13123-CONTRACT AMENDMENT #2 04-20-16.PDF

AMENDMENT No. 2
To
TREASURER INFORMATION SYSTEM (TIS) CONSULTANT
SERIAL NO. 13123-RFP
Between
Grant Thornton LLP
Maricopa County, Arizona
WHEREAS, Maricopa County, Arizona ("County") and Grant Thornton, LLP
("Contractor or Consultant") have entered into a Contract for a Treasurer Information System
(TIS) Consultant dated February 26, 2014 ("Agreement") and effective February 26, 2014 under
County Contract No, 13123-RFP.
WHEREAS, the parties agreed to Amendment No. 1 effective February 18, 2015 replacing
Exhibit A, B and D with a "NEW" Exhibit A, B and D;
WHEREAS, County and Contractor have agreed to further modify the Agreement by
changing certain terms and conditions;
NOW, THEREFORE, in consideration of the foregoing, and for other good and valuable
consideration, receipt of which is hereby acknowledged, the parties hereto agree as follows:
1. Section 1.1
Renew the contract term for an additional three (3) years, to end on the 28th day
of February, 2020.
2. Exhibit A
Delete Exhibit A in its entirety and replace with the "NEW" attached Exhibit A
3. Exhibit B
Delete Exhibit B in its entirety and replace with the "NEW" attached Exhibit B
4. Exhibit D
Revise Exhibit D to reflect the additional work breakdown structure per attached
ALL OTHER TERMS AND CONDITIONS REMAIN UNCHANGED.
IN WITNESS WHEREOF, this Contract Amendment is executed on the date set forth when
executed by Maricopa County.

CONTRACTOR:
C 11-
Authorized Signature
CitVe/vf PtAwAcoq 7)(Re --c-rd R
Printed Name and Title
Date
MARICOPA COUNTY:
Chairman, Board of Supervisors
Date
ATTESTED:
Clerk of the Board
Date
OFFICE OF TREASURER:
Treasurer
Date
APPROVED AS TO FORM:
Deputy County Attorney
Date

EXHIBIT A
PRICING
***NEW EXHIBIT A EFFECTIVE 04/20/16***
SERIAL: 13123 -RFP
NIGP CODE: 91829
COMPANY NAME: Grant Thornton LLP
DOING BUSINESS AS (DBA) NAME: N/A
MAILING ADDRESS: 333 John Carlyle St,
Alexandria VA 22314
REMIT TO ADDRESS: Grant Thornton LLP
PO Box 71352, Chicago IL 60694-1352
TELEPHONE NUMBER: 703-837-4468
FACSIMILE NUMBER: 703-837-4455
WEB SITE: www.grantthornton.com
REPRESENTATIVE NAME: Graeme Finley
REPRESENTATIVE PHONE NUMBER: 916-449-3991
REPRESENTATIVE E-MAIL: Graeme.Finley@us.gt.com or Virgina.Dawson@us.gt.com
YES NO REBATE
WILL ACCEPT PROCUREMENT CARD FOR PAYMENT: [X] [ ]
PAYMENT TERMS:
NET 30 DAYS
Phase Pricing:
Firm fixed pricing for labor for each phase to include all work delineated herein. The actual
travel expenses would be invoiced as incurred per County travel policy (Exhibit C).
Phase Labor Travel Total
II: Solution Options and Verification $218,743.44
III: Solution Funding, Procurement, and $57,674.69 $536,161.63
$259,743.50
Selection
IV: Data Quality Analysis $488,573.19 $35,000.00 $523,573.19
Original Contract Totals: $967,060.13 $92,674.69 $1,059,734.82
IV: Initial Data Quality Remediation & Deep
$449,845.60 $35,542.22 $485,387.82
Dive
Amendment # 1 Subtotal: $1,416,905.73 $128,216.91 $1,545,122.64
IV: Solution Implementation Support $3,255,876.00
$400,000.00 $4,728,328.44
IV: Solution Implementation Oversight $1,072,452.44
Amendment #2 Subtotal: $4,328,328.44 $400,000.00 $4,728,328.44
Amendment # 2 Contract Totals: $5,745,234.17 $528,216.91 $6,273,451.08
1

Price per Deliverable by Phase:
Phase Due Date Deliverable Price Holdback Due Upon Approval
Acquisition Preparation
II 4/8/2014 Project Plan $ 10,937.17 $ - $ 10,937.17
Preliminary Acquisition
II 5/19/2014 $ 87,497.37 $ - $ 87,497.37
Recommendations Report
Final Acquisition Recommendations
II 7/21/2014 $ 43,748.69 $ - $ 43,748.69
Report
II 7/28/2014 Revised RFP $ 76,560.20 $ - $ 76,560.20
Subtotal: Acquisition Preparation $ 218,743.44
Acquisition Selection
Q&A response and Pre-proposal
III 9/30/2014 $ 17,031.80 $ - $ 17,031.80
conference support
III 12/12/2014 Demonstration Script Support $ 21,289.74 $ - $ 21,289.74
III 3/13/2015 Sandbox Support $ 31,934.62 $ - $ 31,934.62
Subject Matter Expertise support to
III 3/20/2015 $ 21,289.74 $ - $ 21,289.74
Evaluation Team
Final Strategic Plan
III *2/13/2015 $ 21,289.74 $ - $ 21,289.74
(*completed 08/04/2014)
III 5/22/2015 Final Technology Vision $ 42,579.49 $ - $ 42,579.49
III 5/22/2015 Fit-Gap Support $ 21,289.74 $ - $ 21,289.74
Contract review, negotiation
III 1/31/2016 $ 21,289.74 $ - $ 21,289.74
assistance
III 2/15/2016 Contract Price Analysis Report $ 32,149.25 $ - $ 32,149.25
Final Award Package, Budget
III 3/23/2016 Request Proposals, and $ 14,902.84 $ - $ 14,902.84
Presentations
III 4/22/2016 Phase Transition Plan (NEW) $ 14,696.80 $ - $ 14,696.80
Subtotal: Acquisition Selection $ 259,743.50
Data Quality Analysis
IV 4/11/2014 List of data sources $ 24,428.66 $ - $ 24,428.66
IV 5/26/2014 List of in-scope data attributes $ 48,857.32 $ - $ 48,857.32
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Business rules associated with in-
IV 5/26/2014 $ 48,857.32 $ - $ 48,857.32
scope attributes
IV 7/7/2014 Preliminary Data Analysis Report $ 146,571.96 $ - $ 146,571.96
IV 8/11/2014 Final Data Analysis Report $ 146,571.96 $ - $ 146,571.96
Data Quality Improvement
IV 8/25/2014 $ 73,285.98 $ - $ 73,285.98
Recommendations Report
Subtotal: Data Quality Analysis $ 488,573.19
Initial Data Quality Remediation & Deep Dive
IV 4/17/2015 Data Deep Dive & Remediation Plan $17,993.82 $2,699.07 $15,294.75
IV 7/3/2015 Preliminary Data Deep Dive Report $98,966.03 $14,844.90 $84,121.13
IV 12/17/2015 Final Data Deep Dive Report $53,981.47 $8,097.22 $45,884.25
IV 7/6/2015 Preliminary Data Remediation $107,962.94 $16,194.44 $91,768.50
Report
IV 9/28/2015 Secondary Data Remediation $80,972.21 $12,145.83 $68,826.38
Report
IV 12/18/2015 Final Data Remediation Report $89,969.13 $13,495.37 $76,473.76
Subtotal: Initial Data Quality
$ 449,845.60
Remediation & Deep Dive
Sub-Total $ 1,416,905.73
Due Upon
Delivery Holdback
Price Per Approval
Phase Frequency Deliverable Quantity Per Total Price
Deliverable Per
or Date† Deliverable
Deliverable
Solution Implementation Support – Recurring Deliverables
IV Bi-weekly Project Status Report 60 $9,948.40 $1,492.26 $8,456.14 $596,904.00
IV Monthly Project Risk Register 30 $14,922.60 $2,238.39 $12,684.21 $447,678.00
IV Monthly Project Issue Register 30 $14,922.60 $2,238.39 $12,684.21 $447,678.00
Data Conversion Readiness
IV Quarterly 10 $88,180.80 $13,227.12 $74,953.68 $881,808.00
Report
Solution Implementation Support – Non-Recurring Deliverables
IV 6/20/2016 OCM Strategy 1 $66,135.60 $9,920.34 $56,215.26 $66,135.60
OCM Initial Assessment & Plan -
IV 8/15/2016 1 $58,783.40 $8,817.51 $49,965.89 $58,783.40
Dynamics AX
OCM Final Assessment & Plan -
IV 9/19/2015 1 $36,742.00 $5,511.30 $31,230.70 $36,742.00
Dynamics AX
OCM Execution & Training
IV 11/21/2016 1 $66,136.00 $9,920.40 $56,215.60 $66,136.00
Support - Dynamics AX
IV 1/9/2017 OCM Transition - Dynamics AX* 1 $51,439.00 $7,715.85 $43,723.15 $51,439.00
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Due Upon
Delivery Holdback
Price Per Approval
Phase Frequency Deliverable Quantity Per Total Price
Deliverable Per
or Date† Deliverable
Deliverable
OCM Initial Assessment & Plan -
IV 2/6/2017 1 $29,394.00 $4,409.10 $24,984.90 $29,394.00
Sympro
OCM Final Assessment & Plan -
IV 2/20/2017 1 $14,697.00 $2,204.55 $12,492.45 $14,697.00
Sympro
OCM Execution & Training
IV 3/6/2017 1 $14,697.00 $2,204.55 $12,492.45 $14,697.00
Support - Sympro
OCM Initial Assessment & Plan -
IV 5/15/2017 1 $66,136.00 $9,920.40 $56,215.60 $66,136.00
Aumentum
Change Management Plan -
IV 6/12/2017 1 $29,394.00 $4,409.10 $24,984.90 $29,394.00
Aumentum
OCM Change Impact Analysis -
IV 8/28/2017 1 $74,366.00 $11,154.90 $63,211.10 $74,366.00
Aumentum
Final Change Management Plan
IV 9/25/2017 1 $29,394.00 $4,409.10 $24,984.90 $29,394.00
- Aumentum
IV 1/1/2018 OCM Final Assessment & Plan 1 $91,120.00 $13,668.00 $77,452.00 $91,120.00
IV 1/29/2018 Business Readiness Assessment 1 $29,394.00 $4,409.10 $24,984.90 $29,394.00
OCM Execution &
IV 4/23/2018 1 $70,545.00 $10,581.75 $59,963.25 $70,545.00
Communications - Aumentum
Go-Live Change Management &
IV 8/27/2018 Training (including Dynamics 1 $82,302.00 $12,345.30 $69,956.70 $82,302.00
Refresher Training)
Knowledge Transfer &
IV 8/27/2018 1 $24,103.00 $3,615.45 $20,487.55 $24,103.00
Sustainment Plan
Lessons Learned Assessment &
IV 10/22/2018 1 $47,030.00 $7,054.50 $39,975.50 $47,030.00
Corrective Actions
$3,255,876.00
Subtotal: Solution Implementation Support
Solution Implementation Oversight
IV Monthly Project Health Report 30 $14,299.37 $2,144.90 $12,154.46 $428,980.98
System Integrator Deliverable
IV Quarterly 10 $42,898.10 $6,434.71 $36,463.38 $428,980.98
Review Report
IV Per Phase Phase Gate Quality Report 15 $14,299.37 $2,144.90 $12,154.46 $214,490.49
Subtotal: Solution Implementation Oversight $1,072,452.44
Subtotal: Solution Implementation Support & Oversight $4,328,328.44
Deliverables Total – All Phases $5,745,234.17
†Dates are notional and depend on the project schedule
*OCM Transition – Dynamics AX will include the following components:
 Preliminary Business Readiness Plan
 Preliminary Knowledge Transfer and Sustainment Plan
 Dynamics Lessons Learned and Corrective Action Plan
Labor Pricing:
Phase II Hours and Cost
Role Rate Hours Total
Engagement Director $183.71 120 $22,045.20
Project Manager $183.71 406.5 $74,678.12
Deputy Project Manager $170.00 350.5 $59,585.00
4

Business Lead $149.09 380.04 $56,660.12
Technical Lead $150.00 38.5 $5,775.00
$218,743.44
Phase III Hours and Cost
Role Rate Hours Total
Engagement Director $183.71 96 $17,636.16
Project Manager $183.71 737 $135,394.27
Deputy Project Manager $170.00 108 $18,360.00
Business Lead $149.09 380 $56,654.20
Technical Lead $150.00 206.5 $30,975.00
Subject Matter Expert $183.71 4 $733.87
$259,753.50
Phase IV Data Analysis Hours and Cost
Role Rate Hours Total
Engagement Director $183.71 222 $40,764.41
Project Manager $183.71 955.5 $175,534.91
Junior Data Analyst $95.00 871 $82,745.00
Business Lead $149.09 243 $36,228.87
Technical Data Analyst $150.00 1,022 $153,300.00
$488,573.19
Phase IV Initial Data Remediation & Deep Dive Cost
Role Rate Hours Total
Engagement Director $ 183.71 160 $ 29,393.60
Project Manager $ 183.71 1200 $ 220,452.00
Data Analyst $ 125.00 1600 $ 200,000.00
5

$ 449,845.60
Phase IV Solution Implementation Support Cost
Role Rate Hours Total
Engagement Director $183.71 600 $110,226.00
Project Manager $183.71 4800 $881,808.00
Data Readiness Manager $183.71 4800 $881,808.00
Organizational Change Manager $183.71 4800 $881,808.00
Investment Management and Accounting Subject
$183.71 600 $110,226.00
Matter Expert
Project Coordinator $130.00 3000 $390,000.00
$3,255,876.00
Phase IV Solution Implementation Oversight Cost
Role Rate Hours Total
Engagement Director $183.71 364 $66,870.44
QA Lead $183.71 4200 $771,582.00
Project Coordinator $130.00 1800 $234,000.00
$1,072,452.44
The scope of work as described in Phase IV: Solution Implementation is an optional phase. The County
reserves the right to determine if Grant Thornton, other vendor(s), the IS Division, and/or a combination
of entities will complete the work as described for this phase. The following hourly rates will be used
should the County elect to request Phase IV: Solution Implementation services from Grant Thornton.
Phase IV: Solution Implementation Hourly
Rate
Role Rate
Engagement Director $ 183.71
Project Manager $ 183.71
Data Conversion Lead $ 183.71
Organizational Change Lead $ 183.71
Functional Lead $ 183.71
Integration Lead $ 183.71
6

QA Lead $ 183.71
Application Lifecycle Engineer $ 150.00
Project Coordinator $ 130.00
QA Analyst $ 130.00
Data Analyst $ 125.00
7

EXHIBIT B
SCOPE OF WORK
***NEW EXHIBIT B EFFECTIVE 04/20/16***
1.0 INTENT:
The purpose of this document is to define the support services associated with the effort of replacing the
Treasurer’s Information System (TIS). This document will define the phases necessary for the Maricopa County
Treasurer’s Office (MCTO) to select the TIS Replacement system, conduct pre-implementation activities, and
to prepare for and execute the related TIS Replacement implementation effort. This document serves to
describe what will be delivered according to the budget, time constraints, risks, resources and standards agreed
upon for each work-stream.
2.0 SCOPE OF WORK:
The services to be completed by Grant Thornton in the Preparation, Procurement, Pre-Implementation, and
Implementation Phases extends the work completed by MCTO during the initial Needs Assessment phase.
Background
The chart below indicates the work completed in the Needs Assessment Phase by MCTO’s IS Division:
The chart below indicates the work planned for the Preparation, Procurement, and Pre-implementation
phases of the Maricopa County TIS Replacement effort by Grant Thornton:
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The scope of the Preparation, Procurement and Pre-Implementation Phases of the TIS Replacement effort
includes the following activities:
- Identification of a vendor to advise the MCTO IS team as to best practices for a replacement effort of this
magnitude
- Onboard the selected vendor to assist MCTO by:
 Advising on project strategy and governance of the Preparation and Procurement phases
 Supporting MCTO in the issuance of an RFP and selection of the replacement system
 Recommending steps for MCTO readiness for the replacement implementation effort, and
 Providing data quality analysis and remediation of the underlying TIS and shadow system databases to help
identify the effort to prepare for conversion to the replacement system.
- Development of the MCTO Strategic Plan for fiscal year 2016
- Development of a Technology Vision for the MCTO IS Division
- Finalization of an RFP and related requirements for the TIS Replacement system
- Procurement and solution funding of the TIS Replacement system, and
- Preparation and readiness during a pre-implementation Project Phase to include the following:
 Project Management and Governance
 Project Charter, Methodology, and Tools
 Service Level Agreement (SLA) with OET
 Business Process Reengineering (BPR)
 Organizational Change Management (OCM), and
 Data Quality Improvements
The chart below provides a preliminary timeline for the Implementation phase. It is comprised of twelve (12)
sub-phases.
9

The scope of services for the Phase IV: Solution Implementation phase of the TIS Replacement effort
includes the following:
Implementation Support Services
 Project Management, Coordination
 Data Readiness and Conversion
 Investments Management and Accounting Subject Matter Expertise
 Organizational Change Management
Implementation Oversight
 Project Health Tracking
 Project Milestone Performance Auditing
 Deliverable Review
Using a customization of the Grant Thornton Enterprise Resource Planning (ERP) project management
methodology, the Grant Thornton team will leverage the work completed in Phases I, II, and III in providing
implementation support services during the implementation phase of the TIS Replacement project. The
Grant Thornton team will leverage its experience, templates, and resources in coordinating with the software
vendor’s implementation team (referred to herein as “Prime Integrator”) and MCTO’s internal team (referred
to herein as “MCTO Team”) of subject matter experts to facilitate delivery of the TIS Replacement project.
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Implementation Support Services
Grant Thornton will provide implementation support services for the following work-streams: project management and
coordination, data readiness and conversion, accounting and investment management, and organizational change
management. The support includes dedicated project resources that are assigned to support MCTO Team
implementation project activities that fall outside of the scope of services provided by the Prime Integrator.
Project Management
Grant Thornton will employ a proven engagement management approach led by our Project Manager, and under the
guidance of our Engagement Director.
Effective management controls are a cornerstone of our overall project delivery approach. To plan, execute, control, and
monitor delivery of the project, we use Grant Thornton’s Engagement Management Guide (EMG). The below figure
lists the tools and techniques provided through the EMG.
The EMG incorporates lessons learned through the
execution of hundreds of complex federal and state
government projects, as well as widely accepted practices
defined within the Project Management Institute’s (PMI)
Project Management Body of Knowledge (PMBOK) and
the PMI Standard for Program Management. We use
EMG tools and techniques to clarify and resolve issues,
to create an ongoing framework for making decisions, to
promote and validate the quality of our work products,
to achieve prompt and mutual acceptance of project
deliverables, and to facilitate project communication and
cooperation.
The Grant Thornton team will complete the following major steps to provide project management services
during the TIS Replacement project:
Project Planning and Initiation
Grant Thornton will provide project management services to serve as the MCTO Project Manager in the
planning phase of the implementation project. We will coordinate MCTO input, review, and approval for all
Prime Integrator work products and deliverables associated with the Project Start-Up phase. We will
collaborate with the Prime Integrator to create an overall project management plan (PMP) for the
implementation phase. The PMP will include plans to manage scope, schedule, cost, quality, resources,
communications, risks & issues, and stakeholders. Grant Thornton will also provide input to the Prime
Integrator’s project manager to create a project schedule and work breakdown structure (WBS); determine
11

quality standards; determine roles and responsibilities for all resources; and identify and mitigate risks. For
each of the deliverables and work products mentioned, we will be responsible for ensuring that thorough
reviews are conducted as directed in the PMP and that timely approvals are provided.
Project Integration Management
Grant Thornton’s primary project management role throughout the implementation project will be to
perform integration management in supporting the needs of the Prime Integrator’s project manager. This
involves directing project work and balancing the major components and constraints of the project as laid out
in the PMP. We will work with the Prime Integrator’s project manager to gather work performance data and
produce status reporting against the original baseline and other established KPIs. We will influence change
factors and work to continuously improve the productivity of the project team based the work performance
data. We will co-lead steering committee and stakeholder meetings and monitor stakeholder engagement.
Grant Thornton will work within the approved authority structure to approve changes to scope and will
escalate any risks, issues, or change that require input from the steering committee. Only approved mitigation
plans, corrective actions, and scope changes will be implemented. We will coordinate with MCTO leadership
to review, approve, and accept formal deliverables outlined in the Prime Integrator’s contract. Throughout
the project’s execution, the project manager will provide input to continuously update the project
management plan based upon improvements and changes to the defined processes.
Additionally, the project manager will be responsible for directing work activities for the members of the
County project team, which will be comprised of County employees and Grant Thornton consultants. This
includes staffing all team roles according to plan, evaluating team and individual performance, hold team-
building activities, giving recognition and rewards, facilitating conflict resolution, and soliciting feedback.
Project Closing
Grant Thornton will work with both MCTO leadership and the Prime Integrator’s project manager to
confirm that the output of the work performed meets the original project requirements. We will coordinate
with MCTO leadership to obtain final acceptance of the new system components and will ensure that it is
properly transitioned to the operations team. Final performance reporting will be produced and all project
documentation will be archived for future reference and audit.
Project Coordination
The Grant Thornton team will include project coordination services that will extend the project management
services. The two capabilities will form the project management office (PMO).
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We will be responsible for creating and maintaining structure for project management processes. Grant
Thornton will extend the project management services by handling operational and coordination tasks
throughout the project. The primary project coordination responsibilities and activities include:
 Coordinating meetings and managing team calendars
 Coordinating training activities
 Monitoring project team staffing including onboarding and release of project resources
 Coordinating with Prime Integrator PMO in maintaining the project master schedule and WBS
 Producing productivity reports
 Monitoring MCTO team assigned tasks, including burn rate
 Managing facility-related tasks
 Establishing project documentation standards and templates
 Managing and updating project SharePoint site and other file repositories
 Creating meeting agendas
 Recording meeting minutes and action items
Grant Thornton will be the primary contributor to County-owned project management office related activities
in addition to those listed above, and will provide input to the Prime Integrator’s PMO team to ensure that the
project follows sound administrative processes.
Data Readiness and Conversion
The Grant Thornton team will support the following project data conversion phases and activities within
each phase:
Tax Data Mapping
The intent for this phase is for the County to be able to populate the intermediate file formats and allow the
Prime Integrator team to gain an understanding of County readiness and preparations in regards to the legacy
data. The Grant Thornton team will perform the following activities in leading the County-side of the
conversion effort:
 Participate in monthly Prime Integrator-led data extraction overview workshops- these workshops are intended
to define the effort required for conversion readiness, work toward creating the conversion extracts, share and
explain conversion templates, and address County questions concerning the import files as they arise.
 Define exit criteria for tax data mapping phase
 Populate intermediate tables and execute validation scripts
 Identify and document the data sources to be included in the system conversion
 Identify how many years of data should be converted versus retained
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 Provide and document the list of data sources to be included in the conversion including file size and record
counts
 Capture and document screen print examples of the different types of records
 Obtain or create file layout descripts or database dictionaries for any systems which are not document
 Execute validation scripts (provided by the Prime Integrator) to successful completion
 Utilize outputs from Data Quality Analysis and Remediation efforts to streamline/accelerate any required data
cleansing/clean up
 Recommend acceptance of Prime Integrator DAS and provide input to Phase Gate Quality Report, including
assessment of exit criteria
 Provide input to Status Report, Risk and Issue Log, Project Health Report, and Prime Integrator Deliverable
Review
 Document results in Data Conversion Readiness Report
Initial Accounting and Investment Data Conversion
The Grant Thornton team will lead the County-responsible Accounting and Investment data conversion
activities of the project. These activities span master and transactional data entities including chart of
accounts, financial dimensions, ledger balances, vendors, warrants, employees, bank transactions, and users.
These activities include:
 Provide input to the data migration strategy
 Define exit criteria
 Extract data from legacy system
 Perform data clean up/cleansing (as required)
 Perform data mapping from legacy to new system templates
 Perform validation of migrated data
 Review management of mock conversion environments
 Coordinate reconciliation of migrated data with County business owners
 Perform and/or coordinate manual data migrations at cutover, if required
 Utilize outputs from Data Quality Analysis and Remediation efforts to streamline/accelerate any required data
cleansing/clean up
 Provide input to Status Report, Risk and Issue Log, Project Health Report, and Prime Integrator Deliverable
Review
 Recommend acceptance of Prime Integrator DAS and provide input to Phase Gate Quality Report, including
assessment of exit criteria
 Document results in Data Conversion Readiness Report
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Initial, Full, and UAT Conversion for Tax Data
The initial and full tax data conversion phases will continue to build upon the progress made in the Tax Data
Mapping phase. Grant Thornton will lead the activities of this phase from a County perspective, including:
 Initial Data Conversion
o Provide data to be converted in standard import format to Prime Integrator
o Review results of standard import processes and provide recommendation for sign off documentation
o Review feedback on data import and assess issues and discrepancies that impact quality of data
converted
o Define exit criteria
o Review management of mock conversion environments
o Perform fixes and corrections for issues/defects and re-create extracts as necessary
o Review target database and ensure common understanding of new storage structures for data
o Setup and configure utilities or scripts utilized in providing data in standard import format
o Utilize outputs from Data Quality Analysis and Remediation efforts to streamline/accelerate any
required data cleansing/clean up
o Recommend acceptance of Prime Integrator DAS and provide input to Phase Gate Quality Report,
including assessment of exit criteria
o Provide input to Status Report, Risk and Issue Log, Project Health Report, and Prime Integrator
Deliverable Review
o Document results in Data Conversion Readiness Report
 Full and UAT Data Conversion
o Verify that all extract production files are correct and balanced
o Define exit criteria
o Review management of mock conversion environments
o Lead and coordinate the balance and reconciliation of final database results and verify a sample of
data
o Modify/Update scripts or utilities used to provide data in standard import format
o Document data issues
o Utilize outputs from Data Quality Analysis and Remediation efforts to streamline/accelerate any
required data cleansing/clean up
o Recommend acceptance of Prime Integrator DAS and provide input to Phase Gate Quality Report,
including assessment of exit criteria
Go-Live Cutover (Tax, Accounting, and Investment Data)
Grant Thornton will work in conjunction with the Prime Integrator to ensure successful data conversion and
cutover onto the replacement production system database. This exercise will follow a detailed and rigorous
plan that includes execution routines, validation routines, and reconciliation routines. All steps in the
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sequential plan must meet an exit criteria in order to move to the next step. In addition, each step will also be
requirement to have a contingency plan in case the primary action does not meet exit criteria right away.
Grant Thornton will provide input to the creation of this plan, which will be owned by the Prime Integrator.
We will be responsible for ensuring all plans and routines are followed during go-live. We will review final
conversion results and coordinate approval with MCTO leadership before deployment will move beyond data
conversion activities into final acceptance testing.
Investment Management and Accounting Support
Investment Management and Accounting Subject Matter Expertise
Grant Thornton will provide subject matter expertise to support the County transition to new accounting
(Dynamics AX) and investment management (Sympro) information system capabilities. These support
activities will include business process review and improvement recommendations, accounting best practice
recommendations, and ensuring that the new system is scalable, satisfies all business requirements, and is in
compliance with laws and regulations. Grant Thornton will support accounting system design activities for the
following functional areas: general ledger, chart of accounts, accounts payable, cash management, internal
controls, and reporting. Additionally, Grant Thornton will support investment management system design
activities for the following functional areas: investment management, debt management, accounting, and
reporting. Across functional areas, Grant Thornton will:
 Provide input to and content for policies and procedures documentation for investment management and
investment accounting
 Identify functional knowledge gaps for staff and identify training prerequisites required to successfully deliver
system training
 Review functional requirements and assess completeness of solution
 Recommend prioritization for system gaps and scope changes
 Review system configuration to validate policies and best practices are being followed
 Participate in project planning
 Participate in business process workshops and provide recommendations for improvements, including chart of
accounts definition
 Participate in functional workshops and review functional designs
 Advise and review test plan and test cases
 Provide input to training plan, security design, interface design, and data conversion as they relate to accounting
and investment management system capabilities
 Create and update business process flows
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 Review integration and UAT test results and advise Go/No-Go decisions for both preliminary and final
implementation phases of Accounting and Investment Management.
 Provide input to oversight deliverables including Project Health Report, Deliverable Review, and Phase Gate
Quality Reviews
Quality Support
Grant Thornton understands that proper unit, functional, end-to-end, and user acceptance testing is critical to
a successful system replacement project. Our team will support the County in functional and integrated test
cycles throughout the project. We will coordinate with the Prime Integrator to ensure that a comprehensive
test strategy and plan are created and executed. Grant Thornton will coordinate with the County in the
development of test cases, test scenarios, and test scripts. We will recommend options and work with the
County to configure the tools necessary for automated testing and facilitate all test script execution. Our
experienced staff will provide recommendations for ongoing improvement and will work in collaboration with
the Prime Integrator and the County to prioritize defects and determine if exit criteria are met before closing
each test cycle.
Organizational Change Management
Organizational Change Management (OCM) is a structured approach to successfully transition individuals,
teams, and organizations from a current state to a desired future state. OCM activities focus on putting
organization, consistency, and predictability around activities in critical areas of a system or process
implementation, many of which often get neglected or overlooked entirely.
The ultimate success of MCTO’s TIS Replacement Implementation initiative will be the ability of the people
impacted by the change to quickly and effectively adjust to the new environment, including both new system
features and refined business processes. The OCM efforts will focus on preparing both the MCTO divisions
and external stakeholders impacted by the implementation for short-term acceptance and long-term
sustainability of the initiative. This outcome will be achieved through aligning effective OCM activities shown
in the chart below across each of the Prime Integrator Project Phases.
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Each of the components of this approach are described below:
Assess and Define OCM Strategy
Early in the TIS Replacement Implementation project, it will be critical to assess the impact of the
implementation and define a change management strategy appropriate for the effort. Identifying the impacted
stakeholders (process and system) from the very beginning and continuing to refine the list throughout the
project lifecycle is a key activity. Individual stakeholders and stakeholder groups must be handled consistently
across levels while at the same time providing a strategy that can be easily adapted to the unique cultures and
subcultures within MCTO.
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Leadership Alignment
Leaders/sponsors are individuals who have the ability to engage others in understanding the project and its
business Stakeholders. Sponsor understanding and buy-in can be tracked and managed to facilitate the positive
movement of these behaviors.
Communications
The Communication effort ensures that each target audience receives timely, accurate, and relevant
information to facilitate a smooth transition to the desired end-state.
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Training and Performance Support
The Training Strategy documents methodology and philosophy on training modalities, scope, materials,
audiences, and facilities. It also details estimated effort for training activities, builds the readiness assessment
approach, and provides training structure ensuring consistent methods and templates for efficiency.
Readiness and Sustainability
Readiness and sustainability must be proactively planned to support users during those first critical weeks of
Post-Production and allow for continued competency building. This effort is in addition to the technical
systems support effort that ensures that all systems are functioning as planned and tested.
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In addition to these phases, the OCM effort will include developing a consistent and repeatable change
measurement process to monitor and measure the effectiveness of all change activities:
During the TIS Replacement Implementation, the OCM Lead will work with the Grant Thornton Project
Manager and the Prime Integrator to align the appropriate OCM activities within each phase of the
implementation project plan so they can be managed as part of the overall TIS Replacement Implementation
effort.
Implementation Oversight
To establish effective project reporting and progress tracking from the beginning, Grant Thornton will work with
MCTO to develop a Project Performance Matrix and agree upon the project components that should be reported upon,
as well as the standards and measures that will be used to measure progress. We will summarize and report on project
performance in a quarterly Project Health Report, which will provide a summary status on work completed by tower,
meetings summary and key decisions, significant open issues, a summary of new risks, updated project plan and schedule
snapshot, and planned activities for the following month.
At the heart of our Project Performance Matrix, our status reports will include a dashboard status rating assessment
structure, as well as a summary that characterizes the reasoning for the status rating. A dashboard approach enables us to
communicate findings and recommendations to executive leadership in a concise manner, and to focus discussions on
areas that may require management attention. Our dashboard rating assessment structure can be easily captured in a
variety of project status presentations, briefings, and communications as required by MCTO. Our assessment rating
structure is presented in the following table:
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Check Point
Description
Rating
Green
All criteria met with confidence.
Yellow + Criteria met partially, but oversight team has resonable degree of confidence that appropriate actions
+ are being made to improve progress.
Yellow ‒ Criteria met partially, but overisght team has low degree of confidence that appropriate actions are
_
begin taken to improve progress.
Red Critical criteria unmet, or criteria (critical or not) unaddressed, and oversight team has no reasonable
degree of confidence that appropriate actions are being taken to improve progress.
Grant Thornton will also provide robust System Integrator Deliverable Review services, to validate that
deliverables function as intended, and fully satisfy MCTO’s business requirements. We will tailor our Review
to be focused and specific to the selected TIS replacement solution, and to be in harmony with the systems
implementation methodology that will be followed. Grant Thornton will work with MCTO to unify on a
comprehensive deliverable development, review and acceptance process for all interim and billable
deliverables for the System Integrator. This process will adhere to the existing high-level Deliverable
Acceptance Process and Deliverable Acceptance Statements.
Based upon the required technical or functional expertise required to evaluate each deliverable, the Grant
Thornton Project Manager will assign deliverable review activities to team members with the appropriate
skills and expertise to present valuable feedback and insight. This is where the balance of technical skills and
functional expertise of our proposed team is of great value to MCTO. In the event there are project
deliverables which require specialized, or unique knowledge beyond that of the core team members, we will
leverage Grant Thornton’s national pool of practitioners to identify staff with the appropriate skills to
support the required quality review. This process will be seamless to the project.
2.1 Grant Thornton Deliverables:
Using a customization of the Grant Thornton Enterprise Resource Planning (ERP) acquisition methodology,
the Grant Thornton team will leverage the Phase I Needs Assessment completed by MCTO. This methodology
starts with finalizing requirements and moves through source selection and implementation support in three
additional phases, as described below:
Phase II: Solution Options and Verification
This phase consists of the following key activities:
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Develop preliminary acquisitions recommendations report
To determine if changes should be made to the current draft replacement RFP, the Grant Thornton Team will
complete a full RFP package review including project business objectives, acquisition strategy, current business
and technical requirements, and planned process and timeline for the procurement. Based on this review and
the supporting documents, the Grant Thornton Team will recommend changes to the current replacement RFP,
including where appropriate alternatives to the business and technical requirements defined in the current TIS
replacement RFP.
Develop final acquisition recommendations report
The Grant Thornton Team will make recommendations for the final TIS replacement RFP, based on the findings
developed in the previous section and recommendations on existing draft documentation, to include:
 Draft Strategic Plan
 Draft Technology Vision
 Draft Data and Integration Plan
 Draft Quality Improvement Recommendations Report
 Draft Budget Request Proposals and Presentations
Findings and recommendations will be summarized and concerns or weaknesses will be categorized to enable
the Team to work with the Treasurer’s Office to create a solicitation package that addresses the Treasurer’s Office
needs and aligns with business objectives.
Phase III: Solution Funding, Procurement and Selection
The key activities in this phase include:
Evaluation Planning
During this phase, the Grant Thornton Team will develop a Source Selection Plan (SSP) that will describe the
evaluation team members, roles and responsibilities, weighted criteria, schedule, evaluation approach, scorecard-
ranking instrument, and presentation format for solution proposals and/or service vendor demonstrations. An
Excel-based scorecard-ranking instrument will be used to document the evaluation findings and promote
standardization, thoroughness, and traceability to solicitation requirements. Training to the Treasurer’s source
selection evaluation team will be provided on their responsibilities, the evaluation processes and criteria,
procurement integrity guidelines, and timelines.
Screening and Evaluation
Following the release of the RFP package, the Grant Thornton Team will assist in responding to questions
received from Offerors to clarify the Treasurer’s Office’s intentions and requirements. During this phase, the
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team will review each submission to ensure that all instructions were followed and that each proposal is complete.
To support vendor demonstrations and presentations, vendors will be provided with a standard presentation and
demonstration format to allow the evaluation team to compare proposals fairly and consistently.
During the evaluation, the Grant Thornton Team will facilitate sessions to review individual evaluation team
members’ findings, support written requests to Offerors for clarification, and consolidate inputs to reach
consensus. Throughout the process, the team will help the evaluation team document and recommend changes
and scorecard rankings for all factors considered in selecting the preferred bidder.
Source Selection and Contract Award
In this phase, the Grant Thornton Team will provide recommendations to the Treasurer’s Office for ongoing
evaluation of the preferred bidder’s target solution’s functionality against the requirements to identify gaps,
facilitate fit-gap analysis discussions with the preferred vendor, contract negotiations, solution selection,
contract preparation and documentation, and all other processes leading up to and including contract award.
The Grant Thornton Team will document the consensus findings, results, and supporting rationale for the
Offerors that provide the best value to achieve the Treasurer’s Office objectives in the Evaluation Report and
Selection Recommendation to assist the Treasurer’s Office in making the final selection decision.
Following formal announcement of the contract award, the Grant Thornton Team will assist the Treasurer’s IS
Division Project Manager and appropriate contracting and legal personnel to debrief Offerors, as requested, by
providing appropriate evaluation documentation and feedback. In the event of a bid protest, the team will assist
in preparing appropriate documentation and participate in meetings to solidify the source selection process and
decision.
Phase IV: Solution Implementation
The key work streams and activities of this phase include:
Pre-implementation:
The scope of the project focuses on the following activity:
Data Quality Analysis, Scoping, and Remediation
This effort includes analyzing the existing data from the three core databases as well as data residing
in MS Access and MS-Excel spreadsheets. The purpose of the analysis is to identify gaps or quality
issues in the current data and to develop a plan to address them as the County prepares for the new
Treasury system implementation (The analysis work was completed by GT in Aug., 2014).
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The additional services will more closely examine and analyze several areas of concern that were
identified during the initial data analysis and remediate the qualified data issues. This will help reduce
possible risks that could occur during the migration from the legacy system to the new system (the
remediation and scoping work is being requested from GT). Findings from the data scoping,
analysis, and remediation activities will be documented in a detailed approach that will benefit the
Office right away and will be ready for use by the TIS Replacement system implementer when the
implementation phase is gets underway.
Solution Implementation:
Grant Thornton will produce the following deliverables in accordance to the frequency and/or project
milestones identified in Exhibit A.
Implementation Support Deliverables:
Grant Thornton will produce the following recurring deliverables while supporting the implementation project team.
GT Status Report
Grant Thornton will produce a bi-weekly status report organized by work stream that describes, in
detail, the activities performed by the Grant Thornton team, meetings attended and conducted, and
completed tasks for the reporting period. It will also include planned activities, meetings, and tasks
to be completed for the following reporting period.
Project Risk & Issue Register
Grant Thornton will conduct a comprehensive monitoring of the project. Based upon the principles of the
Project Management Body of Knowledge (PMBOK), the monitoring will review all aspects of the project
structure, including:
 Executive sponsorship
 Resources
 Project scope, outcomes and objectives
 Schedule Management
 Change management and institutional readiness
 Stakeholder engagement and communications management
 Scope and change control management
 Budget and deliverables management
This monitoring will focus on all the risk factors (external to PMO function) with a potential to
adversely impact the project. Grant Thornton will identify risks and actual issues, rate potential
impact, and provide recommendations for mitigation and resolution. Throughout the duration of
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the project, Grant Thornton will provide a monthly report of the Risk and Issues that are being
tracked.
Data Conversion Readiness Report
The Data Conversion Readiness Report will be produced quarterly and will provide a holistic and
quantitative assessment of the data conversion activities of the project. It will be added to and
updated throughout the project, and will include the following:
 Data-related key design decisions made
 Data sources identified for conversion
 Data mappings
 Data dictionary
 Data conversion strategy and approach
 Data-related risks and issues
 Conversion execution metrics (volume, target complete, duration)
 Data-related defect tracking
 Data validation and reconciliation results including execution results from validation scripts provided
by Prime Integrator.
 Intermediate tables ready for conversion
Organizational Change Management Deliverables
The OCM deliverables include the following key documents to assess and plan the OCM effort for
the TIS Replacement Implementation initiative:
o Change Management Strategy
The Change Management Strategy provides an overall approach for the TIS Replacement
Implementation Organizational Change activities. It is developed based on a preliminary
analysis of the TIS Replacement change impact including the magnitude of the changes
themselves, the MCTO organization culture, project sponsorship, stakeholders, project
OCM risks and communications.
o Stakeholder Analysis
In order to identify and understand the MCTO TIS stakeholders, stakeholder interviews will
be conducted to understand stakeholder perspectives on the following key aspects of the
effort:
 Scope and scale
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 Definition of success
 Expected outputs and outcomes
 Timing
 Process, and
 People
The outcome will be an understanding of the TIS Replacement stakeholders to identify
stakeholders that support change, to pinpoint key influences for individuals, to identify
coalitions for support all of which will allow tailoring of other OCM materials, particular
stakeholder messaging throughout the project.
o OCM Risk Assessment
The OCM Risk Assessment is used to gauge the overall level of risk associated with the
project from an OCM perspective, and to estimate the level of OCM effort required to
successfully deliver the project. It serves as input for mitigation planning.
o Communications Strategy
The purpose of the Communication Strategy is to provide an overall approach to the
following:
 Messages about the business today
 Messages about the change
 Messages about benefits for different groups
 Issues and concerns of primary functional stakeholder groups related to the project’s change
 High level change management messaging communication plan
In addition, these additional deliverables will be developed and subsequently appended for each
product effort (i.e. Dynamics AX, Sympro and TR Aumentum):
o Change Impact Assessment
During the analysis phase of each project, the OCM lead will develop an inventory of key changes
impacting MCTO and its stakeholders. This information will serve as input into the phase change
management plans.
o Stakeholder Engagement Plan
The Stakeholder Engagement Plan identifies the key stakeholders impacted by the change
and defines how the project and change management teams will work with stakeholders to
obtain buy in, gain resources, and optimize communication. It defines a structured process
for regular Stakeholder Engagement and aligns the project and stakeholders for mutual
success. It will pinpoint and leverage change advocates as change agents for the effort; as
well as, identify those stakeholders that may oppose change.
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o Leadership Action Plan
The purpose of the Leadership Action Plan is to provide activities to be completed by the
project sponsors and division managers to ensure successful change. It is important for this
group to convey support and enthusiasm for the project changes. The activities are targeted
at ensuring associates understand the business need for the changes and are willing to
support and bring about the change. In particular, the executive sponsor also builds a
coalition of leadership by working to build sponsorship in the division leaders in the
functional areas affected by the project. This sponsorship across the MCTO organization is
key to the success of the project.
o Communications Plan
The Communication Plan discusses how key aspects of the change are communicated to
audiences impacted by the change including the vast MCTO stakeholder audience, other
employees, contractors, and the taxpayers. It includes a Message Log that contains key
messages that need to be distributed through the remaining life cycle of the project
implementation. The messages will include information on the Value Proposition to the
audience for the change, training events, rollout milestones, and post go live processes. The
goal of the Communications Plan is to improve project awareness. Additionally, the
Communications Plan will detail the following logistical information on identified messages:
 Message – What is the general content of the message?
 Audience – Who is the intended targeted audience for this message?
 Frequency and Timing – When will this message be delivered to its intended audience?
 Written By – Who is tasked to compose the message?
 Reviewed & Finalized By – Who will assist with review and final approval?
 Delivered By – Under whose signature should this be delivered?
The communications plan will contain a set of actionable items for the OCM lead to execute
throughout the remainder of the project.
o Change Management Plan
The Change Management Plan represents the integrated plan for managing the change and
serves as the guiding roadmap for the change management team. This plan is developed
following the analysis of current state, gap identification and determination of the path to
move forward with each TIS application (Dynamics AX, Sympro and Aumentum). It
identifies key risk areas, opportunities and strengths for each application area. It includes a
refined work plan that prioritizes change management activities in the four critical OCM
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areas (Leadership Alignment, Communication, Training, and Readiness and Sustainability)
for the subsequent design, configuration, build and unit test efforts for each application. In
addition, it will identify metrics to assess business readiness periodically throughout the
implementation process.
o Job Impact Assessment
The purpose of the Job Impact Assessment is to understand how individual jobs/roles will
be impacted by the project so division managers can effectively prepare individuals for their
future responsibilities. It identifies the skills required for employees’ current role and maps
the requirements to identify role-based performance gaps between the current and future-
states. The assessment is used to facilitate discussions with MCTO divisional managers
about job positions and to define the scope for subsequent training and coaching activities
to help MCTO employees prepare for changes in their roles and responsibilities.
o Training Plan
The Training Plan documents the methodology and philosophy on training modalities,
scope, materials, audiences, and facilities. It also details estimated effort for training
activities, builds the readiness assessment approach, and provides training structure ensuring
consistent methods and templates for efficiency. It will identify and define Dynamics AX
and Sympro refresher training. It will also:
 Determine type of training required
 Define courses for each training track
 Determine the number of people for each track
 Determine the best method of training
 Determine instructors
 Establish timeline for training
 Estimate the time required for developing course content
 Align training milestones with overall project timeline and activities; training resources
availability; negotiate resource conflicts; identify and eliminate training redundancies.
 Work with MCTO teams to draft Course Outlines, Demonstrations, Desk Top
Procedures, Training Guides and other Job Aids.
While the OCM Lead will define the training plan, the MCTO team will be responsible for
developing training outlines, curriculum and other training and performance materials; as
well as, delivering the training to end users..
o Resistance Management Plan
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The Resistance Management effort proactively identifies potential resistance points and the
approach to managing the resistances. The plan defines what the resistance may look like
related to the changes brought about by the project, the new system, changing job
responsibilities, work processes and the resulting transitions. The root causes of resistance
are determined and action items are established to address the issues.
In preparation for deployment, these additional deliverables will be produced:
o Business Readiness Assessment
MCTO’s readiness to go live with the TIS Replacement Implementation encompasses four
areas:
 Project Readiness
 People Readiness
 Process Readiness, and
 Sustainability.
Traditional project approaches consider test results, data integrity, application, infrastructure and
functionality. By incorporating OCM into the implementation effort, more attention is given to
People (training, adoption surveys, and change champion feedback), Process (critical and supporting
process documentation and understanding) and Sustainability. The Business Readiness Assessment
provides a vehicle to ‘know the score’ by measuring the effectiveness of the project’s OCM activities,
tracking progress and ongoing risk. It manages the People, Process and Sustainability readiness the
same as Project Readiness throughout the project to focus on taking appropriate actions throughout.
o Sustainment Plan (Support Transition Plan)
The Sustainment Plan documents how application support will be provided post go live. It
also details the different types of support and resources, outlines the support engagement
process, and defines the Service Level Agreement. The Plan encourages the project team to
thoughtfully create a sustainable process for post go live activity including issue reporting,
enhancement requests and other ongoing post go live activities.
o Knowledge Transfer Plan
The Knowledge Transfer Plan will ensure that project knowledge has been successfully
transferred and documented to the designated recipient as individuals begin to roll off of the
project. More importantly, it reduces risk of “lost” information or costly extension of
resources. The process will define the following key components:
 Individual(s) to provide knowledge transfer
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 Individual(s) to receive the knowledge transfer
 Communication vehicle to perform knowledge transfer
 Documentation on the knowledge being transferred
 Tool to determine the knowledge has been successfully transferred
 Target completion date for the transfer of knowledge
o Lesson Learned Assessment and Corrective Action Plan (as required)
The Lessons Learned Assessment will be a series of feedback and compliance surveys used
to measure adoption of changes resulting from the project. The root cause of resistance will
be analyzed. As needed, a Corrective Action Plan will also be developed and deployed to
address issues, including a coaching intervention strategy, consequences of the intervention
strategy, and identification of support or actions needed from stakeholders.
Implementation Oversight Deliverables:
Grant Thornton will produce the following recurring deliverables while providing oversight for the implementation
project.
Project Health Report
To establish effective overall project health reporting from the beginning, Grant Thornton will work
with MCTO to develop a Project Performance Matrix, to agree on the project components that
should be reported upon, as well as the standards and measures that will be used to quantify
progress. We will report on project performance and progress in a quarterly Project Health Report.
In addition to providing clarity as part of the Project Health Report, the Project Performance Matrix
will provide a dashboard rating assessment structure can be easily presented in a variety of project
status presentations, briefings, and communications as required by MCTO leadership.
Prime Integrator Deliverable Review Report
Grant Thornton will work collaboratively with the County to review all Prime Integrator deliverables
and key work products. A deliverable review checklist template will be established to facilitate the
review. Review results will be documented in the template for each deliverable and key work
product. This feedback will be provided to the County to be included in the overall feedback
provided back to the Prime Integrator. The review checklist will assess overall deliverable quality and
indicate readiness and adherence to acceptance criteria. On a quarterly basis, all completed
deliverable reviews will be included, along with a high-level summary, in the Prime Integrator
Deliverable Review Report.
Phase Gate Quality Report
Prior to County acceptance for each project phase, Grant Thornton will lead a Quality Gate Review
meeting with County stakeholders and the Prime Integrator. Grant Thornton will identify and
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coordinate the participation of County stakeholders. The objective of the meeting is to evaluate
project progress in the context of:
 Project schedule and timeline (actual vs. forecasted)
 Issues, risks and their impacts
 Quality of Prime Integrator deliverables and overall contract compliance
Upon consideration of these and any other internal or external factors, Grant Thornton will facilitate
a consensus of participants and render a decision to proceed to next project phase or to delay the
commencement of subsequent phase in order to remediate problems that have put project success in
jeopardy. Grant Thornton will formalize the outputs and decisions of this meeting in a Phase Gate
Quality Report.
Grant Thornton takes an integrated approach to tracking project risks and preparing for Quality
Gate Reviews. Through our stakeholder interviews, project work session observations, project
deliverables review, and dialogue with executive sponsors, Grant Thornton is positioned to lead the
Quality Gate reviews and support a reasoned and evidence based decision.
The output of the quality date review will be a Phase Quality Gate Review Report that documents
the findings of the meeting.
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EXHIBIT D
PROPOSED WORK BREAKDOWN STRUCTURE
***REVISION TO EXHIBIT D EFFECTIVE 04/20/16***
The Work Breakdown Structure below includes all deliverables outlined in Exhibit A. It is split into four
images below for readability. The full spreadsheet is also included as an embedded document.
Project Months 0-7
*Work to prepare for the implementation phase will be completed in “Month 0”, prior to start of work by the prime vendor.
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Months 7-14
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Months 14-21
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Months 21-30
The full Gantt chart is embedded below:
13123-WBS-Amend
ment 3.xlsx
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