to consultingallowing Dell to keep Cook County ahead of the industry without increasing risk. We will work Cook County to provide leading, proven solutions that address its dynamic business and regulatory needs. Experience with Public OrganizationsWe have successfully delivered cost-effective business process, technology and organizational change solutions to many public and private organizations to help them do more with less.
We will perform this project with you and not to you. Dell will provide structure, methodology, expert resources and practical experience. Cook County must provide open and direct input, timely access to information and resources, and timely decision making. Our experience successfully working within similar customers suggests that a more collaborative and consultative approach provides the best value to the customer.
ERP Applications/Add-Ons
2. Based upon your analysis of the Countys business units and the 2010 Transition Team Report, please identify any ERP applications or add-ons that you feel would help the County optimize its investment in an enterprise ERP solution. The functions outlined in the foundation and advanced implementation waves will provide significant functionality to address many of the issues outlined in the 2010 Transition Team report. We suggest Cook County evaluate the following options to help optimize the investment in an enterprise ERP solution. Suggested add-on applications for consideration: Portal SolutionsImplement either the ERP portal solution or a market-leading portal solution to streamline the way users access their ERP applications and all other countywide applications that are needed to support their job functions Single Sign-On SolutionsImplement a single sign-on solution to provide streamlined maintenance of authentication and security access to ERP and other countywide systems Enterprise Integration Architecture SolutionsImplement an enterprise integration architecture solution to standardize and streamline the exchange of information between ERP and non-ERP systems
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Extended usage of and Standardize Data Warehousing/Reporting CapabilitiesExtend the ERPs data warehouse solution and reporting capabilities to support the data and reporting needs of all countywide systems. This will allow for countywide dashboards and analytical applications to be built factoring in all data needed for decision making leveraging one set of standardized tools Expand the utilization of the ERP Strategic Sourcing capabilities to Strategic Partners Implement full end-to-end supply chain planning and execution activities with strategic product and services vendors to improve quality, cost and timeliness of product, and service delivery ERP Application Management and Hosting ServiceWe also suggest Cook County perform a cost/benefit analysis of buying versus building functional and technical application management services and/or hosting services to support the ERP solution. These types of services provide a cost-effective way for organizations to offload the responsibility of these administrative systems to an outside provider, freeing up resources within Cook County to focus on systems that more closely align with Cook County and its agencies mission. Outsourcing these services can provide Cook County with more flexibility to adjust technology to satisfy peak demands in business cycles through scalable technology and virtualization solutions Shared ServicesEvaluate the ability to consolidate business processes into a shared services model for those common business processes being performed by more than one agency within Cook County. This will provide Cook County an opportunity to reduce redundant activities, improve the level of service provided, and shift focus of valuable county resources to more mission critical activities
Suggested add-on services for consideration:
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 3. Implementation Resources
3. Implementation Resources
RFI Reference: 3. Implementation Resources, p. 11 3. Implementation Resources Please complete the table below to estimate the number of County personnel that could be required for an ERP implementation. Estimates can be stated as an approximate number of FTEs, a range of FTEs, or as a ratio that identifies the number of County personnel relative to the number of vendor personnel. The description of the roles are intended as examples, please adjust them as necessary to accurately define all the resources you are recommending. Dell has proposed a staffing model that has a higher ratio of customer to consulting hours. Dell believes this staffing model will facilitate building skills for Cook County from the start and allow Cook County team members to obtain knowledge about the functionality and business processes throughout the implementation. Dell also has factored into the project plan, active Cook County agency involvement throughout the project to facilitate buy-in and acceptance on the recommended process improvements/changes and the corresponding overall design of the PeopleSoft solution. Both of these staffing considerations allow Cook County to become more self-sufficient in operating PeopleSoft once the system goes live. We have found this staffing model to be most successful while implementing PeopleSoft technologies in public, state, and local government agencies. If Cook Countys desired staffing model is different than what is being proposed, Dell is open to revising/tailoring our staffing model to align with Cook Countys requirements. Because of the complex business, operational, and regulatory landscape that multi-agency public institutions operate within, inevitably, the mapping of requirements and processes to delivered PeopleSoft functionality results in gaps. For the purposes of this response, Dell has provided organization charts related to the roles that we would expect to be filled assuming the project team will be enhancing the delivered PeopleSoft functionality with a set of modifications, interfaces, conversions, report/queries, configuration values, etc., to reflect the broader spectrum of needs that will likely be identified during the Planning and Blueprint phase of the project. This provides Cook County with a wider variety of roles and responsibilities to use as the starting point for internal planning efforts and which can be scaled upward or downward to reflect the results of these planning efforts. Dells recommended project staffing model includes the techniques that facilitate collaboration, cooperation, and common configuration and development throughout the project life cycle. The overall project team includes active, dedicated involvement from each of the agencies included in the scope of the project. The project team jointly develops and follows an integrated (overall and agencyspecific) project plan and timeline. The overall and agency-specific team members leverage standardized techniques and templates when completing tasks and deliverables. Active, Dedicated Agency Involvement on TeamTo facilitate collaboration and cooperation across the agencies participating in the project, Dell recommends that the overall project team be staffed with active and dedicated personnel from each agency who will be staffed to the project as project team members. Dell suggests that the overall team be comprised of a Common team and Agency-Specific teams by wave. These teams will be supplemented by User Advisory Groups by process area. These groups will consist of dedicated part time Subject Matter Experts (SMEs) from each agency. These groups will serve as the liaison between the Common and Agency-Specific teams. The following is a summary definition of each of teams key roles on the project. Common TeamThis team will facilitate the design, implementation, and deployment of Cook County standardized requirements (business processes, configuration, modification, reports and queries, security, etc.) across all agencies. This team will consist of a dedicated, full-time team of Cook County employees participating from each agency on a
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central team. This team will also include dedicated, full-time project management, functional, and technical Dell Consultants. Agency-Specific TeamsThis team will revise the agency-specific business processes to accommodate the design, implementation, and deployment of standardized requirements of each agency, and will also be responsible for the design, implementation, and deployment of agency-specific requirements and project plans. This team will be comprised of dedicated agency-specific resources supplemented by agency-focused project management, functional, and technical consultants as requested by each agency. User Advisory Group (by Process Area)This group will consist of part-time, dedicated representatives for each process area from each relevant Cook County department who will represent each departments needs across all agencies throughout the implementation life cycle. Initially, these SMEs will participate in the current and future state workshops, and will work with the common project team to develop and implement the Cook County integrated plan. The user advisory group will work with their agency and department leadership team members to develop and implement the applicable agency-specific plans. The user advisory group will revise the agency- and department-specific business processes to accommodate the design, implementation, and deployment of Cook Countys standardized requirements within each department. The level of participation of each member on the user advisory group will vary from part-time to full-time throughout the project implementation life cycle depending on the size and complexity of the impact the project will have on the business processes or technical areas in their agency and/or department. The following figure depicts an overview of the key activities that will be performed by the common and agency-specific teams by phase throughout the implementation life cycle.
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KeyActivities Defineinstitutionwiderequirements Createstandardasisprocessflows Conductdesignsessions Createstandardtobeprocessflows Defineprocessimprovements Designfunctionalconfiguration Inventorymodifications,interfaces,forms Inventoryreports,ETLs,customviews Inventoryconversions Definedatacleansingstrategy Installandsecurehardware&software Setupdatabaseinstances Identifystandardsecurityroles Definechangemanagement strategy Communicateprojecttoagencies Createprojectwebsite /publishcontent Establishagencyengagement model Createintegratedprojectplans/timeline Estimateresourcesandcosts Organizeintegratedteams Rolloutprojectmanagementstandards KeyActivities Create standardtobeproceduredocuments Gatherconfigurationvaluesfromagencies Complete functionalconfiguration Design,build&testmodifications,interfaces,forms Design,build&testreports,ETLs,customviews Design,build&testconversions Collectandcleanupconversiondata Performmockconversiontesting Design,buildandtestbatchschedule Configuresecurityrolesandassignusers Conductassembly,system,&integrationtesting Conductperformancetestingandtuning Conductenduseracceptancetesting Coordinateagencyprocessredesignactivities Communicateprojectstatustoagencies Collectagencyengagement scorecards Preparetrainingplan,scheduleandmaterials Prepareandsecure productionhardware/software Create deploymentplanandtimeline Preparecutoverscheduleandassignments Defineproductionsupportstructure/transitionplan KeyActivities Conductdressrehearsals Performgo/nogoreview Finalizecutoverchecklistandplan Finalizeproductionconfiguration Migratedevelopmentoptionstoproduction Migratereports,ETLs,views toproduction Setupproductionbatchschedule Setupendusersecurityinproduction Create/rollouthelpdeskprocedures Trainendusers Rolloutfinaltobeprocedurestoendusers Stagecleanseddataforfinalconversion Cutoffprocessinginlegacysystems Performfinaldataconversion Cutovertoproduction Shutdownlegacysystems Supportendusersthrufirstprocessingcycles Performpostproductionsupportreview Resolvesupportreviewitems Performknowledgetransferwithsupport Transitionteamoffproject
C o m m o n
Phase
Plan/Blueprint
Build/UnitTest
Central&AgencyDeploy/Support
A g e n c y
KeyActivities Gatheragencyrequirements Validateasisprocessflows Participateindesignsessions Validatetobeprocessflows Inventoryagencyspecificreports Identifyimpactedagencyendusers Gathersampleagencytransactions/data Outlineagencyworkarounds Communicateprojecttousers Developagencyplans Estimateagencyresources/costs Organizeagencyteams
KeyActivities Gatherconfigurationvaluesandvalidatesetup Designbuild&testagencyspecificreports Designretrofit&testagencyspecificsystems Collectandcleanupconversiondata Assignagencyuserstosecurityroles Communicate projectstatustoendusers Complete periodicagencyscorecards Participateinperformancetesting Participateinenduseracceptancetesting Complete agencyprocessredesign activities Prepareagencyspecifictrainingplanandmaterials Create agencydeploymentplanandtimeline
KeyActivities Participateindressrehearsals Performagencyreadinessreview Finalizeagencycutoverchecklistandplan Migrateretrofitsystems toproduction Participateintrainingendusers Participateinfinaldataconversion Participateincutovertoproduction Shutdownshadowsystems Supportendusersthrufirstprocessingcycles Performagencyproductionsupportreview Resolvesupportreviewitems Transitionagencyteamoffproject
Figure 3-1: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle The following section outlines the proposed organization chart and key roles and responsibilities for the project.
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ExecutiveCommittee(GovernanceBoard) Administration
Client Controller(100%) Client Admin(200%) Client Contracts(100%) Dell Plan/Schedule(200%) Dell Coordinator(200%) Client Chair(25%) Members KeyDepartmental/AgencyLeaders Dell DellProjectLeader(25%)
QualityAssurance
Client QualityLead Dell DellQualityLead
OperatingCommittee
Client OverallProgramManager(100%) Members ProjectManagers(CommonTeam,AgencySpecificTeams) Dell DellOverallProgramManager(100%)
CommonTeams(EachWave)
Client CommonProjectManager Dell CommonProjectManager
AgencyTeams(EachWave)
Client AgencyProjectManager Dell AgencyProjectManager
Functional
CampusSolutions HumanCapital Financials&Grants Treasury SupplyChain Fleet BusinessIntelligence
Change
ProcessRedesign Communications AgencyEngagement Training
Technical
Development Conversion Architecture Security Batch DataWarehouse Reporting
Functional
CampusSolutions HumanCapital Financials&Grants Treasury SupplyChain FleetManagement BusinessIntelligence
Change
ProcessRedesign Communications Training
Technical
DataCleansing Architecture Security Reporting
UserAdvisoryGroups byProcessArea
Chair AppointedbySubjectMatterExperts 15% Members SubjectMatterExperts(EachAgencybyProcessArea) 15%
Figure 3-2: Proposed Organization Chart and Key Roles and Responsibilities
Customer Project Team Roles and ResponsibilitiesProject Leadership/Management

The following table depicts the anticipated key committee, team, and group roles and responsibilities participating in the PeopleSoft project.
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Role Executive Committee Chair Members
FTE Required (#) 1 <10
Skills Executive leadership in large multi-entity business process, systems and organizational change initiatives Functional experience with financial, human capital, and data warehousing business processes or applications
Task Description/ Responsibilities Define and share project vision, objectives, and goals Confirm and manage project scope, plan, and timeline Approve project budget and material change requests Resolve issues escalated by operating committee Participate in project executive committee meetings Set direction and periodically meet with the end user community to communicate project status Participate in periodic quality assurance reviews Communicate project vision, objectives, and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor and manage the project plan, timeline, resources, and risk action plans Periodically attend executive committee meetings Prepare for and conduct period operating committee meetings Prepare overall project status reports Resolve issues escalated by the project team and user advisory groups Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with end
% of Time
25% 20%
15+ years of experience leading multiple full life-cycle implementations
Operating Committee Program Manager Members 1 <10 Hands-on leadership in large multi-entity business process, systems and organizational change initiatives Hands-on functional experience with financial, human capital and data warehousing business processes or applications
100% 100%
10+ years of experience leading multiple full life-cycle implementations
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Role FTE Required (#) Skills Task Description/ Responsibilities user community to communicate project status Administration Controller 1 Hands-on project accounting and financial experience with large programs 5+ years of experience managing project-related financial activities Hands-on implementation contract experience working on large programs 5+ years of experience in implementation contract management Hands-on experience coordinating schedules, managing the publication of deliverables, and assisting with project documentation More than 3 years in a project administrator role Quality Assurance 1-2 Hands-on leadership in large multi-entity business process, systems and organizational change initiatives Hands-on functional experience with financial, human capital, and data Attend periodic quality assurance reviews Create, monitor, and maintain the project financials Review and approve all financial activities of the project (i.e. invoices, change requests, etc.) Monitor and periodically review integrated project plan, budget, timeline, and resource estimates 100% % of Time
Contract Manager
Review and approve all contractual activities (i.e. terms/conditions, change requests, etc.) Coordinate involvement with internal groups not directly on the project (i.e. legal, HR, etc.)
100%
Administrator
Publish project and financial status reports Schedule overall team meetings Prepare, catalog, store, publish and back-up project deliverables and documentation Set up and manage project office automation tools and documentation repositories Publish and distribute deliverables as requested Schedule and lead periodic, independent project reviews Create and present review results at executive and operating committees Publish review results with teams as necessary Validate team implementation
200%
10%
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Role FTE Required (#) Skills warehousing business processes or applications 10+ years of experience leading multiple full life cycle implementations Hands-on leadership experience with applicable business processes Gather, stage, and provide direction for sample business processes transactions and data used during the design sessions and testing efforts Validate business process, configuration, modification, interfaces, workflows, reports/query, conversion decisions, and documentation Review and help deploy changes to to-be business processes, functional requirements, and user procedures Validate list of role and responsibility changes noting significant exceptions and communicating changes with users Sign off on design-based scenarios representing agency-wide requirements Review the design and conduct of training sessions Coordinate involvement of agency end users Coach agency end users in production Communicate and facilitate agency-specific compliance with institution wide practices and standards Create, maintain, and monitor agency- and department-specific team project scope, approach, plan, timeline, and resources requirements Prepare for and complete agency- and department-specific project deliverables assigned Report agency- and department-specific team Task Description/ Responsibilities recommendations to improve quality and mitigate risk % of Time
User Advisory Group by Process Area Chair Members 1 <15
5+ years with subject matter expertise in business processes
15% 15%
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Role FTE Required (#) Skills Task Description/ Responsibilities status Resolve agency- and department-specific issues Escalate agency- and department-specific issues to the operating committee for resolution % of Time
Dell Project Team Roles and ResponsibilitiesProject Leadership/Management

The table below depicts the anticipated key committee, team, and group roles and responsibilities participating in the PeopleSoft project.
Role FTE Required (#) Skills Task Description/Responsibilities % of Time
Dell Project Leader
Executive leadership in large multi-entity business process, systems and organizational change initiatives, and/or Enterprise Resource Planning (ERP) implementations Functional experience with financial, human capital and data warehousing business processes or applications 15+ years of experience leading multiple full life-cycle implementations Hands-on leadership in large multi-entity business process, systems and organizational change initiatives, and ERP implementations Hands-on functional experience with financial, human capital and data warehousing business processes or applications 10+ years of experience leading
Facilitate creation of project vision, objectives, and goals Validate and monitor project scope, plan, and timeline Review and approve project budget and material change requests Resolve issues escalated by operating committee Participate in project executive committee meetings Set direction and periodically meet with the end user community to communicate project status Participate in periodic quality assurance reviews
25%
Overall Program Manager
Communicate project vision, objectives, and goals Confirm and manage project scope Confirm approach for completing project plan Monitor and manage the project plan, timeline, resources, and risk action plans Periodically attends executive committee meetings Prepare for and conduct period operating committee meetings Prepare overall project status reports
100%
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multiple full life-cycle implementations
Resolve issues escalated by the project team and user advisory groups Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with the end user community to communicate project status Attend periodic quality assurance reviews Create, monitor, and maintain the integrated project plan, budget, timeline, and resource estimates Create and publish project and financial status reports Validate compliance with contractual activities (i.e. terms/conditions, change requests, etc.) Manage deployment of project methodology, standards, tools, and technologies Validate project deliverables and documentation comply with standards and is managed and controlled Coordinate the involvement of interdependent teams (i.e. quality assurance, integrated initiatives, etc.) Plan and lead periodic, independent project reviews Create and present review results at executive and operating committees Publish review results with teams as necessary Validate team implements recommendations to improve quality and mitigate risk 10% 100% 100%
Administration Plan/Schedule 2
Hands-on project accounting and financial experience with large programs 5+ years of experience managing project-related financial activities Hands-on implementation experience coordinating working on large programs 5+ years of experience in implementation methodology management Hands-on leadership in large multi-entity business process, systems, and organizational change initiatives Hands-on functional experience with financial, human capital, and data warehousing business processes or applications 10+ years of experience leading multiple full life-cycle implementations
Coordinator 2
Quality Assurance
1 to 2
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Project Team Organization ChartFoundation Wave

The project team will facilitate the detailed design, build, implementation, and deployment of Cook County standardized requirements (that is, business processes, configuration, modification, reports/queries, security, etc.) across all departments. This team will consist of a dedicated, full-time team of Cook County employees participating in the project. This team will also include dedicated, full-time project management, functional, and technical Dell consultants, as requested.
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Project Team Organization ChartFoundation Wave

The following section outlines the proposed project team organization chart, key roles and responsibilities, and estimated level of effort/resources needed to complete the project within the timeframe provided.
CommonTeamProjectManagement FoundationWave
Client CommonProjectManager(100%) Dell CommonProjectManager(100%)
Functional
Client FunctionalLead(100%) Dell FunctionalLead(100%) Client HumanResources(100%) Client BaseBenefits(100%) Client Payroll(100%) Client Commitment Accounting(100%) Client EmployeeSelfService(100%) Client GeneralLedger(100%) Client BudgetTracking(100%) Client Commitment Control(100%) Client Purchasing/eProcurement (100%) Client AccountsPayable(100%) Client Expenses(100%) Client VendorSelfService (100%) Client ProjectCosting(100%) Client Grants(100%) Client BusinessIntelligence(200%) Client BusinessAnalysts/Testers (800% ) Dell HumanResources/Base Benefits (100%) Dell Payroll/Commitment Accounting(100%) Dell EmployeeSelfService (100%) Dell GeneralLedger /Commitment Control(100%) Dell Budget(100%) Dell Purchasing/eProcurement (100%) Dell AccountsPayable/Expenses(100%) Dell VendorSelfService(100%) Dell Grants/Projects(100%) Dell BusinessIntelligence(100%)
Change
Client ChangeLead(100%) Dell ChangeLead(100%) Client HumanCapitalProcessRedesign(200%) Client Financials&GrantsProcessRedesign(200%) Client ProjectTeam Communications(100%) Client EndUserCommunications(100%) Client AgencyEngagement(100%) Client HumanCapitalTrainers(300%) Client Financials&GrantsTrainers(300%) Client BusinessIntelligence/ReportingTrainers(200%) Dell ProcessRedesignLead(100%) Dell CommunicationsLead(100%) Dell AgencyEngagement Lead(100%) Dell TrainingLead(100%)
Technical
Client TechnicalLead(100%) Dell TechnicalLead(100%) Client Development Lead(100%) Client ModificationDevelopers (800%) Client InterfaceDevelopers (500%) Client ConversionDevelopers (300%) Client DataCleansingandCollection(300%) Client TechnicalArchitectureLead(100%) Client Security(200%) Client Batch(200%) Client TechnicalArchitect (100%) Client DatabaseAdministration(200%) Client PeopleSoftAdministration(200%) Client DataWarehouseLead(100%) Client Database/ETLAdministration(200%) Client ReportDevelopers(800%) Client ETLDevelopers (200%) Client DataWarehouseDevelopers (300%) Dell ModificationDevelopers (400%) Dell InterfaceDevelopers (300%) Dell ConversionDevelopers(300%) Dell DataCleansingandCollection(200%) Dell Security(200%) Dell PS/DB Administrator(200%) Dell DataWarehouseLead(100%) Dell DataWarehouseArchitect(100%) Dell ReportDevelopers (400%) Dell ETLDeveloper(100%) Dell DataWarehouseDeveloper (100%)
Figure 3-3: Project Team Organization ChartFoundation Wave
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Cook County Project Management and Functional Team Roles and ResponsibilitiesFoundation Wave
The following table describes the Cook County project management and functional team member key roles and responsibilities.
Roles FTE Required (#) Skills Task Description/Responsibilities % of Time
Project Manager (Wave)
PeopleSoft/ERP functional, technical and change project management in multi-entity environment Hands-on functional experience with the human capital, financial, supply chain, and treasury applications 7+ years of experience in project manager role leading multiple ERP implementations
Create project vision, objectives. and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor the project plan, timeline, resources, and risks Prepare for and conduct periodic operating committee meetings Present overall project status to leadership, agencies, and departments Resolve issues escalated by the project team and the user advisory group Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with agencyspecific teams to communicate project status Attend periodic quality assurance reviews Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules and deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end user
100%
Functional Lead
PeopleSoft/ERP functional project management in multientity environment Hands-on functional experience with the human capital, financial, supply chain, treasury applications 5+ years of experience in project manager or team lead role leading multiple ERP implementations
100%
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community to communicate project status Functional Team Members Human Resources Base Benefits Payroll Commitment Accounting Employee Self Service General Ledger Budget Tracking Commitment Control Purchasing/ eProcurement Accounts Payable Expenses Vendor Self-Service Project Costing Pre & Post-Award Grants Business Intelligence 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 Functional experience working in a multi-entity environment Hands-on functional and business process experience with the human capital, financial, supply chain, and treasury applications assigned 3+ years of experience in functional role related to assignment Attend periodic quality assurance reviews Provide leading practices during the design of business process, configuration, and form changes/improvements Facilitate design sessions and document results Provide leading practices related to the to-be business process design documents, forms designs, and user procedures Review detailed functional designs for modifications, workflows, interfaces, conversion programs, reports/queries, and batch schedule to validate quality and completeness Design, configure, and document application setup associated with each implementation phase database Confirm new automated conversion data collection and cleansing activities needed to support the new functionality Suggest role, responsibility and job description, and business process improvement/change recommendations Review test scripts, expected results, and data and seed data in build and test databases Oversee the execution of test scripts, document test results, and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post-production support Document and report project application area status Escalate team issues to the functional lead for resolution Establish and facilitate compliance with agencywide practices and standards related to each deliverable
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
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Business Analysts/Testers
Experience working in a multi-entity environment Hands-on functional, technical, and testing experience with the human capital, financial, supply chain, and treasury applications assigned 3+ years of experience in role related to assignment
Create functional and technical specifications Gather sample transactions and data for testing Create test scripts and expected results Execute test scripts and log issues for resolution
100%
Cook County Change Management Team Key Roles and ResponsibilitiesFoundation Wave
The following table describes the Cook County change management team member key roles and responsibilities.
Change Management Lead
PeopleSoft/ERP change management project management in multi-entity environment Hands-on change management experience with the communications, agency engagement, training, and process redesign capabilities 5+ years of experience as change management project manager or team lead role leading multiple ERP implementations
Supervise change management deliverable development Monitor workplan, timeline, and budget for change management areas. Assign tasks and due dates Report change management status for specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, and processes) Provide leading practices used for process redesign, communications, and training
100%
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Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan, timeline, resources, risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Create methodology and tools to use to consistently map to-be processes Facilitate/participate in meetings mapping process flows Define and validate business process requirements Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Develop business case for improvements/changes Provide input on high-impact topics for project communications Provide input on development of training materials to ensure businesses processes are accurately and appropriately documented Assess organization and users communities readiness for change Analyze high-impact jobs Define role, responsibility, and job description change recommendations 100% 100%
Process/Organization Redesign Team Members Human Capital Financials & Grants 2 2 Process or organizational redesign efforts in a multientity environment Hands-on process/organizational redesign experience with functional expertise in assigned area 5+ years of experience in process or organizational redesign team role on ERP implementations
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Develop benchmarks to evaluate performance against core competencies Evaluate as-is responsibilities against core competencies and develop plan to migrate employees to desired responsibilities Develop award program and retention strategies Identify key stakeholders across all agencies and assess impact to each as a result of the project Define timing, frequency, vehicle, and messages that need to be sent to each stakeholder Create communications strategy and plan Create and distribute messages Build and manage Website/intranet content Create and distribute newsletters/Websites/intranet Act as liaison between stakeholder and project team to share communications feedback Coordinate involvement of department-specific team members Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Design and develop training curriculum and materials Conduct train-the-trainer workshops Create coaching program Develop transition strategy Provide input for ongoing support model 100% 100% 100% 100% 100%
Communications Project Team End User 1 1 Experience with creating and publishing communications in multi-entity environment Hands-on communications experience with project teams or distributed autonomous end users in assigned area Experience designing and implementing Websites or intranet sites and managing and publishing content 3+ years of experience in communications team role on ERP implementations Experience with creating training materials and conducting training in multientity environment Hands-on training development experience for end users in assigned area Experience designing and created Web-based and instructor led training materials leveraging leading training development tools 3+ years of experience in
Training Human Capital Financials & Grants Business Intelligence/Reporting 3 3 2
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training team role on ERP implementations Agency Engagement Lead 1 Experience with leading and managing ERP projects with change management experience in multi-entity environment Hands-on agency change management experience with project teams or distributed autonomous end users in assigned area 3+ years of experience in agency coordinator team lead role on ERP implementations Supervise agency deliverable development Monitor workplan, timeline, and budget for agencies Assign tasks and due dates Report consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign, communications, and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables 100%
Cook County Technical Team Key Roles and ResponsibilitiesFoundation Wave

The following table describes the Cook County technical team member key roles and responsibilities.
Technical Team Leads Overall Development Architecture Data Warehouse 1 1 1 1
PeopleSoft/ERP technical project management in multientity environment Hands-on technical management experience with the development, architecture, and data warehouse capabilities 7+ years of experience in
Supervise technical development, reporting, and architecture deliverable development Monitor workplan, timeline, and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical areas Report status for the overall technical project areas 100% 100% 100% 100%
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technical management project manager or team lead role leading multiple ERP implementations in core area of responsibility
Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development, reporting, and architecture items Supervise the technical design, build and unit testing efforts related to modifications, workflows, interfaces, reports, conversions programs, and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design, build and unit test functional, data level security configuration, and end-user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication, and security Confirm PeopleSoft System/Database Administration functions including environment, application, and bundles and patches, as appropriate Participate in key build activities and oversee data refresh and back-up/restore activities Coordinate software, tools, hardware installation, and associated database and application instances Support testing efforts and tune application and
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databases Lead performance test application and database Perform, document, and manage code migration process for modifications, workflows, interfaces, reports/queries, and security Create technical designs for modifications, workflows, interfaces, and configuration migration scripts Code, unit test, document modifications, workflows, and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft, and third-party interfaces Code, unit test, and document interfaces Support testing efforts, identify and resolve issues Create technical designs for conversion programs Code, unit test, and document conversion programs Execute mock conversions and document results Support testing efforts, identify, and resolve issues 100% 100% 100%
Developers Modifications Interfaces 8 5
PeopleSoft/ERP Technical development experience in multi-entity environment Hands-on development experience with the modifications/workflows and interfaces capabilities 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP conversion development experience in multi-entity environment Hands-on conversion experience 3+ years of experience in conversion developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data collection and cleansing experience in multi-entity environment Hands-on functional experience with the human capital, financials, and grants data 3+ years of experience in data cleansing and collection role on multiple ERP implementations or similar projects in core area of
Conversion Developers
Data Collection and Cleansing
Coordinate and monitor status of data conversion cleansing, and collection activities with end users Stage conversion data needed for upgrade passes, dress rehearsal activities, and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users
100%
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responsibility Reports/Query Developers 8 PeopleSoft/ERP report development experience in multi-entity environment Hands-on report/query writing experience with tools supporting reporting efforts 3+ years of experience in report developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP security experience in multi-entity environment Hands-on security design and administration experience 3+ years of experience in security role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP application administration experience in multi-entity environment Hands-on application administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP database administration experience in multi-entity environment Hands-on database administration including patch Install and configure PeopleSoft database instances Validate technical database architecture design needed Manage and apply database bundles and patches as 100% Create technical designs for security roles for PeopleSoft Configure, unit test, and document security roles Work with agencies to assign users to security roles Revise access request procedures, forms, and process Support testing efforts, identify, and resolve issues Review and analyze application patches Update and tune technical application architecture Manage change control procedures between databases Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries related to application tuning 100% 100% Create technical designs for PeopleSoft reports/queries Code, unit test, and document PeopleSoft reports/queries Support testing efforts, identify and resolve issues 100%
Security Administration
PeopleSoft Administration
Database Administration
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application and tuning experience in database tool selected 3+ years of experience in database administration role on multiple ERP implementations in core area of responsibility
needed Tune database for modifications, customizations, interfaces, reports, conversions, and batch jobs Participate in key build activities Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Participate in performance test application and database Oversee data refresh and back-up/restore activities Identify, prioritize, and sequence batch jobs Design batch schedule and timing Configure batch processing tools Support testing efforts related to batch processing and resolve issues 100%
Batch
PeopleSoft/ERP batch scheduling experience in multi-entity environment Hands-on batch scheduling including application and tuning experience including the batch scheduling tool 3+ years of experience in batch schedule role on multiple ERP implementations or comparable projects in core area of responsibility PeopleSoft/ERP technical architect experience in multientity environment Hands-on technical architect experience including application, integrations, and database experience 3+ years of experience in a technical architect role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse developer experience in multi-entity
Technical Architect
Work with the end-user community impacted to recommend approaches to take to obtain desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication, and security Participate in and coordinate software, tools, and hardware installation and associated database and application instances Participate in performance test application and database Create technical designs for modifications, workflows, interfaces, and configuration migration scripts
100%
Data Warehouse Developers Extract, Transform 2
100%
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and Load Data Views and Tables 3
environment Hands-on developer experience including ETLs custom data views and tables, and creation of analytics, and dashboards experience 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse and ETL administration experience in multi-entity environment Hands-on data warehouse database and ETL administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibilities
Code, unit test, and document modifications, workflows and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft and third-party interfaces Code, unit test and document interfaces Support testing efforts, identify, and resolve issues 100%
Data Warehouse and ETL Administration
Review and analyze database and ETL application patches Update and tune technical application architecture related to ETL and data warehouse platform Manage change control procedures between data warehouse databases Support testing efforts and enhance modifications to data views, tables, ETLs, conversion programs, and reports/queries related to tuning
100%
Dell Project Management Team and Functional Roles and ResponsibilitiesFoundation Wave
The following table describes the Dell Project Management and Functional Team member key roles and responsibilities.
Project Manager
PeopleSoft/ERP functional, technical and change project management in multi-entity environment Hands-on functional experience with the human capital,
Participate in project operating committee meetings and provide project leadership Escalate issues to operating and executive committees for resolution Define, monitor, and manage project scope
100%
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financial, supply chain, treasury applications 10+ years of experience in project manager role leading multiple ERP implementations
Outline the approach for completing project plan tasks Set direction and provide standard deliverable templates and standards Monitor and manage the project plan, timeline, and resources Periodically report status Troubleshoot and resolve functional, technical, and change team issues Oversee the timely completion of team member tasks and work products Review and approve key deliverables for quality and completeness Coordinate periodic quality assurance reviews Provide guidance for documenting business process, configuration, and form changes Prepare for and co-facilitate design sessions Share leading business process and application configuration leading practices across application suites Review to-be business process designs, functional development designs, and security designs Supervise the documentation of the functional requirements are being satisfied and provide content for communications Oversee the configuration design and documentation of the applicable modules/functionality to facilitate integration of the design across application suite areas Suggest potential role, responsibility, and job description changes and content for communications Outline potential application design content for training Lead test script development and all phases of
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testing Functional Team Lead 1 PeopleSoft/ERP Functional Project Management in multientity environment Hands-on functional experience with the human capital, financial, supply chain, treasury applications 7+ years of experience in project manager or team lead role leading multiple ERP implementations Functional Team Consultants Human Resources/ Base Benefits Payroll/ Commitment Accounting Employee SelfService General Ledger/ Commitment Control Budgeting Purchasing/ 1 PeopleSoft/ERP Functional Lead or consultant role in multientity environment Hands-on functional experience with the human capital, financial, supply chain, and treasury applications assigned 5+ years of experience in lead or consultant role on multiple ERP implementations Lead cutover planning and execution to production Lead end-user support efforts Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end-user community to communicate project status Attend periodic quality assurance reviews Design business process, configuration, and form changes/improvements based on leading practices Prepare for and co-facilitate design sessions Provide document to-be business process design documents, forms designs, and user procedures Review detailed functional designs for modifications, workflows, interfaces, conversion programs, reports/queries, batch schedule to facilitate compliance with countywide standards Design, configure, and document application setup based on leading practices Suggest role, responsibility, and job description and business process improvement/change recommendations based upon past project experiences and leading practices 100% 100% 100%
1 1 1
100% 100%
1 1
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eProcurement Accounts Payable/ Expenses Vendor SelfService Grants/ Projects Business Intelligence 1
1 1 1
Review test scripts, expected results, and data and seed data in build and test databases Oversee the execution test scripts, document test results, and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional leads for resolution Establish and facilitate compliance with countywide practices and standards related to each deliverable Perform knowledge transfer of deliverable approaches and content to customer team members
100% 100% 100%
100% 100% 100%
Dell Change Management Team Key Roles and ResponsibilitiesFoundation Wave

The following table describes the Dell Change Management Team member key roles and responsibilities.
PeopleSoft/ERP Change Project Management role in multi-entity environment Hands-on change management experience with the communications, training, agency engagement, and process and organizational redesign associated with human capital, financial, supply chain, and treasury
Supervise change management deliverable development Monitor workplan, timeline, and budget for change management areas. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed
100%
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applications 10+ years of experience in change management project manager role leading multiple ERP implementations
Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, processes) Provide leading practices used for the process redesign, communications, and training Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan, timeline, resources, and risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee and co-lead change management deliverable development Provide direction on methodology/tools/templates for change management processes (process redesign, communications, and training) Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Guide training deliverable development Provide direction on methodology/tools/templates for training processes Resolve issues escalated by team members and escalate issues as needed Lead training topics with other teams Provide leading practices for models for 100%
Training Team Lead 1 PeopleSoft/ERP training lead role in multi-entity environment Hands-on change management experience with focus on training material design and development associated with human capital, financial,
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supply chain, and treasury applications Experience with leading training material development tools and trainthe-trainer techniques 5+ years of experience in training lead role leading multiple ERP implementations
ongoing support (resource and budget requirements, scope, processes) Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Lead design and develop training curriculum and materials with significant input from business process analyst and team leads Define train-the-trainer, coaching and transition strategy approach and processes Conduct train-the-trainer workshops Participate in and lead specific training sessions assigned by customer training team Provide guidance in creating the coaching program Outline approach for developing transition strategy Provide input for ongoing support model Create methodology and tools to use to consistently map to-be processes Facilitate/participate in meetings mapping process flows Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Validate business case for improvements/changes Provide input on high-impact topics for project communications Assess organization and users communities readiness for change Validate high-impact jobs analysis 100%
Process/Organization Redesign Team Lead 1 PeopleSoft/ERP process and organizational redesign lead role in multi-entity environment Hands-on change management experience with focus on process and organizational redesign associated with human capital, financial, supply chain, treasury applications 5+ years of experience in process and organizational redesign role leading multiple ERP implementations
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Communications Lead 1 PeopleSoft/ERP communications lead role in multi-entity environment Hands-on change management experience with focus on communications associated with human capital, financial, supply chain, and treasury applications 5+ years of experience in communications role leading multiple ERP implementations
Recommend role, responsibility, and job description change recommendations Publish benchmarks to evaluate performance against core competencies Provide award program and retention strategies leading practices Validate key stakeholders across all departments and assess impact to each as a result of the project Confirm timing, frequency, vehicle, and messages that need to be sent to each stakeholder Create communications strategy and plan Validate content of messages to be distributed/published Lead design of Website/intranet content Confirm newsletters/Websites/intranet content for distribution and publication Liaison between stakeholder and project team to share communications feedback Coordinate involvement of agency-specific communications team members Review and approve key communications deliverables from agency communications team members to validate compliance Create and roll out agency engagement model, tools, and templates Oversee and review agency specific project plans and timelines to confirm alignment with project timeline Supervise agency deliverable development Monitor workplan, timeline, and budget for agencies Assign tasks and due dates 100% 100%
Agency Engagement Lead
PeopleSoft/ERP Agency engagement lead role in multi-entity environment Hands-on change management experience with focus on agency engagement associated with human capital, financial, supply chain, and treasury applications
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5+ years of experience in agency engagement role leading multiple ERP implementations
Perform quality reviews of consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members, and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign, communications, and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables including performing periodic quality reviews to validate compliance with standards and confirm agency readiness
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Dell Technical Team Key Roles and ResponsibilitiesFoundation Wave

The following table describes the Dell technical team member key roles and responsibilities.
Technical Team Lead Application Data Warehouse 1 1
PeopleSoft/ERP technical applications, infrastructure and/or data warehouse lead role in multi-entity environment Hands-on technical development and infrastructure role associated with human capital, financial, supply chain, treasury, and data warehouse applications 10+ years of experience in technical applications or data warehouse role leading multiple ERP implementations
Supervise technical development, reporting and architecture deliverable development Monitor workplan, timeline, and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical areas Report status for the overall technical project areas Facilitate decisions within the team and across teams Resolve issues escalated by their team members, and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development, reporting, and architecture items Supervise the technical design, build, and unit testing efforts related to modifications, workflows, interfaces, reports, conversions programs, and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design, build, and unit test functional and data level security configuration 100% 100%
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and end-user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication and security Confirm PeopleSoft System/Database Administration functions including environment, application, and bundles and patches as appropriate Participate in key build activities and oversee data refresh and back-up/restore activities Coordinate software, tools, and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database Perform, document and manage code migration process for modifications, workflows, interfaces, reports/queries, and security Coordinate and supervise offsite development resources Review and approve key technical deliverables Create technical designs for modifications, workflows, interfaces, and conversion programs Code, unit test, and document modifications, workflows, interfaces, and conversion programs Provide leading practices approaches and ideas to the build and unit testing efforts Support testing activities Support production cutover activities, as requested 100% 100% 100%
Onsite/Offsite/Off shore Developers (Pool of resources) Modifications/ Workflows Interfaces Conversion Programs 4 3 3 PeopleSoft/ERP developer role in multi-entity environment Hands-on developer experience with focus on modifications/workflows, interfaces, or conversion programs associated with human capital, financial, supply chain, and treasury applications 3+ years of experience in
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developer role leading multiple ERP implementations Data Collection and Cleansing Leads 2 PeopleSoft/ERP data conversion and cleansing and collection lead role in multientity environment Hands-on data conversion experience with focus on data clean up and collection activities associated with human capital, financial, supply chain, and treasury applications 3+ years of experience in data clean up and collection lead role leading multiple ERP implementations Develop data collection and cleansing strategy, methodology, templates, and tools Oversee and monitor status of data conversion cleansing and collection activities with end users Validate conversion data needed is properly staged for mock conversions, dress rehearsal activities, and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users Validate data cleansing and collection team compliance with standards Review and approve key data cleansing and collection team member deliverables Create overall strategy and process for PeopleSoft and Database administration and tuning activities Review and analyze application patches Update and tune technical application architecture Configure functional and data level security Validate batch schedule configuration and documentation Manage change control procedures between databases Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Assist with installation and configuration of 100% 100%
PeopleSoft and Database Administration
PeopleSoft/ERP application and database administration lead role in multi-entity environment Hands-on application and database administration experience with focus on patch application, sizing, tuning, and troubleshooting 5+ years of experience in application and database administrator lead role leading multiple ERP implementations
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PeopleSoft database instances Validate technical database architecture design needed Manage and apply database bundles and patches as needed Tune database for modifications, customizations, interfaces, reports, conversions, and batch jobs Participate in key build activities Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Participate in performance test application and database Oversee data refresh and back-up/restore activities Create technical designs for modifications, workflows, interfaces, and configuration migration scripts Code, unit test, and document modifications, workflows and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft, and third-party interfaces Code, unit test, and document interfaces Support testing efforts, identify, and resolve issues
Data Warehouse Developers Extract, Transform and Load Data Views and Tables Reports/Queries/ Analytics & Dashboards 1 PeopleSoft/ERP data warehouse developer role in multi-entity environment Hands-on data warehouse development experience with focus on ETL, custom, data views or tables or reports, queries, analytical tools associated with human capital, financial, supply chain, and treasury applications 5+ years of experience in data warehouse developer role leading multiple ERP implementations PeopleSoft/ERP data warehouse architect/lead role in multi-entity environment Hands-on data warehouse design experience with focus
100%
1 4
100% 100%
Data Warehouse Architect
Create and deploy data warehouse design standards and strategy Work with the end users to design data warehouse tables, ETLs, data views, security, reporting, and analytics
100%
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on custom views, ETLs and/or reports, queries, and analytics associated with human capital, financial, supply chain, and treasury applications 5+ years of experience in data warehouse architect role leading multiple ERP implementations
Create functional and technical design specifications and unit test plans Validate and oversee the data warehouse developers build activities align with design Validate reports, analytics and dashboards satisfy user needs and are in compliance with data warehouse standards Participate in testing and issues resolution efforts Review data warehouse training content to validate alignment with design Support end users through transition and deployment activities
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Agency-Specific Sample Team StructureFoundation Wave

The agency-specific teams will revise the agency-specific business processes to accommodate the design, implementation, and deployment of Cook County standardized requirements at each agency, will also be responsible for the design, implementation, and deployment of agency-specific requirements. This team will be comprised of dedicated agency-specific resources focused on executing each agencys specific project plan tasks. The level of participation of each member on the agency-specific teams will vary from part-time to full-time throughout the project implementation life cycle depending on the size and complexity of the impact the project will have on the business processes or technical areas at each agency. For purposes of our response to the RFI, we have provided two models for agency specific teams to participate on the project (Large and Small to Medium). The key project management, functional, technical, and change management roles and responsibilities outlined in the organization charts below will focus on agency-specific activities that will align with those performed by the Common Team to successfully accomplish the key milestone deliverables and dates outlined within the integrated project plan. Dell has outlined two models for Cook County to consider for modeling all agencies included in the scope of the project. The diagram below outlines the key activities that will be performed by the common team versus agency-specific teams.
C o m m o n
Phase
Plan/Blueprint
Build/UnitTest
A g e n c y
Figure 3-4: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle Below are the model organization charts for large and small to medium agencies for the foundation waves.
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Large Agency Team Key Roles and ResponsibilitiesFoundation Wave

The table below describes the large agency team member key roles and responsibilities
LargeAgencyTeamProjectManagement FoundationWave
Client AgencyProjectManager(100%) Dell AgencyProjectManager(100%)
Functional
Client FunctionalLead(100%) Dell FunctionalLead(100%) Client HumanResources/BaseBenefits (100%) Client Payroll/CommitmentAccounting(100%) Client GeneralLedger andBudgeting (100%) Client Purchasing/AccountsPayable(100%) Client ProjectCosting(50%) Client Grants(50%) Client BusinessIntelligence (100%)
Change
Client ChangeLead(100%) Dell ChangeLead(100%) Client HumanCapitalProcessRedesign(75%) Client Financials&GrantsProcessRedesign(75%) Client AgencyCommunications(75%) Client HumanCapitalTrainer(75%) Client Financials&GrantsTrainer(75%) Client BusinessIntelligence/ReportingTrainer(75%)
Technical
Client TechnicalLead(100%)
Client DataCleansingandCollection(200%) Client TechnicalArchitecture (50%) Client Security(75%) Client ReportDevelopers (200%)
Figure 3-5: Large Agency Team Members Roles and Responsibilities
Small to Medium Agency Team Key Roles and ResponsibilitiesFoundation Wave

The table below describes the small to medium agency team member key roles and responsibilities:
SmalltoMediumAgencyTeamProjectManagement FoundationWave
Client AgencyProjectManager(100%) Dell AgencyProjectManager(100%)
Functional
Client FunctionalLead(100%)
Change
Client ChangeLead(100%)
Technical
Client HumanCapital(75%) Client Finance(75%) Client Grants(50%) Client BusinessIntelligence (75%)
Client HumanCapitalProcessRedesign(50%) Client Financials&GrantsProcessRedesign(50%) Client AgencyCommunications(50%) Client HumanCapitalTrainer(50%) Client Financials&GrantsTrainer(50%) Client BusinessIntelligence/ReportingTrainer(50%)
Client DataCleansingandCollection(100%) Client TechnicalArchitecture (25%) Client Security(50%) Client ReportDeveloper (100%)
Figure 3-6: Small to Medium Agency Team Member Roles and Responsibilities
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Project Team Organization ChartAdvanced Wave

The following section outlines the proposed project team organization chart, key roles and responsibilities, and estimated level of effort/resources needed to complete the project within the timeframe provided.
CommonTeamProjectManagement AdvancedWave
Functional
Client FunctionalLead(100%) Dell FunctionalLead(100%) Client Benefits Admin/eBenefits (100%) Client Time&Labor(100%) Client AbsenceManagement(100%) Client PensionAdministration(100%) Client TalentAcquisitionManagement(100%) Client EmployeeSelfService(100%) Client AssetManagement/Projects(100%) Client AdvancedPlanning&Budgeting (100%) Client Inventory(100%) Client WorkOrder(100%) Client CashManagement(100%) Client TreasuryManagement(100%) Client Billing(100%) Client AccountsReceivable(100%) Client GrantsBilling/Receivables/Contracts (100%) Client FleetManagement(200%) Client BusinessIntelligence(200%) Client BusinessAnalysts/Testers (1000% ) Dell Benefits Admin/eBenefits (100%) Dell Time &LaborandAbsenceMgmt (200%) Dell TalentAcquisitionManagement(100%) Dell PensionAdministration(100%) Dell AssetManagement/Projects(100%) Dell AdvancedPlanning&Budget(100%) Dell Inventory(100%) Dell WorkOrder(100%) Dell Cash/TreasuryManagement(100%) Dell Billing/AccountsReceivable(100%) Dell GrantsBilling/Receivables/Contracts (100%) Dell FleetManagement(100%) Dell BusinessIntelligence(100%)
Change
Client ChangeLead(100%) Dell ChangeLead(100%) Client HumanCapitalProcessRedesign(200%) Client Financials&GrantsProcessRedesign(200%) Client ProjectTeam Communications(100%) Client EndUserCommunications(100%) Client AgencyEngagement(100%) Client HumanCapitalTrainers(400%) Client Financials&GrantsTrainers(400%) Client BusinessIntelligence/ReportingTrainers(300%) Dell ProcessRedesignLead(100%) Dell CommunicationsLead(100%) Dell AgencyEngagement Lead(100%) Dell TrainingLead(100%)
Technical
Client TechnicalLead(100%) Dell TechnicalLead(100%) Client Development Lead(100%) Client ModificationDevelopers (1200%) Client InterfaceDevelopers (600%) Client ConversionDevelopers (400%) Client DataCleansingandCollection(400%) Client TechnicalArchitectureLead(100%) Client Security(200%) Client Batch(200%) Client TechnicalArchitect (100%) Client DatabaseAdministration(200%) Client PeopleSoftAdministration(200%) Client DataWarehouseLead(100%) Client Database/ETLAdministration(200%) Client ReportDevelopers(1200%) Client ETLDevelopers (400%) Client DataWarehouseDevelopers (400%) Dell ModificationDevelopers (600%) Dell InterfaceDevelopers (400%) Dell ConversionDevelopers(400%) Dell DataCleansingandCollection(200%) Dell Security(200%) Dell PS/DB Administrator(200%) Dell DataWarehouseLead(100%) Dell DataWarehouseArchitect(100%) Dell ReportDevelopers (600%) Dell ETLDeveloper(200%) Dell DataWarehouseDeveloper (200%)
Figure 3-7: Project Team Organization ChartAdvanced Wave
Cook County Project Management and Functional Team Roles and ResponsibilitiesAdvanced Wave
The following table describes the Cook County project management and functional team member key roles and responsibilities.
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Project Manager (Wave)
PeopleSoft/ERP functional, technical and change project management in multi-entity environment Hands-on functional experience with the human capital, financial, supply chain, treasury applications 7+ years of experience in project manager role leading multiple ERP implementations
Create project vision, objectives, and goals Confirm and manage project scope Confirm approach for completing project plan tasks Monitor the project plan, timeline, resources, and risks Prepare for and conduct period operating committee meetings Present overall project status to leadership, agencies, and departments Resolve issues escalated by the project team and the user advisory group Supervise and oversee the timely completion of team member tasks and work products Sign off on key deliverables Set direction and periodically meet with agency specific teams to communicate project status Attend periodic quality assurance reviews Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee. Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end user community to communicate project status Attend periodic quality assurance reviews
100%
Functional Lead
PeopleSoft/ERP functional project management in multientity environment Hands-on functional experience with the human capital, financial, supply chain, treasury applications 5+ years of experience in project manager or team lead role leading multiple ERP implementations
100%
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Functional Team Members Ben Admin/eBen Time & Labor Abs Mgmt Pension Administration Talent Acquisition Management Employee SelfService Asset Management Advanced Planning & Budget Inventory Work Order Cash Mgmt Treasury Mgmt Billing Accounts Receivable Grants Billing/ Receivables/ Contracts Fleet Mgmt Business Intelligence 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Functional experience working in multi-entity environment Hands-on functional and business process experience with the human capital, financial, supply chain, treasury applications assigned 3+ years of experience in functional role related to assignment
Provide leading practices during the design of business process, configuration, and form changes/improvements Facilitate design sessions and document results Provide leading practices related to the to-be business process design documents, forms designs, and user procedures Review detailed functional designs for modifications, workflows, interfaces, conversion programs, reports/queries, batch schedule to validate quality and completeness Design, configure, and document application setup associated with the each implementation phase database Confirm new automated conversion data collection and cleansing activities needed to support the new functionality Suggest role, responsibility and job description and business process improvement/change recommendations Review test scripts, expected results, and data and seed data in build and test databases Oversee the execution of test scripts, document test results, and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional lead for resolution Establish and facilitate compliance with agencywide practices and standards related to each deliverable Create functional and technical specifications Gather sample transactions and data for testing
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
2 2
10
Experience working in multientity environment Hands-on functional,
100%
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technical, and testing experience with the human capital, financial, supply chain, and treasury applications assigned 3+ years of experience in role related to assignment
Create test scripts and expected results Execute test scripts and log issues for resolution
Cook County Change Management Team Key Roles and ResponsibilitiesAdvanced Wave
The following table describes the Cook County change management team member key roles and responsibilities.
PeopleSoft/ERP Change Management Project Management in multi-entity environment Hands-on change management experience with the communications, agency engagement, training, and process redesign capabilities 5+ years of experience in change management project manager or team lead role leading multiple ERP implementations
Supervise change management deliverable development Monitor workplan, timeline. and budget for change management areas. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, processes) Provide leading practices used for the process redesign, communications, and training Guide the completion of the project plan tasks by change management team members within area of expertise
100%
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Monitor and manage the change management portion of the project plan, timeline, resources, risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Create methodology and tools to use to consistently map to-be processes Facilitate/participate in meetings mapping process flows Define and validate business process requirements Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Develop business case for improvements/changes Provide input on high-impact topics for project communications Provide input on development of training materials to ensure businesses processes are accurately and appropriately documented. Assess organization and users communities readiness for change Analyze high-impact jobs Define role, responsibility, and job description change recommendations Develop benchmarks to evaluate performance against core competencies Evaluate as is responsibilities against core 100% 100%
Process/Organization Redesign Team Members Human Capital Financials & Grants 2 2 Process or organizational redesign efforts in multientity environment Hands-on process/organizational redesign experience with functional expertise in assigned area 5+ years of experience in process or organizational redesign team role on ERP implementations
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competencies and develop plan to migrate employees to desired responsibilities Communications Project Team End User 1 1 Experience with creating and publishing communications in multi-entity environment Hands-on communications experience with project teams or distributed autonomous end users in assigned area Experience designing and implementing Website or intranet sites and managing and publishing content 3+ years of experience in communications team role on ERP implementations Experience with creating training materials and conducting training in multientity environment Hands-on training development experience for end users in assigned area Experience designing and created Web-based and instructor-led training materials leveraging leading training development tools 3+ years of experience in training team role on ERP implementations Develop award program and retention strategies Identify key stakeholders across all agencies and assess impact to each as a result of the project Define timing, frequency, vehicle, and messages that need to be sent to each stakeholder Create communications strategy and plan Create and distribute messages Build and manage Website/intranet content Create and distribute newsletters/Websites/intranet Liaison between stakeholder and project team to share communications feedback Coordinate involvement of department-specific team members Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Design and develop training curriculum and materials Conduct train-the-trainer workshops Create coaching program Develop transition strategy Provide input for ongoing support model 100% 100% 100% 100% 100%
Training Human Capital Financials & Grants Business Intelligence/Reporting 4 4 3
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Experience with leading and managing ERP projects with change management experience in multi-entity environment Hands-on agency change management experience with project teams or distributed autonomous end users in assigned area 3+ years of experience in agency coordinator team lead role on ERP implementations
Supervise agency deliverable development Monitor workplan, timeline, and budget for agencies Assign tasks and due dates Report consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members, and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign, communications, and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables
100%
Cook County Technical Team Key Roles and ResponsibilitiesAdvanced Wave

The following table describes the Cook County technical team member key roles and responsibilities.
Technical Team Leads Overall Development Architecture Data Warehouse 1 1 1 1
PeopleSoft/ERP technical project management in multientity environment Hands-on technical management experience with the development, architecture, and data warehouse capabilities 7+ years of experience in technical management project manager or team lead role
Supervise technical development, reporting, and architecture deliverable development Monitor workplan, timeline, and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all Technical Areas Report status for the overall technical project areas Facilitate decisions within the team and across teams 100% 100% 100% 100%
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leading multiple ERP implementations in core area of responsibility
Resolve issues escalated by their team members, and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development, reporting and architecture items Supervise the technical design, build, and unit testing efforts related to modifications, workflows, interfaces, reports, conversions programs, and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design, build, and unit test functional and data level security configuration and end-user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication, and security Confirm PeopleSoft System/Database Administration functions including environment, application, and bundles and patches as appropriate Participate in key build activities and overseeing data refresh and back-up/restore activities Coordinate software, tools, and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database
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Perform, document and manage code migration process for modifications, workflows, interfaces, reports/queries, and security Create technical designs for modifications, workflows, interfaces, and configuration migration scripts Code, unit test, and document modifications, workflows and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft and third-party interfaces Code, unit test, and document interfaces Support testing efforts, identify, and resolve issues Create technical designs for conversion programs Code, unit test, and document conversion programs Execute mock conversions and document results Support testing efforts, identify, and resolve issues 100% 100% 100%
Developers Modifications Interfaces 12 6
PeopleSoft/ERP Technical development experience in multi-entity environment Hands-on development experience with the modifications/workflows, and interfaces capabilities 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP conversion development experience in multi-entity environment Hands-on conversion experience 3+ years of experience in conversion developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data collection and cleansing experience in multi-entity environment Hands-on functional experience with the human capital, financials, and grants data 3+ years of experience in data cleansing and collection role on multiple ERP implementations or similar projects in core area of responsibility
Conversion Developers
Data Collection and Cleansing
Coordinate and monitor status of data conversion cleansing and collection activities with end users Stage conversion data needed for upgrade passes, dress rehearsal activities, and cutover Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users
100%
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Reports/Query Developers
12
PeopleSoft/ERP report development experience in multi-entity environment Hands-on report/query writing experience with tools supporting reporting efforts 3+ years of experience in report developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP security experience in multi-entity environment Hands-on security design and administration experience 3+ years of experience in security role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP application administration experience in multi-entity environment Hands-on application administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP database administration experience in multi-entity environment Hands-on database administration including patch application and tuning
Create technical designs for PeopleSoft reports/queries Code, unit test, and document PeopleSoft reports/queries Support testing efforts, identify and resolve issues
100%
Security Administration
Create technical designs for security roles for PeopleSoft Configure, unit test, and document security roles Work with Agencies to assign users to security roles Revise access request procedures, forms, and process Support testing efforts, identify and resolve issues Review and analyze application patches Update and tune technical application architecture Manage change control procedures between databases Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries related to application tuning
100%
PeopleSoft Administration
100%
Database Administration
Install and configure PeopleSoft database instances Validate technical database architecture design needed Manage and apply database bundles and patches as needed
100%
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experience in database tool selected 3+ years of experience in database administration role on multiple ERP implementations in core area of responsibility
Tune database for modifications, customizations, interfaces, reports, conversions, and batch jobs Participate in key build activities Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Participate in performance test application and database Overseeing data refresh and back-up/restore activities Identify, prioritize, and sequence batch jobs Design batch schedule and timing Configure batch processing tools Support testing efforts related to batch processing and resolve issues 100%
Batch
PeopleSoft/ERP batch scheduling experience in multi-entity environment Hands-on batch scheduling including application and tuning experience including the batch scheduling tool 3+ years of experience in batch schedule role on multiple ERP implementations or comparable projects in core area of responsibility PeopleSoft/ERP technical architect experience in multientity environment Hands-on technical architect experience including application, integrations, and database experience 3+ years of experience in a Technical Architect role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse developer experience in multi-entity environment
Technical Architect
Work with the end-user community impacted to recommend approaches to take to obtain desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication and security Participate in and coordinate software, tools, and hardware installation and associated database and application instances Participate in performance test application and database Create technical designs for modifications, workflows, interfaces, and configuration migration scripts Code, unit test and document modifications,
100%
Data Warehouse Developers Extract, Transform and 4
100%
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Load Data Views and Tables 4
Hands-on developer experience including ETLs custom data views and tables, and creation of analytics, and dashboards experience 3+ years of experience in developer role on multiple ERP implementations in core area of responsibility PeopleSoft/ERP data warehouse and ETL administration experience in multi-entity environment Hands-on data warehouse database and ETL administration including patch application and tuning experience 3+ years of experience in application administration role on multiple ERP implementations in core area of responsibilities
workflows and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft and third-party interfaces Code, unit test and document interfaces Support testing efforts, identify and resolve issues 100%
Data Warehouse and ETL Administration
Review and analyze database and ETL application patches Update and tune technical application architecture related to ETL and data warehouse platform Manage change control procedures between data warehouse databases Support testing efforts and enhance modifications to data views, tables, ETLs, conversion programs, and reports/queries related to tuning
100%
Dell Project Management Team and Functional Roles and ResponsibilitiesAdvanced Wave
The following table describes the Dell project management and functional team member key roles and responsibilities.
Project Manager
PeopleSoft/ERP functional, technical and change project management in multi-entity environment Hands-on functional experience with the human capital, financial, supply chain, treasury
Participate in project operating committee meetings and provide project leadership Escalate issues to operating and executive committees for resolution Define, monitor and manage project scope Outline the approach for completing project plan
100%
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applications 10+ years of experience in project manager role leading multiple ERP implementations
tasks Set direction and provide standard deliverable templates and standards Monitor and manage the project plan, timeline, and resources Periodically report status Troubleshoot and resolve functional, technical, and change team issues Oversee the timely completion of team member tasks and work products Review and approve key deliverables for quality and completeness Coordinate periodic quality assurance reviews Provide guidance for documenting business process, configuration, and form changes Prepare for and co-facilitate design sessions Share leading business process and application configuration leading practices across application suites Review to-be business process designs, functional development designs, and security designs Supervise the documentation of the functional requirements are being satisfied and provide content for communications Oversee the configuration design and documentation of the applicable modules/functionality to facilitate integration of the design across application suite areas Suggest potential role, responsibility and job description changes and content for communications Outline potential application design content for training Lead test script development and all phases of testing
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Functional Team Lead 1 PeopleSoft/ERP Functional Project Management in multientity environment Hands-on functional experience with the human capital, financial, supply chain, treasury applications 7+ years of experience in project manager or team lead role leading multiple ERP implementations Functional Team Consultants Ben Admin/ ebenefits Time & Labor/ Absence Mgmt Talent Acquisition Mgmt Pension Administration Asset Management Asset Mgmt/ Projects Advanced 1 2 1 1 PeopleSoft/ERP Functional Lead or consultant role in multientity environment Hands-on functional experience with the human capital, financial, supply chain, and treasury applications assigned 5+ years of experience in lead or consultant role on multiple ERP implementations
Lead cutover planning and execution to production Lead end user support efforts Oversee the integration of business processes and applications across the scope of the project Supervise the completion of the project plan tasks by functional team members Periodically participate in operating committee meetings Resolve issues escalated by the functional team members to the operating committee Facilitate the collaboration and design of key modules deliverables Create and deploy standard functional team deliverable templates Sign off on key functional deliverables Set direction and periodically meet with end-user community to communicate project status Attend periodic quality assurance reviews Design business process, configuration, and form changes/improvements based on leading practices Prepare for and co-facilitate design sessions Provide document to-be business process design documents, forms designs, and user procedures Review detailed functional designs for modifications, workflows, interfaces, conversion programs, reports/queries, batch schedule to facilitate compliance with county-wide standards Design, configure, and document application setup based on leading practices Suggest role, responsibility, and job description and business process improvement/change recommendations based upon past project experiences and leading practices Review test scripts, expected results, and data and 100% 100% 100% 100% 100% 100% 100% 100%
1 1
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Planning & Budget Inventory Work Order Cash/ Treasury Management Billing/ Accounts Receivable Grants Billing/ Receivables/Co ntracts Fleet Management Business Intelligence
1 1 1 1 1 1
seed data in build and test databases Oversee the execution test scripts, document test results, and resolve testing issues Participate in end-user training sessions Lead production cutover activities Assist with post production support Document and report project application area status Escalate team issues to the functional Leads for resolution Establish and facilitate compliance with countywide practices and standards related to each deliverable Perform knowledge transfer of deliverable approaches and content to customer team members 100% 100% 100% 100% 100% 100% 100% 100%
1 1 1
Dell Change Management Team Key Roles and ResponsibilitiesAdvanced Wave

The following table describes the Dell change management team member key roles and responsibilities.
PeopleSoft/ERP Change Project Management role in multi-entity environment Hands-on change management experience with the communications, training, agency engagement, and process
Supervise change management deliverable development Monitor workplan, timeline, and budget for change management areas. Assign tasks and due dates Report change management status for their specific areas Facilitate decisions within the team and across
100%
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and organizational redesign associated with human capital, financial, supply chain, and treasury applications 10+ years of experience in change management project manager role leading multiple ERP implementations
teams Resolve issues escalated by team members, and escalate issues as needed Manage and coordinate agency involvement Lead integration topics with other teams Lead development of the model for ongoing support (resource and budget requirements, scope, processes) Provide leading practices used for the process redesign, communications, and training Guide the completion of the project plan tasks by change management team members within area of expertise Monitor and manage the change management portion of the project plan, timeline, resources, and risk action plans Periodically participate in operating committee meetings Prepare overall change management team status reports Oversee and co-lead change management deliverable development Provide direction on methodology/tools/templates for change management processes (process redesign, communications and training) Oversee the timely completion of team member tasks and work products Review and approve key change management area deliverables Guide training deliverable development Provide direction on methodology/tools/templates for training processes Resolve issues escalated by their team 100%
Training Team Lead 1 PeopleSoft/ERP training lead role in multi-entity environment Hands-on change management experience
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with focus on training material design and development associated with human capital, financial, supply chain, treasury applications Experience with leading training material development tools and train the trainer techniques 5+ years of experience in training lead role leading multiple ERP implementations
members, and escalate issues as needed Lead training topics with other teams Provide leading practices for models for ongoing support (resource and budget requirements, scope, processes) Identify training audience in detail Define training requirements, strategy, and plan Assess and select tools for online and workshop training Lead design and develop training curriculum and materials (with significant input from business process analyst and team leads) Define train-the-trainer, coaching, and transition strategy approach and processes Conduct train-the-trainer workshops Participate in and lead specific training sessions assigned by customer training team Provide guidance in creating the coaching program Outline approach for developing transition strategy Provide input for ongoing support model Create methodology and tools to use to consistently map to-be processes Facilitate/participate in meetings mapping process flows Identify process improvement opportunities and policy and procedure change recommendations leveraging leading practices Validate business case for improvements/changes Provide input on high-impact topics for project communications 100%
Process/Organization Redesign Team Lead 1 PeopleSoft/ERP process and organizational redesign lead role in multi-entity environment Hands-on change management experience with focus on process and organizational redesign associated with human capital, financial, supply chain, treasury applications 5+ years of experience in
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process and organizational redesign role leading multiple ERP implementations
Assess organization and users communitys readiness for change Validate high-impact jobs analysis Recommend role, responsibility, and job description change recommendations Publish benchmarks to evaluate performance against core competencies Provide award program and retention strategies leading practices Validate key stakeholders across all departments and assess impact to each as a result of the project Confirm timing, frequency, vehicle, and messages that need to be sent to each stakeholder Create communications strategy and plan Validate content of messages to be distributed/published Lead design of Website/intranet content Confirm newsletters/Websites/intranet content for distribution and publication Liaison between stakeholder and project team to share communications feedback Coordinate involvement of agency-specific communications team members Review and approve key communications deliverables from agency communications team members to validate compliance Create and roll out agency engagement model, tools and templates Oversee and review agency specific project plans and timelines to confirm alignment with project timeline Supervise agency deliverable development 100% 100%
Communications Lead
PeopleSoft/ERP communications lead role in multi-entity environment Hands-on change management experience with focus on communications associated with human capital, financial, supply chain, treasury applications 5+ years of experience in communications role leading multiple ERP implementations
PeopleSoft/ERP Agency engagement lead role in multi-entity environment Hands-on change management experience with focus on agency engagement associated with
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human capital, financial, supply chain, treasury applications 5+ years of experience in agency engagement role leading multiple ERP implementations
Monitor workplan, timeline, and budget for agencies Assign tasks and due dates Perform quality reviews of consolidated agency status Facilitate decisions within the team and across agencies Resolve issues escalated by the agency team members, and escalate issues as needed Coordinate agency involvement and completion of agency scorecards Provide leading practices used for the process redesign, communications, and training for agencies to follow Oversee the timely and quality completion of agency team member tasks and work products Review and approve key agency deliverables including performing periodic quality reviews to validate compliance with standards and confirm agency readiness
Dell Technical Team Key Roles and ResponsibilitiesAdvanced Wave

The table below describes the Dell technical team member key roles and responsibilities.
Technical Team Lead Application Data Warehouse 1 1
PeopleSoft/ERP technical applications, infrastructure and/or data warehouse lead role in multi-entity environment Hands-on technical development and infrastructure role associated
Supervise technical development, reporting, and architecture deliverable development Monitor workplan, timeline, and budget for technical areas Assign tasks and due dates Confirm standards on methodology/tools/templates for all technical 100% 100%
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with human capital, financial, supply chain, treasury and data warehouse applications 10+ years of experience in technical applications or data warehouse role leading multiple ERP implementations
areas Report status for the overall technical project areas Facilitate decisions within the team and across teams Resolve issues escalated by team members and escalate issues as needed Lead integration topics with other teams Create build and unit testing plans for development, reporting, and architecture items Supervise the technical design, build and unit testing efforts related to modifications, workflows, interfaces, reports, conversions programs, and data conversion collection and cleansing efforts Validate technical architecture design needed to support the to-be business processes and functional requirements Update legacy and source/destination integrated systems to reflect operational integration with PeopleSoft Validate technical application and architecture design needed to support the to-be business processes and functional requirements Supervise team to design, build, and unit test functional and data level security configuration and end user setup Work with the end-user community impacted to recommend approaches to take to ensure desktop connectivity to the PeopleSoft applications Establish Web and network connectivity, authentication, and security Confirm PeopleSoft System/Database Administration functions including environment, application, and bundles and patches as
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appropriate Participate in key build activities and overseeing data refresh and back-up/restore activities Coordinate software, tools, and hardware installation and associated database and application instances Support testing efforts and tune application and databases Lead performance test application and database Perform, document and manage code migration process for modifications, workflows, interfaces, reports/queries, and security Coordinate and supervise offsite development resources Review and approve key technical deliverables Create technical designs for modifications, workflows, interfaces, and conversion programs Code, unit test and document modifications, workflows, interfaces, and conversion programs Provide leading practices approaches and ideas to the build and unit testing efforts Support testing activities Support production cutover activities, as requested 100% 100% 100%
Onsite/Offsite/Offsho
re Developers (Pool of resources) Modifications/ Workflows Interfaces Conversion Programs
6 4 4
PeopleSoft/ERP developer role in multi-entity environment Hands-on developer experience with focus on modifications/workflows, interfaces, or conversion programs associated with human capital, financial, supply chain, treasury applications 3+ years of experience in developer role leading multiple ERP implementations PeopleSoft/ERP data conversion and cleansing and collection lead role in multientity environment Hands-on data conversion experience with focus on data clean up and collection activities associated with
Data Collection and Cleansing Leads
Develop data collection and cleansing strategy, methodology, templates and tools Oversee and monitor status of data conversion cleansing and collection activities with end users Validate conversion data needed is properly staged for mock conversions, dress rehearsal activities, and cutover
100%
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human capital, financial, supply chain, treasury applications 3+ years of experience in data clean up and collection lead role leading multiple ERP implementations
Participate in data conversion testing activities Troubleshoot and resolve conversion testing Update cutover procedures and coordinate staging of cutover transactions Support entry of cutover transactions by end users Validate data cleansing and collection team compliance with standards Review and approve key data cleansing and collection team member deliverables Create overall strategy and process for PeopleSoft and Database administration and tuning activities Review and analyze application patches Update and tune technical application architecture Configure functional and data level security Validate batch schedule configuration and documentation Manage change control procedures between databases Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Assist with install and configuration of PeopleSoft database instances Validate technical database architecture design needed Manage & apply database bundles and patches as needed Tune database for modifications, customizations, interfaces, reports, conversions, and batch jobs Participate in key build activities 100%
PeopleSoft and Database Administration
PeopleSoft/ERP application and database administration lead role in multi-entity environment Hands-on application and database administration experience with focus on patch application, sizing, tuning and troubleshooting 5+ years of experience in application and database administrator lead role leading multiple ERP implementations
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Support testing efforts and enhance modifications, workflows, interfaces, conversion programs, and reports/queries Participate in performance test application and database Overseeing data refresh and back-up/restore activities Create technical designs for modifications, workflows, interfaces, and configuration migration scripts Code, unit test and document modifications, workflows and configuration migration scripts Create technical designs for PeopleSoft, nonPeopleSoft and third-party interfaces Code, unit test, and document interfaces Support testing efforts, identify, and resolve issues
Data Warehouse Developers Extract, Transform and Load Data Views and Tables Reports/Queries/ Analytics & Dashboards 2 PeopleSoft/ERP data warehouse developer role in multi-entity environment Hands-on data warehouse development experience with focus on ETL, custom, data views or tables or reports, queries, analytical tools associated with human capital, financial, supply chain, treasury applications 5+ years of experience in data warehouse developer role leading multiple ERP implementations PeopleSoft/ERP data warehouse architect/lead role in multi-entity environment Hands-on data warehouse design experience with focus on custom views, ETLs and/or reports, queries, and analytics associated with human capital, financial, supply chain, treasury applications 5+ years of experience in data warehouse architect role leading multiple ERP implementations
100%
2 6
100% 100%
Data Warehouse Architect
Create and deploy data warehouse design standards and strategy Work with the end users to design data warehouse tables, ETLs, data views, security, reporting and analytics Create functional and technical design specifications and unit test plans Validate and oversee the data warehouse developers build activities align with design Validate reports, analytics and dashboards satisfy user needs and are in compliance with data warehouse standards Participate in testing and issues resolution efforts
100%
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Review data warehouse training content to validate alignment with design Support end users through transition and deployment activities
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Agency-Specific Sample Team StructureAdvanced Wave

The agency-specific teams will revise the agency specific business processes to accommodate the design, implementation, and deployment of Cook County standardized requirements at each agency. This team will also be responsible for the design, implementation, and deployment of agency-specific requirements. This team will be comprised of dedicated agency-specific resources focused on executing each agencys specific project plan tasks. The level of participation of each member on the agency specific teams will vary from part-time to full-time throughout the project implementation lifecycle depending on the size and complexity of the impact the project will have on the business processes or technical areas at each agency. For purposes of our response to the RFI, we have provided two models for agency specific teams to participate on the project (Large and Small to Medium). The key project management, functional, technical, and change management roles and responsibilities outlined in the organization charts below will focus on agency-specific activities that will align with those performed by the common team to successfully accomplish the key milestone deliverables and dates outlined within the integrated project plan. Dell has outlined two models for Cook County to consider for modeling all agencies included in the scope of the project. The diagram below outlines the key activities that will be performed by the common team versus agency specific teams.
C o m m o n
Phase
Plan/Blueprint
Build/UnitTest
A g e n c y
Figure 3-8: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle
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Below are the model organization charts for a large and small to medium agencies for the foundation waves.
Large Agency Team Key Roles and ResponsibilitiesAdvanced Wave

The table below describes the large agency team member key roles and responsibilities:
LargeAgencyTeamProjectManagement AdvancedWave
Functional
Client FunctionalLead(100%) Dell FunctionalLead(100%) Client Benefits Admin/eBenefits (100%) Client Time&Labor/AbsenceMgmt (100%) Client TalentAcquisitionManagement(100%) Client PensionAdministration(75%) Client AssetManagement/Projects(75%) Client AdvancedPlanning&Budgeting (75%) Client Inventory/WorkOrder(100%) Client Cash/TreasuryManagement(75%) Client Billing/AccountsReceivable(75%) Client GrantsBilling/Receivables/Contracts (75%) Client FleetManagement(75%) Client BusinessIntelligence(100%)
Change
Client ChangeLead(100%) Dell ChangeLead(100%) Client HumanCapitalProcessRedesign(75%) Client Financials&GrantsProcessRedesign(75%) Client AgencyCommunications(75%) Client HumanCapitalTrainer(75%) Client Financials&GrantsTrainer(75%) Client BusinessIntelligence/ReportingTrainer(75%)
Technical
Client TechnicalLead(100%) Dell TechnicalLead(100%) Client DataCleansingandCollection(200%) Client TechnicalArchitect (50%) Client Security(75%) Client ReportDevelopers(200%)
Figure 3-9: Large Project Team Advanced Wave
Small to Medium Agency Team Key Roles and ResponsibilitiesAdvanced Wave

The table below describes the small to medium agency team member key roles and responsibilities:
SmalltoMediumAgencyTeamProjectManagement AdvancedWave
Functional
Client FunctionalLead(100%)
Change
Client ChangeLead(100%)
Technical
Client HumanCapital(75%) Client Finance(75%) Client Grants(50%) Client FleetManagement(50%) Client BusinessIntelligence(50%)
Client HumanCapitalProcessRedesign(50%) Client Financials&GrantsProcessRedesign(50%) Client AgencyCommunications(50%) Client HumanCapitalTrainer(50%) Client Financials&GrantsTrainer(50%) Client BusinessIntelligence/ReportingTrainer(50%)
Client DataCleansingandCollection(100%) Client TechnicalArchitect (25%) Client Security(50%) Client ReportDeveloper(100%)
Figure 3-10: Small to Medium Team Advanced Wave
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 4. Project TImeline
4. Project Timeline
RFI Reference: 4. Project Timeline, p. 12 4. Project Timeline Please explain how your company would implement a countywide ERP solution in 24 months, and balance risk and system benefits. Indicate how you would sequence the application modules, and why. Dells solution response includes two waves for each functional implementation track Human Capital Management and Financials/Grants Management and Business Intelligence): foundation functionality and advanced functionality. Foundation The foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. AdvancedThe advanced functionality wave includes functionality that is included in Cook Countys requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.
The following figure is a sample timeline for configuring and deploying the foundation and advanced ERP waves of functionality to groups of agencies for each track of the implementation based on a 2year timeframe as defined in the RFI.
CalendarYears Months DescriptionandScope 1 2 3 4 5 Year1 6 7 8 9 10 11 12 1 2 3 4 5 Year2 6 7 8 9 10 11 12
Track 1 HumanCapitalManagement
FoundationDeliveredFunctionality AdvancedDeliveredFunctionality
Plan/Blueprint
Build/Test
CentralDeploy
AgencyDeploy/Support
Plan/Blueprint
Build/Test
CentralDeploy
Financial,Grants,Treasury,SupplyChainandFleet Management FoundationDeliveredFunctionality AdvancedDeliveredFunctionality

Plan/Blueprint Build/Test CentralDeploy AgencyDeploy/Support
Plan/Blueprint
Build/Test
CentralDeploy
BusinessIntelligence FoundationDeliveredFunctionality AdvancedDeliveredFunctionality

Plan/Blueprint Plan/Blueprint Build/Test Build/Test CentralDeploy AgencyDeploy/Support AgencyDeploy/Support
CentralDeploy
Figure 4-1: Sample ERP Configuration and Deployment Timeline The timeline above outlines concurrent streams of work required for each wave of functionality being deployed within the desired 2-year timeframe. Separate full-time common teams for each wave, reporting to one overall project management and governance structure, will need to be assembled to complete the parallel project activities related to the foundation and advanced waves of functionality. We believe that agency teams will need to be staffed to help each agency and its end users prepare for the deployment of each waves functionality. We recommend that technical and functional support organizations for each wave be fully staffed, prior to the start of the testing effort, to allow these teams to participate in testing and issue resolution activities, and to facilitate knowledge transfer to the production support team before deployment activities begin. The following figure depicts a high-level organization chart that will guide the concurrent implementation activities.
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ExecutiveCommittee(GovernanceBoard) Administration
Client Controller(100%) Client Admin(200%) Client Contracts(100%) Dell Plan/Schedule(200%) Dell Coordinator(200%) Client Chair(25%) Members KeyDepartmental/AgencyLeaders Dell DellProjectLeader(25%)
QualityAssurance
Client QualityLead Dell DellQualityLead
OperatingCommittee
Client OverallProgramManager(100%) Members ProjectManagers(CommonTeam,AgencySpecificTeams) Dell DellOverallProgramManager(100%)
CommonTeams(EachWave)
Client CommonProjectManager Dell CommonProjectManager
AgencyTeams(EachWave)
Client AgencyProjectManager Dell AgencyProjectManager
Functional
CampusSolutions HumanCapital Financials&Grants Treasury SupplyChain Fleet BusinessIntelligence
Change
ProcessRedesign Communications AgencyEngagement Training
Technical
Development Conversion Architecture Security Batch DataWarehouse Reporting
Functional
CampusSolutions HumanCapital Financials&Grants Treasury SupplyChain FleetManagement BusinessIntelligence
Change
ProcessRedesign Communications Training
Technical
DataCleansing Architecture Security Reporting
UserAdvisoryGroups byProcessArea
Chair AppointedbySubjectMatterExperts 15% Members SubjectMatterExperts(EachAgencybyProcessArea) 15%
Figure 4-2: Sample High-Level Organization Chart The following figure depicts an overview of the key activities that will be performed by the common and agency-specific teams by phase throughout the implementation life cycle.
KeyActivities Defineinstitutionwiderequirements Createstandardasisprocessflows Conductdesignsessions Createstandardtobeprocessflows Defineprocessimprovements Designfunctionalconfiguration Inventorymodifications,interfaces,forms Inventoryreports,ETLs,customviews Inventoryconversions Definedatacleansingstrategy Installandsecurehardware&software Setupdatabaseinstances Identifystandardsecurityroles Definechangemanagementstrategy Communicateprojecttoagencies Createprojectwebsite/publishcontent Establishagencyengagement model Createintegratedprojectplans/timeline Estimateresourcesandcosts Organizeintegratedteams Rolloutprojectmanagementstandards KeyActivities Createstandardtobeproceduredocuments Gatherconfigurationvaluesfromagencies Complete functionalconfiguration Design,build&testmodifications,interfaces,forms Design,build&testreports,ETLs,customviews Design,build&testconversions Collectandcleanupconversiondata Performmockconversiontesting Design,buildandtestbatchschedule Configuresecurityrolesandassignusers Conductassembly,system,&integrationtesting Conductperformancetestingandtuning Conductenduseracceptancetesting Coordinateagencyprocessredesign activities Communicate projectstatustoagencies Collectagencyengagement scorecards Preparetrainingplan,scheduleandmaterials Prepareandsecureproductionhardware/software Createdeploymentplanandtimeline Preparecutoverscheduleandassignments Defineproductionsupportstructure/transitionplan KeyActivities Conductdressrehearsals Performgo/nogoreview Finalizecutoverchecklistandplan Finalizeproductionconfiguration Migratedevelopment optionstoproduction Migratereports,ETLs,viewstoproduction Setupproductionbatchschedule Setupendusersecurityinproduction Create/rollouthelpdeskprocedures Trainendusers Rolloutfinaltobeprocedurestoendusers Stagecleanseddataforfinalconversion Cutoffprocessinginlegacysystems Performfinaldataconversion Cutovertoproduction Shutdownlegacysystems Supportendusersthrufirstprocessingcycles Performpostproductionsupportreview Resolvesupportreview items Performknowledgetransferwithsupport Transitionteamoffproject
C o m m o n
Phase
Plan/Blueprint
Build/UnitTest
A g e n c y
KeyActivities Gatheragencyrequirements Validateasisprocess flows Participateindesignsessions Validatetobeprocessflows Inventoryagencyspecificreports Identifyimpactedagencyendusers Gathersampleagencytransactions/data Outlineagencyworkarounds Communicate projecttousers Developagencyplans Estimateagencyresources/costs Organizeagencyteams
KeyActivities Gatherconfigurationvaluesandvalidatesetup Designbuild&testagencyspecificreports Designretrofit&testagencyspecificsystems Collectandcleanupconversiondata Assignagencyuserstosecurityroles Communicateprojectstatustoendusers Complete periodicagencyscorecards Participateinperformancetesting Participateinenduseracceptancetesting Complete agencyprocessredesign activities Prepareagencyspecifictrainingplanandmaterials Createagencydeploymentplanandtimeline
KeyActivities Participateindressrehearsals Performagencyreadinessreview Finalizeagencycutoverchecklistandplan Migrateretrofitsystemstoproduction Participateintrainingendusers Participateinfinaldataconversion Participateincutovertoproduction Shutdownshadowsystems Supportendusersthrufirstprocessingcycles Performagencyproductionsupportreview Resolvesupportreview items Transitionagencyteamoffproject
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Figure 4-3: Overview of Key Activities by the Common and Agency-Specific Teams By Phase Throughout the Implementation Life Cycle
Foundation Wave Estimated Timeline

The following timeline outlines the estimated timeframes to complete the Foundation Waves key activities.
CalendarYears Months DescriptionandScope Year1 6 7 Year2 6 7
10
11
12
10
11
12
Phase 1 Plan/Blueprint
Install Hardware,SoftwareandArchitecture ReviewBusiness Processes andSystems ConductFit/GapSessions andCompleteDesign FinalizePlan,TimelineandCostEstimates
Build/Test FinalizeDetailedFunctional andTechnical Designs ConfigureandUnitApplication BuildandUnitTestDevelopmentItems CleanseData andCompleteMockConversions Preparefor andConductTesting CreateTrainingMaterials
Transition/DeploytoCentralUsers PrepareandSecureProductionEnvironment PerformApplicationDress Rehearsals ConductEndUser Trainingfor Central Users Cutover toProdutionandSupportCentral Users
Transition/Deploy/Support AgenciesbyGroup PreparetoDeployatFirstGroupofAgencies PreparetoDeployatSecondGroupofAgencies PreparetoDeployatThirdGroupofAgencies
Figure 4-4: Sample Foundation Wave Completion Timeline
Advanced Wave Estimated Timeline

The following timeline outlines the estimated timeframes to complete the Advanced Waves key activities.
CalendarYears Months DescriptionandScope Year1 6 7 Year2 6 7
10
11
12
10
11
12
Phase 1 Plan/Blueprint
Install Hardware,SoftwareandArchitecture ReviewBusiness Processes andSystems ConductFit/GapSessions andCompleteDesign FinalizePlan,TimelineandCostEstimates
Build/Test FinalizeDetailedFunctional andTechnical Designs ConfigureandUnitApplication BuildandUnitTestDevelopmentItems CleanseData andCompleteMockConversions Preparefor andConductTesting CreateTrainingMaterials
Transition/DeploytoCentralUsers PrepareandSecureProductionEnvironment PerformApplicationDress Rehearsals ConductEndUser Trainingfor Central Users Cutover toProdutionandSupportCentral Users
Transition/Deploy/Support toAgenciesbyGroup PreparetoDeployatFirstGroupofAgencies PreparetoDeployatSecondGroupofAgencies PreparetoDeployatThirdGroupofAgencies
Figure 4-5: Sample Advanced Wave Completion Timeline
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 5. Ongoing Internal Resources (Cook County)
5. Ongoing Internal Resources (Cook County)

RFI Reference: 5. Ongoing Internal Resources (Cook County), p. 13 5. Ongoing Internal Resources (Cook County) Please estimate the number and types of employee Full-Time Equivalents (FTE) required to maintain and support the entire ERP suite after the system is implemented and placed into production. The roles are intended as examples, please adjust them as necessary to accurately convey your recommendation. Dells solution response includes two waves for each functional implementation track (i.e. Human Capital Management, Financials / Grants Management and Business Intelligence): foundation functionality and advanced functionality. FoundationThe foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. Advanced The advanced functionality wave includes functionality that is included in Cook Countys requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.
Dell proposes the following Cook County post production support and maintenance staffing model be established to support the functionality included in each go-live wave based on the following assumptions: Project governance structure will remain in place to set direction, strategy, and guidelines for resources and to garner the appropriate number of skilled resources to perform the postproduction activities after each waves go-live is completed. Common project team members will transition into support roles post go-live. Resources that were hired or staffed to the production support teams and who have not participated on the project will be staffed to full-time status prior to the testing phase of each wave. This allows for adequate time and opportunity for these resources to participate and obtain sufficient knowledge transfer. These resources will have relevant prior experience performing similar roles either within or outside of Cook County prior to joining the support organization. Support for all agencies will be performed from one centralized Cook County support organization. Agency team members will transition back into their operational roles to facilitate continued end-user knowledge transfer. Support teams will keep project documentation updated with any revisions made after go-live to facilitate timely and quality issue resolution activities. An estimated break-fix rate of 25 percent will be experienced for in-scope modifications, interfaces, reports, data views, tables, Extraction, Transformation, and Load (ETL), security roles, and batch jobs impacted by fixes, patches, and new enhancement requests. The help desk will receive and respond to up to an average of 20 calls per week per person. Delivered vendor patches will be applied as needed to resolve critical issues that have halted processing and scheduled patches bundles will be applied no more than two times per year.
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Up to 10 enhancement requests, each requiring less than 500 hours of total design, build, and test effort, will be approved for the support team to complete each quarter. Additional enhancement requests beyond this number or enhancements that have a significant impact on the application suite, will be evaluated to determine the impact on operational support and, if approved, performed by a separate dedicated project-based team. Sufficient hardware and technologies will be designed and implemented to allow for the required flexibility and scalability needed to concurrently support the implementation and post-production activities. After both implementation waves are completed, the combined total support requirements outlined below for both teams will remain in place to support the application. Application, tool, database, hardware, and operating system upgrades, implementation of new modules or business processes, and significant increase in impacted end users are not factored into the estimates provided below, and will be performed through scheduled project-based efforts executed by a separate dedicated team.
If the assumptions and drivers used to estimate the production support efforts change, the estimates provided will need to change to reflect these revisions. If Cook Countys desired post production staffing model is different than what is being proposed, Dell is open to revising/tailoring our staffing model to align with Cook Countys requirements. The following section outlines the estimated number of post-production team member roles needed to support each go-live wave of the project.
Cook County Project Leadership/Administration Team Members for PostProduction SupportBoth Waves
The following table depicts the anticipated key committee and administrative team member roles needed to perform production support after the foundation and advanced wave go-lives. Key responsibilities include the following: Set direction, governance, and strategy for post go-live efforts Oversee and guide post go-live activities Prioritize and approve enhancement requests Approve budget and provide overall administration for post go-live activities
Role FTE Required (#) % of Time
Executive Committee Chair Members Program Manager Members Controller Contract Manager Administrator 1 <10 1 <10 1 1 1 1 20% 10% 100% 20% 25% 25% 100% 5%
Operating Committee
Administration
Quality Assurance
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Role FTE Required (#) % of Time
User Advisory Group by Process Area Chair Members 1 <15 15% 5%
Cook County Project Management and Functional Team Members Foundation Wave Production Support
The following table summarizes the Cook County project management and functional team member roles needed to provide change management support after the foundation wave go-live. Key responsibilities include the following: Supervise, manage, and perform functional post go-live activities Research and resolve end-user functional issues and questions Identify, document, and justify functionality enhancement requests needed to support change needs or new requirements Analyze, design, and test bug/fixes and delivered application patches
Roles FTE Required (#) % of Time
Project Manager (Wave) Functional Lead Functional Team Members Human Resources/Base Benefits Payroll/Commitment Accounting Employee/Vendor Self-Service General Ledger/Budget Tracking/Commitment Control Purchasing/eProcurement/Accounts Payable/Expenses Project Costing/Pre-and Post-Award Grants Business Intelligence
1 1 1 1 1 1 1 1 1 4
50% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Cook County Change Management Team MembersFoundation Wave Production Support

The following table describes the Cook County change management team member roles needed to provide change management support after the foundation wave go-live. Key responsibilities include the following: Identify and develop strategy to resolve process and issues encountered post go-live Reinforce and assist end users in realizing the benefits of the new system Perform continuous improvement business process and organizational design activities
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Perform advanced and follow-up training to increase the level of end-user new systems knowledge
Change Management Lead and Agency Engagement Process/Organization Redesign and Communications Team Members Human Capital Financials and Grants Human Capital Financials and Grants Business Intelligence/Reporting
100%
1 1 1 1 1
100% 100% 100% 100% 100%
Training
Cook County Technical Team MembersFoundation Wave Production Support

The following table describes the Cook County technical team member roles needed to perform technical support after the foundation wave go-live. Key responsibilities include the following: Receive, document, and route functional, technical, and change management issues for resolution Research and resolve application and infrastructure issues encountered post go-live Monitor, maintain, tune, and administer the system and infrastructure Evaluate and apply bug/fixes and patches to the applications and infrastructure, as needed Develop and test approved enhancements
Technical Team Leads Overall Development Architecture Data Warehouse Modifications Interfaces 1 1 1 1 50% 50% 50% 50%
Developers 4 3 4 1 1 1 1 1 100% 100% 100% 100% 100% 100% 100% 50%
Reports/Query Developers Security Administration PeopleSoft Administration Database Administration Batch Technical Architect
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Data Warehouse Developers Extract, Transform, and Load Data Views and Tables 1 1 1 6 100% 100% 100% 100%
Data Warehouse and ETL Administration Help Desk
Cook County Project Management and Functional Team Members Advanced Wave Production Support
The following table describes the Cook County Project management and functional team member roles needed to support the advanced wave after go-live. Key responsibilities include the following: Supervise, manage, and perform functional post go-live activities Research and resolve end-user functional issues and questions Identify, document, and justify functionality enhancement requests to support change needs or new requirements Analyze, design, and test bug/fixes and delivered application patches
Project Manager Functional Lead Functional Team Members Benefits Administration/eBenefits/Talent Acquisition Management Time and Labor and Absence Management Pension Administration/Employee Self-Service Asset Management/Fleet Management Advanced Planning and Budget Inventory/Work Order Cash/Treasury Management Grants Billing/Receivables/Contracts Business Intelligence
1 1 1 1 1 1 1 1 1 1 1 4
50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Cook County Change Management Team MembersAdvanced Wave Production Support

The following table describes the Cook County Change management team member roles needed to support the advanced wave after go-live and to perform the following key responsibilities: Identify and develop strategy to resolve process and issues encountered post go-live Reinforce and assist end users in realizing the benefits of the new system
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Perform continuous improvement business process design activities Perform advanced and follow-up training to increase the level of end-user new systems knowledge
Change Management Lead and Agency Engagement Process/Organization Redesign and Communications Team Members Human Capital Financials and Grants Human Capital Financials & Grants Business Intelligence/Reporting
100%
1 1 1 1 1
100% 100% 100% 100% 100%
Training
Cook County Technical Team MembersAdvanced Wave Production Support

The following table describes the Cook County technical team member roles needed to support the advanced wave after go-live and to perform the following key responsibilities: Receive, document, and route functional, technical, and change management issues for resolution Research and resolve application and infrastructure issues encountered post go-live Monitor, maintain, tune, and administer the system and infrastructure Evaluate and apply bug/fixes and patches to the applications and infrastructure Develop and test approved enhancements:
Technical Team Leads Overall Development Architecture Data Warehouse Developers Modifications Interfaces Reports/Query Developers 4 3 4 2 1 1 100% 100% 100% 100% 100% 100% 1 1 1 1 50% 50% 50% 50%
Security Administration PeopleSoft Administration Database Administration
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Batch Technical Architect Data Warehouse Developers Extract, Transform, and Load Data Views and Tables
1 1 1 1 1 4
100% 50% 100% 100% 100% 100%
Data Warehouse and ETL Administration Help Desk
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Dell Response to Cook County Enterprise Resource Planning RFI #11-50-05I 6. Response to Cook County Questions
6. Response to Cook County Questions

RFI Reference: 6. Response to Cook County Questions, p. 14
Cook County Health & Hospitals System

1. The Cook County Health & Hospitals System (CCH&HS) is utilizing Lawson software. Lawsons General Ledger was implemented in 2010. Indicate whether it would be more cost-effective overall (given your RFI response) to retain or to replace CCH&HS G/L? Please explain your answer. Dell recommends replacing the Lawson GL system with the GL module in the proposed PeopleSoft solution will be the most long-term cost effective solution for the County. While developing and maintaining interfaces between the Lawson GL system and the new ERP system is technically feasible, providing support and maintenance of these interfaces will be expensive. Additional problems may surface when either Lawson or the new ERP system needs to be upgraded that will require the County to spend additional time and effort researching and resolving. In addition, if the County maintains two systems, the County overall will need to have staff trained to operate and support each system which will increase the support and maintenance costs of the County. Maintaining two systems increases complexity and can introduce additional risk into your ERP system deployment. Replacing CCH&HSGL with the proposed PeopleSoft GL system aligns with Cook Countys goal of standardizing on a single integrated ERP system. However, since CCH&HS GL system was implemented recently, we recommend retaining the system for the short-term as the County completes the phased roll-outs of the new ERP system to other agencies within the County. Deploying the new system at CCH&HS in a later deployment phase can help reduce change resistance of the new system by enabling CCH&HS to realize some short-term benefit from the Lawson GL deployment.
Countywide ERP Solution

2. As stated above, the County would like to implement a countywide ERP solution in two years. Describe the project methodology that you would use to accomplish this. Dells solution response includes two waves for each functional implementation track (i.e. Human Capital Management, Financials / Grants Management and Business Intelligence): foundation functionality and advanced functionality. FoundationThe foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. AdvancedThe advanced functionality wave includes functionality that is included in Cook Countys requirements list but we recommend implementing after the wave 1 foundation functionality wave is in place. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time. Dells implementation management approach is well suited to meet the requirements outlined by the County. Our approach utilizes two distinct methodologiesP3MM and ACCELERATEto ensure the success of an Oracle PeopleSoft implementation. We include additional information on the ACCELERATE and P3MM methodologies in Section 6. Response to Cook County Questions of our response.
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Accelerate Methodology Overview

Dells Oracle Accelerate methodology is an integrated framework that includes the full life cycle implementation of business process redesign, organization change and technology activities, and deliverables as defined below.
Program Management and Governance

Vis ioning/PPD Implementation
Plan & S cope

Project scope and planning E xecutive visioning/BPR Project schedule Communications planning Documented risks and assumption
Blueprint
Design/develop business process overviews and tutor templates Finalize scope and project plan Development and conversion specs
Build & Tes t

Detailed RICE specs Business process implementation Technical development and configuration S ystem testing Mock conversion
Trans ition
User training User acceptance test Production environment setup Data conversion
Production
Deliver program/ project Go-live support Customer acceptance Responsibility transfer to client/ third party
Organizational Change Management

Figure 6-1: ACCELERATE Methodology
Program Management
Successful program management is a valuable tool in today's competitive marketplace and is incorporated into all of the services that are provided by Dell; especially, in the area of transition management. We equip our employees with the project management skills and practices needed to manage scope, reduce over-commitment of resources, and deliver the greatest value to our customers. We define programs as a coherent group of projects, coordinated to succeed reliably and achieve welldefined strategic goals. We organize and manage all programs and projects consistently using our Program Management Office (PMO) methodology, coupled with our Project, Program, and Portfolio Management Methodology (P3MM), to support the best possible execution.
Consulting
Dell is committed to staying one step ahead in both actions and ideas with an unbiased approach to the best solution for our customers. Our consulting group delivers integrated, end-to-end results to support our customers strategic, financial, and operational goals. We embrace business process evolution and help our customers reach the next stageexploring the potential of technology and enterprise solutions to extend process efficiencies, not just across a company, but also across the company's network of customers, suppliers, and partners, and even across entire industries. We are at the forefront of this xengineering transformation, helping our customers become more competitive. Dedicated teams of senior staff with extensive implementation experience in technology and change management are involved to meet each specific business opportunity. Our consulting group can achieve maximum results through aligning business strategies, business process goals, operational targets, and IT priorities and initiatives. By focusing on how technology supports new strategic opportunities, our approach and extensive thought leadership can help drive overall change to increase service levels, improve delivery time, and maximize business capabilities.
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We also have considerable experience consulting in strategic IT projects, business process reengineering, and business consulting through our consulting business unit.
Service Management
Dells Enterprise Service Management (ESM) delivers high quality, efficient, and reliable IT services by adopting ITIL-aligned best practices and adapting them to create effective operational procedures and processes. ESM merges these best practices and proven processes with enabling technologies to automate and integrate them to deliver the most cost-effective IT services available to best support CCH&HS business objectives. Beyond the scope of network services alone, the benefits and capabilities inherent in ITIL-based practices and processes span our customers enterprises and their full suites of selected services.
Information Technology Service Management (ITSM)

The merging of ITIL best practices, Dells operational practices and processes, and the Information Technology Service Management (ITSM) enables us to provide a complete solution, from incident capture to problem resolution, to change requirements to performance measurement. Unique to Dell, ITSM is an application systemengineered using the proven BMC Remedy Action Request System (ARS)that enables the service teams to track, manage, and report on incidents, problems, requests, and changes, and is fully integrated with monitoring and user interface tools. ITSM is a single, secure repository that contains the necessary information to track and manage various operational processes. This information includes unique tracking identifiers, relevant date and time stamps, affected end users and locations, severity, status, approvals, and detailed descriptions.
IT Service Management Processes

The Dell ESM architecture establishes an organizational structure with well-defined roles and responsibilities. In line with ITIL best practices, we assign a service manager to lead the service teams, ensure the quality of IT services, maintain standard operational processes, and provide metrics and daily operational reports. The service manager ensures that all team members understand their roles, the operational processes, and the technologies deployed in the IT environment. The following graphic illustrates the integration between ITIL processes and our IT operations and support services within ITSM.
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Figure 6-2: ITIL Processes
Incident Management
Dells incident management processes track and manage the restoration of a service disruption. All service issues initiate the incident management process, whether reported via direct contact with the service desk (phone call, e-mail, or Web portal), detected by automated monitoring systems, or identified by a technician. To assure the most efficient service restoration possible, the incident management process captures all pertinent information about the service issue, determines its severity, and initiates automatic notification and tracking mechanisms. Incident assignment takes into account a number of factors, including the location of the end user, incident nature, and proximity of support personnel. When necessary, vendors are engaged to assist in incident resolution.
Problem Management
A key principle of ITIL is the difference between incident management and problem management. While incident management focuses on restoring service, problem management aims to prevent incident recurrence. Problem management processes yield information that can be identified as known errors and provides workarounds for a rapid resolution to recurring service issues. To make recommendations to remediate service issues, the service manager directs the service teams to thoroughly analyze all service issues, including unsuccessful implementations as documented in change management and missed service levels, to determine the source of the problems. Overall, problem management processes assure the best possible service by conducting a complete inspection of all potential problems and identifying solutions to improve service quality.
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Change Management
Change management administers modifications to the IT environment to assure that risk is minimized and the impact expected is achieved. A rigorous change management process assures that the impact of a modification is thoroughly understood, planned for, approved, and implemented without issue or impact to the IT environment. Moreover, changes are scheduled in accordance with agreed-on maintenance windows, whenever possible, while changes that require immediate implementation are subjected to an expedited change management process that is also mutually established. To assure that the change management process is successful, we validate with users that the modification met their expectations for improved service quality or enhancement.
Request Management
Request management is an adaptation of ITIL used by Dell for fulfilling repeatable service requests quickly and accurately. Dell implements the request management process to facilitate predefined, approved workflows and procedures for frequently requested activities and services. The request management process includes extensive notifications to the requestor regarding the status of a request. This reduces the need for follow-up calls from end-users. Request management processes enable the service teams to deliver highly standardized services efficiently, while improving overall end-user satisfaction with IT services.
Configuration Management
Configuration management is a process that is tightly integrated with an enabling technology, the Configuration Management Database (CMDB), which tracks Configured Items (CIs) and enables other IT service management processes to operate more efficiently and productively. For example, the incident management process uses details from the CMDB to determine the business impact of a particular CI, which assists in service restoration. Request and change management processes use information from the CMDB to identify CI owners and assess risk during implementation of a request or change. With accurate configuration management information (including a history of CI attributes), Dell can provide quicker source analysis for problem management and more accurate impact and risk analysis for change management.
Enabling Technologies
Dell uses industry-leading enabling technologies to automate and execute the complex activities of systems monitoring, process automation, and user interactions. Our ESM architecture encompasses a wide range of vendor tools, and its flexibility allows us to add or change tools to satisfy unique customer requirements. Process automation takes advantage of the integration between ITSM and monitoring tools to automatically generate events and create incident records, which enables us to provide consistent and reliable IT service management.
ERP System Compatibility

3. What action would your firm take to ensure that the countywide ERP system was compatible with other strategic information technology initiatives? Dells proposed ERP solution lays the foundation to achieve several of Cook Countys key strategic information technology initiatives. This includes initiatives such as: Share services across Cook County agencies. By consolidating and standardizing systems and processes, Cook Countys goal of setting up a shared services environment can be realized. Improve budgeting with long-term financial planning, capital strategy, and greater transparency. Dell will implement a budgeting and planning solution that will help Cook County more easily develop annual and long-term budgetary projections and leveraging position
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budgeting functionality built into the solutions proposed. The solution will also integrate grants processing with project costing, contracts, billing, and receivables. This would provide Cook County with a fully integrated grants management solution. Reduce procurement costs and strategic sourcing The PeopleSoft solution proposed includes functionality that can provide the County with visibility into the procurement information needed to improve the Countys leverage while working with their vendors to optimize the product and services spend each year. The vendor self-service functionality provides the County with the ability to drive down the overall cost for processing procurement transactions. Establish a new performance management culture. The performance management solution Dell will deploy gives Cook County the ability to continuously assess operational performance based on key performance indicators and historical trends. This capability will allow Cook County to adjust strategies as needed to better achieve organizational goals.
Financials and HR/Payroll

4. The County would like to mitigate risk and may consider implementing only core Financials and HR/Payroll. Please define how core Financials and core HR/Payroll are addressed for your solution. Dell experience working with similar organizations has indicated that a phased implementation which includes deployment of core functionality followed by more advanced functionality will mitigate risk. Dells solution response includes two waves for each functional implementation track (such as Human Capital Management, Financials/Grants Management, and Business Intelligence): foundation functionality and advanced functionality. FoundationThe foundation functionality wave includes a core set of PeopleSoft functionality included in Cook Countys list of requirements that we believe should be put in place initially to allow the institution to incrementally transition some of the core business processes to the new PeopleSoft system. AdvancedThe advanced functionality wave includes functionality that is included in Cook Countys requirements list but we recommend implementing after the Wave 1 foundation functionality wave is in place. This will allow Cook County end users the opportunity to incrementally change their business practices and become more comfortable with the new system over a longer period of time.
Dells response includes the scope impact, incremental effort, and cost associated with both the deployment of the foundation and advanced waves of the implementation. The definition and sequencing of functionality outlined in this section of the response is based upon Dells experience implementing this solution at other state and local public agencies. If the definition and sequence does not align with Cook Countys needs, Dell is open to revising the approach to more closely align with Cook Countys requirements.
Project Success
5. What measures would you recommend to ensure the success of the project? To optimize its benefits? Dell has extensive experience working with complex public agencies and private organizations to successfully achieve their business goals and requirements. The following table shows some of the key successes that our customers have realized and the services that we have provided to help them become successful.
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Success Services Provided
End user project ownership of deliverables Worked with customer to staff project with dedicated full-time and recommendations customer team members responsible for completing deliverables and making decisions. Leveraged standard templates to facilitate customer learning curve and focus on content of deliverable versus format. Consensus on requirements across divisions and departments within the agency Defined project approach to actively engage and involve key business and technical users throughout the project lifecycle. These key users were involved in defining and prioritizing requirements, confirming the systems design addresses these requirements, testing the design to validate the system has been built to satisfy the requirements, and supporting the teams efforts to facilitate buy-in and ownership of the final system design. Requirements that were unique to a specific agency, division or department were addressed through work-arounds or specific division or departmental efforts concurrently with the project.
Different levels of systems experience and Designed integrated solutions for passing purchase orders, invoices, capabilities across the supplier population and cash transactions following industry standards. Stratified the to facilitate integration with each supplier supplier population based on level of experience and capabilities. Tailored the supplier enrollment process and timeframe to match the experience and capabilities of the different levels of suppliers. Streamlined, automated process for approving invoices for payment Redesigned invoice receipt and approval process and changed the roles and responsibilities of resources involved in the process. Changed location/address for invoice receipts, routing directly to the person responsible for opening mail and scanning invoices when received. A custom entry page was created that linked the invoice in the ERP solution to the indexed image. This page automatically placed the invoice on hold pending approval. Designed electronic workflow system to route the invoice for approval. When approval was received, the invoice status was automatically changed to approved and ready for payment.
A breach was discovered allowing suppliers to view and update other suppliers information and product catalogs.
Redesigned security to restrict access to allow only authorized uses within the supplier organization to view and update their own supplier information. Implemented product catalog integration allowing suppliers to update and maintain their product catalog with automated integration into the customers procurement system to facilitate requisition and purchase order processing. Issued P-cards to key users that represented the population who purchased items below a spending threshold. Aligned the P-card limit with the key users approval limit within the organization.
Volume of small dollar invoices consumed majority of accounts payable users processing time.
Multiple versions of desktop hardware, operating systems, and software used by customer resulted in systems access and performance issues.
Performed a gap analysis of the user communitys hardware and software platform during the implementation project. Developed migration plans for gaps identified and assisted the end users in procuring, configuring, installing, and migrating users to a hardware and software platform that aligned with minimum platform recommended by vendor.
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Success
Geographically dispersed a mobile workforce that need to process requisition, receiving, and payable approval transactions from locations with limited network connectivity. Role and responsibility changes were needed as a result of the implementation of new functionality alignment with labor agreements.
Services Provided
Deployed digital mobile devices with memory that allowed transaction entry, storage, and transmission automatically when network connectivity and coverage improved or came available. Deployed simple to use template-based entry screens to streamline the entry and approval process. Identified key labor-related issues early in the project and worked with the leaders of the labor organizations to revise and build in new responsibilities into labor agreements.
Accommodate a wide variety of user technical experience and skill sets that need to use the new system
Performed a user skills assessment to identify skill and experience gaps. Developed communications, training, and coaching program that addressed the skill and experience gaps.
Self-Service Solution
6. The County would like to implement vendor self-service and employee self-service as part of this implementation, preferably earlier in the implementation as compared to the end. Are these selfservice considered core in your solution? Please explain your answer. Dell has included both vendor and employee self-service functionality in the solution response. The initial core implementation will include a subset of vendor and employee functions during the foundation wave. For the core functionality deployment, Dell will include the following functionality: eProfileWeb-based capability to have employees maintain base demographic information ePayWeb-based capability for employees to access the direct deposit and pay check remittance information after each pay cycle run and the ability to view annual W-2 information Vendor Catalog Self-ServiceWeb-based capability to have approved and authorized vendors to periodically maintain their own catalog information and the associated approval within Cook County before publishing in the system
All other vendor and employee self-service functionality in scope will be deployed as part of the advanced wave. Dell believes that implementing these core self service capabilities will allow Cook County to deploy functionality that has a very limited impact on information needed to support Cook Countys transaction processing. Incrementally implementing self-service capabilities will enable Cook County to gain more internal experience with a subset of this functionality allowing the team to incorporate County-based lessons learned into the approach before the full deployment of self-service occurs. Dell believes this incremental approach will help Cook County more effectively prepare the support organization to support the full implementation of self service and allow the end user community to transition for the full deployment over a longer period of time. Dells experience has indicated that this approach will reduce implementation risk while increasing ownership of this capability and associated responsibility across the impacted end user community.
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Proposed Service Model

7. The Bureau of Technology is a service organization and the user departments are its customers. Please describe the service model that would be used to cultivate user/employee acceptance. To ensure knowledge transfer. The current Dell account team has worked with Cook County for a long time. We have a deep understanding of the culture, initiatives and goals of Cook County and its agencies. Below is a summary of what our public customers say about our service support philosophy and why they chose Dell as their end-to-end solutions partner: Knowledge Transfer FocusDell has proposed a staffing model that has a higher ratio of customer to consulting hours. We believe this staffing model will facilitate building skills in the Cook County common and agency specific teams from the start and allows the Cook County team members to obtain the knowledge about the functionality and business processes throughout the implementation. We also have factored in to the project plan, active agency involvement throughout the project to facilitate buy-in and acceptance on the recommended process improvements and changes and the corresponding overall design of the PeopleSoft solution. Additionally, both of these staffing considerations allow Cook County to become more self-sufficient operating PeopleSoft once the system goes live. We have found this staffing model to be most successful while implementing PeopleSoft technologies in public sector institutions. Team Staffing Approach focused on Dedicated Agency InvolvementTo facilitate collaboration, cooperation and ownership of project deliverables across the agencies participating in the project, Dell recommends that the overall project team be staffed with active and dedicated personnel from each agency. We also suggest that the overall team be comprised of a common team and agency specific teams. These teams will be supplemented with agency participants through the User Advisory Groups by process area. These groups will consist of dedicated part-time subject matter experts (SMEs) from each agency. These groups will serve as the liaison between the common and agency specific teams. Cultural FitOne of Dells truly distinguishing characteristic is our focus on core values. All employees operate in an honest and ethical manner with consistently high standards of integrity in all relationships with public agencies and governments. Our focus is on building a transparent, partnering approach to providing solutions that address your most important business, regulatory, and technology needs. FlexibilityWe believe the best way to achieve success with our customers is to tailor our approach to align with their dynamic needs. Dell will demonstrate our flexibility through an interactive solution design with your team. We bring forward industry leading practices with a commitment to create a cost-effective solution that is both low-risk and high value, and customized to each customers needs. Industry/Technology Expertise and ReputationWe bring more than multiple decades of experience and numerous awards for our successful solution delivery and partnerships. We provide a wide range of capabilitiesfrom hardware to consultingallowing us to keep your organization ahead of the industry without increasing risk. We will work you to provide leading, proven solutions that address your dynamic business and regulatory needs. Experience with Public Agencies and GovernmentsWe have successfully delivered costeffective business process, technology and organizational change solutions to many public agencies and governments to help them do more with less.
We will perform this project with you and not to you. Dell will provide structure, methodology, expert resources and practical experience. Cook County and its agencies will provide open and direct input, timely access to information and resources, and timely decision making. Our experience successfully working within Cook County and similar multi-agency public organizations suggests that a more collaborative and consultative approach to the implementation provides greater value.
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Business Intelligence and Reporting Capabilities

8. Please identify any business intelligence and reporting capabilities which are part of your solution, and could be used to help the County improve performance measurement reporting. Also, please explain whether programming expertise is required to use them. Oracle PeopleSoft provides pre-packaged analytic applications, called Oracle Business Intelligence (BI) Applications. These applications are complete, prebuilt BI solutions that deliver intuitive, role-based intelligence for everyone in an organizationfrom front-line employees to senior managementthat enable better decisions, actions, and business processes. Based on best practices, these solutions enable organizations to gain more insight and greater value from a range of data sources and applications including any existing legacy data system or application at Cook County, even spreadsheets and Access databases. These analytical applications are powerful, prebuilt solutions that enable organizations to implement more quickly, with less risk, and at a fraction of the cost required to build traditional business intelligence (BI) solutions. This integration delivers robust information across the entire company value chain to enhance customer, supplier, and workforce analysis. Oracle Financial Analytics helps front-line managers improve financial performance with complete, upto-the-minute information on their departments' expenses and revenue contributions. Hundreds of key performance indicators and more than 200 reports enable financial managers to improve cash flow, lower costs, and increase profitability while maintaining more accurate, timely, and transparent financial reporting. This application also enables better insight into the general ledger, allows other functional units to understand product or customer profitability, provides visibility into performance against budget, and highlights how staffing costs and employee or supplier performance correlate with increased revenue and customer satisfaction. Oracle Human Resources Analytics provides organizations detailed analysis on HR programs and workforce performance. It integrates critical data from across the value chain transforming silos of information into relevant, timely, and actionable insight. For example, managers can better understand the impact of compensation on employee performance by correlating compensation with employee performance and turnover metrics. Whether they are executives, managers, or line managers, users receive relevant, timely and actionable information directly through personalized dashboards, metrics, and alerts. With the delivered integration of data from a wide array of functional areas in HR and Finance, Oracle Human Resources Analytics delivers over 300 metrics and 600 dimensional attributes, as well as reports and dashboards to deliver relevant, timely, and insightful information to your workforce. Oracle Procurement and Spend Analytics enables you to optimize supply-side performance by integrating data from across the enterprise value chainenabling executives, managers, and frontline employees to make more informed decisions. Oracle Procurement and Spend Analytics increases visibility into the complete procure-to-pay process, including comprehensive spend and procurement analysis, supplier performance analysis, supplier payables analysis, and employee expense analysis. Through complete end-to-end insight into the spend patterns and supplier performance, organizations can significantly reduce costs, enhance profitability, increase customer satisfaction, and gain competitive advantages. Oracle Supply Chain and Order Management Analytics delivers deep customer insight into order and inventory data so you can make better decisions in each stage of the order lifecycle. Oracle Supply Chain and Order Management Analytics enables you to assess inventory levels, determine likely product fulfillment needs before the order has been booked, quickly identify potential order backlog issues, and stay on top of critical accounts receivable (A/R) and daily sales outstanding (DSO) issues. By leveraging actionable and fact-based insights, you can transform your current Supply Chain and Order Management processes to improve financial performance and customer satisfaction.
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Oracle Project Analytics is a comprehensive analytics solution that delivers insight into project-based data so all team members can seamlessly track the lifecycle of a project with complete, timely information. Oracle Project Analytics provides robust analysis of important project-based data that includes forecast, budgets, cost, revenue, billing, and profitability. Information is personalized, relevant, and actionable to improve project performance and profitability. In addition, Oracle Project Analytics is tightly integrated with other Oracle Business Intelligence Applications to deliver crossfunctional analysisincluding project-based analysis of accounts receivable and accounts payable, invoice aging analysis, or status of procurement transactions by project. In addition to the delivered out-of-the-box functionality, Oracle Business Intelligence provides centralized administration of the deployed environment. This administration component requires no programming experience. An administrator can efficiently manage the environment, and dynamically expand/add additional data to reporting environment. Security can also be integrated into the ERP security software, enabling a Single Sign-On for the end user to run reports and drill into the data.
Figure 6-3: Sample Interactive Dashboards
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Figure 6-4: Sample Case Management Page
Business Process Standardization and Data Migration

9. Two of the Countys biggest challenges will be business process standardization and data migration. Briefly explain how you would assist County in overcoming these challenges.
Business Process Standardization

Dells Methodology includes techniques used to standardize business processes within multi-agency organizations. The initial focus of our work will beginning with the end in mind. We start with creating future state standardized business process strategy. We will create an in-depth business case that provides an evaluation and recommendation regarding the creation of key activities that will be included in the standardized services scope for the Cook County agencies. In addition to the business case, stated project components must also include benchmarking existing processes, creating a detailed current state and future state, defining the service delivery model, recommending organizational design and staffing model, recommending a transition plan, and assessing change readiness and risks. Many of these components will actually require at least a high-level design of the specific standardized services that will be recommended. As the County has stated, the project solution desired will be for one standardized services solution that meets the needs of all of Cook County agencies. Information gathered will need to be aggregated, compiled, and synthesized to support recommendations for implementing standardized services to serve all Cook County agencies. The Dell project approach consists of four primary steps as depicted in the following graphic.
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Figure 6-5: Project Implementation Flow
Scope of Standardizing Business Processes

The overall scope of this project is defined in the RFP. As part of the scoping and planning efforts with the Cook County, Dell will answer the following questions: Who should share them? What is needed to enable these standardized services? What should be the operating model to standardize these services? How should these standardized service implementation activities be governed? What is the plan to build out the standardized services capabilities? What is the plan to ramp up the expected adoption? We have tailored our standard approach to address our understanding of the stated needs for this project. Prior to starting the project, we will work with the Cook County leadership to make refinements to our approach, as necessary, to meet the specific needs of Cook County. We believe our approach is unique in that we work with the Cook County and its agencies collaboratively. We will perform this project with you and not to you. Dell will provide structure, methodology, expert resources, and practical experience. Dells project approach consists of four primary steps as depicted in the following graphic.
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Figure 6-6: Dells Project Approach
Vision
In step 1, Vision, we answer the key question: Where are we going? Although we have clear objectives and scope for this project, we need to better understand how each agency fits long-term into the standardized services landscape within the Cook County. We will openly discuss how the Cook County agencies will interact with one another during the project, the expectations for working together in an operating mode, and the types of governance models. The challenge is that each of these agencies operates independently. Within the county, it is also common for divisions and departments to perform many of these in-scope functions autonomously, for example purchasing equipment and supplies. Early in the project, we must gauge the level of support there is for standardized services and specifically which services have support and by whom. Once we establish the strategic context and understand clearly the direction for standardized services, we can dive more deeply into defining standardized services requirements. Requirements will be collected top down at the overall level and bottom-up at the individual institution level. The requirements will be consolidated into a preliminary standardized services vision (beginning of the future state). We believe there can only be one vision for standardized services within the Cook County. The Cook County and its agencies will review, refine, and approve the vision, which we will refine and elaborate on during the balance of the project. The Cook County leadership committees will also help define the overall principles and constraints as they relate specifically to the standardized services vision. Approval of the vision is the first major milestone. The primary deliverable will be a PowerPoint representation of the vision, standardized services requirements, principles, and constraints. At this point, we will have a preliminary answer to the questions of which services should be standardized and who should share them. These answers will be refined as we progress through the balance of the project.
Assessment
In step 2, Assessment, we answer the key question: Where are we now? We answer this question in the specific context of the vision and standardized services requirements. Assessment must be performed for each of the participating agencies to understand the gap between the vision (preliminary future state) and the current state.
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Dell employs a fact-based quantitative and qualitative data collection framework based on a set of proprietary tools and templates. We assess each of the key dimensions: organization, people, process, and IT. The following figure illustrates how we might portray current costs in the context of target costs or benchmarks.
Figure 6-7: Sample Cost Illustration We will work with the participants from each institution by using core team members, surveys and questionnaires, and workshops. We believe it is necessary to work with each agency to present the vision and obtain feedback. By involving a broader base of key stakeholders, we can identify issues and concerns earlier, which allows us to structure a more effective communication program and thus garner stronger and broader support. As we review and quantify the current state, we will reveal current practices that, if changed, can produce early savings. These quick hit opportunities will be packed into a set of short-term recommendations for fast action. Besides gathering data and quantifying the current state, Dell will also assess current organizational and people capabilities to understand each agencies willingness and capacity for change. Approval of the assessment is the second major milestone. The primary deliverable will be a PowerPoint representation of the current state, refinements to the future state, and the beginning of the in-depth business case. The key outcome is a better understanding of the potential of the future state and the gap in the current state. Although there will only be one deliverable, it will contain an assessment of each individual member institution.
Strategy Formulation and Design

In step 3, Strategy Formulation and Design, we will answer the key question: What will we do? The answer to this question will elaborate on the specific capabilities required to close the gap between the current state and the future state. These are the specific capabilities that actually enable standardized services. Dell will use its expertise and knowledge of best practices to identify a preliminary set of options as they relate to organization, people, processes, and technology. Organization will explore delivery models, governance, service levels, and metrics. People will explore staffing requirements, skill sets and career development. Processes will explore operational and process models. Technology will
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explore the underlying applications and infrastructure. Dell will formulate the strategic and design options, but before they are evaluated by the Cook County agencies, we must establish the process and criteria for evaluating the options and ultimately making decisions. Dell uses multiple well-established techniques to depoliticize this process and to drive decisions that stick. This is not a specific technique that achieves stronger and broad support, but a process that begins on day-one of the project and is ingrained in how we perform every task day-in and day-out. When the evaluation and decision making process and criteria are established, we will review the options and make final future state decisions. Workshops at the individual agencies and a summit with the Cook County leadership committees will be essential to garner support and gain consensus. As the options are narrowed and decisions made, we will identify likely challenges, constraints, and risks and explore mitigation strategies. At the completion of Formulate Strategy and Design, we will have answered most of the following key questions: Which specific services should be standardized? Who should share in the standardization? What is needed to enable these standardized services? What should be the operating model to standardize these services? How should these standardized services implementation be governed? Approval and signoff of the standardized services strategy and high-level design is the third major milestone. The combination of the standardized services strategy and high-level design will form the final version of the future state.
Strategy Plan
In step 4, Plan, we will answer the key question: How will we do it? The answer to this question will provide a roadmap to transition from the current state to the future state with high-level project plans, deliverables, schedules, milestones, priorities, dependencies, resource requirements, and budgets. The roadmap will exist at the overall standardized services level. Implementation plans will be developed factoring in the specific activities and deliverables that will need to be completed by the project team and the impact these plans will have on the individual agencies. The following figure illustrates how the Cook County and its agencies may migrate to standardized services.
Figure 6-8: Sample Migration Flow
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At the completion of standardized services planning and scoping activities, the in-depth business case will be completed and answers to the following key questions will be documented: What is the plan to build out the standardized services capabilities? What is the plan to ramp up the expected adoption? What is the financial case? At this time, the Cook County leadership committees will provide final approval and signoff for the project.
Data Migration
The Dell methodology includes a detailed data conversion strategy which focuses on an upfront understanding of the business and technical requirements related to data conversion. We recommend that business case justification documents be created to validate the data will have value before the team spends time on conversion related activities. This business justification document includes: Definition of the data element recommended for conversion Value this data element has to the institution and its decision making and/or reporting process Level of data cleansing and/or clean-up that will be required to prepare this data element for the conversion Approximate cost and complexity of converting this data element Approach that will be used to convert, cleanse and/or collect this data
We recommend that a data conversion advisory group be established with key representatives from the key county functional areas to confirm the justification for each data element planned for conversion. Once the data conversion advisory group approves the business case justification document, each document is routed for approval by the project management office and project leadership committees. Once approved, each data element is added to the approved data conversion list. For each approved data element, the joint Cook County/Dell team will map the legacy data to the new systems data elements for each data element through scheduled workshops with key customer Subject Matter Experts (SME). These SMEs are very familiar with the value of the data being converted, the types and classification of the data being converted, and can confirm the data being converted is complete and accurate. We use detailed tracking mechanisms for documenting the organizations technical and functional conversion mapping, specifications, and programming efforts. MappingWe develop detailed data mapping diagrams to document the relationship that will exist between legacy and the new system data elements and define the transformation logic that will be required to migrate the data from the existing systems to the new system. Functional and Technical SpecificationsWe develop a detailed functional specification for conversion programs and conversion validation routines before the coding begins to confirm that there is a clear understanding of what data needs to be converted and outlines the test conditions will be used to validate the data converted is complete and accurate. This functional specification is reviewed and approved by the SME. Once approved, a detailed technical specification for each data element is created which defines how the data will be converted, the logic that needs to be created to transform the data from the legacy to the new system, and which method of validation will be used to make sure the converted data is complete and accurate. This technical specification is approved by the data conversion advisory group and project management. Conversion Programming and Unit TestingWe develop the conversion programs, validation routines, and reconciliation reports to satisfy the design of the functional and technical specifications. Before releasing the conversion code to the mock conversion or testing environments, the developers completely unit test the code to validate that the code created passes the test conditions that are outlined in the functional and technical specifications.
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In parallel, our approach includes mobilizing a team of resources responsible for cleansing the data in the legacy system prior to the final conversion and collecting new data elements that will be needed in the new system. These new data elements may or may not have been previously captured in the legacy system. If these new data elements were not previously captured, Dell will work with Cook County to create a database that can be updated as the project progresses to revise and store these new data elements until the final conversion is executed. We recommend that Cook County mobilize resources familiar with the data to perform the data cleansing activities. Data CleansingThe joint team works with the data collection and cleansing team members to update the data that resides in the legacy system to align with the legacy to new system mapping structures that were created with the SMEs. Data CollectionThe joint team works with the data collection and cleansing team to identify the sources of data that are needed for the new system but have not been stored in the legacy system. We typically work with our customers to develop a database that the teams use to capture these new data elements electronically.
The conversion programs are written to extract information from this database and/or the legacy systems and transform this data so that it can be updated and validated prior to the load into the new system. Conversion validation routines and reconciliation reports will be developed to validate the data to be converted is complete and accurate. The data cleansing and collection activities will be performed throughout the full project lifecycle to prepare the data for the final conversion right before the system goes live. This approach minimizes the need to have end users stage transactions for entry before or during the system goes live timeframe. Once the conversion programs are completed and unit tested and a sample set of data has been cleansed and collected, the joint team will begin to execute a series of trial or mock conversions. These mock conversions allow the team to comprehensively test the conversion programs with iterative versions of accumulated and cleansed data as this data comes available and provides the team with an opportunity to organize, time and tune the conversion process and programs to confirm the sequence and timeframe for execution will be completed in no longer than an extended weekend. These mock conversions will be run in parallel with the various cycles of testing. In addition, one or more iterations of the mock conversion outputs will be incorporated into an integration testing cycle to allow the joint team simulate what the go-live environment by providing a test of the application functionality with the converted data. The final mock conversion testing cycle will take place in conjunction with the dress rehearsal testing effort. This will allow the joint team to confirm the sequence for completing conversion related activities and time each step in the process to validate the estimated timeframe for completing the conversion cutover activities is reasonable. The final data conversion activities will take place simultaneously with the timeframe for the cutover to production. The County data cleansing and collection teams will continue to revise and gather the final information needed to support the legacy portion of the conversion activities. A legacy system shutdown/cutover date will be approved by leadership as close to the cutover date as possible to minimize the manual entry of catch-up transactions that will be required between the time the legacy system is shut down and the new system is operational. Transactions that fall between these two dates will be sorted, staged and appropriately coded to facilitate the entry of these transactions into the new system once it is operational. During the final system cutover, the final data conversion activities are executed and data converted is validated and reconciled to confirm the information included in the system is complete and accurate. Once the final data conversion is complete, the staged transactions are entered by the joint project team and reconciled. A final data conversion review is performed to validate the data has been converted with integrity. Once the system is operational, the joint project team will work with the users to troubleshoot and resolve data conversion related issues. The following table outlines the proposed division of duties related to key conversion related deliverables.
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Key Deliverable Division of Duties
Data Cleansing and Collection Process and Strategy Data Conversion Business Justification Documents Conversion Functional Design Specifications Conversion Technical Design Specifications Export Conversion Technical Design Specifications Import Mapping Data Cleansing and Collection Database Data Cleansing and Collection Activities Data Conversion Programs, Reports Export Data Conversion Programs, Validations, Reports - Imports Mock Conversion Test Planning Mock Conversion Test Execution Mock Conversion Test Reconciliation and Validation Dress Rehearsal Data Conversion Test Execution Dress Rehearsal Data Conversion Test Reconciliation and Validation Staged Cutoff Transactions Entry and Validation of Staged Cutoff Transactions into New System Final Cutover Data Conversion Test Execution Final Cutover Data Conversion Test Reconciliation and Validation Troubleshoot and Resolution of Conversion-Related Issues
Dell/Cook County Cook County Cook County Cook County Dell Cook County/Dell Dell Cook County Cook County Dell Dell Dell Cook County Dell Cook County Cook County Cook County Dell Cook County Cook County/Dell
Cost-Savings Changes
a. Note what changes could be made to the above plan to accelerate the process. What changes could be made for cost savings? We recommend that Cook County closely scrutinize the level and amount of data to be converted from the old system into the new system. Because of the complex business, operational, and regulatory landscape that Cook County operates within, inevitably, the mapping of conversion requirements results in the identification of data conversion gaps. Our consultants work closely with the key County leadership to justify each data conversion element proposed. The following guidelines have been used successfully by customers to minimize and prioritize data conversion elements. Guidelines for Minimizing Data Conversion ActivitiesWe recommend that a set of guiding principles be established and agreed on by overall project and County leadership to minimize and prioritize data conversion, cleansing and collection activities. Dell suggests Cook County evaluate whether or not a data conversion element gets approved if it passes one of the following criteria: Satisfies the needs of all agencies within the County Satisfies a published, regulatory or statutory need for the County subset of agencies Supports a published, policy statement at one agency or subset of agencies Links directly to a published, strategic mission/objective at one agency or subset of agencies
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The realizable and quantifiable benefits for the deviation are greater than the costs associated with the deviation across a period of three to five years The cost benefit analysis demonstrates that the conversion is more favorable to the Cook County system overall than each of the alternatives evaluated If the potential data element planned for conversion does not pass one of these criteria, we recommend that this data element be logged and deferred. We suggest logging the potential data element for consideration in future upgrades to determine if the data conversion requirements change and at the time of the upgrade is required to support the needs of all agencies within Cook County or the passes one of the criteria outlined above. Guidelines for Prioritizing Data Conversion ActivitiesDell suggests that this approach be followed for any data conversion element that has been identified by the key customer users. Dell recommends that the development effort of data elements be prioritized in order from highest to lowest using these criteria: 1. Satisfies the needs of all agencies in Cook County 2. Satisfies a published, regulatory statutory, policy statement, or strategic mission/objective at more than one agency 3. Satisfies a published, regulatory statutory, policy statement, or strategic mission/objective within one of the agencies 4. If the conversion does not satisfy criteria 1 3, and the conversion has realizable and quantifiable benefits greater than the costs associated with the conversion 5. If the conversion does not satisfy criteria 1 4, and the cost benefit analysis demonstrates that the conversion is more favorable to the Cook County system overall than each of the alternatives evaluated It is our experience that when our customers take a more rigorous approach to justify each data element planned for conversion using the business justification document approach and project leadership approves and prioritizes these data conversions upfront following the guidelines established above, fewer data element conversions are approved, cost associated with data conversion are lower, and the timeframe for completing the data conversion processes is reduced. Another option for Cook County to consider for cost savings is to initially limit the number of hours approved for data conversion activities and request that the team prioritize the most important conversions to fit within the initial limited number of hours. All conversions that dont fit into the limited number of hours have to be justified and potentially funded by the project or specifically by the ownership group that requests the data element to be converted.
Conversion and Implementation Services

b. Describe any and all conversion and implementation services included within the proposal. Dell has proposed the following services as part of this proposal
Services Data Cleansing and Collection Process and Strategy High Level Service Description Outline approach and plans for facilitating the data conversion, cleansing, and collection activities associated with the implementation. Provide templates and leading practices to facilitate the entire conversion process Define the import logic, validations, and reconciliation reports needed to upload data into the new system Cross reference the new system fields to the legacy system fields or other source systems and including defining any transformation logic Create a database to enter and store historical information needed to support the conversion into the new system
Conversion Technical Design Specifications Import Mapping Data Cleansing and Collection Database Development
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Services Data Cleansing and Collection Activities High Level Service Description Lead and/or assist the Cook County data cleansing and collection teams revise legacy data to map more closely with what is needed in the new system and gather conversion data from multiple sources to publish into a database used to support conversion activities Code and unit test conversion import programs, data validation scripts and reconciliation reports needed so support the data conversion efforts Plan and schedule the multiple iterations of the trial conversions which are used to test the conversion programs, validation logic and reconciliation reports and confirm the data cleansing and collection efforts Execute the conversion programs, validation scripts and reconciliation reports and document exceptions needing follow up during each trial conversion Execute the conversion programs, validation scripts and reconciliation reports, document exceptions needing follow up during each the dress rehearsal, and document sequence and timing of conversion activities Execute the conversion programs, validation scripts and reconciliation reports, document exceptions needing follow up during the final cutover to production, and document sequence, timing and results of the conversion activities
Data Conversion Programs, Validations, Reports - Imports Mock Conversion Test Planning
Mock Conversion Test Execution
Dress Rehearsal Data Conversion Test Execution
Final Cutover Data Conversion Test Execution
Troubleshoot and Resolution of Conversion- Resolve issues identified as related to the conversion and Related Issues transformation of data between the legacy and new systems.
Data Conversion
c. Describe other conversion and implementation services that are available. Our response to data conversion matches the client and consulting resources to the most appropriate tasks based upon the general skills and experiences that each team typically can provide to a project of this magnitude. We believe this matching provides the most cost effective solution for our customers. In some instances, the customer is not able to provide resources to assist with some of the conversion related activities that are normally assigned to the customer. In these cases, Dell can provide resources to assist with these activities as well. For example, Dell can provide assistance to the customer team as they develop the business justification and functional design documents. Dell can also provide assistance for the legacy conversion extracts if there are limited available customer resources that can perform the legacy related conversion activities. Dell can provide resources to assist with data conversion reconciliation and validation activities if the customer does not have available bandwidth to provide these resources.
Site Preparations
d. Include complete site preparation requirements. The following list of requirements should be available to support the data conversion related activities: Inventory of all data elements planned for conversion Skilled resources knowledgeable about legacy and new systems applications and the associated conversion activities Experienced resources that understand the legacy data and its application to the institutions decision making processes
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Experienced resources that understand leading practices related to converting data into the new system Appropriate number of data bases to support the data conversion activities when needed throughout the project duration Relevant data cleansing and collection tools that can facilitate the data revisions needed and collect and organize data from multiple disparate source systems needed to support conversion activities Updated data conversion processes and procedures needed to outline the steps and responsibilities necessary to timely and accurately complete the conversion activities Relevant legacy data and conversion reports needed to support the conversion activities Accurate documentation related to the legacy and new system to facilitate mapping of data between systems Timely decision making process to include, exclude or revise data elements needed to support the conversion activities Delivered legacy and new systems tools, technologies and techniques that allow for the timely, effective, and efficient extraction or import of conversion data Timely access to source documentation as necessary to confirm information contained in legacy systems or other sources of conversion information Appropriate level of secured access to data to facilitate the data conversion activities
Remotely Hosted ERP Solution

10. Please indicate whether your company offers a remotely hosted ERP solution. Does it require that the entire ERP application suite be remotely hosted? Identify any other remote services your company offers, e.g. Help Desk. Without providing pricing, explain your answer. Dell can provide a fully-hosted ERP solution for Cook County. Dell currently hosts PeopleSoft, Oracle EBusiness Suite, JDE, Lawson, and SAP ERP solutions for many customers. Dell owns its own data centers and has the ability to provide and maintain equipment that is not owned by the customer or we can transfer customer-owned equipment to our data centers.
Data Center Services

Dell delivers a variety of data center hosting and operations services through its global network of hightier data center facilities and Enterprise Command Centers (ECCs). Dell maintains and operates two U.S. multi-customer, high-availability data center facilities (all qualified as Tier III or higher according to the qualifications of Uptime Institute standards)the Plano Technology Center (PTC) located in Plano, Texas (Dallas area) and the Florence Technology Center (FTC) located in Florence, Kentucky (Cincinnati area). Dells two ECCs, one located at the PTC and the other in Noida, India, enable the monitoring and management of the Dell data center production environments around the clock. Dell also delivers comprehensive data center management and technical services at customer-owned facilities throughout the U.S., Europe, and Asia.
Dell Data Center Hosting

Space Alternatives
Dells data center hosting service provides secure, High Availability (HA) raised floor space, as well as cabinet/rack and Rack Unit (RU) options. Additionally, space, cabinet, and cabinet RU options can be provisioned for high-density requirements, allowing for the higher electrical consumption and air-space requirements needed to cool high-density hardware, such as blade servers.
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Ready SpaceSupports self-standing equipment, such as AS/400s, mainframes, and customerowned cabinets Ready CabinetIncorporates cabinets owned by Dell and provides customers with enterpriseclass, ready-to-populate server cabinets Ready RUsAllows customers to purchase individual ready-to-populate rack units in a Ready Cabinet Network-Ready RackConstitutes racks owned by Dell and provides customers with the physical rack needed to house network equipment Network-Ready RUsAllows customers to purchase individual ready-to-populate rack units in a Network-Ready Rack
Installation Services
Electrical power connection, network cable connection, fiber cable connection, and server installation are available as one-time provisioning services and ensure a thorough and efficient approach to raised floor preparation for the installation of equipment in a Dell data center. Electrical Power ConnectionThis includes the preparation and installation of electrical power to a cabinet, rack, or other data center floor location. It also provides electrical receptacles and all electrical power wiring needed to connect the cabinet and equipment to the data center electrical Power Distribution Units (PDUs). Network Cable InstallationThis includes the preparation and installation of CAT6 network cabling from the data center network switches to the client servers. It also includes patch panel ports and all patch cables required for installation. Fiber Cable InstallationThis includes the preparation and installation of fiber cable media from a network switch/Storage Area Network (SAN) to the server location. Server Installation (Small or Large)This includes the preparation and installation of the server or telecommunications hardware into a designated cabinet or other data center location.
Physical Planning and Facility Management

Dell has an in-house staff of qualified engineers for data center planning and facilities management. These teams have the responsibility to ensure that the day-to-day operation of the data center is maintained including the scheduled preventative maintenance of environmental equipment. Dell also engages in proactive planning for the future data center requirements, not only from a floor space aspect, but also in regards to calculating power and cooling requirements per the addition of new systems and the decommissioning of retired infrastructure.
Data Center Model

Dell integrates leading-edge hardware, software, and connectivity technologies to deliver end-to-end solutions that are designed to meet the various requirements of its customers (either business or regulatory driven). Dells turnkey solutions can improve customer environmental capabilities by addressing technology needs and streamlining processes. Dell is committed to delivering a highly secure, stable, and fully redundant data center model. Dells model includes the following components: SAS 70-audited facilities and processes State-of-the-art N+1 fully redundant data centers Connected by Dells own multihomed, fault-tolerant mesh Internet backbone Hardware management Remote infrastructure provision and/or management and monitoring (reverse hosting) Consulting services
Our end-to-end services include:
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Connectivity services ISP services, which include DSL, T1, DS3, Fast Ethernet, GigE, and Fiber VPN setup and management Microsoft Exchange hosting Web hosting Proxy server services POP3/SMTP hosting Data center space and server management for software not included with the other service offerings
Value-added services include:
Performance
The service level commitment by Dell for hosting services is availability. Dell guarantees that the hosted platform will be accessible and operational such that providers can utilize the system as they need, less any scheduled maintenance windows. The service level performance is documented at 99.9 percent availability. Dell has passed all SAS 70 Type II audits with no major exceptions. Dell uses a modified IT Infrastructure Library (ITIL) service management model with emphasis on the change/release management, control process/configuration management, and service/resolution management aspects of ITIL. ITIL is used for this explanation with the understanding that our methodology is based on best practices from ITIL, BS15000, and ISO20000 as internally developed processes that are specific to our sector and service delivery model, which maximize the benefits of ITIL for our customers without the considerable investment to build such a solution from scratch.
Scalability
Each of Dells hosting facilities are built with sufficient expansion capabilities to manage multiple new customers, in addition to the current load, while allowing expansion within these customer environments. At present, Dell has more than enough power, cooling, and space online or coming online. Dell is confident it will be available to support any foreseeable expansions in terms of hosting requirements.
Physical Security
Selected Dell employees are issued access cards for gaining entry to the data center. Requests for access are managed via the Dell intranet, which provides formal documentation of access requests. The data center manager (or a designated representative) must approve all access requests. Only authorized individuals have access to the card-reader administration system. Unissued access cards are controlled by the Dell security administrator. Every employee must have a security access card on his or her person to gain entry and while in the facility. Dell facilities are monitored 24x7 via Closed-Circuit TV (CCTV) from the security command center. Surveillance cameras are present throughout the facility and allow the security staff to monitor strategic areas. Furthermore, 90 days of history is retained. Additionally, security officers randomly patrol the interior and exterior of the facility. The card access system limits access to sensitive areas, such as the computer room and the data center command centers. The security command center is staffed 24x7. Application programmers are not granted access to the data center. Authorized Dell employees must accompany visitors to the computer room and the data center command center. In the event of a power outage, the UPS will initially provide power to the access card-key system. The diesel generator will then take over. The UPS and generator allow uninterrupted usage of the card-key system.
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All non-staff visitors are escorted at all times by one of our engineers. Dell staff provides exceptionbased access for non-personnel (for example, service technicians) with prior written direction by authorized and authenticated staff. Dell records all activity at all locations within its data centers, while viewing these in real-time on dedicated screens in the Network Operation Centers (NOCs) on both coasts. All monitoring is conducted on a 24x7 basis. Within the grounds of Dells Plano Technology Campus, there is a perimeter fence designed to stop the advancement of any vehicle. There are armed guards at the entrances and patrolling the campus grounds. In addition to the raised floor facility cameras maintained and monitored within the NOC, Dell also has deployed campus-wide closed circuit cameras which are monitored 24x7 by its security staff.
Staffed Monitoring of Hardware

Dell offers its customers several options for the monitoring of devices within the County. These options range from the most basic heartbeat or ping monitoring to the granular transaction monitoring of application response times. The subscribed monitoring is determined by customer requirements and based on the functionality of the devices involved. Some of the advanced options available include disk, CPU, and memory utilization, content/URL monitoring for all Web applications, database connectivity, job status, and table/row monitors for checking transaction status, and Simple Network Management Protocol (SNMP) monitoring of hardware instrumentationtemperature, power supplies, RAID, fans, and CPU temperature. Dell uses large displays in our NOC to alert our engineering staff to any outages or potential problems with all monitors. Monitors are set up not only to inform our staff when services are affected, but also to monitor indicators that may show a potential problem before it becomes service affecting so it can be resolved without impact to the customer. Dell also has developed direct integration with its ITIL-based Service Management system to take feeds from monitoring in order to generate alerts to support staff outside the facility. These alerts will generate an incident ticket which will then, in turn, generate an automated alert (email, page or other customer desired notification). Dell looks to ensure that any possible exception event is addressed and resolved in the shortest possible time to maximize availability of its customer resources.
Environmental Safeguards for Software, Networks, and Redundancy

Dell provides around-the-clock proactive monitoring of electrical, environmental, security, network, CPU, disk subsystem, and software health and status. The data centers also provide redundant AC power panels, redundant AC power feeds, and redundant AC units. For any measurements falling outside of acceptable parameters, Dells network operations center will immediately take corrective action. Failures that cause any downtime are extremely rare since systems have built-in fault tolerance with dual power supplies and hardware RAID on all disk drives. In the event of hardware failure, complete inventory of spare hardware components as well as entire servers are ready to swap in place.
Offsite Storage of Nightly Data Backups

Dell has comprehensive disk and tape backup solutions to ensure data integrity and recoverability. In addition, any tape media will be on a scheduled rotation and will be moved offsite daily and stored in a local facility (Iron Mountain) that is a safe distance away from the data center. Monthly or weekly back-up tapes can be sent to customer on an agreed-on basis. We can also provide complete redundant nightly backups to non-tape media, with the following options: Online backup of database Nightly data dump to disk that is retained for up to 1 week for immediate availability
The server, laptop, and desktop computer retain stored data for the time duration or version control policy associated with each data file object that was backed up.
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Application Management Support Services

Dells organization is fully qualified to provide server maintenance, storage, service/help desk, and application management services, the latter of which is provided through Dells Application Management Outsourcing (AMO) practice and allows you to access the in-depth knowledge of the over 1300 resources within Dell that can help with functional and technical support issues for Cook County. Four of the common support roles our AMO organization provides our customers include: PeopleSoft Functional AnalystFunctional analysts are module specific experts that are the first line of support to end users. They assist end users with application configuration issues or questions regarding application functionality. They also assist in creating functional requirements and design documents, perform quality assurance testing and facilitate user acceptance testing and serve as a liaison between end users and technical developers. PeopleSoft Technical DevelopersTechnical developers provide coding modifications and develop new enhancements. They work closely with Data Base Administrators (DBAs) to tune the application and functional analysts in understanding business requirements. PeopleSoft Application DBAsDBAs work closely with PeopleSoft technical developers and administrators. They assist with troubleshooting and tuning the PeopleSoft application and are very familiar with the schematics of the PeopleSoft application. They perform code migrations to production, full-system auditing of application changes at the OS and database level, database exports, refreshes, backup and recovery of PeopleSoft as well as perform job monitoring (logs, short dumps, work process traces). PeopleSoft AdministratorsPeopleSoft administrators perform patch application for PeopleSoft following defined Standard Operating Procedures (SOPs). They maintain the PeopleSoft application server, Web server, and process scheduler. They also ensure proper start-up and shut-down of the application during maintenance windows.
Dells hosting and support services are flexible- we can provide any or all of our services depending on Cook Countys needs and requirements. Dell typically provides most support services remotely, but our support personnel can be onsite, too. Here are a few different examples Dell is currently providing its customers in terms of hosting and support: Dell fully hosts the ERP solution in Dells data centers, including service desk and full application management services. Full application management services include: Applying patches/fixes from the vendor(s) Regular system maintenance Monitoring the occurrence of events Maintaining incident and problem logs Maintaining up-to-date documentation on each application or system in-scope Incident and problem tracking and submission to the appropriate response personnel Incident management and problem management services to consist of updating incident tickets, creating incident reports, and providing Level 3 and Level 4 support Production support, consisting of corrective and preventative maintenance activities that validate: Applications and systems produce the expected results as described in the business and user requirements, specifications, and service level Online components of the applications and systems function as required Batch processes for the applications and systems are initiated and completed as scheduled Transfer of external files is properly completed Changes to the applications are properly documented or, if such changes are performed by a third-party provider, the Dell will validate the documented changes provided by such
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third-party provider, and follow up with any issues, documenting such changes to resolution and closure User inquiries are properly addressed Additional functional and technical support options, including but not limited to: Create and maintain SOPs > System and application shutdown and startup > Critical maintenance activities and timings > Emergency procedures or communication plans > Disaster recovery plans Application maintenance > Incident root cause analysis > Application break/fix > User functional support and recommendations > Interface support Enhancements > Functional requirements/system design > Technical specifications/programming Testing On-call support 24x7 Job failure notification and resolution > Daily checklist of all batch processes, runtimes, issues that are encountered, and other items Ad hoc requests > Archiving recommendations > Tuning and performance initiatives Hosting can involve either a scenario where Cook County owns, hosts, and maintains their own hardware and Dell provides service desk and application management services to support the ERP software, or Dell hosts and maintains the hardware and the customer provides all ERP software functional and technical support. Leveraging our AMO team, Dell can also provide full-support through the Oracle Service Request (SR) process. Dell can serve as the liaison between Oracle and Cook County for all incidents. If a user encounters an issue, they log a ticket with Dell and any interfacing with Oracle is transparent to them. Dells support resources then determine if it is an issue with the delivered software or a customization. If the issue is with the delivered software, Dell will open a SR with Oracle and work with them to replicate and fix the issue. Dell also works with our Oracle account manager (OAM) to escalate issues and bring quick attention to them. This is particularly of benefit after implementation or upgrade golives when there is added criticality to issues needing to be resolved in a timely manner. Our OAM also helps support us in getting critical fixes delivered as individual fixes when necessary so that Cook County may not have to wait until bundles or maintenance packs are released.
Service Desk
The Dell service desk offerings are based on the ITIL service delivery framework, which uses proven methodologies to support delivery of services to complex business environments. The service desk is equipped with an Interactive Voice Response (IVR) system that includes status monitoring, thus, providing active response and continuous visibility into all service incidents. The service desk is supported by our ITSM tool, based on Remedy ARS, which provides a variety of functions, all integrated into our service management framework. The ITSM service management tool will establish workflows and rules based on ITIL industry leading escalation and notification practices.
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All service desk agents are thoroughly trained in the Dell service management processes and procedures, with a strong focus given to providing higher first call resolution. The following figure shows the service desk workflow, and the rules designed and built into ITSM have been based on the ITIL best practice framework. Incidents that cannot be resolved during the initial call will be escalated to the appropriate teams, as directed by you, for assistance with incident and problem resolution. Escalation procedures are reviewed periodically and made available in electronic format, whenever modified, and incidents are documented in the ITSM problem and service ticketing system.
Figure 6-9: Service Desk Workflow
The ITSM service management tool documents and tracks all incidents from initiation to resolution in order to provide knowledge management, learning, and continued service improvement. The ticket data provided by the service desk and other support teams supports an aggressive problem identification process to eliminate recurring problems. Daily assessments help supplement continuous service improvement by identifying developing trends and proactively responding to any recurring system changes to support optimal service function. Dells management teams receive daily customer service and survey reports to support this continued service improvement. Customer satisfaction surveys are distributed to the callers with e-mail addresses for a percentage of all incidents. The results of the surveys are tabulated monthly and provided to each customer. Daily reviews of the individual survey responses allow service desk management to identify any areas for service improvement. All telephone calls into the Dell service desk are recorded. These recordings are utilized for agent evaluation, problem resolution, and ongoing service improvement training. Dells service desk is structured to be available based on customer requirements (be it business hours or 24x7) and our ITIL best practice operational policies support our administrative and support teams. Dells flexible hosting and application support offerings, including Service Desk capabilities, would allow Cook County to not only best optimize its investment, but also to best optimize its existing team of resources. Dell offers the full suite of support services, from hosting through application management support that would allow Cook County to outsource some of the more routine tasks such as software patch maintenance, while allowing its internal team members to focus on more strategic initiatives.
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As an optional service, once your old systems are de-commissioned, Dell can provide our asset recovery/resell services to assist you in the optimum disposal of the old equipment. Dell Asset Recovery/Resell (ARS) can resell your old equipment and you get the resale value back. These dollars can be used to purchase any equipment/services through Dell or you can even get a check back. Dell provides this service for any equipment including non-Dell systems. Your Dell representative can estimate your value back with basic equipment information, including processor speed, memory capability, market demand, and manufacture date are the main factors in estimating value for all Dell and non-Dell equipment. The manufacturer is not considered with resale value. (Dell systems are not considered more valuable than non-Dell.) The following services are included when you use Dell ARS: Pick up and packagingOnsite scheduled pickup to pack, palletize, count, and load your material TransportationNo additional charge Data Overwrite3-Pass data overwrite with 100 percent sector verification. Recycling/Resale Recycling: Zero landfill policy. Zero export policy meeting federal, state, local laws and EPA guidelines Resale: Removing all evidence of you and returning value to you ReportingOnce Dell has completed processing the systems, a settlement report is created and sent to you. This process takes 45 days. The settlement report contains two documents: 1) The certificate of disposal stating that the data has been overwritten and the systems were disposed of in accordance with environmental regulations, and 2) A serialized inventory report listing all of the equipment that we picked up, the condition of the equipment, and value attributed to that system.
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Proposal Terms and Conditions
Copyright 2011 Dell Inc. All rights reserved. Trademarks Dell, the Dell logo, and Dells products and services are trademarks or registered trademarks of Dell. Other trademarks and trade names may be used in this document to refer to either the entities claiming the marks and/or the names of their products. Dell disclaims proprietary interest in the marks and names of others. Cook County has the right to retain a reasonable number of copies of this proposal to allow Cook County to adequately review and assess the proposal. Dell grants no license, express or implied to any Dell intellectual property by virtue of this proposal. Our Relationship This document is not a contract. When we conduct business, our relationship will be governed by Dell's standard terms and conditions unless we negotiate a separate written agreement. Dell takes care to review and verify the information provided in this document. However, we cannot be responsible for errors or omissions that may occur in the production of this document or as a result of the passage of time. In addition, Dell may improve or change this presentation or improve or change its products and service offerings from time to time, without updating this document. Please contact your sales representative for updates or validation of the information in this document. Subject to our ability to reach a mutually acceptable agreement on this issue, Dell does take responsibility for the actions of its employees and agents that are performed in the scope of their employment. Confidentiality All information supplied to Cook County for the purpose of this proposal is to be considered Dell confidential.
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Dells Recommendation for Improving Decision Support, Operational Effectiveness, and Performance Management at Cook County Supporting Cook

Countys ERP and Information Management Vision

Company Information ........................................................1-1 Description of Proposed Solution ..........................................2-1

Proposal Terms and Conditions ....................................................30

The DellOracle/PeopleSoft Strategic Partnership

2. Description of Proposed Solution

Overview of Requirements and Objectives

Office of the Comptroller

Contracts and Compliance

Budget and Management Services

Department of Risk Management

Office of the Purchasing Agent

Bureau of Human Resources

Why Dell and PeopleSoft

The DellOracle/PeopleSoft Strategic Partnership

Process and Application

Accelerate Methodology Overview

Program Management and Governance

Implementation Build & Test

Organizational Change Management

Plan and Scope Phase

1. Where are we going?

Strategy Formulation & Design

2. Where are we now?

3. What will we do?

4. How will we do it?

Figure 2-4: Project Implementation Flow

Scope of Standardizing Business Processes

Figure 2-5: Dells Project Approach

Strategy Formulation and Design

Individual Site Solutions

Nationalize Existing Solutions

Plan & Scope

Build & Test

Figure 2-8: Project Plan & Scope Phase

Blueprint (Fit/Gap) Phase

Requirements Definition and Gap Analysis Techniques

Plan & Scope

Build & Test

Figure 2-9: Project Blueprint Phase

Configure, Build, and Test Phase

Black Box Test:

Model Office Test:

Recovery and Disaster Recovery Test:

TYPE Regression Test:

String Test: System Test:

What is our situation today?

What does the solution look like?

How must our processes, organization, and systems change?

What new policies and procedures need to be designed?

What is the plan to implement the solution?

What is in it for me?

Teams Jobs/Roles Policies Competency Aptitude Acumen Skills Knowledge

Figure 2-12: Organization Architecture

Plan & Scope

Build & Test

Figure 2-13: Project Build & Test Phase

Transition (Deployment) Phase

Figure 2-14: Transformation Management Flow

Figure 2-15: System Training Approach

Plan & Scope

Build & Test

Figure 2-17: Project Transition Phase