12112-AMENDMENT NO1 06-24-15.PDF

SERIAL 12112-RFP
AMENDMENT No. 1
To
SERIAL 12112-RFP MCSO JAIL MANAGEMENT SYSTEM (JMS) CONSULTANT/PROJECT
MANAGER
Between
Informatix, Inc.
Maricopa County, Arizona
WHEREAS, Maricopa County, Arizona ("County") and Informatix ("Contractor") have entered into a
Contract for MCSO Jail Management System (JMS) Consultant/Project Manager dated January 23rd, 2013
("Agreement") and effective January 31, 2013, County Contract No. 12112-RFP.
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:
1.0 CONTRACT TERM:
1.1 This Contract is for a term of Feur--(4) Six (6) years and six (6) months, beginning on the
23' day of January, 2013 and ending the 3-1- 4 day of January, 2017 30th day of June 2019.
*(This takes advantage of the two years of renewals and the six months of extension
available under section 1.2)
1.2
-ty (30) calendar days prior to the
The following clause shall be inserted into the contract body.
2.0 FEE ADJUSTMENTS:
2.1 The County reserves the right to review the rate structure after the completion of -
the original term of Contract 12112-RFP (July 31, 2017), contemplated under
Contract 12112-RFP MCSO Jail Management (JMS) System Consultant/Project
Manager. Contractor must make a written request for adjustment no sooner than
sixty (60) days prior to completion of the first go live. Requests for adjustment in
cost of labor and/or materials must be supported by appropriate documentation. If
County agrees to the adjusted fee, County shall issue written approval of the
change. The reasonableness of the request will be determined by comparing the
request with the (Consumer Price Index) or by performing a market survey.
EXHIBIT A: Pricing
Phase 3: Project Management of JMS shall be increased from $1,494,169.00 by $778,751.00 to a
new total of $2,272,920.00
Proposed Total shall be increased from $2,910,741.00 by $778,751.00 to a new total of
$3,689,492.00
Page 1 of 15

SERIAL 12112-RFP
Proposed Total with Travel shall be increased from $2,995,245.00 by $745,583.00 to a new total
of $3,740,828.00
Phase 3 payment schedule shall be deleted in its entirety and be replaced, and become effe -ctikTas
of May 1, 2015, by the following:
All services rendered under Phase 3 shall be on an hourly basis as detailed below:
MONTHLY FIXED FEE: 47 Months
Hrs/Yr Rate/Hrl Annual Cost 47 Month Cost
PM Resource 160 1,920 $ 157 $ 301,440 $ 1,180,640
QA Resource 160 1,920 $ 125 $ 240,000 $ 940,000
I i TOTAL: $ 541,440 $ 2,120,640
Average Monthly Fee: $ 45,120
ALLOWANCE FOR EXTRA HOURS DURING GC -LIVES:
# Go-Lives Est. lirs Each Hrs/Go-Live * Rate/Hr? Total Cost
PM Resource 3 180 540 $ 157 $ ,84,780
QA Resource 3 180 540 $ 125 $ 67;500
TOTAL: $ 152,280
* Assumes (3) Go-Lives * 45 Days * 4 Hrs/Day
Exhibit B — PROJECT STAFFING PLAN
The Phase 3 section of Exhibit B is to be removed in its entirety and be governed by the payment schedule
detailed in Exhibit A above.
Exhibit C — SCOPE OF WORK
Exhibit C is hereby modified as shown below:
3.4 PHASE 3 — NEW JMS IMPLEMENTATION:
Estimated Duration: 18 24 47 Months
3.4.1 The Contractor shall provide project management leadership and advice for the project
team throughout the implementation phase to ensure that MCSO's goals, objectives, and
operational requirements are met, industry best practices are incorporated into the
business solution, and the project is an overall success.
3.1.2 The Contractor must lead a "fit/gap" analysis, to be performed by the successful JMS
Egiia€ ana+Ro
a
Effiwaeff all--13PREX35e-afl-a43£1£013
affiffe*e-El-E1
1:14)-431-tf Eff141-13P14012W1443
Systems,.
3.4.4 The Contractor must obtain advance approval from the MCSO project leader for any
proposed/recommended systems or tools to be used by the project team, including
Page 2 of 15

trp
SERIAL 12112 -RFP
seftware-Eleveletament-toels, risk and issue tracking systems, desktop applications (e.g.,
Microsoft Office Suite), etc.
3.4.5 The Contractor shall ensure that the system integrator provides adequate system
training as specified in the system integrator's training plan is-previded-to project
team members such that the project team has the knowledge and skills necessary to
successfully navigate and utilize the new jail management system during development
and implementation.
3.4.6 Utider-the-difeetien-eTo ensure quality, the Contractor shall provide guidance to the
MCSO project team will perform during system set-up activities such as the population
of system tables, user configurations, user role definitions and system permissions,
preparation of documentation, system options configurations, etc.
3.4.7 The Contractor shall -lead-provide guidance to the MCSO project team itha ,A0
conversion activities, including development of a written data conversion plan, decisions
regarding which data to convert into the new JMS, data cleanup, data staging, and the
actual conversion process.
3.4.8 The Contractor shall lead-provide guidance to the MCSO project team in all data
integration activities, including development of a written data integration plan, decisions
regarding transfer protocols and data elements from the new JMS to be fed to external
systems, as well as the actual development and implementation of data feeds.
3.4.9 The Contractor shall lead the JMS Vendor and provide guidance to the MCSO project
team in development of detailed test plans, including unit, integration, and load testing, as
well as for interfaces and data conversion processes.
3.4.10 The Contractor shall lead User Acceptance Testing activities and ensure confirm
appropriate corrections are implemented by the system integrator to resolve any issues
discovered.
3.4.11 In conjunction with the MCSO project leader and the project team, the Contractor shall
determine roll-out strategies, including a cutover ("go-live") plan. The cutover last
include contingency provisions in the event of an initially unsuccessful cutover. The
Contractor shall also ensure that the cutover plan is communicated to MCSO staff and
other agencies in a timely manner.
3.4.12 As directed by the MCSO project leader, the Contractor shall ensure confirm that
appropriate system and user documentation is put in place by the system integrator in
plane, including such materials as routine system maintenance and backup/restore
procedures.
3.4.13 The Contractor shall establish a plan for post go-live support. The plan shall include
procedures for MCSO's Help Desk, server administration, applications support, and
desktop support teams. The Contractor shall ensure confirm that MCSO personnel have
acquired the necessary knowledge and skills required to successfully support the new
JMS on an on-going basis.
3.4.14 The Contractor shall ensure confirm all-JMS users are trained such that they have
acquired the knowledge and skills required to successfully navigate and utilize the system
and successfully perform the functions of their position. The training must be provided
on a "just-in-time" schedule so that knowledge transfer will not be lost prior to system
cutover.
3.4.15 The Contractor shall lead the MCSO project team during cutover to the new JMS ("go-
live"), including execution of any contingency plans that may be required until cutover is
successful.
Page 3 of 15

SERIAL 12112-RFP
3.4.16 The Contractor shall lead the MCSO project team in the resolution of post go-live system
issues.
3.4.17 All work product documents pertaining to the project must be available to project team
members throughout the duration of the implementation phase. The Contractor shall
ensure the MCSO documentation library for the project is organized and complete prior
to project closeout.
3.4.18 The Contractor shall attend a post go-live project review meeting to be facilitated by the
MCSO project lead. The purpose of the meeting will be to discuss overall
implementation of the JMS replacement project, including:
3.4.18.1 Aspects of the project that were successful.
3.4.18.2 Aspects of the project that could/should have been done differently.
3.4.18.3 Lessons to be learned for future projects.
3.4.18.4 Any remaining project closeout issues.
3.4.19 Phase 3 Contractor shall ensure the following deliverables are iftelude-the-fellewing3
whieh-must-lae-available to the project team in the MCSO documentation library:
3.4.19.1 Project plan and updates.
3.4.19.2 Weekly status reports.
3.4.19.3 Monthly Risk and 4ssues-repei4s-Issue reports.
3.4.19.4 Risk Register
3.4.19.5 Issue Log
3,44-9,6-Gemmunisatien-plan
3.1.19.7 Fit/Gap analysis report.
3.4.19.10 Documentation of system configuration decisions.
3.4.19.11 System4-Training plans for the project team and other system users.
3.4.19.12 Writteft-plan-fer--E1-Data conversion plan.
3.4.19.13 Written plan for d Data interfaces plan.
3.4.19.14 Written-plan-fer--s-System testing plan.
3.4.19.15 Completion Documentation of system User Acceptance Testing activities,
including resolution of issues.
3.4.19.16 Written cutover ("go live") plan, including contingency provisions.
3.4.19.18 Written procedures for post go-live support.
3.4.19.19 Just in time user training.
3.4.19.20 Successful cutover Cutovcr Plan for successful cutover to the new jail
management system.
3.4.19.21 Post go-live project review meeting and project closeout.
Exhibit D — VENDOR RESPONSE
Exhibit D is hereby deleted in its entirety and replaced by the following:
2.5
Page 4 of 15

SERIAL 12112-RFP
that make up the Master Project. The JMS team
It. the PMOL
• Tracking deliverables and reviewing for quality
• Et-eaositoF
sueeess-itiefeases,
_
Page 5 of 15

SERIAL 12112-RFP
2.5.1 Proposed Tasks and Services
The New JMS Project is critical for MCSO in serving its County partners, constituents, and
ElBer
comprised of multiple objectives, including:
Develee-Fte 4C-4-14HE
will be leveraging the New JMS.
BeE1-1€
4aFi
JMS Project. This requires the ability to shift focus from the low level, daily operational tasks, such
•
As a result of the two plus years of working on the Phase I and Phase 2 of the New JMS project, our
anfl-esealatiewpfeeesses:
categories described below, by conducting the necessary program/project management fieldwork to
meet the stated responsibilities.
2.5.1.1 Project Planning and Coordination Services
Page 6 of 15

SERIAL 12112-RFP
and-NIGS.04eam-me.mbeFs .
The heart of any project is its schedule. It defines the work to be done, the dependencies among the
R-feSBORfflE FF-H043-1t-H=1
define the timing and sequence of project tasks, the project schedule is a vital tool for
appefent-atArSt-glanee,
2.5.1.3 Project Communication Services
Page 7 of 15

SERIAL 12112-RFP
2.5.1.1 Project Scope Management and Change Control Services
role in communicating and socializing a culture of change control discipline throughout the project.
2.5.1.5 Project Quality Management Services
which they were designed. A pragmatic approach to project management dictates that the level of
2.5.1.6 Implementation Planning and Organizational Change Management (OCM) Leadership Services
System Integration Contractor and key MCSO business experts will be essential in ensuring that the
activities.
2.5.1.7 Project Risk and Issue Management Services
Et9
Project Managers understand the mechanics of identifying and quantifying risks, and the basics ef
Page 8 of 15

SERIAL 12112-RFP
can be executed when a risk is triggered. The project Risk Log is a tool for communication
BWItIfE
MCSO steering committee and external stakeholders. If it is used properly, the MCSO Project
2.5.1.8 Project Management and Quality Assurance-Repefting-Requifements ; Roles and Responsibilities
414iff-The Informatix PM/QA Team will:
• Serve as representatives of the MCSO New JMS Project Director;
• Assist -with- Lead the day-to-day management of the New JMS Project;
• Assist with organizing and coordinating the work of MCSO Staff, the Systems Integrator and
other stakeholders staff members;
• Coordinate with the Systems Integration Project Manager to help Vverify successful and
timely completion of all project deliverables;
Eliall3RagFe
• Coordinate and track the Systems Integration Contractor's Project Management Plan and other
Project Plans (Scope Management Plan, Change Control Plan, Communication Management
Plan, Human Resources Management Plan, Risk Management Plan, Schedule Management
Plan, Quality Management Plan, Contract Management Plan), and other project management
documentation as needed;
• Develop processes, procedures, and documents that enable adherence to MCSO's agreed upon
project methodology;
• Track all project recommendations and verify that they are analyzed and evaluated. As
requested, provide analysis and reasoning as to why a project recommendation should or
should not be implemented to the MCSO Project Director; 4. Will?'
• Develop the monthly New JMS Status Reports and presentations to the MCSO Executive
Steering committee;
• Manage project quality to Vverify adequate quality oversight of Systems Integration
Contractor deliverables and end products;
• Assist MCSO Project Director in managing team communications involving the collection and
dissemination of project information;
Page 9 of 15

SERIAL 12112-RFP
• Attend and provides impromptu reports at periodic project status meetings;
• Provide project status reports regarding scope, quality and schedule during weekly project
management team meetings;
• Recommend to the MCSO Project Director corrective actions to be taken when necessary to
keep the project within quality, scope, schedule and budget;
• Plan, guide, and oversee the day-to-day internal activities that support the project;
•
Director
• Develop and update MCSO project plans and coordinate with the system integrator's
project manager to develop and update the consolidated project plan;
, nd
• Track actual progress against the project plan and report weekly to MCSO Project
Director;
• Review and evaluate deliverables provided by the Systems Integration Contractor for
compliance with best practices, laws, regulations, industry standards and contract
requirements;
• Manage risks and issues, including identifying, reporting, and resolving internal and external
project risks in collaboration with the individual work stream project managers and the MCSO
Project Director;
• Monitor the Risk Log for impact to the overall project;
• Provide input and suggestions to the Risk Manager and the Risk Management Team on
mitigating risks and developing risk actions;
• Verify that the project documentation/artifact repository is developed, and-maintained, and
complete.
sepviees-desc-Fibeil-aheve:-
2.5 Phase 3 New JMS Implementation Tasks (Thc initial contract tcxt shall bc rcplaccd in its
enfiret349y-tife-fellewine
e- rocs
Page 10 of 15

SERIAL 12112-RFP
monitor and report on risks and issues affecting the project's schcdulc, scopc and costs to the
MCSO Project Manager on a timely basis to ensure the project is an overall success.
Our PMQA Methodology is thorough and designed to help drive quality in the project practices as
complex projects such as the MCSO JMS replacement project..
2.5.1 Phase 3 Project Initiation and Management
the JMS Replacement System. The Project management plan (PMP) for this phase of the JMS
Weekly-Status-Reports
aff€145sue-Reeev
Phase 3 Kick Off Meeting Agenda
2.5.2 Implementation Phasc Leadership and Advice
proposed solution.
Page 11 of 15

SERIAL 12112-RFP
the deliverable.
9-am4-Adviee-DetiveFable
" !" . • : . : - .
3W-eek-ly-Status-Reperts
Pot101,1ff 4e-Rebev
2.5.3 JMS Fit/Gap Analysis
livepait
ik-eney
2.5.1 Required Project Management Consultant Tasks
Updated-PMP
3 •.-.3.114,--
Page 12 of 15

SERIAL 12112-RFP
larejeet-Sehedttle-uptlates
Weekly
lzM-C-onsttItant-Assigned--T-ask Ex-peeted4M-Delivemble
1. IT Architecture Proposal Working with the Rrocesec
replaeement4MS-System,
IT architecture for the replacement JMS IT Architecture Procurement task plan,
cmgcse-arlflf-eVed-Nve resource azignments and schedule to
manage-and-coordimate4he
and oversee the set up of the system
feliffief 1-1.143--SFEWHIC-E+E
systems,
ancl-prefluetien-systems,
Menitor-and-repert-against4-T
Mehiteetere-Task-plans,
2. System Training Ensure training is provided
MC—SO-stakeholders.
E144,9
material,
3. Provide direction for the project team to
perform system set up activities such as the
cocolation-c
aetivities.
up-Task-1*u,
Data Conversion . Lead the project team in all
resource assignments and schedule to
manage-and-eserdinate-all-data
conversion process. conversion activities.
5. Data Integration Lead the project team in all A48-1)ata-lategFatien-Plaa,
new JMS to be fed to external systems, as well
implementation-ef-appreved-data
of feeds.
Mertiter-and-r-epeFt-against-Data
IntegFation-T-task-plan,
6. System Testing Lead the project team in the est-Wan-de
to all levels of required testing.
System Interface Testing plan.
Data Conversion Test Plan.
System Testing Corrective Action
424ao,
issues discovered. Change Management Plan.
7. Cutover (go live) Plan In conjunction with Rfenese(J
EIFEI
Page 13 of 15

SERIAL 1V127RFP
PM-Gensoltant-Msigaed—T-ask Fitpeeted-PM-Deliverable
communication plans.
Cutover task plan, resource
1MS-system,
F4443114ter-alie-repeff-agaif
Task plans.
Acceptance Criteria.
System and User Documentation
Acceptance Task plan, resource
azignments and schedule to manage
and-ceerdinate-the-reN4w-and
procedures.
9. Post Go Live Plan Plan includes procedures Ave-Stmeect-Ppeeedures-te
plan, resource assignments and
post go live support activities.
Monitor and report against Post Go
Live Support Procedures task plan
10. MCSO Staff Training Training must be Acceptance criteria for "just in time"
team-and-affeeted-MC-SO
stakeholders,
Updated Risk and Issue Logs
Go Live Issue Resolution
iitigation
Nor
Weekly-Status-Reports
12. Post Go Live Lead the resolution of post go Deetimentation-ef-
artd4heir-Outeemes-.-
D to discuss the .IMS
implementation, including: and-prejeet-eleseeut,
a. Aspects of the project that were
successful
b. Aspects of the project that
oeuldishetild-have-been-dene
differently
c. Lessons to be learned for future
projects
d. Any remaining project closeout issues.
ALL OTHER TERMS AND CONDITIONS REMAIN UNCHANGED.
Page 14 of 15

SERIAL 12112-RFP
IN WITNESS WHEREOF, this Amendment is executed on the date executed.
INFORMATIX, INC.
uthorized gnature
_go p1I.0q, 0 /I. ZveeR
Printed Name and Title
2cifs5 Sa.*e 93'o e- S
Address
%.219-7 0 5
Date
MARICOPA COUNTY:
Chairman, Board of Supervisors Date
ATTESTED:
Clerk of the Board Date
APPROVED AS TO FORM:
County Legal Counsel Date
Page 15 of 15