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CONTRACT PURSUANT TO RFP
This Contract is entered into this 18th day of November 2020 by and between Maricopa County (“County”), a political
subdivision of the State of Arizona, and Accenture LLP, an Illinois partnership (“Contractor”) for the purchase of
Human Capital Management professional services as described in the SOW herein.
1.0
CONTRACT TERM:
1.1
This Contract is for a term of two (2) years, beginning on the 4th day of January 2021 and ending
the 31st day of December 2022.
1.2
The County may, at its option and with the agreement of the Contractor, renew the term of this
Contract for additional terms up to a maximum of three (3) additional years, (or at the County’s sole
discretion, extend the contract on a month-to-month bases for a maximum of six (6) months after
expiration). The County shall notify the Contractor in writing of its intent to extend the Contract
term at least sixty (60) calendar days prior to the expiration of the original contract term, or any
additional term thereafter.
1.3
CONTRACT COMPLETION:
The Contractor shall make all reasonable efforts for an orderly transition of its duties and
responsibilities to another provider and/or to the County. This may include but is not limited to the
preparation of a transition plan and cooperation with the County or other providers in the transition.
The transition includes the transfer of all records, and other data in the possession, custody or control
of Contractor required to be provided to the County either by the terms of this Contract or as a matter
of law. Contractor’s transition obligations do not include providing any Confidential Information of
Contractor to a competitor of Contractor. Transition costs associated with any transition other than
the completion of a Statement of Work are not included in the pricing for the Statement of Work
and will be paid by the County at Contractor’s then-current standard rates. The provisions of this
clause shall survive the expiration or termination of this Contract.
2.0
PRICE ADJUSTMENTS:
Any requests for reasonable price adjustments for a renewal period must be submitted sixty (60) calendar
days prior to the contract expiration date. Requests for adjustment in cost of labor and/or materials must be
supported by appropriate documentation. The reasonableness of the request will be determined by comparing
the request with the Consumer Price Index or by performing a market survey. If County agrees to the adjusted
price terms, County shall issue written approval of the change and provide an updated version of the Contract.
The new change shall not be in effect until the date stipulated on the Contract. If County rejects the proposed
adjusted price, Contractor is not obligated to execute the renewal.
3.0
PAYMENTS:
3.1
As consideration for performance of the duties described herein, County shall pay Contractor the
sum(s) stated in Exhibit “A-1” and any other mutually executed subsequent Statement of Work or
Change Order thereto.
3.2
Payment shall be made upon the County’s receipt of a properly completed invoice. Unless stated
otherwise in the SOW, Contractor shall invoice once per calendar month.
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3.3
INVOICES:
3.3.1
The Contractor shall submit one (1) legible copy of their detailed invoice before payment(s)
will be made. Incomplete invoices will not be processed. At a minimum, the invoice must
provide the following information:
•
Company name, address and contact
•
County bill-to name and contact information
•
Contract Serial Number
•
County purchase order number
•
Invoice number and date
•
Payment terms
•
Description of Purchase (product or services)
•
Pricing per unit of purchase
•
Total Amount Due
3.3.2
Problems regarding billing or invoicing shall be directed to the Department as listed on the
Purchase Order.
3.3.3
Payment shall only be made to the Contractor by Accounts Payable through the Maricopa
County Vendor Express Payment Program, a program run directly by the County. This is
an Electronic Funds Transfer (EFT) process. After Contract Award the Contractor shall
complete the Vendor Registration Form located on the County Department of Finance
Vendor Registration Web Site (http://www.maricopa.gov/922/Vendors). If County
requests Contractor to submit information such as time records or invoices to a third-party
agency such as a vendor manager or payment manager, all costs associated with
Contractor’s use of the third-party agency shall be borne by County. Contractor shall have
no obligation to provide such third-party agency with confidential or personal information
nor shall Contractor’s submission of information to the third-party agency relieve County
of any obligations hereunder.
3.3.4
EFT payments to the routing and account numbers designated by the Contractor will
include the details on the specific invoices that the payment covers. The Contractor is
required to discuss remittance delivery capabilities with their designated financial
institution for access to those details.
3.3.5
If County disputes all or a portion of any invoice, County shall inform Contractor in writing
of the nature of the dispute within 30 days after the invoice date and will pay any
undisputed amounts within 30 days after invoice date. Any late payment shall accrue
interest at a rate of the lesser of 1.5% per month and the maximum amount allowed by law.
3.4
ACCEPTANCE:
If appropriate for the type of services provided, the Statement of Work (SOW) will have the
acceptance testing criteria and process applicable to the work performed under that SOW. For
deployment services, acceptance criteria must be limited to Contractor’s work and not include the
accuracy of third-party software or equipment.
3.5
DELIVERABLE PAYMENTS:
As appropriate, a SOW may provide for payment holdback of up to fifteen (15) percent of project
management and project labor, to be released either upon completion of specific milestones or upon
total project acceptance.
3.6
APPLICABLE TAXES:
3.6.1
Payment of Taxes: Fees are net of all sales and use taxes, transaction privilege taxes,
duties, and customs fees concerning the Services performed hereunder. The Contractor
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shall pay all applicable taxes to the proper taxing jurisdiction or authority and shall invoice
the County for any applicable sales and use taxes, duties or customs fees. Such taxes shall
be listed separately on the Contractor’s invoices and the County shall pay such taxes to
Contractor. The County will provide Contractor with any applicable tax exemption
certificates. Contractor remains responsible for all taxes based on Contractor’s income or
gross revenue, as well as payroll taxes, unemployment compensation insurance, Social
Security, and Worker’s Compensation for its employees.
3.6.2
Tax Indemnification: Contractor and all subcontractors shall pay to the appropriate taxing
authorities all Federal, State, and local taxes applicable to its operation and any persons
employed by the Contractor. Contractor shall and require all subcontractors to hold
Maricopa County harmless from any responsibility for taxes, damages and interest, if
applicable, contributions required under Federal, and/or State and local laws and
regulations, and any other costs including; transaction privilege taxes, unemployment
compensation insurance, Social Security, and Worker’s Compensation, in each case
payable by Contractor or its subcontractors.
4.0
AVAILABILITY OF FUNDS:
4.1
The provisions of this Contract relating to payment for services shall become effective when funds
assigned for the purpose of compensating the Contractor as herein provided are actually available
to County for disbursement. The County shall be the sole judge and authority in determining the
availability of funds under this Contract. County shall keep the Contractor fully informed as to the
availability of funds.
4.2
If any action is taken by, any State agency, Federal department, or any other agency or
instrumentality to suspend, decrease, or terminate its fiscal obligations under, or in connection with,
this Contract, County may amend, suspend, decrease, or terminate its obligations under, or in
connection with, this Contract. In the event of termination, County shall be liable for payment only
for services rendered prior to the effective date of the termination, provided that such services are
performed in accordance with the provisions of this Contract. County shall give written notice of
the effective date of any suspension, amendment, or termination under this Section, at least ten (10)
days in advance.
5.0
DUTIES:
5.1
Contractor’s Duties: The Contractor shall provide County with information technology consulting
services ("Services") as specified in one or more Statement(s) of Work executed by the Parties (each,
a "SOW"). Each SOW is a separate and independent contractual obligation from any other SOW.
Together, Contract and the SOW(s) comprise this Agreement. Each SOW shall, as applicable,
specify the type of Services to be performed, any specific tasks to be performed by each Party,
location and approximate start and end dates of each assigned consultant, any applicable
deliverables and associated due dates, reporting requirements, documentation requirements, and any
relevant acceptance and testing procedures and criteria. The Services may include the presentation
of options and advice, but Contractor will not make any decisions on behalf of County in connection
with such options and advice. All subcontractors hired by Contractor to perform Contractor
obligations pursuant to a SOW shall be bound to perform such obligations as if such obligations
were being performed by Contractor and Contractor shall be liable for the actions of such
subcontractors while performing Services pursuant to this Contract as if such actions were the
actions of Contractor. Contractor may, with prior agreement by the County, subcontract to an
Affiliate. In addition, Contractor shall:
(a)
designate and provide for each SOW one Contractor point of contact who shall be
responsible for answering and resolving County’s questions and issues relating to the project(s)
described therein; and
(b)
provide sufficient, qualified, knowledgeable personnel capable of performing
Contractor’s obligations as set forth in the applicable SOW.
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5.2
County’s Duties: During the Contract term, County shall:
(a)
designate and provide for each SOW one County point of contact who shall be
responsible for answering and resolving Contractor’s questions and issues relating to the project(s)
described therein; and
(b)
provide sufficient, qualified, knowledgeable personnel capable of: (i) performing County
Obligations; (ii) participating in the project and assisting Contractor’s consultant resources in
reviewing Work Product; and (iii) facilitating searches for information and requirements;
(c)
provide Contractor with reasonable access to County’s facilities during County’s normal
business hours and otherwise as reasonably requested by Contractor in order to facilitate
Contractor’s performance of the Services;
(d)
provide Contractor with such reasonable working space, equipment, office support
(including but not limited to internet access of the same speed and quality as is provided to County’s
employees, photocopying equipment, and the like), and sufficient space for consultants to conduct
efficient analytical work and hold meetings with County personnel and/or other Contractor
personnel; and reasonably cooperate with Contractor as may be set forth in the applicable SOW to
facilitate Contractor’s performance of the Services;
(e) license or subscribe to and provide all of the software that will be required to render Services
other than standard productivity software resident on Contractor devices and any software
Contractor specifically agrees to provide in a SOW.
6.0
TERMS AND CONDITIONS:
6.1
INDEMNIFICATION:
The Parties agree that to the extent permitted by law Contractor will indemnify the County and its
officers, directors, employees, and contractors (the Indemnified Party) from Losses resulting from
any third-party claim for personal injury, damage to tangible property, or intellectual property
infringement, to the extent such Losses arise from the gross negligence or intentional wrongdoing
of Contractor or its subcontractors. “Losses” are amounts the Indemnified Party becomes legally
obligated to pay pursuant to a final judgment or agreed upon settlement agreed to in advance by
Contractor. Indemnification hereunder does not include a duty to defend, but reasonable attorney’s
fees and court costs will be reimbursed to the degree that Contractor is found to have been grossly
negligent or to have engaged in intentional wrongdoing which resulted in (a) a ruling or verdict
against the Indemnified Party on an indemnifiable third-party claim or (b) a settlement approved in
writing in advance by the Contractor that required the Indemnified Party to make payment to a third-
party. Contractor will not indemnify any Indemnified Party for that Indemnified Party’s own
negligence or intentional wrongdoing. The right to be indemnified is contingent upon the
Indemnified Party giving Contractor prompt notice of any potentially indemnifiable third-party
claim.
County acknowledges that Contractor makes no representations regarding and accepts no
indemnification obligation with regard to any third party commercially available software. With
regard to intellectual property infringement, Contractor shall have no liability to indemnify for any
claim based on: (a) use of Contractor Deliverables outside the scope of this Contract and/or a SOW;
(b) the combination, operation, or use of the Deliverables furnished under this Contract and/or a
SOW with software, hardware, or other materials not furnished by Contractor or reasonably
anticipated by the applicable SOW if such infringement would have been avoided by the use of the
Deliverables without such software, hardware, or other materials; (c) any modification of the
Deliverables not made by or authorized in writing by Contractor; (d) any intellectual property
infringement of which County is aware and does not disclose to Contractor; and (e) any intellectual
property infringement caused by County or anyone under County’s direction or control, excluding
Contractor.
The amount and type of insurance coverage requirements set forth herein will in no way be construed
as limiting the scope of the indemnity in this paragraph.
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The scope of this indemnification does not extend to the sole negligence of County.
6.1.1
The foregoing states Contractor’s entire liability, and County’s sole and exclusive remedy
except as provided at law or equity, with respect to any infringement or misappropriate of
any intellectual property rights of another party.
6.2
INSURANCE:
6.2.1
Contractor, at Contractor’s own expense, shall purchase and maintain the herein stipulated
minimum insurance from a company or companies duly licensed by the State of Arizona
and possessing a current A.M. Best, Inc. rating of B++. In lieu of State of Arizona licensing,
the stipulated insurance may be purchased from a company or companies, which are
authorized to do business in the State of Arizona, provided that said insurance companies
meet the approval of County. The form of any insurance policies and forms must be
acceptable to County.
6.2.2
All insurance required herein shall be maintained in full force and effect until all work or
service required to be performed under the terms of the Contract is satisfactorily completed
and formally accepted. Failure to do so may, at the sole discretion of County, constitute a
material breach of this Contract.
6.2.3
Contractor’s insurance shall be primary insurance as respects County, and any insurance
or self-insurance maintained by County shall not contribute to it.
6.2.4
The insurance policies may provide coverage that contains deductibles or self-insured
retentions. Contractor shall be solely responsible for the deductible and/or self-insured
retention.
6.2.5
The insurance policies required by this Contract, except Workers’ Compensation and
Errors and Omissions, shall name County, its agents, representatives, officers, directors,
officials and employees as Additional Insureds.
6.2.6
Commercial General Liability:
Commercial General Liability insurance and, if necessary, Commercial Umbrella
insurance with a limit of not less than $1,000,000 for each occurrence, and $2,000,000
General Aggregate Limit. The policy shall include coverage for premises liability, bodily
injury, broad form property damage, personal injury, products and completed operations
and blanket contractual coverage.
6.2.7
Workers’ Compensation:
Workers’ Compensation insurance to cover obligations imposed by Federal and State
statutes having jurisdiction of Contractor’s employees engaged in the performance of the
work or services under this Contract; and Employer’s Liability insurance of not less than
statutory minimums.
6.2.8
Technology Errors & Omission Insurance:
Each claim
$2,000,000
Annual Aggregate
$2,000,000
Such insurance shall cover any, and all errors, omissions, or negligent acts in the delivery
of products, services, and/or licensed programs under this Contract.
In the event that the Tech E&O insurance required by this Contract is written on a claims-
made basis, Contractor warrants that any retroactive date under the policy shall precede the
effective date of this Contract and, either continuous coverage will be maintained, or an
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extended discovery period will be exercised for a period of two (2) years, beginning at the
time work under this Contract is completed.
6.2.9
Network Security (Cyber) and Privacy Liability (Provided Under Technology Errors &
Omissions Insurance):
Each Claim
$2,000,000
Annual Aggregate
$2,000,000
Such insurance shall include, but not be limited to, coverage for third party claims and
losses with respect to network risks (such as data breaches, unauthorized access or use, ID
theft of data) and invasion of privacy regardless of the type of media involved in the loss
of private information, crisis management and identity theft response costs. This should
also include breach notification costs, credit remediation, and credit monitoring, defense
and claims expenses, regulatory defense costs plus fines and penalties, cyber extortion,
computer program and electronic data restoration expenses coverage (data asset
protection), network business interruption, computer fraud coverage, and funds transfer
loss.
In the event that the Network Security and Privacy Liability insurance required by this
Contract is written on a claims-made basis, Contractor warrants that any retroactive date
under the policy shall precede the effective date of this Contract and, either continuous
coverage will be maintained, or an extended discovery period will be exercised for a period
of two (2) years beginning at the time work under this Contract is completed.
6.2.10
Certificates of Insurance:
6.2.10.1 Prior to Contract award, Contractor shall furnish the County with valid and
complete certificates of insurance, or formal endorsements as required by the
Contract in the form provided by the County, issued by Contractor’s insurer(s), as
evidence that policies providing the required coverage, conditions and limits
required by this Contract are in full force and effect. Such certificates shall
identify this contract number and title.
6.2.10.2 In the event any insurance policy(ies) required by this Contract is(are) written on
a claims made basis, coverage shall extend for two years past completion and
acceptance of Contractor’s work or services and as evidenced by annual
Certificates of Insurance.
6.2.10.3 If a policy does expire during the life of the Contract, a renewal certificate must
be sent to County within fifteen (15) calendar days after a request is made to
Contractor.
6.2.11
Cancellation and Expiration Notice:
Except for Technology Errors & Omissions, applicable to all insurance policies required
within the Insurance Requirements of this Contract, Contractor’s insurance shall not be
permitted to be canceled without thirty (30) days prior written notice to Maricopa County.
Contractor must provide to Maricopa County, within two (2) business days of receipt, if
they receive notice of a policy that has been or will be canceled. Such notice shall be sent
directly to Maricopa County Office of Procurement Services and shall be mailed, or hand
delivered to 160 South 4th Avenue, Phoenix, AZ 85003, or emailed to the Procurement
Officer noted in the solicitation.
6.3
FORCE MAJEURE:
6.3.1
Neither party shall be liable for failure of performance, nor incur any liability to the other
party on account of any loss or damage resulting from any delay or failure to perform all
or any part of this Contract if such delay or failure is caused by events, occurrences, or
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causes beyond the reasonable control and without negligence of the parties. Such events,
occurrences, or causes will include Acts of God/Nature (including fire, flood, earthquake,
storm, hurricane or other natural disaster), war, invasion, act of foreign enemies, hostilities
(whether war is declared or not), civil war, riots, rebellion, revolution, insurrection, military
or usurped power or confiscation, terrorist activities, nationalization, government sanction,
lockout, blockage, embargo, labor dispute, strike, interruption or failure of electricity or
telecommunication service.
6.3.2
Each party, as applicable, shall give the other party notice of its inability to perform and
particulars in reasonable detail of the cause of the inability. Each party must use best
efforts to remedy the situation and remove, as soon as practicable, the cause of its inability
to perform or comply.
6.3.3
The party asserting Force Majeure as a cause for non-performance shall have the burden
of proving that reasonable steps were taken to minimize delay or damages caused by
foreseeable events, that all non-excused obligations were substantially fulfilled, and that
the other party was timely notified of the likelihood or actual occurrence which would
justify such an assertion, so that other prudent precautions could be contemplated.
6.4
WARRANTY OF SERVICES:
6.4.1
The Contractor warrants that (a) it will perform the Services in a professional and
workmanlike manner in accordance with industry standards; (b) it has the authority to enter
into this Contract; (c) it will perform the Services in a manner that complies with all
applicable laws and regulations. County agrees that all development work performed under
this Contract using third-party proprietary development and integration tools shall be
subject to the limitations, if any, of County’s license agreements with such third-party
software vendors. CONTRACTOR DISCLAIMS AND EXCLUDES ALL OTHER
EXPRESS AND IMPLIED WARRANTIES CONCERNING ITS SERVICES,
INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY
AND FITNESS FOR A PARTICULAR PURPOSE, WHETHER ARISING UNDER
STATUTORY OR COMMON LAW. CONTRACTOR MAKES NO WARRANTIES OF
ANY SORT RELATIVE TO THIRD PARTY SOFTWARE.
6.5
ORDERING AUTHORITY:
Any Statement of Work may be accompanied by a valid purchase order, issued by Office of
Procurement Services or a Purchase Order issued by the using Department.
6.6
NO MINIMUM OR MAXIMUM PURCHASE OBLIGATION:
This Contract does not guarantee any minimum or maximum purchases will be made. Statements
of Work will only be placed under this Contract when the County identifies a need and proper
authorization and documentation have been approved.
6.7
BACKGROUND CHECK:
Contractor shall perform a background check that includes criminal background and educational
confirmation on employees who will work on a Statement of Work, either upon employment or
before commencing work for the County; any subcontractors shall do the same. Any additional
background checks that may be required for a given Statement of Work will appear in the Statement
of Work and will be at County’s expense.
6.8
SUSPENSION OF WORK:
The Procurement Officer may order the Contractor, in writing, to suspend, delay, or interrupt all or
any part of the work of this contract for the period of time that the Procurement Officer determines
appropriate for the convenience of the County. Contractor shall be entitled to an equitable
adjustment to project schedule and costs associated with the suspension. No adjustment shall be
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made under this clause for any suspension, delay, or interruption to the extent that performance
would have been so suspended, delayed, or interrupted by any other cause, including the fault or
negligence of the Contractor. No request for adjustment under this clause shall be granted unless
the claim, in an amount stated, is asserted in writing as soon as practicable after the termination of
the suspension, delay, or interruption, but not later than the date of final payment under the Contract.
Contractor is not obligated to maintain continuity of its personnel after a suspension unless the
suspension order includes an agreement to pay for the time of Contractor’s personnel during the
suspension and County understands that the project may be delayed and costs increased due to the
suspension.
6.9
STOP WORK ORDER:
The Procurement Officer may, at any time, by written order to the Contractor, require the Contractor
to stop all, or any part, of the work called for by this contract for a period of ninety (90) calendar
days after the order is delivered to the Contractor, and for any further period to which the parties
may agree. The order shall be specifically identified as a stop work order issued under this clause.
Upon receipt of the order, the Contractor shall immediately comply with its terms and take all
reasonable steps to minimize the incurrence of costs allocable to the work covered by the order
during the period of work stoppage. Within a period of 90 calendar days after a stop-work is
delivered to the Contractor, or within any extension of that period to which the parties shall have
agreed, the Procurement Officer shall either:
6.9.1
Cancel the stop work order; or
6.9.2
Terminate the work covered by the order as provided in the Default, or the Termination for
Convenience clause of this Contract.
6.9.3
The Procurement Officer shall make an equitable adjustment in the delivery schedule
and/or Contract price, or otherwise, and the Contract shall be modified, in writing,
accordingly, if the Contractor demonstrates that the stop work order resulted in an increase
in costs to the Contractor.
6.9.4
Contractor is not obligated to maintain continuity of its personnel after a Stop Work Order
unless the Stop Work Order includes an agreement to pay for the time of Contractor’s
personnel during the Stop Work period and County understands that the project may be
delayed and costs increased due to the Stop Work period.
6.10
TERMINATION FOR CONVENIENCE:
Either Party may terminate the Contract or a SOW for convenience by providing sixty (60) calendar
days advance notice to the other Party. In the event of such termination, (i) all fees due under this
Contract and all SOWs for Services performed through the date of termination shall be paid by
County upon the effective date of such termination; (ii) County shall not be due any refund or credit
other than for previously issued credits or refunds for unused prepaid services; and (iii) in the event
that this Contract is terminated, all SOWs thereto shall be terminated simultaneously with this
Contract.
6.11
TERMINATION FOR DEFAULT:
The County may, by written notice of breach and demand for cure to the Contractor, terminate this
Contract in whole or in part if the Contractor fails to:
6.11.1
perform its designated obligations under a SOW within the time specified in the applicable
SOW or any extension;
6.11.2
Make progress, so as to endanger performance of this Contract; or
6.11.3
Perform any of the other provisions of this Contract.
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The County’s right to terminate this contract under these subparagraphs may be exercised if the
Contractor does not cure such failure within thirty (30) days (or more if authorized in writing by the
County) after receipt of the breach and demand for cure notice from the Procurement Officer. The
breach and demand for cure notice must be in writing delivered in accordance with the notice
provision of this Contract and specify the alleged breach with detail sufficient to allow the
Contractor to identify a cure. The County shall promptly respond to inquiries from the Contractor
seeking more detail or inquiring as to the adequacy of a proposed cure.
6.12
COMPENSATION FOLLOWING TERMINATION:
In the event of termination, County shall compensate Contractor pursuant to the terms of the
Contract and, if applicable, SOW for all accepted work performed through the termination
date. Contractor shall be equitably compensated for any work which has been performed prior to
notification of termination but has not yet been accepted. Upon Contactor’s receipt of such
compensation, County shall receive the work-in-progress and shall have the same rights to use them
that it would have received had the SOW been completed.
6.13
CONTRACTOR EMPLOYEE MANAGEMENT:
6.13.1
Coordination of Resources. Contractor will work with County to assess and meet staffing
and resource needs for provision of the Services. If County notifies Contractor that it is
dissatisfied with the services of any person supplied by Contractor, Contractor shall try in
good faith to promptly resolve any concerns. If County continues to be dissatisfied with
such person, Contractor will remove that person from the situation and will assign a
different person to County’s work as soon as possible. Contractor shall have the right to
remove or replace an assigned individual with a similarly skilled individual in the event
such removal or replacement is required due to promotion, leave of absence, illness, or the
like. Notwithstanding, County may not require the replacement of key Contractor
personnel assigned to a fixed-fee or similar engagement (and identified in the SOW as key
personnel) except for issues related to performance or inappropriate behavior. Any delay
in performance or additional cost impact due to removal or replacement of an assigned
individual shall be the responsibility of the Contractor.
6.13.2
Non-Solicitation. The Parties acknowledge that their ability to meet their obligations
hereunder is dependent on each Party having its skilled and trained employees available as
anticipated during the term of the Contract. In recognition of that need, the Parties agree
that during the term of this Contract and for a period of one year thereafter, neither Party
shall solicit for employment or hire, directly or through a staffing or placement agency, or
otherwise retain an employee or contractor of the other Party who has been directly
involved with the receipt or provision of Services This provision does not apply if an
employee of either party applies for and is selected for a position that is open to any person.
6.14
STATUTORY RIGHT OF CANCELLATION FOR CONFLICT OF INTEREST:
Notice is given that pursuant to A.R.S. § 38-511 the County may cancel any Contract without
penalty or further obligation within three years after execution of the Contract, if any person
significantly involved in initiating, negotiating, securing, drafting or creating the Contract on behalf
of the County is at any time while the Contract or any extension of the Contract is in effect, an
employee or agent of any other party to the Contract in any capacity or consultant to any other party
of the Contract with respect to the subject matter of the Contract. Additionally, pursuant to A.R.S
§ 38-511 the County may recoup any fee or commission paid or due to any person significantly
involved in initiating, negotiating, securing, drafting or creating the Contract on behalf of the County
from any other party to the Contract arising as the result of the Contract.
6.15
CONTRACTOR LICENSE REQUIREMENT:
6.15.1
The Contractor shall procure all permits, insurance, licenses and pay the charges and fees
necessary and incidental to the lawful conduct of his/her business, and as necessary
complete any required certification requirements, required by any and all governmental or
non-governmental entities as mandated to maintain compliance with and in good standing
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for all permits and/or licenses. The Contractor shall keep fully informed of existing and
future trade or industry requirements, Federal, State and Local laws, ordinances, and
regulations which in any manner affect the fulfillment of a Contract and shall comply with
the same. Contractor shall immediately notify both Office of Procurement Services and the
Department of any and all changes concerning permits, insurance or licenses.
Notwithstanding the foregoing, County recognizes that Contractor does not provide legal
advice or legal services and that County is responsible for understanding County’s
compliance obligations with regard to its Human Resources management and financial
management and for conveying such obligations to Contractor as part of the specifications
for any deployment of third party software.
6.16
AMENDMENTS:
All amendments to this Contract shall be in writing and approved/signed by both parties. Maricopa
County Office of Procurement Services shall be responsible for approving all amendments for
Maricopa County.
6.17
SOW CHANGE ORDER PROCESS:
6.17.1
If Contractor is performing services on an hourly basis and County wishes to add services
beyond the scope of the SOW or to extend an engagement beyond its term, County may so
request in writing to Contractor, which may be via e-mail. If Contractor is not able to
accommodate the request, it will so notify County.
6.17.2
If either Party desires to change the Services to be provided pursuant to a SOW as to which
payment for which is not on an hourly basis, the following process shall be followed:
(a)
Contractor will prepare a Change Order for County’s review documenting the
change, including relevant information such as additional resources required,
revised end-dates, and additional fees, if applicable;
(b)
When Contractor and County have agreed on the contents of the Change Order,
both parties shall so indicate, either by signing the Change Order or transmitting
approval of the Change Order via fax, email, or other electronic means.
(c)
Once a Change Order has been agreed to in such manner by the Parties, it shall
constitute an amendment to, and shall be deemed part of, the terms and conditions
of the applicable SOW.
6.18
STRICT COMPLIANCE:
Acceptance by either Party of a performance that is not in strict compliance with the terms of the
Contract shall not be deemed to be a waiver of strict compliance with respect to all other terms of
the Contract. No omission or delay by Contractor or County to enforce any right or remedy under
this Contract shall be a waiver of such right or remedy.
6.19
VALIDITY:
The invalidity, in whole or in part, of any provision of this Contract shall not void or affect the
validity of any other provision of the Contract.
6.20
SEVERABILITY:
The removal, in whole or in part, of any provision of this Contract shall not void or affect the validity
of any other provision of this Contract.
6.21
OWNERSHIP AND PROPRIETARY RIGHTS:
6.21.1
Ownership of Pre-existing Technology. County acknowledges and agrees that Contractor
is the sole and exclusive owner of all rights, including but not limited to all patent rights,
copyrights, trade secrets, trademarks, and other proprietary rights in the systems, programs,
SERIAL 200143-RFP
templates, methodologies, tools, accelerators, specifications, user documentation, training
materials, and other materials used by Contractor in the course of its provision of Services
which were created prior to or independently of the performance of the Services, plus any
modifications or enhancements thereto and derivative works based thereon (collectively
“Contractor’s Technology”). County acquires no rights in Contractor’s Technology.
County shall not copy, transfer, sell, give, loan, distribute, assign, display, or otherwise
make Contractor’s Technology available to third parties.
6.21.2
Ownership of Tangible Work Product. The work product created by Contractor for delivery
to County pursuant to this Contract (“Deliverables”) shall mutually belong to County and
Contractor and may be used by each Party for its business purposes.
6.21.3
Ownership of Data Processing Know-how. County recognizes that Contractor’s business
depends substantially upon the accumulation of learning, knowledge, data, techniques,
tools, processes, and generic materials that it utilizes and develops in its client
engagements. Accordingly, to the extent material that is used in, enhanced, or developed
in the course of providing Services hereunder is of a general abstract character, or may be
generically re-used, and does not contain Confidential Information of County, then
Contractor will own such material including, without limitation: methodologies; delivery
strategies, approaches and practices; generic software tools, routines, and components;
generic content, research and background materials; training materials; application
building blocks; templates; analytical models; project tools; development tools; inventions;
solutions and descriptions thereof; ideas; and know-how (collectively “Know-how”).To
the extent such Know-how is contained or reflected in the Deliverables, Contractor hereby
grants County a fully paid up, perpetual license to use such Know-how only for its internal
business. County will not sublicense, give, or sell Know-How to any third party, and will
not use or exploit the Know-How to compete with the information technology consulting
business of Contractor.
6.22
NON-DISCRIMINATION:
Contractor agrees to comply with all provisions and requirements of Arizona Executive Order 2009-
09 including flow down of all provisions and requirements to any subcontractors. Executive Order
2009-09 supersedes Executive order 99-4 and amends Executive order 75-5 and may be viewed and
downloaded
at
the
Arizona
State
Library
Research
website
(http://azmemory.azlibrary.gov/cdm/singleitem/collection/execorders/id/680/rec/1)
which
is
hereby incorporated into this contract as if set forth in full herein. During the performance of this
Contract, Contractor shall not discriminate against any employee, client or any other individual in
any way because of that person’s age, race, creed, color, religion, sex, disability or national origin.
The parties recognize that Contractor is obligated to comply with the nondiscrimination laws of
states where employees are located and that compliance with such laws may require differential
treatment of employees or potential employees due to age (such as labor laws prohibiting
employment of children) or national origin (such as laws restricting employment to citizens or
persons possessing a visa or similar status allowing them to work in a given country). Compliance
with such laws where applicable shall not be a violation of this section.
6.23
WRITTEN CERTIFICATION PURSUANT to A.R.S. § 35-393.01
If vendor engages in for-profit activity and has 10 or more employees, and if this agreement has a
value of $100,000 or more, vendor certifies it is not currently engaged in, and agrees for the duration
of this agreement to not engage in, a boycott of goods or services from Israel. This certification does
not apply to a boycott prohibited by 50 U.S.C. § 4842 or a regulation issued pursuant to 50 U.S.C.
§ 4842
6.24
CERTIFICATION REGARDING DEBARMENT AND SUSPENSION:
6.24.1
The undersigned (authorized official signing on behalf of the Contractor) certifies to the
best of his or her knowledge and belief that the Contractor, it’s current officers and
directors;
SERIAL 200143-RFP
6.24.1.1 are not presently debarred, suspended, proposed for debarment, declared
ineligible, or voluntarily excluded from being awarded any contract or grant by
any United States Department or Agency or any state, or local jurisdiction;
6.24.1.2 have not within three (3) year period preceding this Contract;
6.24.1.2.1 been convicted of fraud or any criminal offense in connection with
obtaining, attempting to obtain, or as the result of performing a
government entity (Federal, State or local) transaction or contract; and
6.24.1.2.2 been convicted of violation of any Federal or State antitrust statues or
conviction for embezzlement, theft, forgery, bribery, falsification or
destruction of records, making false statements, or receiving stolen
property regarding a government entity transaction or contract;
6.24.1.2.3 are not presently indicted or criminally charged by a government entity
(Federal, State or local) with commission of any criminal offenses in
connection with obtaining, attempting to obtain, or as the result of
performing a government entity public (Federal, State or local)
transaction or contract; and are not presently facing any civil charges
from any governmental entity regarding obtaining, attempting to obtain,
or from performing any governmental entity contract or other
transaction; and have not within a three (3) year period preceding this
Contract had any public transaction (Federal, State or local) terminated
for cause or default.
6.24.1.3 If any of the above circumstances described in the paragraph are applicable to the
entity submitting a bid for this requirement, include with your bid an explanation
of the matter including any final resolution.
6.24.2
The Contractor shall include, without modification, this clause in all lower tier covered
transactions (i.e. transactions with subcontractors) and in all solicitations for lower tier
covered transactions related to this Contract.
6.25
VERIFICATION REGARDING COMPLIANCE WITH A.R.S. §41-4401 AND FEDERAL
IMMIGRATION LAWS AND REGULATIONS:
6.25.1
By entering into the Contract, the Contractor warrants compliance with the Immigration and
Nationality Act (INA using e-verify) and all other Federal immigration laws and regulations
related to the immigration status of its employees and A.R.S. §23-214(A). The Contractor
shall obtain statements from its subcontractors certifying compliance and shall furnish the
statements to the Procurement Officer upon request. These warranties shall remain in effect
through the term of the Contract. The Contractor and its subcontractors shall also maintain
Employment Eligibility Verification forms (I-9) as required by the Immigration Reform and
Control Act of 1986, as amended from time to time, for all employees performing work under
the Contract and verify employee compliance using the E-verify system and shall keep a
record of the verification for the duration of the employee’s employment or at least three (3)
years, whichever is longer. I-9 forms are available for download at USCIS.GOV.
6.25.2
The County retains the legal right to inspect Contractor and subcontractor employee
documents performing work under this Contract to verify compliance with paragraph 6.32.1
of this Section. Contractor and subcontractor shall be given reasonable notice of the County’s
intent to inspect and shall make the documents available at the time and date specified.
Should the County suspect or find that the Contractor or any of its subcontractors are not in
compliance, the County will consider this a material breach of the Contract and may pursue
any and all remedies allowed by law, including, but not limited to; suspension of work,
termination of the Contract for default, and suspension and/or debarment of the Contractor.
All costs necessary to verify compliance are the responsibility of the Contractor.
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6.26
INFLUENCE:
As prescribed in MC1-1203 of the Maricopa County Procurement Code, any effort to influence an
employee or agent to breach the Maricopa County Ethical Code of Conduct or any ethical conduct
may be grounds for Disbarment or Suspension under MC1-902.
An attempt to influence includes, but is not limited to:
6.26.1
A Person offering or providing a gratuity, gift, tip, present, donation, money, entertainment
or educational passes or tickets, or any type of valuable contribution or subsidy,
6.26.2
That is offered or given with the intent to influence a decision, obtain a contract, garner
favorable treatment, or gain favorable consideration of any kind.
If a Person attempts to influence any employee or agent of Maricopa County, the Chief Procurement
Officer, or his designee, reserves the right to seek any remedy provided by the Maricopa County
Procurement Code, any remedy in equity or in the law, or any remedy provided by this contract.
6.27
COMMERCIAL ITEMS:
Contractor’s Services are Commercial Items as that term is defined by the Federal Acquisition
Regulation. This Contract is not one for cost reimbursement. The parties agree that Contractor is not
obligated to comply with the cost accounting standards applicable to federal contractors or grant
recipients.
6.28
ACCESS TO AND RETENTION OF RECORDS FOR THE PURPOSE OF AUDIT AND/OR
OTHER REVIEW:
In accordance with section MCI 371 of the Maricopa County Procurement Code the Contractor
agrees to retain (physical or digital copies of) all books, records, accounts, statements, reports, files,
and other records and back-up documentation relevant to this Contract for six (6) years after final
payment or until after the resolution of any audit questions which could be more than six (6) years,
whichever is latest. The County, Federal or State auditors and any other persons duly authorized by
the Department shall have full access to, and the right to examine, copy and make use of, any and
all said materials, upon reasonable notice (which shall identify the individuals involved in the audit
and the specific subject matter information requested), during Contractor’s normal business
hours. Production of records for audit will, unless otherwise agreed by Contractor, be electronic. If
any audit reveals an overcharge to Maricopa County, Contractor shall promptly pay to Maricopa
County the amount of such overcharge. Notwithstanding, Contractor shall have no obligation to
accommodate an audit by any third party which is a competitor of Contractor, which is conducting
the audit on a contingent fee basis, or which is not subject to a confidentiality agreement no less
restrictive than the non-disclosure and confidentiality obligations existing between Maricopa
County and Contractor.
6.28.1
Such examination shall not extend to Contractor’s costs in providing the Services. In
addition, the retention obligation does not extend to project documentation or project
deliverables under a SOW or any of the County’s data that was used during work pursuant
to a SOW. As a matter of good data security practice, such data, deliverables and
documentation are made available to the County for a retrieval period following project
completion and securely deleted or modified to remove any County-specific information
thereafter.
6.29
OFFSET FOR DAMAGES:
In addition to all other remedies at Law or Equity, the County may offset from any money due to
the Contractor any amounts Contractor owes to the County for judgments for or negotiated and
damages resulting from breach or deficiencies in performance of the Contract. Any such offset shall
be accompanied by documentation identifying the reason for the offset.
SERIAL 200143-RFP
6.30
CONFIDENTIAL INFORMATION:
The Parties acknowledge and agree that in the course of performing under this Contract, each will
disclose to the other trade secrets and other confidential information relating to each Party’s
business, including Contractor’s Technology and Know-how. Any such information which is
designated in writing as confidential or which a Party should reasonably understand to be
confidential will be deemed “Confidential Information”. Each Party agrees to store and use the other
Party’s disclosed Confidential Information only to the extent necessary to perform or use the
Services and, in the case of the County, pursuant to the Public Records section below. Each Party
agrees not to disclose the Confidential Information of the other to any third party except pursuant to
the Public Records section below and to treat it with the same degree of care as it would its own
confidential information. Each Party further agrees not to disclose the Confidential Information of
the other to any employees other than those with a need to have access to it, and to instruct those
employees of the need to maintain the confidentiality of the Confidential Information. The Parties
acknowledge and agree that failure to abide by these confidentiality obligations would constitute a
material breach hereof, and may irreparably harm the non-breaching Party, and that the aggrieved
Party shall be free, in addition to other relief, to seek injunctive relief to cure or prevent any such
breach, without need of posting a bond. Confidential Information will not include information that:
(i) is or becomes publicly available through no wrongful act of the receiving Party; (ii) was lawfully
obtained by the receiving Party from a third party who had no obligation to maintain the
Confidential Information as confidential; (iii) was previously known to the receiving Party without
any obligation to keep it confidential; or (iv) was independently developed by the receiving Party
without the use of or reliance upon the Confidential Information of the disclosing Party. Should
either Party receive a subpoena covering Confidential Information, it will, unless prohibited by law,
promptly notify the other Party to give the other Party an opportunity to seek relief, should it wish
to do so. County will not disclose to Contractor or provide access to information which is covered
by data security laws except to the extent necessary to perform the Services.
6.31
PUBLIC RECORDS:
Under Arizona law, all Offers submitted and opened are public records except for portions
containing information that is exempt under Arizona law and must be retained by the Records
Manager at the Office of Procurement Services. Offers shall be open to public inspection and
copying after Contract award and execution, except for such Offers or sections thereof which contain
materials exempt under Arizona law from disclosure. Contractor has designated portions of its
proposal as exempt and has provided justification for such designation. As part of the negotiations
for this Contract, the parties have agreed upon a redacted version of the proposal which may be
disclosed pursuant to a public records act request. Any other requests for materials that Contractor
has designated as confidential or exempt from disclosure shall be provided to Contractor and
Contractor shall be provided a reasonable opportunity to establish the justification for full or partial
redaction of exempt materials.
6.32
INTEGRATION:
This Contract represents the entire and integrated agreement between the parties and supersedes all
prior negotiations, proposals, communications, understandings, representations, or agreements,
whether oral or written, express or implied. No terms, provisions, or conditions of any purchase
order will have any effect on the obligations of the Parties under or otherwise modify or be
incorporated into this Contract.
6.33
RELATIONSHIPS:
In the performance of the services described herein, the Contractor shall act solely as an independent
contractor, and nothing herein or implied herein shall at any time be construed as to create the
relationship of employer and employee, co-employee, partnership, principal and agent, or joint
venture between the County and the Contractor.
SERIAL 200143-RFP
6.34
GOVERNING LAW:
This Contract shall be governed by the laws of the State of Arizona. Venue for any actions or
lawsuits involving this Contract will be in Maricopa County Superior Court, Phoenix, Arizona.
6.35
ORDER OF PRECEDENCE:
In the event of a conflict in the provisions of this Contract and a Statement of Work, the terms of
this Contract shall prevail.
6.36
INCORPORATION OF DOCUMENTS:
The following (non-exclusive) are to be attached to and made part of this Contract:
6.36.1
Exhibit A, Vendor and Contract Information
6.36.2
Exhibit A-1, Statement of Work
6.36.3
Exhibit B, Business Associate Agreement
NOTICES:
All notices given pursuant to the terms of this Contract shall be addressed to:
For County:
Maricopa County
Office of Procurement Services
160 S. 4th Ave.
Phoenix, Arizona 85003-2494
For Contractor:
Attn. General Counsel
161 N. Clark Street
Chicago, IL 60601
6.37
SOLE REMEDY AND LIMITATION OF LIABILITY:
COUNTY’S SOLE REMEDY HEREUNDER SHALL BE RETURN OF FEES PAID TO
CONTRACTOR FOR ANY SERVICE WHICH COUNTY DEMONSTRATES TO BE IN
BREACH HEREOF OR OTHERWISE ACTIONABLE BY COUNTY. IN NO EVENT SHALL
CONTRACTOR BE LIABLE FOR CONSEQUENTIAL, INDIRECT, EXEMPLARY, PUNITIVE,
OR INCIDENTAL DAMAGES, INCLUDING, WITHOUT LIMITATION, LOST DATA, LOST
PROFITS, OR COST OF PROCUREMENT OF SUBSTITUTE GOODS OR SERVICES,
HOWEVER ARISING, EVEN IF IT HAS BEEN ADVISED OF A POSSIBILITY OF SUCH
DAMAGES. IN NO EVENT SHALL CONTRACTOR’S AGGREGATE LIABILITY
HEREUNDER EXCEED THE TOTAL AMOUNT PAID BY COUNTY PURSUANT TO THE
SOW IN EFFECT WHEN THE ACTION GIVING RISE TO THE LIABILITY AROSE,
WHETHER ARISING OUT OF CONTRACT, WARRANTY, STRICT LIABILITY,
NEGLIGENCE, ANY OTHER TORT, INCLUDING INTENTIONAL TORTS, ATTORNEY’S
FEE AWARDS, OR ANY OTHER CAUSE OF ACTION. COUNTY ACKNOWLEDGES THAT
IT IS WAIVING ANY RIGHT TO RECOVERY UNDER ANY STATE’S UNFAIR
COMPETITION/UNFAIR AND DECEPTIVE ACTS OR PRACTICES STATUTE (OR
SIMILARLY NAMED STATUTES) TO THE EXTENT SUCH RECOVERY (INCLUDING ANY
ATTORNEY’S FEE AWARD) EXCEEDS AMOUNTS PAID BY COUNTY TO CONTRACTOR
PURSUANT TO THE SOW IN EFFECT WHEN THE ACTION GIVING RISE TO THE
LIABILITY AROSE.
SERIAL 200143-RFP
6.38
TRADEMARKS/SERVICE MARKS:
Neither Party has any rights in any trademark or service mark of the other Party, and neither shall
use such marks without written consent. Contractor may include County’s name and logo on a
client list. Contractor will not identify County as a reference or use County’s name or logo for other
purposes without County consent.
6.39
DISPUTE RESOLUTION:
Except for actions for injunctive relief, the Parties will attempt to resolve any disputes that arise out
of or in connection with this Contract through good faith negotiation. If a dispute arises, the County
Project Manager and the Contractor Account Executive shall first try to resolve it. If the dispute is
not resolved within 10 business days, either Party may escalate the dispute by contacting, in the case
of Contractor, Ryan Gaetz, telephone 612-277-8634 or Ryan.R.Gaetz@accenture.com, or in the
case of County, Chief Procurement Officer, (telephone 602-506-3967 or mcops@maricopa.gov).
These parties shall attempt to resolve the dispute by agreement.
If the dispute has not been resolved within seven days after either Party escalates the process, either
Party may initiate non-binding mediation by sending notice in writing to the other Party identifying
the issues in dispute and requesting that they be resolved through mediation and proposing a neutral
mediator. The Party receiving the request for mediation shall have three business days after receipt
of the request to accept or reject the mediation request and to respond to the initiating Party’s
suggestion of a mediator.
If the request for mediation is rejected or the dispute has not been resolved within 30 business days
following the date of the request for mediation or such other date as is agreed upon by the Parties,
either party may move forward to resolve the dispute as provided in the Maricopa County
Procurement Code, Section MC1-906.
6.40
NO ASSIGNMENT:
Neither party may assign this Contract, or the rights granted hereunder without the prior written
consent or the other.
6.41
NO THIRD-PARTY BENEFICIARIES:
This Contract is made and entered into for the sole benefit of the parties hereto. Both parties
acknowledge and agree that none of the rights or obligations granted or undertaken herein shall inure
to the benefit of any third parties.
6.42
NO CONFLICT:
Contractor and County each represent and warrant that execution and performance of this Contract
does not and will not violate, conflict with, or constitute a default under any contract, commitment,
arrangement, understanding, agreement, or restriction, or any adjudication, order, injunction, or
finding of any kind by any court or agency to which Contractor or County respectively is bound.
6.43
EXCUSED PERFORMANCE:
Contractor's nonperformance of its obligations as to any specific Deliverable or other obligation
under this Contract shall be excused to the extent such nonperformance is due to: (a) the acts or
omissions of County or any third party authorized to act on County’s behalf which hinder or delay
Contractor's ability to perform its obligations under this Contract; or (b) unanticipated substantive
changes to applicable laws and regulations that interrupt, delay, or fundamentally alter the scope of
the engagement. In such event, Contractor shall: (a) give County prompt notice of the event resulting
in such performance failure by Contractor; (b) use its reasonable efforts to continue to perform despite
the event; and (c) use its reasonable efforts to mitigate the adverse consequences of the event.
SERIAL 200143-RFP
6.44
SURVIVAL:
All sections of this Contract which by their nature would be expected to survive termination or
expiration will do so.
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IN WITNESS WHEREOF, this Contract is executed on the date set forth above.
CONTRACTOR
AUTHORIZED SIGNATURE
PRINTED NAME AND TITLE
ADDRESS
DATE
MARICOPA COUNTY
CHAIRMAN, BOARD OF SUPERVISORS
DATE
ATTESTED:
CLERK OF THE BOARD
DATE
APPROVED AS TO FORM:
DEPUTY COUNTY ATTORNEY
DATE
November 12, 2020
SERIAL 200143-RFP
EXHIBIT A
VENDOR AND CONTRACT INFORMATION
NIGP CODE:
91866
COMPANY NAME:
Accenture LLP
DOING BUSINESS AS (dba):
MAILING ADDRESS:
161 N. Clark Street, Chicago, IL 60601
REMIT TO ADDRESS:
TELEPHONE NUMBER:
303-641-5578
FAX NUMBER:
NA
WWW ADDRESS:
www.accenture.com
REPRESENTATIVE NAME:
Fenton Penna
REPRESENTATIVE TELEPHONE NUMBER:
303-641-5578
REPRESENTATIVE E-MAIL ADDRESS:
fenton.penna@accenture.com
YES
NO
WILL ALLOW OTHER GOVERNMENTAL
ENTITIES TO PURCHASE FROM THIS
CONTRACT:
WILL ACCEPT PROCUREMENT CARD FOR
PAYMENT:
RESPONDENT IS REQUIRED TO PICK ONE OF THE FOLLOWING PAYMENT TERMS. FAILURE TO
INDICATE PAYMENT TERMS WILL RESULT IN A DEFAULT TO NET 30 DAYS. RESPONDENT MUST
MARK THEIR SELECTION BELOW.
[X] NET 30 DAYS
EXHIBIT A-1
STATEMENT OF WORK
Maricopa County, Arizona
Workday Deployment
Statement of Work
January 4, 2021
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Table of Contents
INTRODUCTION ...........................................................................................................................2
TERM..........................................................................................................................................2
APPROACH AND WORKDAY DEPLOYMENT METHODOLOGY .........................................................2
HIGH LEVEL SCOPE ......................................................................................................................2
TIMELINE ....................................................................................................................................3
FEES AND PAYMENT SCHEDULE ...................................................................................................4
6.1.
EXPENSES.......................................................................................................................................4
6.2.
PAYMENT SCHEDULE........................................................................................................................5
DELIVERABLE CRITERIA................................................................................................................7
ISSUE ESCALATION ......................................................................................................................8
PROJECT CHANGES ......................................................................................................................8
SCHEDULES, EXHIBITS AND APPENDICES ...................................................................................8
APPENDIX A: BUSINESS PROCESS ALIGNMENT APPROACH ............................................................... 10
1.
APPROACH ................................................................................................................................ 10
2.
ROLES AND RESPONSIBILITIES .................................................................................................... 10
2.1 CLIENT RESOURCES ............................................................................................................................. 10
2.2 ACCENTURE RESOURCES........................................................................................................................ 12
3.
BUSINESS PROCESS ALIGNMENT APPROACH AND DELIVERABLES ............................................... 13
3.1 DELIVERABLES...................................................................................................................................... 14
4.
BPA DEPLOYMENT SCOPE .......................................................................................................... 16
APPENDIX B: BUSINESS READINESS/CHANGE MANAGEMENT APPROACH ......................................... 20
1.
APPROACH ................................................................................................................................ 20
2.
ROLES & RESPONSIBILITIES ........................................................................................................ 21
2.1 CLIENT RESOURCES .............................................................................................................................21
2.2 ACCENTURE RESOURCES........................................................................................................................ 21
3.
BUSINESS READINESS/CHANGE MANAGEMENT APPROACH AND DELIVERABLES ......................... 22
3.1 DELIVERABLES...................................................................................................................................... 22
4.
DEPLOYMENT SCOPE ................................................................................................................. 24
4.1. BUSINESS READINESS/CHANGE MANAGEMENT SCOPE ASSUMPTIONS .......................................................... 26
APPENDIX C: WORKDAY DEPLOYMENT METHODOLOGY ................................................................... 27
1.
APPROACH ................................................................................................................................ 27
1.1. CONFIGURATION AND BUSINESS PROCESS APPROACH ............................................................................... 27
1.2. DATA MIGRATION APPROACH ............................................................................................................... 27
1.3. INTEGRATION APPROACH...................................................................................................................... 28
1.4. REPORTING APPROACH ........................................................................................................................ 28
1.5. PROJECT MANAGEMENT APPROACH ....................................................................................................... 28
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
2.
ROLES & RESPONSIBILITIES........................................................................................................29
2.1. CLIENT RESOURCES ............................................................................................................................29
2.2. ACCENTURE RESOURCES.......................................................................................................................33
3.
WORKDAY DEPLOYMENT METHODOLOGY AND DELIVERABLES .................................................. 36
3.1. DELIVERABLES AND ACTIVITIES ............................................................................................................... 37
Plan Stage ............................................................................................................................................ 37
Architect Stage ..................................................................................................................................... 38
Configure & Prototype Stage ............................................................................................................... 40
Test Stage ............................................................................................................................................ 41
Deploy Stage ........................................................................................................................................ 43
4.
DEPLOYMENT SCOPE ................................................................................................................. 43
4.1. FUNCTIONAL SCOPE ASSUMPTIONS ........................................................................................................ 44
4.2. DATA MIGRATION SCOPE ASSUMPTIONS................................................................................................. 46
4.3. INTEGRATION SCOPE ASSUMPTIONS ....................................................................................................... 47
5.
GENERAL PROJECT ASSUMPTIONS ............................................................................................. 48
5.1. PLAN STAGE ASSUMPTIONS ...................................................................................................................49
5.2. ARCHITECT STAGE ASSUMPTIONS ........................................................................................................... 50
5.3. CONFIGURE STAGE ASSUMPTIONS .......................................................................................................... 50
5.4. TEST STAGE ASSUMPTIONS ................................................................................................................... 50
5.5. DATA MIGRATION ASSUMPTIONS .......................................................................................................... 50
5.6. INTEGRATIONS ASSUMPTIONS ............................................................................................................... 51
5.7. REPORTING ASSUMPTIONS.................................................................................................................... 51
5.8. RESOURCE ASSUMPTIONS..................................................................................................................... 51
APPENDIX D – CHANGE CONTROL PROCESS ...................................................................................... 53
APPENDIX E – CLIENT AUTHORIZED ACCEPTANCE APPROVERS .......................................................... 56
APPENDIX F – SAMPLE APPROVAL OF ACCEPTANCE .......................................................................... 57
APPENDIX G – CLIENT TRAVEL POLICY ............................................................................................... 58
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Introduction
This Statement of Work ("SOW") is made as of January 4, 2021 ("SOW Effective Date") by and between Accenture
LLP ("Accenture") and Maricopa County, Arizona ("CLIENT"). This SOW incorporates by reference the County
Contract 200143 (the ”Contract”) between Accenture and CLIENT dated November 18, 2020. In the event of a
conflict in terms between this SOW and the Contract, the terms of the Contract shall prevail. All capitalized terms
not otherwise defined herein shall have the same meaning as in the Contract. Any specification, design, user
requirements document, installation checklist, etc., attached hereto and explicitly referenced herein shall be part of
this SOW, provided such documents are in writing and signed by an authorized representative of each party. No
terms, provisions, or conditions of any purchase order will modify the Contract or this SOW or otherwise have any
effect on the obligations of the parties.
Term
The term of this SOW is defined as the duration of the Project to convert the CLIENT from its legacy system to the
Workday solution, as described herein. This SOW will commence on or around January 4, 2021 (Effective date)
and will continue subject to annual fiscal appropriations through the earlier of (i) completion of the project, (ii)
December 31, 2022; or (iii) its termination in accordance with the Contract.
Approach and Workday Deployment Methodology
The approach utilized by Accenture to perform these services includes a combination of Accenture’s Business
Process Alignment (BPA) and Business Readiness/Change Management and stages of the deployment as defined in
the Workday Deployment Methodology of Plan, Architect, Configure/Prototype, Test and Deploy. The Business
Process Alignment will be conducted prior to the deployment of Phase 1 for all functional areas in Phase 1 and
Phase 2 and execution of the Workday Deployment Methodology. Business Readiness/Change Management will
occur throughout Phase 1 of the project. High level overviews and detailed verbiage of these three approaches
and/or methodologies are found in Appendix A, Appendix B, and Appendix C.
High Level Scope
The scope of this Statement of Work (SOW) is for services for the deployment of the following:
Business Process Alignment services which includes the following components and the approach to deploying BPA
is defined in Appendix A.
Planning
Current Business Process Day in the Life (DITLs) Review
Workday Standard Business Process Overview (WD BPOs)
Alignment of Current Business Processes with Workday Standards
Business Process Alignment Report and Presentation
Business Readiness/Change Management services which includes the following components and the approach to
deploying Business Readiness/Change Management is defined in Appendix B.
Change Ambassador Network
Sponsorship Roadmap and Engagement Plan
Business Readiness Strategy
Life with Workday Workshops
Communication Plan
Impact Assessment
Sustainability Plan
Knowledge Sharing Plan
Training Strategy
Training Curriculum
Training Material Development
Pilot Training
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Training Delivery
Workday implementation services which includes the following functional areas and the methodology for deploying
Workday is defined in Appendix C.
Human Capital Management (HCM)
Compensation
Benefits
Absence
Payroll
Time Tracking
Prism Analytics
Talent Management (includes Performance)
Learning Management System (LMS)
Recruiting
The Scope of Services is limited to those enumerated within this Statement of Work including the specified
deliverables and any written change orders executed by the Parties. The deliverables and the Scope of Services are
premised on the assumption of a joint project with material contribution of CLIENT resources and subject matter
experts. Professional and Deployment Services provided by Accenture are targeted to enable CLIENT to “Go Live”
on the Workday solution and retire the legacy applications while reducing manual processes and following leading
practices.
Timeline
The Services provided by Accenture pursuant to this SOW will span the timelines set forth in the two Phases below.
The production support model will be defined by the project managers during the Test Stage of each deployment
phase. The estimated start, go-live, and end dates are bulleted below for each phase.
Phase 1 – Project Management, Business Process Alignment, Business Readiness/Change Management, Human
Capital Management, Compensation, Benefits, Absence, Time Tracking, and Payroll (referred to as HCM/Payroll)
and Prism Analytics
BPA Start Date – on or around January 4, 2021
BPA End Date – on or around March 26, 2021
Deployment Start Date – on or around April 5, 2021
Deployment Go-Live Date – on or around March 21, 2022
Deployment End Date – on or around June 30, 2022
Prism Analytics Start Date – on or around April 4, 2022
Prism Analytics End Date - on or around June 30, 2022
Phase 2 – Project Management, Business Process Alignment (conducted during Phase 1), Talent Management, LMS,
and Recruiting
Deployment Start Date – on or around July 11, 2022
Deployment Go-Live Date – on or around November 28, 2022
Deployment End Date – on or around December 30, 2022
This timeline is based upon Accenture’s understanding of the CLIENT’s scope, internal staffing levels, need for
change management, and our experience on other Workday projects. The final timeline, task lists, and stage duration
assessments will be completed during the Plan stage of the project. Changes to the project timeline may affect pricing
and will require a mutually executed change order if the CLIENT is responsible for any delays. The sample graphical
timeline of the engagement is depicted below in Figure 1a and 1b:
Figure 1a - Phase 1 - HCM/Payroll with Prism Analytics Deployment Timeline
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Figure 1b - Phase 2 – Talent Management, LMS, and Recruiting Deployment Timeline
Figures 1a and 1b Acronym Key: KO = Kickoff, FT = Foundation Tenant, CT = Configuration Tenant, E2ET = End
to End Tenant, SBX = Sandbox, PT = Payroll Tenant, Gold = Gold Tenant that becomes Production, PRD =
Production Tenant, and DA – Delivery Assurance
Fees and Payment Schedule
This SOW is a fixed fee agreement between Accenture and the CLIENT with fees to be paid at set milestones as
defined in Section 6.2. Fees & Payment Schedule. Provided that the CLIENT complies with its obligations
hereunder, Accenture will complete the work defined in this Statement of Work for a fixed price amount of
$4,017,038.
Accenture will invoice according to the Payment Schedule in Section 6.2 and such invoices will be due and payable
per terms of the Contract.
6.1. EXPENSES
All services will be performed remotely due to travel restrictions related to the COVID-19 pandemic. If the travel
restrictions are lifted by Accenture and travel becomes appropriate, travel expenses will be billed to CLIENT
separately according to CLIENT’s Travel and Expense Billing Policy in Appendix G. Travel time by Accenture
consultants will not be billable or be part of project related travel expenses unless otherwise billable work occurs
during the course of such travel time by Accenture.
If the CLIENT requests Accenture to submit information such as time records or invoices to a third-party agency
such as a vendor manager or payment manager, all costs associated with Accenture’s use of the third-party agency
shall be borne by the CLIENT. Accenture shall have no obligation to provide such third-party agency with
confidential or personal information nor shall Accenture’s submission of information to the third-party agency
relieve the CLIENT of any obligations hereunder. Accenture does not accept credit cards or purchasing cards for
payment.
The CLIENT agrees to provide Accenture with a minimum of ten business days’ notice of an unscheduled SOW
termination or staffing reduction. In the event the CLIENT provides less than ten business days’ notice, Accenture
reserves the right to invoice the CLIENT for sixteen hours of consulting services per consultant released.
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Plan
Deploy
Architect
Support
Test
Project Management, Change Management, Governance, and Knowledge Sharing
Prism Analytics
Configure & Prototype
Maricopa County Workday Deployment: HCM & Payroll
2021
2022
BPA
KO
CT
E2ET
FT
Gold
PT
Jul
Aug
Sep
Oct
Nov
Dec
Plan
Architect
C&P
Test
Deploy
Support
Maricopa County Workday Deployment: Talent, LMS & Recruiting
2022
Project Management, Governance, and Knowledge Sharing
KO
E2ET
/SBX
CT
PRD
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
6.2. PAYMENT SCHEDULE
The payment schedule for services is set forth below. For clarity, payment obligations are conditioned on work and
deliverables being performed and functional in conformance with the Contract and this Statement of Work as
demonstrated by acceptance testing.
Invoice dates, deliverables and milestones will be monthly. Invoices will be submitted to CLIENT on targeted
invoice dates in payment schedule shown below in Table 1. Submission and approval dates for each project
Deliverable will be finalized upon completion of the project work plan during the Plan Stage of the
engagement. Each deliverable is approved by both the CLIENT and Accenture and when all deliverables are
approved in a month, an invoice will be sent to the CLIENT. If a deliverable does not get completed and approved
in its designated month based on joint responsibility, the deliverable will be moved to the next month along with
15% of the payment milestone amount with a mutually executed change order; otherwise, a deliverable will remain
in its designated month and invoicing will hold until approvals are completed. Accenture will invoice for the 15% as
soon as the deliverable is accepted by the parties. If the parties are unable to agree as to responsibility for the
deliverable not being completed and approved, the matter may be submitted through the dispute process in Section
6.39 in the Contract.
PAYMENT MILESTONE
DELIVERABLES
TARGET INVOICE
DATE
AMOUNT
Payment Milestone #1
BPA - Business Process
Alignment Kickoff
BPA - High Level Project Plan
BPA - Data History Options
BPA - Data Cleanup and
Validation Options
BPA - Communication Matrix
1/31/2021
$ 142,097
Payment Milestone #2
BPA - Current Business
Processes Day in the Life (DITL)
Workshops and Documentation
BPA - Preliminary Foundation
Data Model Structure
BPA – Initial Integration Strategy
Document
BPA - Stakeholder Identification
and Engagement Plan
BPA – Sustainability Plan
2/28/2021
$ 90,857
Payment Milestone #3
BPA - Current Key Business
Processes performed in Workday
BPA - Actionable Plan from DITLs
and WD BPRs
BPA - Current Key Reports
Inventory
BPA - Initial Integrations Inventory
and Diagram/Pattern Document
BPA– High-Level Impact
Assessment
BPA - Business Process
Alignment Presentation
3/31/2021
$ 204,570
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
PAYMENT MILESTONE
DELIVERABLES
TARGET INVOICE
DATE
AMOUNT
Payment Milestone #4
Phase 1 - Project Management
Plan
Phase 1 – Foundation Tenant
Phase 1 - Initial Deployment Data
Gathering Workbook
Phase 1 - Integration Discovery
and Tracker
Phase 1 - Baseline Change
Readiness Assessment
Phase 1 - Communication Plan
Phase 1 - Leadership /
Sponsorship Workshop and
Support
Phase 1 – Deployment Project
Kickoff
4/30/2021
$ 265,046
Payment Milestone #5
Phase 1 – Test Strategy
Phase 1 - Data Migration Strategy
Phase 1 - Business Readiness /
Change Management Strategy
5/31/2021
$ 283,467
Payment Milestone #6
Phase 1 – Test Plan and
Schedule
Phase 1 – Tenant Management
Plan
Phase 1 - Knowledge Sharing
Plan
6/30/2021
$ 292,323
Payment Milestone #7
Phase 1 - Configuration Design
and Design Decisions Documents
Phase 1 - Business Processes
and Roles Design Documents
Phase 1 - Configuration Tenant
Phase 1 – Accenture Integration
Requirements and Field Mapping
Phase 1 – High Level Training
Strategy
7/31/2021
$ 296,761
Payment Milestone #8
Phase 1 – Customer Confirmation
Sessions
8/31/2021
$
297,386
Payment Milestone #9
Phase 1 - Report Workshop
Phase 1 – End User Training
Curriculum
9/30/2021
$ 290,619
Payment Milestone #10
Phase 1 – End to End Tenant
Phase 1 – Accenture Developed
Integrations
Phase 1 - Impact Assessment
10/31/2021
$ 282,748
Payment Milestone #11
Phase 1 - Completed Smoke
Tests
11/30/2021
$ 273,381
Payment Milestone #12
Phase 1 – Parallel Payroll Tenant
12/31/2021
$ 251,657
Payment Milestone #13
Phase 1 – Cutover Plan
1/31/2022
$ 244,979
Payment Milestone #14
Phase 1 - Completed Go-Live
Checklist l
2/28/2022
$ 193,595
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
PAYMENT MILESTONE
DELIVERABLES
TARGET INVOICE
DATE
AMOUNT
Payment Milestone #15
Phase 1 - Completed Go-Live
Authorization Form
Phase 1 – Pre-Production/Gold
Tenant
3/31/2022
$ 38,432
Payment Milestone #16
Phase 1 – Month 1 of Post
Production Support
Phase 1 – Prism Starter Package
4/30/2022
$ -
Payment Milestone #17
Phase 1 – Month 2 of Post
Production Support
Phase 1 – People Analytics
5/31/2022
$
-
Payment Milestone #18
Phase 1 – Month 3 of Post
Production Support
Phase 1 – Additional Prism Use
Cases
6/30/2022
$
-
Payment Milestone #19
Phase 2 – Project Management
Plan
7/31/2022
$ 85,870
Payment Milestone #20
Phase 2 – Configuration Design
and Design Decisions Documents
8/31/2022
$ 85,207
Payment Milestone #21
Phase 2 – Configuration Tenant
9/30/2022
$ 85,456
Payment Milestone #22
Phase 2 – Cutover Plan
10/31/2022
$
102,696
Payment Milestone #23
Phase 2 - Completed Go-Live
Checklist l
Phase 2 - Production Build of
Final Data Migration and
Configuration
Phase 2 - Completed Go-Live
Authorization Form
11/30/2022
$ 127,438
Payment Milestone #24
Phase 2 – Month 1 of Post
Production Support
12/31/2022
$ 82,453
Total of Payments
$4,017,038
Table 1 Payment Schedule
Deliverable Criteria
The deliverable tables in Appendices A, B, and C summarize the deliverables and the Owners and Contributors for
each deliverable. Accenture and CLIENT will mutually agree upon written acceptance criteria for BPA deliverables
prior to the start of BPA and deployment deliverables at the start of each project stage. In the event that CLIENT and
Accenture cannot mutually agree upon acceptance criteria for BPA deliverables within 14 days of commencement of
BPA, notwithstanding language to the contrary in the Contract, Accenture shall be permitted to, upon written notice,
stop work until agreement is reached. In the event that CLIENT and Accenture cannot agree upon acceptance criteria
for deployment deliverables within 14 days of commencement of the applicable project stage, Accenture shall be
permitted to, upon written notice, stop work until agreement is reached.
As Accenture completes the deliverable(s), it will present the CLIENT with Acceptance Certificates. Within five
business days (or another period of time mutually agreed upon by CLIENT and Accenture) of CLIENT’s receipt of
the deliverable(s) and Acceptance Certificate from Accenture (“Acceptance Period”), CLIENT shall either (a) approve
the Acceptance Certificate online in the Project Portal (TAPP) for Accenture to signify CLIENT’s agreement that the
deliverable(s) comply with their respective acceptance criteria (“Accept”) or (b) notify Accenture in writing of the
basis of its belief that the deliverable(s) do not comply with their respective acceptance criteria (“Reject”). If CLIENT
does not Accept or Reject a deliverable prior to expiration of the applicable Acceptance Period, CLIENT will be
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
deemed to have Accepted the deliverable. This acceptance process will continue until CLIENT Accepts each
deliverable.
The Owner of a deliverable is the party that is primarily responsible for organizing, defining and creating the
deliverable. The Contributor is the party that will work under the direction of the Deliverable Owner to assist in the
preparation of the deliverable. Within a Shared Deliverable the parties will work under the guidance of their respective
Project Managers to contribute all or a portion of the Deliverable based on the Project Managers’ direction. Shared
deliverables will be accepted under the same process as other deliverables. The list of deliverables includes those for
the Business Process Alignment approach, the Business Readiness/Change Management approach, and the Workday
Deployment Methodology.
Issue Escalation
CLIENT’s Project Manager is the escalation point for all employees of CLIENT assigned to the project. Accenture’s
Project Manager is the escalation point for all employees of Accenture assigned to the project. CLIENT’s Project
Manager and Accenture’s Project Manager will work closely together to resolve any issues between CLIENT and
Accenture. The Operational Steering Committee is the escalation point for the CLIENT Project Manager and the
Accenture Project Manager. If there is an issue with either CLIENT’s Project Manager or Accenture’s Project
Manager, the Operational Steering Committee members will contact their peer on the committee to resolve issues.
The Operational Steering Committee shall promptly resolve all escalated issues, if necessary, by convening a meeting
and obtaining direction from the appropriate people within CLIENT's organization and Accenture’s organization.
Project Changes
The parties acknowledge and agree that the avoidance of project delays is material to CLIENT’s use of Professional
Services and Accenture’s ability to provide the Professional Services. In the event of any project delay due to the fault
of CLIENT, Accenture, or causes not in the control of either party, the parties will attempt to mitigate the effects of
such delay. If the issue escalation process has been exhausted, either party may convene an Operational Steering
Committee meeting to resolve such delays and to develop a mutually agreed upon solution. The Operational Steering
Committee will take into consideration the cause of the delay and negotiate in good faith. In the event that the
Operational Steering Committee determines there are project scope impacts, a mutually agreed upon change order will
be entered into pursuant to the Change Order Process defined in the Appendix D of this Statement of Work. Both
parties agree that material changes to scope or schedule that impact work effort may require a change to fees; those
that do not will be processed with a no-cost change order. The definition of project scope is a combination of the
following:
1. The functional and technical components of the proposed solution e.g. HCM, Procurement, Payroll,
Integrations, Data Migration, Report Writing
2. The metrics associated with the functional and technical components e.g. X Benefit Plans, Y integrations
3. The defined and assigned deliverables associated with the engagement to be completed throughout the
project per the project plan
4. The dedication of client project team members to participate on the project with specific roles,
responsibilities, and tasks to be completed per the project plan
Schedules, Exhibits and Appendices
These terms are used interchangeably and refer to the following documents. This SOW specifically includes all
documents referenced herein Table 2.
Reference
Description
A
Accenture Business Process Alignment Approach
B
Accenture Business Readiness/Change Management Approach
C
Workday Deployment Methodology
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Reference
Description
D
Accenture Change Control Process
E
CLIENT Authorized Acceptance Approvers
F
Sample Approval of Acceptance
G
CLIENT Travel Policy
Table 2 Appendices
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix A: Business Process Alignment Approach
1. Approach
Accenture uses a Business Process Alignment (BPA) approach to support organizations in conducting a review of
their HCM, Benefits, Absence, Time Tracking, Payroll, Talent Management, LMS, and Recruiting business
processes prior to the start of the Workday deployment. Our consultants will lead CLIENT in identifying key areas
of the organization’s processes, documenting those business processes, determining the differences between the
current processes and Workday standard processes, and identifying areas of standardization. Our technical
consultants will conduct strategy sessions related to data, integration, and reporting that will be leveraged in the
deployment project. This BPA will provide an opportunity for CLIENT to review current business practices in the
context of a Workday deployment, recognize such benefits as process standardization, introduce and familiarize
users with Workday technology, and prioritize policy and process changes.
The following approach will leverage Accenture’s consulting experience, leading tools and methodologies, and
standards inherent in the Workday solution to conduct the BPA. Accenture’s approach is composed of five
components:
Planning
Current Business Process Day in the Life (DITLs) Review
Workday Standard Business Process Overview (WD BPOs)
Alignment of Current Business Processes with Workday Standards
Business Process Alignment Report and Presentation
2. Roles and Responsibilities
2.1 CLIENT RESOURCES
Based upon the scope and timeline, the following Table 3 describes the roles and responsibilities as well as the time
allocations for CLIENT project team members. The assignment of named resources and final time allocations will
be determined during the Plan Stage of the deployment using a project staffing tool and the project plan developed
jointly by the Accenture and CLIENT Project Managers.
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
LEADERSHIP AND MANAGEMENT
Executive
Sponsor(s) /
Executive
Committee
Responsible for championing the project
Provides executive level oversight of the project
Participates in regularly scheduled Executive Committee
meetings
Receives a regular status of the project
Estimated FTE: 2 - 4 team
members as needed
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Operational
Steering
Committee
Provides input on key strategic decisions and helps to
resolve escalated issues
Responsible for setting the direction, driving benefits,
managing stakeholders, and deploying resources
Ensures that the appropriate resources are available for
the project
Ensure the project is meeting the goals and timeframes
outlined at the beginning of the project
Works with the project managers to resolve escalated
issues in a time-effective manner
Signs off on key deliverables throughout the project
Acts as an active and visible resource on the project
Participates in regularly scheduled Operational Steering
Committee meetings to ensure the project is meeting the
goals and timeframes outlined at the beginning of the
project
Receives a regular status of the project
Governance for any changes in scope
Estimated FTE: 4-6 team
members at .05 FTE each
Project Manager
Responsible for managing the project to completion with
Accenture Project Manager
Develops, manages, and maintains the Project Work
Plan in partnership with Accenture Project Manager
Manages the issue and key decision log
Sets deadlines and evaluates milestones
Assigns responsibilities
Escalates issues to the Operational Steering Committee
that may impact the go-live date
Signs off on key deliverables throughout the project
Leads Operational Steering Committee meetings
Estimated FTE: 1 team
member at 1.0 FTE
Functional
Functional Leads
Plays a key role during the DITL workshops
Leads the functional team for a specific functional
area(s), e.g., Procurement
Coordinates activities with the Accenture Consultants
and other CLIENT functional resources
Attends BPA workshops to identify opportunities for
improvement, areas for standardization, unique
variances and potential differences in functionality
Communicates business requirements
Gathers reports and defines reporting requirements
Estimated FTE: 4 to 6 team
members at 2.75 to 4.0 FTE
in total
Subject Matter
Experts (SMEs)
Resources representing departments / areas of
functional expertise
Communicate functional requirements
Provide functional knowledge and expertise on
requirements
Participate in BPA workshops to understand Workday
business processes
Gather reports
Estimated FTE: 8 to 12 team
members at 0.25 FTE per
team member
Technical
Integration
Developer
Responsible for providing technical knowledge and
expertise related to CLIENT integration requirements
Estimated FTE: 1+ team
member at 0.25 FTE
Data Migration
Lead
Responsible for providing technical knowledge and
expertise related to current systems used by CLIENT
Estimated FTE: 1+ team
member at 0.25 FTE
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Reporting Lead
Responsible for providing technical knowledge and
expertise related to CLIENT reporting requirements
Estimated FTE: 1 team
member at 0.25 FTE
Business Readiness/Change Management
Change Lead
Support execution of the change management plan for
CLIENT
Estimated FTE: 1+ team
member at 0.50 FTE
Table 3 Client Resources
2.2 ACCENTURE RESOURCES
The Accenture deployment team roles, responsibilities, and initial allocations are documented below in Table 4.
Accenture will work with CLIENT to manage the allocations of resources as needed to support project needs.
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
LEADERSHIP AND MANAGEMENT
Executive
Sponsor(s)
Responsible for being the point of contact representing
Accenture management team
Works with the Project Manager to prevent escalated issues
from impacting the project timeline
Participates in regularly scheduled Executive Committee and
Operational Steering Committee meetings, which assess
whether the project team is being held accountable for dates
and commitments agreed to in the Project Work Plan
Maintains an ongoing relationship with the CLIENT’s
executive contacts
Estimated FTE: 1+
team member at 0.10
FTE in total
Quality Assurance
Director
Conduct Quality Assurance Review
Estimated FTE: As
needed
Project Manager
Responsible for collaborating with the CLIENT Project
Manager to manage the overall project to completion
Collaborates with CLIENT Project Manager to define project
standards, policies and procedures to be used across
projects
Monitors compliance with these project management
standards, policies, procedures, and templates via project
reviews and assessments
Develops, manages, and maintains the project plan
Monitors Accenture’s hours and consultant travel expenses
relative to the project estimates
Manages the project issues, risks and key decision log
Sets priorities and deadlines and evaluates milestones
Assigns responsibilities
Provides project health reports to upper management and on
a regular basis
Participates in internal review meetings, which help to
validate that the project is meeting deadlines and mitigating
risk
Creates and Presents Business Process Alignment
Presentation
Estimated FTE: 1
team member at 0.65
FTE
Functional
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Functional
Consultants
Facilitate Current Business Processes Day in the Life (DITLs)
Workshops and Create Documentation
Conduct Workday Business Process Overviews (BPOs) of
Current Key Business Processes
Create Actionable Plan from DITLs and WD BPOs
Estimated FTE: 4 - 5
team members at up
to 1.10 FTEs in total
Technical
Integration
Consultant
Create / Refine Initial Integrations Inventory and Diagram
Create / Refine Current Customizations Inventory
Estimated FTE: 1
team member at 0.10
FTE
Data
Migration/Reporting
Consultant
Present Data History Options
Provide Data Cleanup and Validation Leading Practices
Create / Refine Current Key Reports Inventory
Estimated FTE: 1
team member at 0.12
FTE
Business Readiness/Change Management
Business
Readiness/Change
Management Lead
Conduct Baseline Change Readiness Assessment
Determine Stakeholders and Create Engagement Plan
Create the Communication Matrix
Conduct the High-Level Impact Assessment
Estimated FTE: 1
team member at 0.17
FTE
Table 4 Accenture Resources
3. Business Process Alignment Approach and Deliverables
Figure 2 Business Process Alignment Approach
Business Process Alignment Approach
Planning
DITL
BPO
Alignment
Report
• Business Process
Alignment Kickoff
• Create High Level
Project Plan
• Conduct Current
Business Processes
Day in the Life (DITLs)
Workshops and
Create Documentation
• Refine Initial
Integrations Inventory
and Diagram
• Present Data History
Options
• Provide Data Cleanup
and Validation Leading
Practices
• Conduct Baseline
Change Readiness
Assessment
• Conduct Workday
Business Process
Overview (BPOs) of
Current Key Business
Processes
• Conduct FDM
Workshop to Discuss
and Document
Foundation Data
Model
• Refine Current Key
Reports Inventory
• Determine
Stakeholders and
Create Engagement
Plan
• Create
Communication Matrix
• Create Actionable
Plan from DITLs and
WD BPRs
• Conduct a High-Level
Impact Assessment
• Create and
Present Business
Process
Alignment
Presentation
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
3.1 DELIVERABLES
The following section describes the deliverables that will be created for the project. The owner of a deliverable is
defined as the individual(s) who is/are primarily responsible for organizing, defining and creating the deliverable. A
Contributor is defined as the individual(s) who work under the direction of the Deliverable Owner to assist in the
preparation of the deliverable. Within a Shared Deliverable, the individual(s) will work under the guidance of the
Project Managers to contribute all or a portion of the Deliverable based on the Project Managers’ direction. The
following in Table 5 are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Business Process
Alignment Kickoff
Accenture will meet with the CLIENT’s project team
members to organize the BPA project and refine the
work plan and schedule. The purpose of the initial
meeting is to review the overall BPA project vision,
scope, and approach, as well as the CLIENT’s project
team and the respective roles of the CLIENT and
Accenture.
Acceptance Criteria – Business Process Alignment
kickoff conducted.
Accenture
CLIENT
High Level Project Plan
Based on information gathered in previous activities,
Accenture will refine a high-level project plan template
that contains project scope, time frames, milestones,
and resources.
Acceptance Criteria – High Level Project Plan delivered.
Accenture
CLIENT
Stakeholder Identification
and Engagement Plan
Accenture will work with the CLIENT to identify focus
groups that are comprised of business process owners,
support staff, and any other CLIENT subject matter
experts with different perspectives from across the
organization that collectively form the knowledge base
of the organization’s business processes.
Acceptance Criteria – Focus groups identified and
communication to the members and departments
management on overall time commitment.
Accenture
CLIENT
Communication Matrix
Using a RASIC approach (RASIC is an acronym that
stands for Responsible, Approving, Supporting,
Informed, and Consulted), Accenture will provide
CLIENT with a Communication Matrix that outlines the
business processes and impacted stakeholder groups
that will be engaged and communicated with throughout
the deployment. The results of the Communication
Matrix will be incorporated into the deployment’s
Communication Plan.
Acceptance Criteria – Communication matrix delivered.
Accenture
CLIENT
Impact Assessment
Accenture will lead the assessment of the business
process changes that will affect the end-user population.
Information will be captured in an MS Word document
and subsequently incorporated into the Communication
Plan during the deployment so that impacts may be
introduced in a manner that is participatory and involves
two-way communications. Accenture will complete this
assessment using a variety of methods, including a
documented review of fit and interviews with the
CLIENT and Accenture team members.
Acceptance Criteria – High level impact assessment
analysis incorporated into final alignment opportunities
report.
Accenture
CLIENT
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Initial Integration
Strategy Document
Define and document the integration strategy for
integrations identified to this point including type, tools,
and test plan.
Acceptance Criteria – Initial Integration Strategy
delivered.
Accenture
CLIENT
Initial Integrations
Inventory and Diagram
Create or refine the current integrations inventory and
diagram; validate the integrations information in the
DITLs and WD BPOs; this information will be used as
an accelerator to the Workday design sessions when
the deployment project starts.
Acceptance Criteria – Validate and update integration
inventory based on alignment opportunity findings.
Accenture
CLIENT
Data History Options
Accenture will facilitate a discussion with CLIENT in a
workshop environment with the intent to provide options
for addressing any data history requirements for the
deployment project and post go-live. The Accenture
data consultant will conduct a more in-depth Data
History Workshop during the deployment.
Acceptance Criteria – Options provided for data history
during workshop.
CLIENT and
Accenture
(Shared)
Data Cleanup and
Validation Options
The Accenture data migration consultant will provide the
CLIENT with options for performing data cleanup and
validation.
Acceptance Criteria – Options provided for performing
data cleanup and validation.
Accenture
CLIENT
Current Key Reports
Inventory
Create or refine the current key reports inventory;
validate the reports information in the DITLs and WD
BPOs; this information will be used as an accelerator to
the Workday design sessions when the deployment
project starts.
Acceptance Criteria – Reports inventory created, and
examples requested.
Accenture
CLIENT
Current Business
Processes Day in the
Life (DITL) Workshops
and Documentation
Through a series of Day in the Life (DITL) workshops
facilitated by Accenture, the CLIENT project leads will
walk Accenture through current CLIENT processes.
The CLIENT project team and Accenture’s functional
consultants will review and document the CLIENT’s key
HCM/Payroll business processes that will be supported,
improved, and automated in the new Workday
environment.
Acceptance Criteria – Current business processes
reviewed during workshops.
CLIENT and
Accenture
(Shared)
Current Key Business
Processes performed in
Workday
Accenture functional consultants will present key
HCM/Payroll business processes using Workday
standard processes; Accenture will capture differences
between current processes and Workday standards.
Acceptance Criteria – Current key business processes
demonstrated in Workday during workshops.
Accenture
CLIENT
Preliminary Foundation
Data Model Structure
Accenture functional consultants will work with the
CLIENT to determine the new Foundation Data Model
for Workday. This will be the preliminary structure and
completed during the Architect Stage. The Foundation
Data Model will replace the existing chart of accounts in
the legacy system.
Acceptance Criteria – Preliminary Foundation Data
Model documented.
CLIENT and
Accenture
(Shared)
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Actionable Plan from
DITLs and WD BPOs
Based upon the differences documented in the WD
BPOs, Accenture and CLIENT will develop an
actionable plan for the CLIENT to execute to align the
differences. This plan will denote those items to
complete prior to the start of the Architect Stage of the
deployment project if possible.
Acceptance Criteria – Documented alignment
opportunities based on DITL and WDBPO workshops.
CLIENT and
Accenture
(Shared)
Business Process
Alignment Presentation
Based on the information gathered in the BPA initiative,
Accenture will develop a report reflecting the BPA
initiatives. This report will be presented to the Executive
Sponsors and project team.
Acceptance Criteria – Documented alignment
opportunities based on DITL and WDBPO workshops.
Accenture
CLIENT
Table 5 Deliverables for BPA
4. BPA Deployment Scope
As a starting point, Accenture will meet with CLIENT project team members to organize the BPA project and refine
the work plan and schedule. This initial meeting will be to review the overall BPA project vision, scope, and
approach, as well as CLIENT project team and the respective roles of CLIENT and Accenture.
Through a series of Day in the Life (DITL) workshops facilitated by Accenture, CLIENT project leads will
walk Accenture through CLIENT current processes. CLIENT project leads, and the Accenture consultants
will review and document CLIENT key business processes that will be supported, improved, and automated
in the new Workday environment.
Accenture will work with CLIENT project management to determine the structure of the workshops, finalize
the list of key business processes, identify participants, determine locations, and schedule the sessions.
Accenture will also lead CLIENT in determining representatives from the DITL Workshop participants who
can lead the Workshop presentations covering the key business processes in the current environment.
In addition to CLIENT resources who will participate in the Workshop presentations, the DITL Workshops will
consist of approximately 12 CLIENT resources engaged in stakeholder focus groups for workshops. Focus groups
are comprised of business process owners, support staff, and any other CLIENT subject matter experts with different
perspectives from across the organization who collectively form the knowledge base of the organization’s business
processes. Focus group members participate in DITL Workshops to review and document current business
processes. They may act as change ambassadors within the organization, helping to facilitate communications and
provide support as required to help the organization understand the impact of process changes within departments.
Following in Table 6 a list of HCM, Benefits, Absence, Payroll, and Recruiting business processes for the DITL
Workshops. This list is what Accenture commonly sees and uses for BPA; however, if another business process
exists, it will become part of the BPA. Based on Accenture’s current understanding of the County, Accenture has
identified where the tasks and/or business processes could be addressed within the Workday business processes.
FUNCTIONAL AREA
BUSINESS PROCESS
Human Capital Management
Add Additional Job
Change Emergency Contact Information
Change Job - Change in hours/status (eligibility)
Promotion/Demotion/Lateral changes with and without salary change
Change Location and Cost Center/Program Code
Change Manager
Reorganizations
Close Job Requisition
Close Position
Complete I-9 Form
Contact Change
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Contract Contingent Worker
Create Position
Edit Government IDs
Edit Hiring Restrictions
Edit ID Information
Edit Licenses
Edit Other IDs
Edit Position
Edit Position Restrictions
End Additional Job
End Contingent Worker Contract
Freeze Job Requisition
Freeze Position
Hire and Rehire - Reinstatement
Job Requisition
Legal Name Change
Manage Probation Period
Onboarding
Passports and Visa Change
Personal Information Change
Photo Change
Preferred Name Change
Switch Primary Job
Termination - Death
Title Change
Compensation
Request Compensation (Job Requisition)
Request Compensation Change (Edit Position)
Propose Compensation (Hire and Add Job)
Propose Compensation Change (Change Job)
Change Default Compensation (Create Position, Termination)
Benefits
New Hire
Open Enrollment - Reinstatement
Life Events – Guardianship, Qualified Support Order, Disabled
Dependent, Verification of Event, Verification of Dependent, Designate
and validate a PCP, HSA attestation and enrollment, HSA Change
Amount, Restrict FSA enrollment if enrolled in HSA, Wellness consent,
Add/Change Beneficiary, Add/Change Beneficiary, Haste Enrollment,
Subsidy, Add/Change Wellness Incentive
Passive Events
Termination (COBRA, Retiree)
Task - Evidence of Insurability (life insurance)
Absence
Request Leave of Absence - LWOP Benefits continuation (FMLA
Leave/Non-FMLA Leave), Military Leave
Request Return from Leave of Absence – Reinstatement, Return from
Leave
Paid and unpaid time off tracking
Time Tracking
Assign Work Schedule
Enter Time
Reported Time Batch Event
Payroll
Add Tax Elections - Federal and State
Add Payment Elections
Assign Pay Group
Record Withholding Order
Add Payroll Input
Run Pay Calculation
Assign Costing Allocation
Run Payroll Accounting
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Run Settlement
Run Retroactive Pay Calculation
Pay Period/Quarterly/Year End Processing and Reporting
Tasks – Processing Arrears, Add/Change Deductions
Performance and Talent
Management
Start Performance Reviews
Start Development Plan
Start Performance Improvement Plan
Start Disciplinary Action
Launch Talent Reviews
Manage Accomplishments
Manage Award
Manage Certifications
Manage Competencies
Manage Education
Manage Goals
Manage Languages
Manage Training
Manage Career Interests
Manage External Job History
Manage Job Interests
Manage Professional Affiliations
Manage Relocation Preferences
Manage Succession Plan
Manage Talent Statements
Manage Travel Preference
Manage Work Experience
LMS
Manage Course
Manage Lesson
Enroll in Course
Drop Course
Recruiting
Assess Candidate
Evergreen Requisition
Evergreen Requisition Change
Interview
Job Application
Manage Internal Career Apply
Offer
Post Job
Refer a Candidate
Reference Check
Review Candidate
Screen
Update Job Posting
Table 6 BPA Deployment Scope
Prior to the current business processes DITL Workshops, Accenture integration and data migration consultants will
present an introductory strategy for identifying and documenting current integrations, data to be migrated to the new
Workday system, and top reporting needs during the DITL Workshops. The integration and data migration
consultants will leverage existing CLIENT documentation of current integrations and reports.
Our joint goal for the integration strategy is to document available information leading to a greater understanding of
CLIENT current integrations that may be needed in a future Workday environment. CLIENT will create an
integration inventory based on the current legacy system. CLIENT and Accenture will use the integration inventory
as input to the DITL Workshops and Accenture to create an integration diagram / pattern document, which in turn
can be used as an accelerator to the Workday design sessions when the deployment project starts.
Our goal for the data strategy is to help CLIENT to develop a high-level understanding of data requirements in
future Workday applications. Based on our Workday experience, we will provide CLIENT with a generic listing of
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
data focus areas based on the scope identified by CLIENT. CLIENT can use this information to “jump start” the
data cleansing and mapping efforts prior to the kickoff of the Workday deployment project. In addition, Accenture
will provide CLIENT with options for dealing with any data history requirements during the deployment project and
post go-live. Accenture will complete a deliverable document during BPA for data history options that will provide
CLIENT with options for dealing with data history requirements during the deployment project and post go-live.
Our goal for the reporting strategy is to gather information for current, required, and produced key standard reports
for CLIENT. These key reporting requirements will be entered in a matrix by process area within the scope defined
by CLIENT. The matrix will be created in the context of our experience with Workday reporting and can be used as
input to the design sessions upon deployment project initiation. This too can act as an accelerator to the Workday
deployment. The joint project team will also use the matrix to map to standard reports, so CLIENT can prioritize
reports for development for go-live.
Once the DITL Workshops are complete, the Accenture consultants will demonstrate how the key business
processes occur using Workday standard processes. Executing the key processes in a Workday environment will
help to familiarize CLIENT stakeholders/focus groups with Workday terminology as well as the sequence of steps
in the business processes. Accenture will also conduct the FDM workshop to help the CLIENT create and document
its new Foundation Data Model for use in Workday.
As the Accenture consultants execute the Workday standard business processes, CLIENT DITL Workshop
stakeholder/focus group members and Accenture consultants will note the differences between how the key business
processes occur today as described in the DITL Workshops and how they occur in Workday.
After completing the current Business Process Alignment DITL Workshops and the business process demonstrations
in a Workday environment, Accenture and CLIENT will compile the information into a report describing the
differences between CLIENT current business processes and the Workday standards. Leveraging these differences,
CLIENT and Accenture will develop an actionable plan for CLIENT to align the differences. The actionable plan
will include recommendations and plans on how the differences will be addressed by the joint project team during
the deployment. These recommendations may include solutions that require configuration, business process
changes, or policy changes.
Based on the information gathered in the BPA initiative thus far, Accenture will then develop a report capturing the
overall project effort. The report will document CLIENT key current business processes based on the DITL
Workshops, the differences between the current business process and Workday standard processes, and the general
causes of the differences between the current CLIENT key business processes and executing those processes using
Workday standard business processes. The recommendations from the actionable plan will be part of the final
report. Accenture will deliver the summary report to CLIENT team members and will be available for questions and
discussion. The CLIENT team will provide feedback on the summary report. As appropriate, Accenture will revise
the report based on CLIENT feedback. Accenture will also deliver an onsite presentation to the project’s Executive
Sponsors and Project Team members.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix B: Business Readiness/Change
Management Approach
1. Approach
Accenture’s proprietary business readiness/change management approach is known as PRIME Solutions
(Promote Readiness, Independence, Momentum, and Engagement). Through PRIME, Accenture will help
CLIENT prepare for and manage business, organizational, and workforce transitions in an environment that
is moving at an accelerated pace. The success of a change initiative of this magnitude requires not only
planning, executing, and deploying the software that will drive the change but also preparing CLIENT for
transformation, gaining stakeholder buy-in, and engaging executive sponsors to champion and support the
change before, during, and after its deployment. Combining process changes with new tools requires a
solid approach, effective support, and timely communication. Behavioral change involves people doing
things differently; therefore, Accenture pays attention to stakeholder engagement, employee involvement,
and communication.
Accenture will conduct the Business Process Alignment and Workday initiatives to develop and deploy a
business readiness/change management program to integrate into the overall project. Organizational
Alignment and Training Support activities are iterative by nature and include social processes such as
involving the engagement of all stakeholder groups in establishing the case for the transformation to
Workday. This will include identifying leading “soft” indicators that communication, user involvement, and
training are having the desired impact, which will ultimately help to achieve the business benefits sought by
CLIENT from the project. Accenture will lead activities such as mentoring of the Change Ambassador
Network, development of communication content, and coaching throughout user experience testing,
training content development, and training delivery.
Communication will keep people informed of what is happening during the project, and at the end to verify
that people are aware of what difference the project has made. Before beginning the communications
effort, Accenture will conduct a Communication Strategy Workshop with the purpose of developing a
communication plan that outlines how CLIENT intends to communicate the impacts and outputs of business
process and Workday specific changes.
Accenture will provide CLIENT with a Communication Plan template as a starting point that outlines the
communication events for the deployment to raise awareness and invite user engagement. The template
is pre-populated with a baseline of events. Accenture will work with CLIENT to update the plan with
CLIENT-specific events and the timeline of events. Ongoing activities will include communication planning,
key message development, media monitoring, and spokesperson training. Monitoring and maintenance of
the communication plan is an iterative activity and will occur throughout the project’s lifecycle.
Accenture will provide CLIENT a template-based training plan as a starting point for the unique
characteristics of and business process needs identified by users. By accounting for these factors, CLIENT
can prescribe a mix of training delivery methods to help provide employees with appropriate content.
Accenture treats training as part of a process that must be integrated into the ebb and flow of the work
environment, rather than as a single event. This means that throughout the project, there will be task and
activities that occur that will have results that need to be incorporated into the training deliverables as well
as training tasks and activities. Some of these include the communication plan, impact assessment and
training curriculum among others.
For training, Accenture uses a train the trainer approach which includes the following activities: presentation skills
workshop, functional workshops, and pilot training. CLIENT will conduct the presentation skills workshop to those
participants that will deliver the end user training. CLIENT will facilitate the functional workshops as training
content developers work with trainers by showing the functional capabilities in a training tenant. CLIENT will
facilitate the pilot training as trainers present back to training content developers a portion of the training course that
each trainer will deliver.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
2. Roles & Responsibilities
2.1 CLIENT RESOURCES
Based upon the scope, the following Table 7 describes the roles and responsibilities as well as the time allocations
for CLIENT project team members. The assignment of named resources and final time allocations will be
determined during the Plan Stage of the deployment using a project staffing tool and the project plan developed
jointly by the Accenture and CLIENT Project Managers.
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
BUSINESS READINESS / CHANGE MANAGEMENT
Organizational
Change
Management Team
Facilitates and leads the Change Ambassador Network
Helps develop the Business Readiness/Change Management
Strategy and Communications Plan
Facilitates communication events and manages the deployment
of events
Assists with the impact analysis and the documentation of all
job roles
Creates and manages of the End User
Training Strategy
Compiles the needs assessment information
Develops the end-user training curriculum
Provides oversight to the training content development effort
Conducts end user education materials review
Monitors the logistical aspects of the rollout including the
enrollment of students, the scheduling of classes, and the
monitoring of attendance for end user education
Delivers the Train-the-Trainer program
Provides oversight to training delivery
Estimated FTE: 1+
team members at
0.50 FTE in total
Trainers / Content
Developers
Reviews the training curriculum for content design
Develops all educational content required for the training effort
Uses the Adoption Toolkit as the baseline for Procurement
content
Participates in the population of the data into the training tenant
if applicable
Assists with the review of training materials
Provides support to the training content developers during the
development of the training materials and provide required
exercise-related data points
Participates in the Train-the-Trainer program
Delivers end-user training classes
Estimated FTE: 1 to
2 team members at
0.20 FTE total
These levels apply
mid-Test thru Deploy
Stages; lower levels
during the other
stages
Table 7 Client Resources
2.2 ACCENTURE RESOURCES
The Accenture deployment team roles, responsibilities, and initial allocations are documented below in Table 8.
Accenture will work with CLIENT to manage the allocations of resources to support project needs.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
BUSINESS READINESS / CHANGE MANAGEMENT
Change
Management
Facilitates the execution of Knowledge Sharing Plan (in
collaboration with the CLIENT project team members)
Assists with the facilitation of the Change Ambassador Team
Creates the Change Management Strategy with input from
CLIENT
Creates the Communication Plan with input from CLIENT
Assists with the facilitation of the Sponsorship Roadmap
Conducts the Impact Assessment
Creates the Sustainability Plan with input from CLIENT
Conducts Life with Workday Workshops
Estimated FTE: 1
team member at 0.55
FTE
Table 8 Accenture Resources
3. Business Readiness/Change Management Approach and
Deliverables
Figure 3 Business Readiness/Change Management Approach
3.1 DELIVERABLES
Accenture and CLIENT will create the following deliverables described in Table 9 for the project. The owner of a
deliverable is the individual(s) who is/are primarily responsible for organizing, defining and creating the deliverable.
The Contributor is defined as the individual(s) who work under the direction of the Deliverable Owner to assist in the
Business
Process
Alignment
• Determine
Stakeholders and
Create
Engagement Plan
• Create
Communication
Matrix
• Conduct a High
Level Impact
Assessment
Communication Stakeholder Engagement Knowledge Sharing
Business Readiness/Change Management Approach
Plan
Architect
Configure
&
Prototype
Test
Deploy
• Conduct
Baseline
Change
Readiness
Assessment
• Establish
Change
Ambassador
Network
• Communication
Plan
• Life with
Workday
Workshops
• Business
Readiness
Strategy
• Training
Strategy
• Knowledge
Plans
• Sustainability
Plan
• Life with
Workday
Workshops
• Business
Process Impact
Assessment
• Training
Curriculum
• Life with
Workday
Workshops
• Training Content
Development via
Workday
Adoption Toolkits
• Pilot Training
• Life with
Workday
Workshops
• Cutover
Support
• Change
Readiness
Assessment
• End User
Training
• Life with
Workday
Workshops
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
preparation of the deliverable. Within a Shared Deliverable, the individual(s) will work under the guidance of the
Project Managers to contribute all or a portion of the Deliverable based on the Project Managers’ direction.
Deliverable
Description
Owner
Contributor
Baseline Change
Readiness Assessment
Accenture will deploy a baseline change readiness
survey at the start of Phase 2 for up to 100 employees
who CLIENT identifies as likely to be impacted by the
HCM, Benefits, Absence, Payroll, and Recruiting
deployments. Once Accenture presents the results of
the change readiness assessment are presented to the
CLIENT, CLIENT and Accenture will use those results
will contribute to Communication Matrix and Impact
Assessment. Accenture will present CLIENT with
quantitative data to use to help execute an effective
user engagement and communication program.
Acceptance Criteria – Survey questions distributed,
answered, analyzed, and results presented.
Accenture
CLIENT
Communication Plan
Accenture will lead the design of the Communication
Plan, which outlines the requirements for each audience
type (stakeholder) and how the requirements will be
achieved.
Acceptance Criteria – Communication plan delivered
which outlines the requirements for each audience type
and how the requirements will be achieved.
Accenture
CLIENT
Leadership /
Sponsorship Workshop
and Support
Accenture will lead an Executive Sponsor and
Leadership workshop to help prepare this group for their
role on the Workday implementation. Accenture will
provide guidance to this team throughout the duration of
the project with a sponsorship roadmap.
Acceptance Criteria – Workshop conducted to educate
the group on the role for the Workday deployment.
Accenture
CLIENT
Knowledge Sharing Plan
Accenture will provide Excel-based plans that establish
a minimum set of measurable skills that must be
acquired such that CLIENT project team members
consistently gain knowledge needed to ultimately
support Workday without consultants.
Acceptance Criteria – Knowledge sharing plan
delivered, and project team members educated on how
to use it to track knowledge throughout the deployment.
Accenture
CLIENT
Business Readiness /
Change Management
Strategy
Accenture will provide the CLIENT with a strategy that
describes the user engagement approach facilitated
during the project in preparation for ongoing usage of
Workday. It will describe the approach for user
readiness and adoption activities during the various
stages. It will reference the communication and training
plan as well as targeted tactics, and delivery channels.
Acceptance Criteria – Business Readiness / Change
Management strategy delivered.
Accenture
CLIENT
High Level Training
Strategy
CLIENT will define the training strategy. Accenture will
provide a template to begin that the CLIENT will
customize to meet the specific stated needs. This MS
Word document will summarize the plan for training
delivery to the end-user population. It will capture
training objectives, documents key requirements for
materials, identify training locations, describe training
delivery methods, and identifies challenges and the
timeline for training delivery. CLIENT will update the
CLIENT
Accenture
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
strategy as information becomes available through the
completion of the Configure & Prototype stage.
Acceptance Criteria – Training strategy delivered.
Impact Assessment
Accenture will lead the assessment of the business
process changes that will affect the end-user population.
Accenture will document the Information in an MS Word
document and subsequently incorporated into the
communication and training strategies. This approach
supports participatory, two-way communications.
Accenture will complete this assessment using a variety
of methods, such as document review of fit, interviews
with the CLIENT and Accenture team members.
Acceptance Criteria – Impact assessment delivered.
Accenture
CLIENT
End User Training
Curriculum
CLIENT will begin with a template provided by
Accenture that the CLIENT will customize to meet the
specific curricula required. This document is the overall
curriculum narrative that describes each course that will
be taught during the Deploy Stage. The curriculum
matches required learning to future job roles and
business processes.
Acceptance Criteria – End user training curriculum
delivered.
Accenture
CLIENT
End User Training
Content Development
This deliverable will take on a variety of formats ranging
from videos, frequently asked question documents,
presentations, and exercise guides. The Workday
Adoption Toolkit (WAT) of materials will form the
baseline for this content and CLIENT may supplement
this content with other materials when WAT materials do
not exist.
Acceptance Criteria – End user training content
development delivered.
CLIENT
Accenture
(advise)
Training Delivery
This deliverable will take on a variety of formats using
synchronous (CLIENT-led training via classroom,
webinars) and asynchronous (self-paced via videos,
user guides, job aids, etc.) methods.
Acceptance Criteria – Training delivery conducted.
CLIENT
Accenture
(advise)
Sustainability Plan
Accenture, with input from the CLIENT, will create a
plan to provide a roadmap to guide CLIENT in planning
for future communication, training, and user support
needs related to the applications.
Acceptance Criteria – Sustainability plan delivered.
Accenture
CLIENT
Table 9 Deliverables
4. Deployment Scope
The Accenture Change Management Lead will prepare for and conduct the following activities in
collaboration with CLIENT Change Management Lead:
Change Ambassador Network: CLIENT will establish a change ambassador team comprised of
representatives from each department/site where possible to assist with the transition to Workday and
build an alliance between the Workday project and the organization.
Sponsorship Roadmap and Engagement Plan: the sponsorship roadmap identifies key activities
and responsibilities of the organization’s primary sponsor and other administrators who support the
move to Workday. The sponsorship roadmap will be organized by Workday stage. The Accenture
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
consultant will coordinate key activities with the project’s sponsor to outline other identifiable actions
that will demonstrate support and champion the project.
Business Readiness Strategy: identifies and conveys the specific goals and objectives for
addressing change and continuity for CLIENT Workday Project.
Life with Workday Workshops: are for the client project team and the Accenture change
management lead will conduct workshops at the beginning of each stage. The working sessions will
focus on change readiness for the project team and change readiness for their departments or
functional areas in order to prepare them for their new role using Workday once live.
Communication Plan: before beginning the communications effort, Accenture leads a
Communication Strategy Workshop with the purpose of creating a Communication Plan that outlines
the requirements for each audience type (stakeholder) and how the requirements will be achieved.
Accenture leads the design of the Communication Plan that outlines the requirements for each
audience type (stakeholder) and how the requirements will be achieved.
Impact Assessment: assesses the business process changes that will affect the end-user population.
To help individuals to transition to the new structure in a manner that limits the amount of disruption
to CLIENT, we incorporate the information into the communication and training strategies so that
impacts are introduced in a manner that is participatory and involves two-way communications.
Sustainability Plan: this plan provides a roadmap to guide CLIENT in planning for future
communication, training, and user support needs related to the applications. The sustainability plan
can also strengthen buy-in and understanding of the efforts needed to keep pace with future releases
of the full Workday platform. The sustainability plan can help identify the resources that are necessary
to support the organization’s users, support collaboration, help define progress, and necessary action
steps needed to promote long-term success after CLIENT is in a live Workday environment.
The Accenture Change Management Lead will advise on the following activities in collaboration with
CLIENT Change Management Lead and the Project Managers:
Knowledge Sharing Plan: this plan guides the knowledge sharing requirements between Accenture
consultants and their CLIENT counterparts for each functional and technical participant. The plan
establishes a minimum set of assessable skills that should be acquired such that CLIENT project team
members consistently gain knowledge needed to ultimately support Workday without consultants.
Accenture’s approach to end-user training views Train-the-Trainer as the capstone to learning activities
focused on CLIENT Workday educators throughout the project lifecycle and beyond. Accenture will work
with the CLIENT to define the Train-the-Trainer strategy and its components as a part of the overall
training plan. By acquiring this knowledge, these individuals can provide necessary support both during
and after go-live. Accenture’s train-the-trainer approach to end user training includes the following:
Training Strategy: Accenture works with CLIENT Change Management/Training Lead to design a
Training Strategy that conveys the training requirements for the user community. The Strategy
identifies the goals and objectives for training and defines the general methods and procedures that
will be utilized to train those who will use Workday. The strategy outlines the training methods for
each user group along with timelines and deliverables. Included in the Training Strategy is the
identification of in-house users who will perform in the role of a trainer and provide support for newer
users. Changes such as business processes, functionality, and even role changes are taken into
consideration while developing the training strategy.
Training Curriculum: The end user training curriculum and supporting courseware developed for the
project focuses on impacted job roles, reinforced by the underlying business processes. Specifically,
the basis of the curriculum considers the varied learning styles of adults in an effort to enhance the
return that the user will derive from the training activity. The curriculum is a detailed listing and
narrative that describes each end-user course.
Training Material Development: Accenture follows Workday’s standard approach for training
content development and supports CLIENT ownership of the development/customization of training
materials. Accenture will provide samples of training materials used on other Workday projects to
expedite the development timeframe. Training content will exist in multiple learning formats, including
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Microsoft PowerPoint® presentations, classroom exercises, quick reference job aids, and training
videos.
Pilot Training: Pilot Training is a key component of the Train-the-Trainer program and provides the
opportunity to validate that the training materials and delivery meet CLIENT stated requirements. It
provides CLIENT Workday educators the opportunity to deliver training to a group of peers and make
modifications before delivering training to the larger end user community. Trainers will participate in
Pilot training (or practice delivery sessions) which will be facilitated by CLIENT’s Organizational
Change Management Team.
Training Delivery: CLIENT Workday educators deliver training as required to enable individuals to
perform their new roles and responsibilities in Workday. Training materials used for end-user training
classes will be developed by individuals named by the CLIENT project team (see Training Material
Development section above). The role in the organization and the changes to business process for
that role will determine the method of training delivery.
4.1. BUSINESS READINESS/CHANGE MANAGEMENT SCOPE
ASSUMPTIONS
Accenture’s Change Management services include the use of the PACTTM readiness assessment
tool. Accenture will conduct 1 PACTTM readiness assessments pursuant to this SOW.
Accenture assumes the CLIENT will be responsible for the complete Training program for the
Workday project.
Accenture assumes that the identified CLIENT trainers will engage with the business
readiness/change management and training program from the early onset of the project.
Accenture assumes that the CLIENT will procure the Workday toolkit in support of training material
development.
Accenture assumes that CLIENT will provide 2+ individuals to customize the Workday Adoption
Toolkit materials and develop any new materials as needed for end-user training materials.
Accenture will provide guidance on using the Toolkit.
Accenture assumes that CLIENT will be responsible for the delivery of end user training based on
the Accenture Train the Trainer approach.
CLIENT must hold training classes, and the CLIENT’s employees must attend and be actively
engaged in the training. Sign off from Accenture on the delivery and attendance of this training will
be required for go-live.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix C: Workday Deployment Methodology
1. Approach
Workday’s Deployment Methodology is a deliverables-based approach that is supported by a comprehensive toolkit
of planning documents, activities, configuration templates, and techniques to implement Workday applications
effectively. The application of this methodology to the unique stated business needs of CLIENT will be supported
through business process analysis by Accenture. High level overviews and detailed verbiage of this approach and
methodology follow.
1.1. CONFIGURATION AND BUSINESS PROCESS APPROACH
The overall guiding philosophy of the project assumes that CLIENT will adopt the standard business processes
delivered by Workday. Accenture will assist with configuration, as required, in business areas detailed in the scope of
this SOW.
1.2. DATA MIGRATION APPROACH
Following the data migration strategy and tenant management plan, Accenture will complete five data migration
loads for the Phase 1 deployment. The data migration loads are referred to as the Foundation Tenant Build,
Configuration Tenant Build, End to End Tenant Build, Parallel Tenant Build and Gold/Pre-Production or Production
Tenant Build. These builds will be performed in Workday implementation tenants as outlined on the tenant
management plan. Additional tenants will be used throughout the project based on the number of tenants allotted to
CLIENT based on Workday’s tenant policy. These additional tenants will be established as copies of pre-existing
tenants rather than through data migration loads. It is with these copies and additional tenants that Prism and Phase
2 will be addressed.
HCM/Payroll Foundation Tenant – The Foundation Tenant Build occurs at the end of the plan stage of the
project. The Foundation Tenant is a shell of HCM/Payroll data that is established to start the data extract process as
well as provide a tenant with familiar data to proceed through the Architect stage. Limited County HCM/Payroll
data will be loaded into an implementation tenant populated with Workday delivered business processes and
configuration.
HCM/Payroll Configuration Tenant – The Configuration Tenant Build occurs at the end of the architect stage of
the project. The Configuration Tenant Build is based on feedback provided during the Architect Workshops. It will
also be leveraged to begin building integrations and reports. All identified data files will be loaded as part of the
Configuration Tenant Build. Items that fall out on the loads due to “bad” data, mapping, and/or configuration will
need to be fixed in the appropriate place, such as the source system, mapping file, or Workday in preparation for the
End to End Tenant Build. The Configuration Tenant is an 80% - 90% complete tenant from a configuration,
business process, and data migration point of view.
HCM/Payroll End to End Tenant – The End to End Tenant Build occurs at the end of the Configure and Prototype
Stage of the project. The End to End Tenant Build is a complete tenant build with all configuration, business
processes, data migration, integrations, and reports that will be used for end to end testing. A copy of the tenant,
once the build is completed, will also be established as the Control tenant for any changes that come from end to end
testing. Additionally, a copy of the End to End Tenant will be used to conduct User Acceptance Testing. A
configuration freeze will be put into place prior to end to end testing and ANY changes required after the
configuration freeze must go through change control for approval and impact. If approved, the change must be
tested and approved prior to being added to the Control tenant, which is used as the basis for the Gold/Pre-
Production Tenant Build.
HCM/Payroll Parallel Tenant – The Parallel Tenant Build occurs after the completion of End to End testing
during the Test Stage of the project. The Parallel Tenant Build is a complete tenant build with all configuration,
business processes, data migration, integration, and reports that will be used in a production environment and
necessary for payroll parallel testing. A copy of the tenant, once the build is completed will also be established as
the new Control tenant for any changes that come from payroll parallel testing. The configuration freeze referenced
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
above in End to End Tenant Build will still be in place and ANY changes required must go through change control
for approval and impact. If approved, the change must be tested and approved prior to being added to the Control
tenant, which is used as the basis for the Gold/Pre-Production Tenant Build.
HCM/Payroll Gold/Pre-Production Tenant - The Gold/Pre-Production Tenant Build occurs during the deploy
stage of the project. The Gold/Pre-Production Tenant Build is the final tenant build and it becomes the Production
environment. Everything that is migrated into the Gold/Pre-Production Tenant must come from the Control Tenant
that is created from a copy of the End to End Tenant Build and maintained with approved, and tested configuration
changes. The configuration, business processes, data migration, integrations, reports, and catch-up transactions in
the Gold/Pre-Production Tenant that is reviewed by Workday Delivery Assurance will be the Production
environment at go-live.
Talent, LMS, and Recruiting Foundation and Configuration Tenants – Starting with a copy of the current
Production tenant, the Foundation Tenant Build occurs at the end of the plan stage of the project. The Foundation
Tenant will be configured and become the Talent, LMS, and Recruiting Configuration Tenant. The Configuration
Tenant Build occurs at the end of the architect stage of the project. The Configuration Tenant Build is based on
feedback provided during the Architect Workshops. It will also be leveraged to begin building reports. The
Configuration Tenant is an 80% - 90% complete tenant from a configuration and business process point of view. A
subset of data will be loaded and prototyped in the Configuration Tenant so the County can determine what will be
loaded into the Sandbox and Production Tenants. The Configuration Tenant will be used for unit, end to end, and
user acceptance testing.
Talent, LMS, and Recruiting Sandbox Tenant – Starting with a copy of the current Production tenant, the
Sandbox Tenant Build occurs at the beginning of the Deployment Stage of the project. The Sandbox Tenant will be
built with configuration from the Configuration Tenant and with full data loads. The configurations and data will be
validated and approved to move to Production.
Talent, LMS, and Recruiting Production Tenant - The Production Tenant Build occurs during the deploy stage of
the project after the configuration and data loads have been validated and approved in the Sandbox Tenant. The
configuration, business processes, and reports in the Sandbox Tenant will be migrated into the Production
environment.
1.3. INTEGRATION APPROACH
Accenture and CLIENT will identify and prioritize the final list of integrations during the Plan and Architect Stage.
Accenture assumes that CLIENT will attend Workday technical training and will share responsibility for the
integration development work. Accenture’s estimated pricing includes Accenture completing the integrations in
Table 19 and supporting the CLIENT as they complete the integrations in Table 20. These tables are located within
this Appendix C, Section 4.3. The project will also have 250 contingency hours available for additional integrations
that may be discovered during the project. During the project, integrations and BIRT formats will be reviewed,
confirmed, and estimated and hours from the allowance assigned to complete the work. Once all of the hours have
been assigned, the CLIENT will be responsible for developing any additional integrations or BIRT formats or
additional costs incurred for Accenture to complete the work.
1.4. REPORTING APPROACH
Accenture’s estimated pricing includes a bucket of 80 hours to deliver a reporting workshop and for the
development of reports and dashboards on the CLIENT’s Workday project. During the project, reports and
dashboards will be identified and estimated and hours from the allowance assigned to complete the work. Once all
of the hours have been assigned, the CLIENT will be responsible for writing any additional reports or dashboards or
additional costs incurred for Accenture to complete the work.
1.5. PROJECT MANAGEMENT APPROACH
Success of this project requires strong project management governance. The role of project management governance
is to provide a decision-making framework that is logical, robust, and repeatable to govern the project.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
During the Plan Stage of the project, project governance will be finalized and communicated. Governance will also
include the process from issue identification through resolution. This may include but is not limited to institutional
policy changes, business area process and/or procedural changes and communication to the community. Because these
items will require change and communication, change management will be part of this governance.
The structure for the governance the project will be defined with CLIENT. An example structure is shown below.
Figure 4 Project Management Approach
2. Roles & Responsibilities
2.1. CLIENT RESOURCES
Based upon the scope and timeline, the following Table 10 describes the roles and responsibilities as well as the
time allocations for CLIENT project team members. The assignment of named resources and final time allocations
will be determined during the Plan Stage of the deployment using a project staffing tool and the project plan
developed jointly by the Accenture and CLIENT Project Managers.
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
LEADERSHIP & MANAGEMENT
Executive Sponsor(s) /
Executive Committee
Responsible for championing the project
Provides executive level oversight of the project
Participates in regularly scheduled Executive
Committee meetings
Receives a regular status of the project
Estimated FTE: 2 - 4 team
members as needed
Executive Steering Committee
Issue Resolution and
Program Direction
Program Management Office (PMO)
Portfolio Prioritization, Metrics,
& Resource Allocation
Program Status and
Program Issue Escalation
Program Management Office Functions
Program / Project Issue
Escalation, Risks, and Changes
Strategic
Project
Alignment
Progress
Monitoring
Issue & Risk
Management
and Change
Control
Benefits
Realization
Program
Specific
Functions
Program Standards &
Function Leading Practices
Project Manager(s)
Project Status, Issues
and Changes
Project Team(s)
Project Status, Issues
and Changes
Coaching
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Operational Steering
Committee
Provides input on key strategic decisions and helps
to resolve escalated issues
Responsible for setting the direction, driving
benefits, managing stakeholders, and deploying
resources
Ensures that the appropriate resources are available
for the project
Ensure the project is meeting the goals and
timeframes outlined at the beginning of the project
Works with the project managers to resolve
escalated issues in a time-effective manner
Signs off on key deliverables throughout the project
Acts as an active and visible resource on the project
Participates in regularly scheduled Operational
Steering Committee meetings to ensure the project
is meeting the goals and timeframes outlined at the
beginning of the project
Receives a regular status of the project
Governance for any changes in scope
Estimated FTE: 4-6 team
members at .05 FTE each
Project Manager
Completes Workday required training
Responsible for managing the project to completion
with the Accenture Project Manager
Develops, manages, and maintains the Project Work
Plan in partnership with Accenture Project Manager
Manages the issue and key decision log
Sets deadlines and evaluates milestones
Assigns responsibilities
Escalates issues to the Operational Steering
Committee that may impact the go-live date
Participates in Workday Delivery Assurance Reviews
Estimated FTE: 1 team
member at 1.0 FTE total
FUNCTIONAL
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Functional Leads
Completes Workday required training
Plays a key role during the workshops.
Has authority to make and/or facilitate agreement on
decisions for functional area
Leads the functional team for a specific functional
area(s), e.g., Procurement
Coordinates activities with the Accenture Functional
Consultants and other CLIENT functional resources
Attends business process analysis sessions to identify
opportunities for improvement, areas for
standardization, unique variances and potential
differences in functionality
Completes knowledge sharing plan with Accenture
counterpart
Participates in Workday Delivery Assurance reviews
Performs functional lead responsibilities such as:
- Communicates business requirements
- Gathers reports and defines reporting
requirements
- Validates architecture and design
- Identifies data to be migrated
- Maps data
- Cleanses data
- Validates data migrations
- Performs configuration
- Tests business processes and configuration
- Develops customer-specific training and
documentation
Estimated FTE: 4-6 team
members at 2.75 to 4 FTE
total
Subject Matter Experts
(SMEs)
Completes Workday required training
Resources representing agencies / areas of functional
expertise
Completes knowledge sharing plan with Accenture
counterpart
Performs subject matter expert responsibilities such
as:
- Communicates functional requirements
- Gathers required legacy system reports
- Identifies data to be converted/provides artifacts
(sample data, reports, policies, procedures,
requirements) to assist in the design and
documentation of current business processes
- Cleanses data
- Validates data migrations
- Tests business processes and configuration
(UET)
- Tests reports
- Works with Accenture to develop customer-
specific training and documentation
- Assists with end user training and Business
Readiness/Change Management activities
- Participates in prototype workshops to
understand Workday configuration and
interfaces/integrations
Estimated FTE: 8 to 12
team members at 0.25 FTE
each
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Testing Lead
Contributes to the Testing Strategy and Testing Plan
(with support from Accenture)
Coordinates all testing activities including the creation
of test scenarios and executing testing to populate in
collaboration with Accenture
Estimated FTE: 1 team
member at 0.30 FTE each
Workday Application
Security Administrator
Completes Workday required training
Defines and updates security groups by working with
the Accenture functional consultants
Defines and maintains domains and business process
security policies by working with the Accenture
functional consultants
Tests security group membership
Analyzes and audits security policies and procedures
Activates pending security policy changes
Estimated FTE: 1+ team
members at 0.75 FTE total
TECHNICAL
Integration Developers
Completes Workday required training
Responsible for providing technical knowledge and
expertise related to CLIENT integration requirements
Completes requirements and design specification
documentation for integrations for which CLIENT has
responsibility (if applicable)
Develops integrations (if applicable) for which CLIENT
has responsibility
Tests all integrations and reports
Validates that CLIENT environment can support all
integrations
Completes knowledge sharing plan with Accenture
counterpart
Participates in Workday Delivery Assurance reviews
Estimated FTE: 1+ team
members at 0.65 FTE in
total
Prism Technical Lead
Responsible for providing technical knowledge and
expertise related to current systems used by the client
Leads the data transformation from the legacy
systems to Workday with support from the client
functional leads
Performs data transformation responsibilities such as:
-
Identifies data to be converted
-
Cleanses data
-
Maps data
-
Validates data conversions
-
Performs configuration
-
Tests use cases and configuration
-
Tests reports
Builds the data transformation programs from legacy
systems
Leads data validation activities
Build custom reports
Estimated FTE: 1 team
member per use case at up
to 0.75 FTE each
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
CLIENT ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Data Migration Lead
Completes Workday required training
Responsible for providing technical knowledge and
expertise related to current systems used by CLIENT
Leads the data mapping activities from the legacy
systems to Workday with support from CLIENT
functional leads and SMEs
Builds the data migration programs from legacy
systems
Leads data validation activities
Estimated FTE: 1+ team
members at 1.0 FTE total
REPORTING
Reporting Developers
Completes Workday required training
Develops reports for which CLIENT has responsibility
Tests all reports
Estimated FTE: 1+ team
members at 0.50 FTE total
Table 10 Client Resources
2.2. ACCENTURE RESOURCES
The Accenture deployment team roles, responsibilities, and initial allocations are documented below in Table 11.
Accenture will work with CLIENT to manage the allocations of resources as needed to support project needs.
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
LEADERSHIP & MANAGEMENT
Executive
Sponsor(s)
Responsible for being the point of contact representing
Accenture management team
Works with the Project Manager on escalated issues to mitigate
impact on the project timeline
Participates in regularly scheduled Executive Committee and
Operational Steering Committee meetings
Maintains an ongoing relationship with CLIENT executive
contacts
Estimated FTE: 1
team member at 0.05
FTE total
Quality
Assurance
Director
Conduct Quality Assurance Review
Estimated FTE: As
needed
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Project Manager
Responsible for collaborating with the CLIENT Project Manager
to manage the overall project to completion
Monitors compliance with Accenture standards and Workday-
defined project management procedures and templates via
Accenture project reviews and Workday Delivery Assurance
reviews
Develops, manages, and maintains the project plan in
collaboration with CLIENT Project Manager
Tracks and reports on project budget
Monitors Accenture’s hours and consultant travel expenses
relative to the project estimates
Manages the project issues, risks, and key decision log
Sets priorities and evaluates milestones
Assigns responsibilities
Provides project health reports to CLIENT and Accenture
Sponsors and Workday at agreed-to intervals
Prepares regular Operational Steering Committee meeting
materials; documents and follows up on any resulting action
items. Escalates established issues to the Operational Steering
Committee
Participates in internal review meetings, which help to validate
that the project is meeting deadlines and mitigating risk.
Interacts with Workday Delivery Assurance, Product Strategy,
and Development
Prepares for and participates in Accenture project governance
review
Estimated FTE: 1
team member at .80
FTE total
FUNCTIONAL
Functional
Consultants
Responsible for leading workshops during the Architect Stage
and validating business processes are designed from a cross-
functional perspective
Provides a framework for explaining the impact of key design
decisions
Articulates the impact of the Workday Roadmap to CLIENT
stated requirements
Gathers functional and reporting requirements
Completes issue and/or blocker documentation as necessary
Documents functional requirements for integrations
Configures Workday according to CLIENT stated requirements
Supports testing, data migration, and integration development
efforts
Escalates issues that may impact the go-live date to the Project
Manager
Completes Prototype & Configure, Test, and Deploy Stage
knowledge sharing plan with CLIENT counterpart
Prepares for and participates in Workday Delivery Assurance
reviews
Prepares for and participates in Accenture project governance
review
Estimated FTE: 5
team members at 0.75
FTE each
TECHNICAL
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Integration
Consultants
Responsible for the overall strategy and design of assigned
Workday integrations
Plans, leads, and facilitates integration workshop during the Plan
and Architect Stages
Works with the Accenture functional consultants, CLIENT
Development team, and Subject Matter Experts to gather and
document integration requirements
Develops high-level integration strategy and design
Provides CLIENT Integration Tracker to manage the integrations
and high-level milestones to the Project Manager for the Project
Work Plan
Supports the design, configuration and testing of Workday
integrations in scope for the deployment
Documents design decisions for integrations assigned to
Accenture
Provides guidance on integration design decisions and
downstream impacts for integrations
Develops and unit tests Workday integrations assigned to
Accenture
Supports CLIENT with the development and testing of
integrations assigned to CLIENT
Works with CLIENT team to resolve issues
Provides support of CLIENT technical staff and oversight during
the Configure & Prototype Stage to verify the design principles
are followed
Communicates design standards to CLIENT developers to
provide consistency across integrations
Completes Configure & Prototype, Test, and Deploy Stage
knowledge sharing plan with CLIENT counterpart
Prepares for and participates in Workday Delivery Assurance
reviews
Prepares for and participates in Accenture project governance
review
Estimated FTE: 1+
team members at 1.0
FTE total
Prism Solution
Architect and
Consultants
Responsible for leading workshops during the Architect stage
and validating that use cases in scope are designed
Configure Prism and People Analytics uses cases designed and
approved during the Architect stage
Unit test Prism and People Analytics use cases in configuration
tenant
Smoke test Prism and People Analytics use cases in end to end
tenant
Support CLIENT end to end and user experience testing in end
to end tenant
Migrate configuration and reports to Sandbox and Production
tenants
Develop and unit custom reports and dashboards in scope based
on provided requirements
Escalates issues that may impact the go-live date to the Project
Manager
Estimated FTE: 3
team members at 1.0
FTE total
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
ACCENTURE ROLE
RESPONSIBILITY
RESOURCE ALLOCATION
Data Migration/
Reporting
Consultant
Responsible for delivering data workshop sessions with CLIENT
data lead, CLIENT functional leads, and Accenture functional
consultants before each build
Responsible for completing a lesson learned with CLIENT data
lead, CLIENT functional leads, and Accenture functional
consultants after each build
Responsible for building EIBs or iLoads for data migration for
each build
Responsible for loading customer data into Workday
Resolves data related issues during migrations with support from
CLIENT data lead, CLIENT functional leads, and Accenture
functional consultants
Responsible for delivering report workshop
Estimated FTE: 1+
team members at 0.60
FTE in total
Table 11 Accenture Resources
3. Workday Deployment Methodology and Deliverables
Figure 5 Workday Deployment Methodology
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Figure 6 Workday Prism Analytics Methodology
3.1. DELIVERABLES AND ACTIVITIES
Accenture and CLIENT will create the following deliverables described in this section for the project. The owner of
a deliverable is the individual(s) who is/are primarily responsible for organizing, defining and creating the deliverable.
The Contributor is defined as the individual(s) who work under the direction of the Deliverable Owner to assist in the
preparation of the deliverable. Within a Shared Deliverable, the individual(s) will work under the guidance of the
Project Managers to contribute all or a portion of the Deliverable based on the Project Managers’ direction.
The Workday deployment methodology consists of five stages: Plan, Architect, Configure and Prototype, Test, and
Deploy. The following section describes the deliverables that will be created in each stage. The estimated time
required to complete these deliverables is based on the contents of the Deployment Scope section of this document.
PLAN STAGE
At the project onset, the combined project teams from the CLIENT and Accenture will refine the scope of the
project, developing clear project boundaries for what is in scope and out of scope and create a Project Charter. The
objective of the Plan Stage is to establish a true consensus among the project team and key stakeholders on critical
elements of what needs to be done, how it will be done, and who will do it.
Our project management approach engages the CLIENT and Accenture Project Management Team to manage the
Project Work Plan, project resources, and scope changes, as well as serve as the escalation point for project issues.
Project management governance will be implemented, and key strategies will be developed to deal with on-going
project team communication, risk and issue management, change management, training, testing, reporting, and the
transition to production support. The project managers will prepare the Project Work Plan and refine the project
scope. The approved Project Work Plan and project scope will be the mechanism by which the project management
team monitors project progress and identifies changes in the scope of services. The Project Work Plan will also
identify the assigned resources, the deliverables, and the timing of the key deliverables.
In Table 12, the following are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Project Charter Document
Provides authorization for the Project and identifies
project goals, objectives, scope, governance structure,
roles and responsibilities.
Acceptance Criteria – Project charter delivered.
CLIENT
Accenture
Project Management Plan
Project work plan for the Project management activities
and related monitoring of the project activities.
Acceptance Criteria – Project management plan
established in TAPP.
Accenture
CLIENT
IMPL
Sandbox
Prod
Tenants
Use Case 1
Build
Test
Use Case X
Build
Test
SBX
Use Case Design X
PROJECT MANAGEMENT & ADMINISTRATION
Production
Use Case Design 1
Architect
Configure & Prototype
Deploy
Test
Plan
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Initial Deployment Data
Gathering Workbook
Review workbook used to gather the CLIENT
information for inclusion in the Foundation Tenant.
Acceptance Criteria – Workshops conducted to review
data gathering workbooks to educate CLIENT on data
so extraction can begin.
Accenture
CLIENT
Integration Discovery and
Tracker
Confirm integrations.
Acceptance Criteria – Integrations confirmed, and
tracker established in TAPP.
Accenture
CLIENT
Foundation Tenant
Foundation Tenant is used to kick-start the discovery
and design activities. Contains a subset of the
CLIENT data loaded into the environment (Data Load
#1). The CLIENT is responsible for validating its
accuracy.
Acceptance Criteria – Foundation tenant delivered to
project team for use during Architect design sessions.
Accenture
CLIENT
Project Kickoff
Introduces team members and executive sponsors.
Overview of project goals, review of scope and high-
level timeline. Foundation Tenant demonstration,
identification of project roles and responsibilities.
Acceptance Criteria – Project kickoff conducted.
CLIENT and
Accenture
(Shared)
Table 12 Plan Stage Deliverables
ARCHITECT STAGE
Requirements validation occurs at several points in the CLIENT’s project. The first is through the BPA which
happens prior to the start of the deployment portion of the project. One of the primary deliverables from the BPA is
the identification of the differences between the CLIENT’s key current HCM, Benefits, Absence, Payroll, and
Recruiting business processes and those business processes executed in Workday. The preliminary list of current
business processes and Workday business process differences deliverable will be utilized by the Accenture
deployment team as input to their Architect design sessions in which they will further identify the differences and
determine an efficient approach.
Meeting/session minutes are captured, along with any action items, issues, or risks identified during the sessions.
Action Items are placed into the Project Portal Action Item tracking tool and are used to drive decisions needed to
complete configuration. The joint project team will capture issues, differences, or challenges, and present
alternatives for review. If key risks to the project are identified by the joint project team, those risks will be captured
on the project risk log, so that they can be presented to the operational steering committee for mitigation strategies.
Outcomes from these design sessions are captured by the Accenture consultants in Design Decision Guides and then
confirmed by the CLIENT project team. The Design Decision Guides cover all functional areas and security.
Accenture will provide Design Decision Guide templates to be utilized in the next stage of design. Design Decision
Guides capture the decisions that will be made for each functional area along with the impact and reasoning behind
each design decision. The reasoning is equally important as the decision itself for reference when future changes are
considered to configuration. It also helps the CLIENT understand the “why” behind the configuration so that the
CLIENT is better able to support the new system and processes after the project is complete. Accenture’s Design
Decision Guides utilize an agile approach, in that the decisions often evolve throughout the deployment as we test
and collaborate with our cross functional teams, in which case, the CLIENT will update the documentation.
During these sessions, Accenture and CLIENT will discuss what constitutes a true requirement versus “the way it
has always been done”. With over 300 pre-defined business processes, the approach focuses more on reviewing the
way something is done within Workday and having the CLIENT communicate why something will not work versus
the traditional model of the client providing not only what the requirement is but how the requirement should be met
and the consulting team configuring / customizing the system to meet this design. This is an important distinction of
the design process as the CLIENT desires to take advantage of leading practices and the functionality inherent
within Workday and meeting a “requirement” can involve doing things differently within the new system, yet still
fulfilling the core requirement.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
The CLIENT and Accenture project managers will finalize the Project Work Plan with an updated schedule and
resource assignments based on decisions made during this stage.
Following the functional design sessions, Accenture will provide the CLIENT with the required data elements and
formats that the CLIENT will extract into as necessary to execute the Data Migration Strategy. The resulting flat
files will be encrypted and transferred to a data migration tool via sFTP. The Accenture data consultant will utilize
the data migration tool to run various validation and mapping routines to transform the CLIENT’s data into a format
compatible with Workday’s iLoad tool to then perform the import of data into Workday.
Once the validation and mapping occur, the migration tool will provide a list of errors that the CLIENT will have the
ability to correct/update in the source system. Once the corrections are complete, the extract program will be rerun,
and the process will start over again. At the point that the validation and mapping routines are error free, the
migration tool will populate the Workday iLoad templates with the transformed legacy data and the data will be
loaded into the Workday Tenant. When that process is complete, the CLIENT will validate the data in the Workday
Tenant.
The joint project team will complete integration and reporting specifications during the Architect Stage, so the code
development and testing can commence during the next stage.
Accenture requires the CLIENT to complete Workday’s project team training, which is covered in the contract
between Workday and the CLIENT, before the beginning of this stage because the business decisions made at this
stage will directly impact the entire project outcome and duration. Understanding the features, capabilities, and
limitations of the software will help project team members promptly make good decisions.
In Table 13, the following are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Test Plan and Schedule
Test plan and schedule will define testing, purposes,
responsibilities, guidelines, schedule, and other
information specific to each round of testing to occur in
the Test Stage.
Acceptance Criteria – Test plan and schedule delivered.
CLIENT and
Accenture
(Shared)
Deployment Data
Gathering Workbook
Review workbook used to gather the CLIENT
information for inclusion in the Configuration Tenant.
Acceptance Criteria - Workshops conducted to review
data gathering workbooks to educate CLIENT on data
so extraction can continue.
Accenture
CLIENT
Configuration Design
More detailed design sessions to gather configuration
data. The Design Decision Guides and/or Workbooks
include the security configuration and the organizational
roles for configuration in business processes.
Acceptance Criteria – Configurations note in design
decision guides based on information gathered in
Architect design sessions.
Accenture
CLIENT
Final Integration Strategy
Document
Define and document the integration strategy for all
integrations including type, tools, and test plan.
Acceptance Criteria – Final Integration Strategy
delivered.
Accenture
CLIENT
Integration Requirements
and Field Mapping
Document
Define and document integration requirements including
field mapping, functional requirements and process
flows for packaged and custom integrations.
Acceptance Criteria – Integration designs documented
and approved for development to begin.
CLIENT and
Accenture
(Shared)
Data Migration Strategy
Document
Define and document the data migration strategy for
each tenant build including the validation of the data.
Acceptance Criteria – Data Migration Strategy delivered.
Accenture
CLIENT
Tenant Management Plan
Define the plan for managing each tenant.
Acceptance Criteria – Tenant Management Plan
established in TAPP.
Accenture
CLIENT
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Updated Deployment Data
Gathering Workbook
Update workbook used to gather the CLIENT
information for inclusion in Configuration Tenant build.
The CLIENT at this time will document required data
mapping and keep updated throughout the project.
Acceptance Criteria - Workshops conducted to review
data gathering workbooks to educate CLIENT on data
so extraction can continue.
CLIENT and
Accenture
(Shared)
Configuration Tenant
Configuration Tenant - Configured tenant based on the
decisions made in the Architect Stage. Data load #2.
The CLIENT is responsible for validating its accuracy.
Acceptance Criteria – Configuration tenant delivered to
project team for use during configuration, prototyping,
and unit testing.
CLIENT and
Accenture
(Shared)
Table 13 Architect Stage Deliverables
CONFIGURE & PROTOTYPE STAGE
The objectives of the Configure & Prototype Stage are to complete the configuration of the Workday solution based
on the business process design specifications, configuration analysis specifications, integration design, and custom
report specifications developed in the Architect Stage. All application configurations are complete, the necessary
legacy data is migrated, integration configuration is complete, and the tenant is fully prepared for the Test Stage.
This stage features an iterative cycle of configuring, unit testing, reconfiguring and retesting until the configured
processes are validated by CLIENT. Based on responsibilities assigned to project team created report and
integration inventories, reports and integrations will be built, and unit tested following the same iterative process.
At the conclusion of this stage, the CLIENT creates test plans, test scenarios, and test scripts with guidance from
Accenture per the testing approach below using the business processes and data designed specifically for the
CLIENT.
In Configure & Prototype Stage, Accenture will perform a data load for prototyping and another load to prepare for
testing. The latter data load will be a full data load, as opposed to representative data, and will be critical for testing
in addition to verifying the data migration process is repeatable.
Accenture uses a Workday data migration methodology and data migration tools to complement Workday’s iLoad
and Data Loader tools, to expedite the data migration process and assist the CLIENT with the analysis of its data.
In Table 14, the following are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Customer Confirmation
Sessions
CLIENT will present Configuration Tenant with support
from Accenture to CLIENT peers showing CLIENT
business processes within Workday.
Acceptance Criteria – Customer Confirmation Sessions
conducted.
CLIENT
Accenture
Completed Unit Tests
Completed test cycle to validate configuration prototype.
Accenture is responsible for fixing errors that may occur
during unit testing. The CLIENT security team validates
security provisioning is in place for testers.
Acceptance Criteria – Unit tests completed based on the
design and prototyping with results documented in
TAPP.
CLIENT and
Accenture
(Shared)
Report Workshop
One report workshop conducted on how to develop
reports. This is in addition to Workday required training
noted in the Reporting scope section.
Acceptance Criteria – Conduct report workshop.
Accenture
CLIENT
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Developed Integrations
Integrations developed, and unit tested.
Acceptance Criteria – Integrations developed, and unit
tested based on signed design documents with results
documented in TAPP.
CLIENT and
Accenture
(Shared)
Test Scenarios
CLIENT defines all test scenarios to run successfully
during testing. Accenture will provide the CLIENT with
test scenarios from the Workday deployment guide as a
starting point and facilitate the completion of these by
the CLIENT.
Acceptance Criteria – Test scenarios updated in TAPP
based on CLIENT uniqueness.
CLIENT
Accenture
End to End Tenant
End to End Tenant – Full data (data load # 3) will be
executed to prepare a Workday tenant for end to end
testing. The CLIENT is responsible for validating its
accuracy.
Acceptance Criteria – End to end tenant delivered to
project team for use during smoke, end to end and user
experience testing.
CLIENT and
Accenture
(Shared)
Table 14 Configure & Prototype Deliverables
TEST STAGE
To assess the accuracy and performance of the new system, the CLIENT will perform system testing, user
experience, and parallel testing during this stage. The testing will be based on the Test Plan and scripts created
during Configure & Prototype Stage. Each test effort has a different purpose and addresses a different set of
conditions. Meeting the agreed-upon exit criteria for each test effort must be met before completing this stage and
moving to the final stage: Deployment. While Accenture will help plan the testing and advise the CLIENT on the
content of the test scripts, the CLIENT assumes primary responsibility for conducting the actual testing.
Accenture’s testing approach is as follows:
The overall approach relies on the use of the Project Portal to define, coordinate and record results for test activities
throughout the various stages of testing. The Project Portal lists contain a baseline of Workday test scripts
supplemented by discussions with the CLIENT to expand those definitions to capture the specifics of the CLIENT’s
environment. Accenture will provide access to the Project Portal to each project team member who will be
participating in testing and who is expected to actively review the Project Portal.
Accenture will:
Conduct smoke (unit) tests to validate functionality and features are working prior to handing over to
the CLIENT for testing.
Facilitate the definition of the CLIENT End to End, Parallel Payroll, and User Experience Testing
scenarios and Acceptance scenarios.
Troubleshoot issues that occur during the test stage.
CLIENT will:
Define the CLIENT End to End, Parallel Payroll, and User Experience Testing scenarios.
Agree that the scope of the testing defined is sufficient for the project to confirm the system. The
testing will provide one key measure for authorization to move to Production with Workday.
Facilitate the assignment of testing resources to each test.
Facilitate the coordination of data across test steps within scenarios.
Work with the project team to schedule testing sessions and monitor assignments.
Monitor and coordinate testing progress.
Report weekly statistics of testing progress including total tests to perform, tests performed to date, %
completed, numbers of pass/fail, % pass/fail and a list of issues deemed “showstoppers”.
Perform all tests except for smoke (unit) testing.
Log all issues and link those issues to the related test
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Conduct a daily testing de-brief during key testing activities to review progress and set the agendas and
objectives for the following day.
Record the results of all tests in the Project Portal
In Table 15, the following are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Completed Smoke Tests
Completed test cycle to validate that the testing tenants
are complete by executing short tests to validate that all
key functional areas are working correctly. Accenture is
responsible for fixing errors that may occur during
smoke testing. The CLIENT security team validates
security provisioning is in place for testers.
Acceptance Criteria – Smoke tests completed to
validate end to end tenant build.
Accenture
CLIENT
Completed End-to-End
(System) Testing
Completed test cycle to validate the flow of end-to-end
processes between multiple functions and third-party
integrations. Support from Accenture will include
answering questions on transaction processing as well
as trouble shooting and supporting the CLIENT in
correcting issues found.
Acceptance Criteria – End to end tests completed based
on the stringing of unit tests together and results
documented in TAPP.
CLIENT
Accenture
(support)
Completed User
Experience Testing
Completed test cycle to validate acceptance of system.
Support from Accenture will include answering
questions on transactional processing. CLIENT will be
responsible for correcting issues found.
Acceptance Criteria – User experience tests completed
based on end to end testing representing CLIENT
departments and results documented in TAPP.
CLIENT
Accenture
(support)
Parallel Tenant
Parallel Tenant – Full data (data load # 4) will be
executed to convert all employee / payroll / human
resources data to prepare a Workday tenant for parallel
payroll end testing. The CLIENT is responsible for
validating its accuracy.
Acceptance Criteria – Parallel tenant delivered to project
team for use during parallel payroll testing and master
tenant.
CLIENT and
Accenture
(Shared)
Payroll Parallel Testing
Completed payroll parallel testing for 2 parallel cycles
with agreed upon error percentage. Support from
Accenture will include answering questions on
transaction processing as well as trouble shooting, and
correcting issues found.
Acceptance Criteria – Two consecutive payroll cycles
tested and reconciled within Workday required
variances and results documented in TAPP and for
Workday DA.
CLIENT
Accenture
(support)
Cutover Plan
Plan for cutover to Workday used to track completion of
activities and overall status of the cutover.
Acceptance Criteria – Detailed list of activities
throughout Deploy Stage to prepare for go-live.
CLIENT and
Accenture
(Shared)
Table 15 Test Stage Deliverables
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
DEPLOY STAGE
This stage includes the steps necessary to move the Workday solution into production with the features and
functionality described in the Project Charter. It also includes the transition to Workday Support Services for post-
production support. The detailed Deployment Plan lists all remaining activities necessary for a successful
deployment. A typical Workday deployment takes four weeks to perform and requires the following high-level
activities:
Final check of iLoads for Gold/Production build
Extract of data from the CLIENT current Production environments
Build of the Gold tenant which becomes the Production environment
CLIENT validating the data migrated into the Gold/Production build
CLIENT inputting catch up transactions from the period of the data extracts from the current
Production environment
Delivery Assurance and approval from Workday to move into Production
Go-live
In Table 16, the following are the deliverables associated with this stage:
Deliverable
Description
Owner
Contributor
Gold/Pre-Production or
Production Tenant
All configuration and data migrations are complete
based on data load #5 (GOLD tenant). Validated by the
CLIENT.
Acceptance Criteria – Gold or Production tenant
delivered to project team for final validation and catch
up transactions.
CLIENT and
Accenture
(Shared)
Completed Go-Live
Checklist l
Completed and executed Workday Go-Live checklist
completed with required information prior to Workday’s
Delivery Assurance Review. A copy of ‘Go-Live
Checklist’ must be reviewed, signed and affixed to the
Move to Production tenant request no less than 14 days
prior to Move to Production date.
Acceptance Criteria – Go-Live Checklist delivered.
CLIENT and
Accenture
(Shared)
Go-Live Authorization
Form
Signed go-live authorization form completed and
uploaded at least 48 hours prior to production move.
Gold/Pre-Production Tenant is moved into live
Production environment.
Acceptance Criteria – Go-Live Authorization Form
delivered with all appropriate signatures.
CLIENT and
Accenture
(Shared)
Table 16 Deploy Stage Deliverables
After going live, Accenture will assist the CLIENT in its transition to Workday Production Services through a series
of transition meetings. During this process, Accenture will conduct activities designed to transfer its knowledge of
the CLIENT’s deployment to the CLIENT’s Production Support Team. The transition to Workday is an activity that
is required by Workday that will occur in the first or second week after go-live. Accenture will provide post
production support using the same resourcing model during the project for 3 months after go-live for HCM,
Benefits, Absence, Time Tracking, and Payroll and 1 month after go-live for Talent Management, LMS, and
Recruiting as planned by the Project Managers during the Test Stage.
4. Deployment Scope
Accenture will implement and configure HCM, Benefits, Absence, Time Tracking, Payroll, Prism Analytics, Talent
Management, LMS, and Recruiting generally available functionality as prioritized by the CLIENT during the initial
stages of the project. The CLIENT will strive to reduce and align the number of plans, codes, business process steps,
and other configurations that are currently different across the agencies, departments, and other areas within the
CLIENT.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
In order to provide a clear understanding of the high-level contents of a functional area, a definition of each for
HCM, Benefits, Absence, Time Tracking, Payroll, Prism Analytics, Talent Management, LMS, and Recruiting is
listed below. Also, documents can be attached within Workday throughout the system.
Human Capital Management consists of Worker Information, Country Specific Information and Reporting,
Staffing which includes Onboarding, Compensation, Benefits, Absence, Safety Incident Tracking, Business Asset
Tracking, Employee and Manager Self-Service, and Worklets and Reports for Human Capital Management.
Compensation consists of the Compensation Framework, Manage Compensation Plans, Salary, Hourly, Allowance,
Merit, Bonus, Stock, Commission, One-Time Payment, Compensation Statements, Severance, and Market Salary
Data.
Benefits consists of Setup Benefits, such as Eligibility, Costs and Rates, Health Care Plans with PCP designation,
Insurance Plans, Retirement Savings Plans, Health Savings Plans, Spending Accounts, such as Flexible, Additional
Benefit Plans, such as State Mandated Retirement Plans and Voluntary Benefits, Enrollment Events and Rules,
Default Coverage and Auto-Enrollment, Cross Plan Dependencies, Benefit Credits, such as Wellness Credits and
Surcharges, Multiple Jobs, Open Enrollment, Benefit Changes Passive Events, Evidence of Insurability, COBRA,
Patient Protection and Affordable Care Act, and Dependents and Beneficiaries.
Absence consists of Time Off and Leave of Absence.
Time Tracking consists of Time Entry Setup, Time Calculations, Time Entry Validations, Period Schedules, Work
Schedules, Worker Eligibility for Time Tracking, and Entering, Viewing, and Correcting Time.
Payroll for the US consists of Payroll History, Earnings, Deductions, Banking Setup, Payroll Accounting Setup,
Settlement, Payslips, Tax Filing, Labor Costing, Multiple Jobs, Retroactive Payments, Payroll Processing, W-2 and
W-2C Reporting, and Worktag Balancing for Payroll.
Talent consists of Goals, Development Items (e.g. Performance Development Plans), Skills and Experience, Career
Interests, Talent Reviews, Employee Reviews, Talent and Performance Calibrations, (e.g. Workday Calibration
Tool), Feedback, Succession, Talent Matrix Reports, (e.g. 9 Box), Talent Pools, View Talent Across Organizations,
Workforce Metrics, and Talent Insight Apps and Talent Reports.
Learning consists of Learning Setup, Learning Campaigns, and Learning Video Support.
Recruiting consists of Recruiting Basics, Recruiting Workflow, Job Requisitions, Evergreen Requisitions, Career
Sites, Agency Management, Job Postings, Candidates, Referrals, Questionnaires, Candidate Pools, Recruiting
Compliance, and Recruiting Reports.
Prism Analytics blends external data with Workday data to generate a new Workday Data Source to be used in
Workday reporting.
4.1. FUNCTIONAL SCOPE ASSUMPTIONS
For items listed in the Product Component and Scope Descriptions table below that contain metrics, the metrics
are not a limitation on the software but rather a scope guideline for the project. For items that have a metric
listed next to them, a 10% variance on metrics or work effort is included in scope. For variances above 10%,
Accenture will provide guidance to the CLIENT project team designated in that area about how to complete the
activity and will provide guidance as the CLIENT configures the remaining items outside of the scope
guideline. For learning purposes, it is recommended that Accenture and the CLIENT execute an 80/20 split on
configuration and/or tweaking of the product components scope noted in Table 17. For information purposes,
the legacy system metrics have been added to the table in the appropriate product component scope. A change
in scope may have an impact on pricing and require a change order.
The following assumptions in Table 17 were made with respect to the Phase 1 functional scope of the CLIENT’s
project:
PRODUCT COMPONENT
SCOPE DESCRIPTION
Core HR
Setup including tenant configuration for 1 country.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
PRODUCT COMPONENT
SCOPE DESCRIPTION
Organizations
Supervisory organizations, 8 companies, 5 matrix orgs, 3 custom orgs types up to
100 of each type, 500 cost centers, 15 regions, 25 business units, 8 pay groups, and
up to 10 related org type hierarchies (including location hierarchies).
Legacy – Orgs = 531, Depts = 55, CC unknown
Jobs and Positions
3 staffing models, up to 20 job family groups, 100 job families, 500 job profiles, 1
management level hierarchy, 50 work shifts, 50 work functions.
Legacy – Positions = 15,881, Job Families = 36, Job Classifications = 651
Configurable Security
Up to 5 custom roles, Includes assignment of Roles to business processes and
assignment of Workers to Roles.
Legacy – eTime has 5 distinct
Contingent Workers
Up to 500.
Legacy – 0 today, many potential in future
Mobile Setup for HCM
Setting up mobile for HCM.
Onboarding
Includes delivered configuration as well as unlimited Document Acknowledgement
steps based on conditional requirements for differing worker populations.
Compensation
One Currency (USD), includes up to 20 grades and grade profiles, up to 20
allowance plans, up to 20 bonus plans, and up to 8 merit plans.
Legacy – Salary Grades = 651, Salary Steps = n/1, Merit Plans = 1
Benefits
5 Groups, up to 25 benefit plans, flex credits, domestic partner and children, 2 rate
banding, cobra, 1 enrollment event rule, 10 cross plan rules, 5 passive events.
out of scope - no enrollment event text, no retiree benefits, no grandfathered plans.
Current year benefit elections. Based on the 1 measurement periods and 1 passive
event rules. Based on the # of plans offered and eligibility rules.
Legacy – Medical = 4, Rx = 3, Behavioral Health = 3, HSA = 2, Dental = 3, Vision =
1, EAP = 1, Basic Life, Additional Life, Dependent Life (Spouse and Children), Basic
AD&D, Dependent Care FSA, Health Care FSA, Limited Purpose FSA, Legal, Pet
Benefits = 3, Wellness, Smart Savings, STD (3 benefit levels), and Active Employees
have an option of 82 Retirement Plans
Absence
1 PTO plan, up to 10 time off plans, 1 floating holiday plan, and 2 auto-zero plans
(bereavement, jury duty, birthday, etc.), 2 accrue as you go plans, an up to 10 LOA.
Legacy – VAC Plans = 12, Time Off Plans = 39, Accrual Profiles = 52
Time Tracking
Up to 10 time entry templates, up to 50 time entry codes, up to 30 time calculations,
up to 20 work schedule calendars, and up to 2 holiday calendars.
Legacy – Pay Codes = 206, Pay Rules = 6, Holiday Rules = 1, Floating Holiday Plan
= 1
US Payroll
Up to 200 earnings and deductions. 1 Federal ID. Payroll processed in 1 state.
Integration to one external G/L system, two parallels tests, and setup for 1 bank
account.
Legacy – Companies = 3, Pay Groups = 7, Earnings = 247, Deductions = 338,
Special Accumulators = 23, Additive shift ml hourly rate based on productive hours,
Additional MPA bi-weekly lump sum amount, Defined Contribution Retirement, LTD
Payroll History Load
Non-calendar year go-live. Payroll History loaded for one FEIN. Up to 3 test and
production loads.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
PRODUCT COMPONENT
SCOPE DESCRIPTION
Prism Analytics
Up to 2 use cases for historical data, up to 10 published data sources (5 per use
case), and up to 1 report per published data source. Use-Cases Included: ADP HCM
& ADP Payroll and People Analytics.
Up to 3 additional use cases, up to 5 published data sources per use case, and up to
1 report per published data source. Use-Cases Included: Benefits, Sheriff & Courts.
Table 17 – HCM, Payroll, Prism Analytics Functional Scope Assumptions
The following assumptions in Table 18 were made with respect to the Phase 2 functional scope of the CLIENT’s
project:
PRODUCT COMPONENT
SCOPE DESCRIPTION
Talent Management
Up to 6 templates to accommodate goal setting, annual review, quarterly review,
PIP, IDP and DA, up to 4 optimized performance streams to handle performance
reviews, discipline, development and PIP, configuration of disciplinary action
reasons, calibration in performance reviews, configuration of all talent attributes,
inclusion of this business process in the start performance review business process,
succession plans for all c-suite (or comparable industry) positions, readiness
configuration, candidate nomination, configuration of all skills & experiences types,
configuration of up to 7 competencies, use of self service to have the worker update
their information, one talent review template and delivered business process,
configuration of 4-7 of the skills & experience types (including competencies) for the
C-suite (or similar for industry) level jobs.
LMS
Topic and course security, up to 5 learning campaigns with audiences, up to 5
surveys used for assessment, no data conversion, and some custom reporting
Recruiting
Up to 5 Questionnaires, up to 5 Assessments, up to 5 background check packages,
utilization of generate document for offer letter creation, candidate self-scheduling,
up to 2 distinct workflows, 1 external and 1 internal career site, custom reporting,
calculated fields and stage configuration to support civil service recruiting.
Table 18 – Talent, LMS, Recruiting Functional Scope Assumptions
4.2. DATA MIGRATION SCOPE ASSUMPTIONS
Accenture has included the standard data conversion scope for a Workday project with the CLIENT’s core scope.
Data migration services include loading only data necessary to transact at go-live. Data migration scope includes the
following items:
HCM
Active Employees
Active Contingent Workers
Current Year Terminations
Job Profiles / Families
Personal Information (Biographic/Demographic data)
Service Dates
Positions: All filled
Vacant positions
Compensation Plans
Compensation Grades
Absence Plan Balances
Current Year Benefit Elections
Dependents
Payroll
Current Federal Withholdings
Current State Withholdings
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Current Local Withholdings
Current Payment Elections
Payroll W-2 Balances
Active Withholding Orders
4.3. INTEGRATION SCOPE ASSUMPTIONS
Accenture evaluated the integrations for Workday and the following integrations are in scope. The integrations will
be prioritized and assigned between Accenture and the CLIENT based on the hours estimated and available to
Accenture during BPA, Plan, or Architect. Accenture and the CLIENT will develop these integrations using the
integration strategy defined in business process alignment and finalized in Plan and Architect Stages. Also, during
Plan and Architect Stages, the use of Workday for each integration will be finalized for all integrations regardless of
whether CLIENT or Accenture is primarily responsible for their development.
The Integration inventory below in Table 19 and Table 20 is the starting point for confirmation per Integration
Approach in Section 1.3:
Scope for Accenture as follows:
Table 19 Accenture Integrations Scope
Scope for CLIENT as follows:
ID #
Integration Name / Business
Purpose
Description / Comments
From/To
Client Module
Tool
INT001
Cigna
Medical, Dental, Rx,HSA Behavioral Health enrollment file
Outbound
Benefits
CC
INT003
United Healthcare
Medical, Rx, Behavioral Health enrollment file, HSA
Outbound
Benefits
CC
INT007
Eye Med
Vision
Outbound
Benefits
CC
INT008
Delta Dental
Dental
Outbound
Benefits
CC
INT009
Securian
Life Insurance - EOI notification File and Port/Convert File Exports
Outbound
Benefits
EIB
INT010
Securian
Life Insurance - EOI Decision File Import
Inbound
Benefits
Studio
INT011
Nationwide
Retirement/Deferred Compensation
Outbound
Benefits
EIB
INT012
Pet Benefit Solutions
Pet Insurance - Census File
Outbound
Benefits
EIB
INT013
Pet Benefit Solutions
Pet Insurance - Remittance File
Outbound
Benefits
EIB
INT014
Discovery Benefits
FSA - Enrollment File
Outbound
Benefits
CC
INT015
Discovery Benefits
Employee FSA Contributions
Outbound
Benefits
EIB
INT016
MetLife – Legal
Legal
Outbound
Benefits
EIB
INT022
COBRA
COBRA Provider - newly eligible for Cobra census , and QE
Outbound
Benefits
EIB
INT023
SSO/MFA
Single Sign on and MFA configuration
Bi-Directional
Cross
CC
INT024
AccuSource
Background Vendor
Bi-Directional
HCM
Studio
INT025
E-Verify
I9 Verification
Bi-Directional
HCM
CC
INT026
Active Directory/ Okta
Active Directory synchronization
Bi-Directional
HCM
CC
INT027
CGI Financials
Payroll AP payments (Garnishments, refunds, etc.), GL Feed Outbound,
Worktag Creation Inbound, Position Budgeting
Outbound
Payroll
EIB
INT028
Payroll ACH
Payroll Direct Deposit file
Outbound
Payroll
CC
INT029
Payroll Positive Pay
Payroll fraud protection
Outbound
Payroll
EIB
INT030
Tax Filings
1099-MISC, 1095, 1094, W2 Electronic Fillings
Outbound
Payroll
Studio
INT031
Public Safety Personnel
Retirement System
AZ State - PSPRS
Outbound
Payroll
EIB
INT032
Arizona State Retirement
System
AZ State - ASRS
Outbound
Payroll
EIB
INT033
Time Clocks
Outbound Worker Demographics - Inbound Into Time Tracking
Bi-Directional
Time Tracking
CC
INT034
OnBase
Outbound
Cross
Studio
INT036
Cornerstone
Outbound
Learning
EIB
INT037
NEOGOV Worker Data
Outbound
Outbound
Recruiting
EIB
INT038
NeoGov Position data Outbound
Outbound
Recruiting
EIB
INT039
United Way
Inbound
Payroll
EIB
INT040
New Hire Report
Outbound
HCM
EIB
INT042
Qrtly Industrial Report
Outbound
HCM
EIB
INT043
Commute Options
Updating employer contribution for bus card usage
Inbound
Payroll
Studio
INT044
Risk Mgmt
Need more information. Integration for Risk Management system May be
state integration for unemployment, wages, worker's comp
Outbound
HCM
EIB
BIRT-01
Payroll Check Layout
Payroll
BIRT
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Table 20 CLIENT Integrations Scope
5. General Project Assumptions
CLIENT is responsible for having representation across the organization as a whole for all business
processes during BPA and Architect sessions.
Once Accenture completes the Business Process Alignment, the scope, price, resources, and assumptions
will be confirmed and may be subject to change.
CLIENT must make decisions on time clocks and benefit providers by the end of BPA.
External payroll services are out of scope. Accenture assumes that CLIENT will perform any payroll
services, that are not supported by Workday packaged integrations (see connector list below), in house or
utilize a third-party vendor partner for payroll services (i.e., tax filing, direct deposit, garnishments). Use
of other payroll services may require additional integration effort/cost. The CLIENT is responsible for
pricing and contractual agreements with any third-party vendor.
o
Available payroll service connectors:
1099 MISC, Electronic Filling
1094-C Filing
1095-C Filing
W2 Web Service API*
*This is not a packaged integration; however, Workday provides public web services that allows the
extraction of W2 data.
CLIENT will contract with and pay Workday directly for other required related services, such as: Workday
Product Training and Education, Workday Delivery Assurance Services, Workday Customer Success
Services, and Workday Media Cloud.
CLIENT shall be responsible for its operation and use of the Deliverables and for determining whether to
use or refrain from using any recommendation that may be made by Accenture. CLIENT will be solely
responsible for determining whether any Services provided by Accenture (i) meet CLIENT’s requirements;
(ii) comply with all laws and regulations applicable to CLIENT; and (iii) comply with CLIENT’s
applicable internal guidelines and any other agreements it has with third parties.
The Parties acknowledge and agree that Accenture will have access to the CLIENT Personal Data. Data
transmission and storage guidelines will be followed and employee data or data discrepancies that contain
personally identifiable information (PII) will not be emailed. All data transmission will be via an
SFTP server hosted by the CLIENT.
Workday encrypts every attribute value of Customer Data within the application before it is stored
in the database or persistent data stores. This is an inherent design characteristic of the Workday
technology. Workday relies on the Advanced Encryption Standard (AES) algorithm with a key
size of 256 bits. Each tenant is associated with a unique tenant encryption key.
Users access Workday via the internet, protected by Transport Layer Security (TLS). This
secures network traffic from passive eavesdropping, active tampering, and forgery of messages.
All user communication with Workday’s Enterprise Cloud Applications must use industry standard
ID #
Integration Name / Business
Purpose
Description / Comments
From/To
Client Module
Tool
INT002
H S A Bank
Employee H S A Contributions
Outbound
Benefits
EIB
INT004
Optum Bank
Employee H S A Contributions
Outbound
Benefits
EIB
INT005
Optum
Rx
Outbound
Benefits
EIB
INT006
Magellan
Behavioral Health - And EAP
Outbound
Benefits
EIB
INT017
Virgin Pulse Outbound
Wellness - Eligibility File (export)
Outbound
Benefits
EIB
INT018
Virgin Pulse Inbound
Wellness payroll incentive file (import)
Outbound
Benefits
Studio
INT019
My Secure Advantage
Financial Coaching - Employee Eligibility File
Outbound
Benefits
EIB
INT020
Sedgwick
STD
Outbound
Benefits
EIB
INT021
Broadspire
LTD
Outbound
Benefits
EIB
INT035
Service Now
Outbound
HCM
EIB
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
(HTTPS) encryption for the transmission of private or confidential information over public
networks using a web browser. Workday has also implemented proactive security procedures,
such as perimeter defense and network intrusion prevention systems.
The Workday application provides Enterprise Interface Builder (EIB) functionality that allows Workday
Customers the ability to build simple and secure integrations to transmit data, both inbound and outbound,
with Workday. Insecure transport protocols, including file transport protocol (FTP) and e-mail, require
Pretty Good Privacy (PGP) encryption of files by default unless configured by the customer’s designated
security personnel, which is systematically enforced.
The following functionality is out of scope: Any Workday functional areas not listed in the scope section
and items provided by a third-party. If items provided by a thirty-party require any processing once the file
leaves the Workday system, that processing is the responsibility of the CLIENT to work with the third-
party and is not in scope for this project.
CLIENT shall be responsible for obtaining, at no cost to Accenture, consents for Accenture’s use of any
third-party products, including, but not limited to software (including purchase of any licenses), necessary
for Accenture to perform its obligations under this SOW.
Accenture is not responsible for services provided by any party other than Accenture in the fulfillment of
the services under this SOW.
The parties will work together to accommodate any changes or impacts to the Services or Deliverables (or
delivery thereof) that are reasonably required to mitigate any impact of, or related to, any global or local
health emergency or disease outbreak, including COVID-19 or such similar disease, and shall document the
same in an agreed upon change order or amendment to the Contract.
5.1. PLAN STAGE ASSUMPTIONS
Accenture assumes that all the agencies, departments, divisions, or associated units of the CLIENT whose
functional areas will be using HCM, Benefits, Absence, Time Tracking, Payroll, Talent Management, LMS,
and Recruiting will actively participate representing their area on the project. The CLIENT will maintain
standard business processes and configurations while meeting regulatory and statutory requirements in all
functional areas.
Overall project management responsibility will be shared between Accenture and the CLIENT. The CLIENT
will provide an Executive Sponsor(s), project manager, and Functional and Technical leads to participate in
discovery, design and configuration, as well as test and deployment activities. The CLIENT’s project
manager will coordinate project activities with the Accenture Project Leadership. The CLIENT’s Project
Manager will be 100% dedicated to the project and an Accenture Project Manager will be dedicated 65% for
BPA and 80% for Deployment for the duration of the project.
The CLIENT is responsible for the development of any CLIENT functional area and end user policies,
procedures, and user manuals.
The CLIENT’s Executive Sponsor(s) will establish a governance model including an Executive Committee
and Operational Steering Committee that will serve as the escalation point for issues that cannot get resolution
at the Project Team level. Accenture and the CLIENT Executive Sponsor(s) will participate on the Executive
Committee and Operational Steering Committee.
Accenture will conduct project kick-off meetings with the Executive Committee, Operational Steering
Committee, and the Executive Sponsor(s)’s authorized project team members as the Architect Stage begins.
The CLIENT’s Project Leadership will provide a plan of action for critical functional and technical issues
within five (5) business days following identification of such issues. Issues not responded to within the
allotted time will be immediately escalated to the CLIENT Executive Sponsor(s) for resolution. The
Accenture Project Manager must promptly bring up any issue(s) or delays that occur due to lack of the
CLIENT resources to avoid schedule impact.
CLIENT will complete appropriate Workday training prior to beginning the Architect Stage. Accenture
agrees with Workday on recommended training courses and below is a list of those deemed appropriate for
the Architect Stage of each project phase:
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
o
HCM Fundamentals
o
Compensation Fundamentals
o
Benefits Fundamentals
o
Payroll Fundamentals
o
Business Process Fundamentals
o
Configurable Security Fundamentals
o
Workday Integration System Fundamentals
o
Introduction to Workday Studio
o
Talent Management Fundamentals (includes Performance)
o
Learning Fundamentals
o
Recruiting Fundamentals
5.2. ARCHITECT STAGE ASSUMPTIONS
This SOW assumes that the CLIENT will provide data using the standard Workday Data Workbooks.
The goal of the CLIENT is to standardize business processes, business practices, and business policies across
the enterprise. The CLIENT is ultimately responsible for verifying that the configured content is appropriate
for the CLIENT. Business process approval routings and condition rules will be configured based on
standardization across business processes. Business process configuration that has significant deviation from
leading practices and requires excessive levels of condition rules to support a non-standardized process is out
of scope and subject to the change order process. This will be subject to the review of the CLIENT Project
Manager and the Accenture Project Manager and escalation to Executive Sponsors.
5.3. CONFIGURE STAGE ASSUMPTIONS
Issues and resolutions from each build will be added to the issues log, which will be maintained through the
completion of the project.
5.4. TEST STAGE ASSUMPTIONS
The CLIENT will be responsible for all parallel testing reconciliations including those that involve paper-
based processes in the CLIENT’s current payroll process with the support of Accenture.
The CLIENT will be responsible for completing hands-on testing activities and recording and resolving all
issues in accordance with the CLIENT’s Post Production support model with support from Accenture.
5.5. DATA MIGRATION ASSUMPTIONS
The CLIENT will provide an sFTP server configured and available for data migration files integration
activities, and for use with the external vendor systems.
The CLIENT will be responsible for extracting, cleansing, and providing the data from the CLIENT’s
legacy systems in the format specified by Accenture for the data conversion scope listed within this SOW.
The CLIENT will be responsible for ensuring completeness and accuracy of all data provided, data
cleansing and de-duplication. Audit reports will be run by CLIENT with support from Accenture
functional consultants once the data is in Workday.
Failure to complete a successful data load after three attempts due to CLIENT data may result in a change
order to continue the process and may impact the go-live date. In the event that CLIENT cannot provide
cleansed data in the requested format, notwithstanding language to the contrary in the Contract, either party
shall be permitted to terminate this SOW for convenience upon written notice to the other party.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
The following data migration is out of scope: historical transaction data migration except for what is noted
in Section 4.2 and any business objects not noted in the lists in this SOW.
5.6. INTEGRATIONS ASSUMPTIONS
CLIENT will correctly configure firewalls to make the necessary inbound and outbound calls for the
necessary integrations.
The CLIENT will be responsible for any third-party communications to complete integrations.
Use of Workday Configured Integrations assumes that no new development of the interface specification
will be required by CLIENT.
Email remittance can be handled via connector for supplier payments only. Custom remittance integration
for additional payment types not in scope unless noted as part of the finalized integration inventory.
CLIENT must provide its own experienced resources and CLIENT will be responsible for making required
changes for the CLIENT’s integration platform or internal system. The CLIENT’s integration estimates do
not account for any effort required on the CLIENT's internal platform or system to complete an integration.
The CLIENT will verify the accuracy of the data and provide corrected data to ensure integration testing is
complete prior to go-live.
Any development required that is not using the Workday delivered integration toolset will be out of scope.
This includes development of any processes for internal or external systems that would be producing data
for Workday to consume, development of any processes for internal or external systems that would be
consuming data from Workday, and any development for a service bus other than the delivered Workday
service bus.
5.7. REPORTING ASSUMPTIONS
The CLIENT’s personnel designated as report writers must attend the following Workday training on
reports:
o
Custom Scorecards
o
Report Writer
o
Calculated Fields
o
Report Designer
o
Composite Reporting
Reports are limited to then-available report data sources and custom report fields.
5.8. RESOURCE ASSUMPTIONS
The CLIENT will commit the necessary resources and management involvement to support the Project and
will make all decisions promptly and without delay.
The CLIENT’s functional and technical staff will be committed to the project in accordance with the
resource requirements outlined above and the associated changes to their job functions.
The CLIENT’s resources dedicated to the project will have their daily responsibilities appropriately
prioritized to meet the project requirements and objectives.
Accenture’s resource allocations in the tables above are estimates based upon our understanding of the
CLIENT’s requirements to date.
CLIENT shall be responsible for the performance of other contractors or vendors engaged by Client in
connection with the Project and ensuring that they cooperate with Accenture.
Accenture consultants will perform services in a combination of locations including the CLIENT’s office
and remotely.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
The CLIENT will provide Accenture consultants with reasonable facility access, working space,
conference call equipment for use of Teams.
The CLIENT will provide remote connectivity consistent with its security process and procedure for use
during the project.
Changes to CLIENT resources could impact pricing and require a change order. In the event that CLIENT
cannot provide requested resourcing in Sections 2.1 of Appendices A, B and C, notwithstanding language
to the contrary in the Contract, either party shall be permitted to terminate this SOW for convenience per
Section 6.10 Termination for Convenience of the Contract.
Accenture services for the Project will be delivered by professionals with experience in successfully
implementing ERP software and the skills necessary to successfully implement the Workday product in an
organization similar to CLIENT.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix D – Change Control Process
Below are the high-level steps of the Change Control Process. A detailed Change Control Process will be
documented during the Plan Stage of the project. As the Change Control Process is fully defined, CLIENT and
Accenture will agree when this process will be invoked, e.g., changes related to scope, timeline, and resources
requiring more than 5 hours of services will require a change order.
To facilitate the Change Control Process, a governing Change Control Board (CCB) will be established for the
duration of the project. The CCB will be composed of Stakeholders and Executive Sponsors from both CLIENT
and Accenture.
Situations wherein there is a lack of understanding or clarity in the defined requirements included in the Scope of
Work will be handled on a case by case basis with guidance from the CCB.
Opportunities for Change Control items to be included in scope without impacting quality, budget or timeline will
be documented accordingly.
Change Control items that impact quality, budget or timeline shall require a CLIENT PMO Change Request to
reflect decision(s) and activities required.
High-Level Change Control Process Steps
1. Requirement is documented by the requestor.
2. A high-level estimate for solution development is provided to facilitate prioritization and impact.
3. Requirement reviewed/signed-off by the Department Sponsor for presentation to the CCB.
4. Requirement is presented for review to the CCB.
5. CCB actions the requirement with one of the following dispositions:
o
Approved/accepted
o
Declined/denied
o
Deferred – either future phase or additional information is required
NOTE: Approval to proceed with development must be authorized in writing by the CLIENT.
6. Communication to Project Team regarding disposition of Change Request.
7. If the Change Request is Approved,
o
A Detailed Solution Design is documented with level of effort hours’ estimate with an
80% degree of confidence.
o
Acceptance Approval is prepared and routed for signatures.
o
Accenture and/or CLIENT Project Managers will determine timeline for delivery and
update the schedule accordingly.
Change Orders will be documented using the template in Appendix D-1 below.
Change Order
APPENDIX D-1 - SAMPLE CHANGE ORDER TEMPLATE
Change Order Number [insert number ] to [Insert full name of SOW]
Statement of Work Number [insert SOW number, if applicable]
This Change Order # [insert number] (“Change Order”) is issued under and is subject to the [full SOW name]
Statement of Work (“SOW”), dated [insert date], issued pursuant to the County Contract 200143 by and between [or
input full name of entity that is the party to the Contract] [(“Accenture”)] and [insert full client company name]
(“Client”), dated [insert date] (“Contract”). Unless the context otherwise indicates, capitalized terms that are used but
not defined in this Change Order shall have the meaning assigned to such terms in the SOW and the Contract. To the
extent that there is any conflict or inconsistency between the terms and conditions contained in this Change Order and
the Contract or the SOW, this Change Order shall prevail.
Services, Schedule, Deliverables and Resources
This section provides a description of the changes to the Services and Deliverables outlined in the SOW.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
1.
Services
Client desires to add/change the following services as described in the SOW:
Describe the changes to services, if any, here
2. Schedule Impact
The impact to the Project timeline resulting from the incorporation of the above changes is as follows:
Describe the schedule/timeline impact here
3. Deliverables
Deliverables resulting from this Change Order are as follows:
Describe the new/revised deliverables here
4. Resources
The impact to the resource plan resulting from the Change Order is as follows:
Describe any impact to the client and Accenture resources here
5. Fees and Expenses
The Services described in this Change Order are provided on a [time and materials] [fixed fee] basis in
accordance with the schedule set forth herein. Any work outside the scope of this Change Order shall be set
forth in a separate SOW or Change Order.
The additional fees for the services described in this Change Order are as follows:
Resource
Estimated
Person Hours
Hourly Rate
Estimated Fees
Business Analyst
Data Migration Analyst (s)
Effective Date
The Effective Date of this Change Order shall be [ENTER CO START AND END DATE].
Signatures
This Change Order may be signed in counterparts, each of which shall be deemed an original.
The Parties expressly agree that electronic signatures may be utilized for execution of this Change Order. The Parties
acknowledge and agree that (i) the issuance of an electronic signature shall be valid and enforceable as to the signing
Party to the same extent as an inked original signature; and (ii) these documents shall constitute “original” documents
when printed from electronic files and records established and maintained by either Party in the normal course of
business.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
IN WITNESS WHEREOF, the parties have caused this Change Order to be executed by their duly authorized
representatives as identified below.
Accenture LLP
Maricopa County, Arizona
_________________________________
_____________________________
Signature
Signature
______________________________
_____________________________
Printed Name
Printed Name
______________________________
_____________________________
Title
Title
______________________________
_____________________________
Date
Date
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix E – CLIENT Authorized Acceptance
Approvers
Department
Name
Title
Role
Human Resources
Wyatt Sterusky
HRIS & Data Analytics
Manager
Program Manager
Human Resources
Jan Plank
HR Director
Project Executive Sponsor
The purpose of this table is to provide the project names of individuals who have authority to sign off on
deliverables, stages, and/or change orders on behalf of the project. This table is not intended to be viewed as if each
person in the table needs to sign off on each document of the project.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix F – Sample Approval of Acceptance
Acceptance Certificate
Agency: CLIENT
Project: Workday Deployment Project
Initiated By:
Date: _____________
Milestone Reference:
Type:
Final
Description:
The above ____________________ has been reviewed by CLIENT and fully meets all deliverables and
requirements pertaining to its completion as outlined in the entirety of the Statement of Work (SOW) and is hereby
considered as having passed the acceptance criteria specified by CLIENT.
________________________________________
__________________
CLIENT Functional Representative
Date
_______________________________________
__________________
CLIENT Functional Representative
Date
________________________________________
___________________
CLIENT Functional Representative
Date
_______________________________________
__________________
CLIENT Technical Representative
Date
________________________________________
__________________
CLIENT Project Manager
Date
________________________________________
__________________
Accenture Project Manager
Date
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Appendix G – CLIENT Travel Policy
All contract-related travel plans and arrangements shall be prior-approved by the County contract administrator.
Lodging, per diem, and incidental expenses incurred in performance of Maricopa County/Special District (County)
contracts shall be reimbursed based on current U.S. General Services Administration (GSA) domestic per diem rates
for Phoenix, Arizona. Contractors must access the following internet site to determine rates (no exceptions):
www.gsa.gov.
Additional incidental expenses (i.e., telephone, fax, internet, and copying charges) shall not be reimbursed.
They should be included in the contractor’s hourly rate as an overhead charge.
The County will not (under any circumstances) reimburse for contractor guest lodging, per diem, or
incidentals.
Commercial air travel shall be reimbursed as follows:
Coach airfare will be reimbursed by the County. Business class airfare may be allowed only when
preapproved in writing by the County contract administrator as a result of the business needs of the County
when there is no lower fare available.
The lowest direct flight airfare rate from the contractor’s assigned duty post (pre-defined at the time of
contract signing) will be reimbursed. Under no circumstances will the County reimburse for airfares related
to transportation to or from an alternate site.
The County will not (under any circumstances) reimburse for contractor guest commercial air travel.
Rental vehicles may only be used if such use would result in an overall reduction in the total cost of the trip, not for
the personal convenience of the traveler. Multiple vehicles for the same set of travelers for the same travel period will
not be permitted without prior written approval by the County contract administrator.
Purchase of comprehensive and collision liability insurance shall be at the expense of the contractor. The
County will not reimburse a contractor if the contractor chooses to purchase this coverage.
Rental vehicles are restricted to sub-compact, compact, or mid-size sedans unless a larger vehicle is necessary
for cost efficiency due to the number of travelers. (NOTE: Contractors shall obtain pre-approval in writing
from the County contract administrator prior to rental of a larger vehicle.)
County will reimburse for parking expenses if free, public parking is not available within a reasonable
distance of the place of County business. All opportunities must be exhausted prior to securing parking that
incurs costs for the County. Opportunities to be reviewed are the DASH, shuttles, etc. that can transport the
contractor to and from County buildings with minimal costs.
County will reimburse for the lowest rate, long-term, uncovered (covered or enclosed parking will not be
reimbursed) airport parking only if it is less expensive than shuttle service to and from the airport.
The County will not (under any circumstances) reimburse the contractor for guest vehicle rental(s) or other
any transportation costs.
Contractor is responsible for all costs not directly related to the travel except those that have been pre-approved by the
County contract administrator. These costs include, but are not limited to, the following: in-room movies, valet service,
valet parking, laundry service, costs associated with storing luggage at a hotel, fuel costs associated with non-County
activities, tips that exceed the per diem allowance, health club fees, and entertainment costs. Claims for unauthorized
travel expenses will not be honored and are not reimbursable.
Maricopa County
Workday Deployment Statement of Work
January 4, 2021
Travel and per diem expenses shall be capped at 15 percent of project price unless otherwise specified and approved
by the County in individual contracts.
Contractor shall provide, (upon request) with their invoice(s), copies of receipts supporting travel and per diem
expenses, and, if applicable, with a copy of the written consent issued by the County contract administrator. No travel
and per diem expenses shall be paid by County without copies of the written consent as described in this policy and
copies of all receipts.
EXHIBIT B
BUSINESS ASSOCIATE AGREEMENT
THIS BUSINESS ASSOCIATE AGREEMENT (“Agreement”) is effective January 4, 2021 (“Effective Date”)
and is entered into by Maricopa County, by and through its HIPAA-covered component Human Resources
(“MARICOPA COUNTY” or “Covered Entity”), and Accenture LLP (“Business Associate” or “Associate”).
This Agreement is made a part of the parties’ contract for services dated November 18, 2020 (the
“Contract”), pursuant to which Associate is a contractor of MARICOPA COUNTY and provides services to
MARICOPA COUNTY that involve the use and/or disclosure of Protected Health Information (“PHI”) (as
defined below). This Agreement sets out the responsibilities and obligations of Associate as a business
associate of MARICOPA COUNTY, a hybrid entity with covered components governed by the Health
Insurance Portability and Accountability Act (“HIPAA”) and the Health Information Technology for Economic
and Clinical Health (“HITECH”) Act.
MARICOPA COUNTY may make available and/or transfer to Associate PHI of individuals in conjunction
with the Contract for services, which Associate will use or disclose only in accordance with this Agreement.
Associate and MARICOPA COUNTY agree to the terms and conditions of this Agreement in order to comply
with the use and handling of PHI under the HIPAA Standards for Privacy of Individually Identifiable Health
Information, 45 C.F.R. Part 160 and Part 164, Subpart E (“Privacy Standards”) and the HIPAA Security
Standards, 45 C.F.R. Part 160 and Part 164, Subpart C (“Security Standards”), both as amended from time
to time. Unless otherwise provided, all capitalized terms in this Agreement will have the same meaning as
provided under the Privacy Standards and Security Standards. Associate and MARICOPA COUNTY will
comply with the terms of this Agreement for the duration of the Contract and for such other continuing
periods as provided in this Agreement. Upon the compliance date of any final regulation or amendment to
final regulation promulgated by the U.S. Secretary of Health and Human Services that affects Associate’s
use or disclosure of PHI, the parties agree to take such reasonable action as is necessary to amend this
Agreement in order for MARICOPA COUNTY and Associate to comply with such final regulation or
amendment to final regulation.
Definitions for terms in this Agreement: “Business Associate”.
1.
Business Associate shall generally have the same meaning as the term “Business Associate” as
defined in 45 CFR §160.103, and for purposes of this Agreement, includes Associate.
Notwithstanding this definition, if Associate does not have access to or create Protected Health
Information under the Contract, Associate is not a Business Associate, and the terms of this
Agreement do not apply to Associate.
2.
Subcontractors or Contractors of Business Associate means a person or an entity to whom
Associate delegates a function, activity, or service that the Associate has agreed to perform for
Covered Entity. A contractor of a Business Associate which creates, receives, maintains, or
transmits personal health information on behalf of the business associate is itself a Business
Associate and therefore will comply with the terms of this Agreement. For purposes of this
Agreement, the terms “Subcontractor” or “Contractor” includes Associate’s subcontractors and its
third-party agents.
3.
Protected Health Information (“PHI”) means the health information that is created or received by a
Covered Entity; and relates to the physical condition, mental health or other health condition of an
Individual, or to the provision of health care to the Individual (including but not limited to the payment
for such health care); and identifies or can be used to identify the Individual as defined in 45 C.F.R.
§ 160.103.
4.
Individual shall have the meaning set forth in 45 CFR §160.103, including a person who is the subject
of the Protected Health Information, and shall include any individual or entity who qualifies as a
“personal representative” in accordance with 45 C.F.R. § 164.502(g).
5.
Privacy Rule shall mean the Standards for Privacy of Individually Identifiable Health Information at 45
CFR Parts 160 and 164, Subparts A and E, as may be amended, modified or superseded, from
time to time.
6.
Security Rule shall mean the Standards for Security of Individually Identifiable Electronic Health
Information at 45 CFR Parts 160 and 164, Subparts A, C and E, as may be amended, modified or
superseded, from time to time.
7.
Breach shall have the same meaning given to such term under the HIPAA Rules, including, but not
limited to, an impermissible use or disclosure under the Privacy Rule that compromises the security
or privacy of the PHI such that the use or disclosure poses a significant risk of financial, reputational,
or other harm to the affected Individual. Breach does not include those matters specifically
excluded under 45 C.F.R. § 164.402(2).
8.
Breach Notification Rule shall mean the interim final rule related to breach notification for unsecured
protected health information at 45 C.F.R. Parts 160 and 164.
9.
Covered Entity shall have the meaning given to such term in 45 C.F.R. § 160.103, and for purposes
of this Agreement, includes MARICOPA COUNTY and its HIPAA-covered components.
10. Designated Record Set shall have the meaning given to such term under the Privacy Rule at 45
C.F.R. § 164.501.
11. Security Incident shall have the meaning given to such phrase under the Security Rule at 45 C.F.R.
§ 164.304.
12. Unsecured PHI shall have the meaning given to such phrase under the Breach Notification Rule at
45 C.F.R. § 164.402.
13. Electronic Protected Health Information or ePHI shall have the same meaning given to such term
under the Security Rule, including, but not limited to, 45 C.F.R. § 160.103.
14. Electronic Media shall have the same meaning given to such term in 45 C.F.R. § 160.103.
15. Health Information Technology for Economic and Clinical Health (HITECH) Act, as codified at 42
U.S.C. §§ 17921-17954.
16. Secretary shall mean the U.S. Secretary of the Department of Health and Human Services or his or
her designee.
It is agreed by and between the parties that:
1.
Uses and Disclosures of Protected Health Information. Associate will use and disclose PHI only
for those purposes necessary to perform its duties, obligations and functions under the Contract, or as
otherwise expressly permitted in this Agreement or as required by law.
a. Associate will not use or further disclose any PHI in violation of this Agreement.
b. Associate may use PHI to perform data aggregation services as permitted by 45 C.F. R. §
164.504(e) (2) (i) (B).
c. Associate agrees that anytime it provides PHI received from MARICOPA COUNTY to a
Contractor to perform Services for MARICOPA COUNTY, Associate first will enter into a
contract with such Contractor that contains the same terms, conditions, and restrictions on the
use and disclosure of PHI as contained in this Agreement.
d. If Associate maintains a Designated Record Set, MARICOPA COUNTY will provide Associate
with copies of applicable policies and procedures, which the Associate will comply with as
related to an individual’s right to access PHI; request an amendment to PHI; request confidential
communications of PHI; or request an accounting of disclosures of PHI.
2.
Associate Use or Disclosure of Protected Health Information for its Own Purposes. Associate
may use or disclose PHI received from MARICOPA COUNTY for Associate’s management and
administration, or to carry out Associate’s legal and contractual responsibilities. Associate may
disclose PHI received from MARICOPA COUNTY to a third party for such purposes only if:
a. The disclosure is required by law; or
b. Associate secures written assurance from the receiving party that the receiving party will: (i)
hold the PHI confidentially; (ii) use or disclose the PHI only as required by law or for the purposes
for which it was disclosed to the recipient; and (iii) notify the Associate of any breaches in the
confidentiality of the PHI.
c. Associate may use and disclose de-identified health information, if (i) the use is disclosed to
MARICOPA COUNTY and permitted by MARICOPA COUNTY in its sole discretion, (ii) that the
de-identification is in compliance with 45 C.F.R. § 164.502(d), and (iii) the de-identified health
information meets the standard and implementation specifications for de-identification under 45
C.F.R. § 164.514(a) and (b).
d. Associate shall use and disclose PHI only to the extent reasonably necessary to accomplish the
intended purpose of such PHI.
3.
Safeguards. Associate will implement and maintain appropriate safeguards to prevent any use or
disclosure of PHI not otherwise permitted in this Agreement.
a. Associate also will implement administrative, physical and technical safeguards to protect the
confidentiality, integrity, and availability of any electronic protected health information (“e-PHI”),
if any, that Associate creates, receives, maintains, and transmits on behalf of MARICOPA
COUNTY.
b. Upon request of MARICOPA COUNTY, Associate will provide evidence to MARICOPA
COUNTY that these safeguards are in place and are properly managed.
4.
Reports of Improper Use or Disclosure of Secure or Unsecure Protected Health Information
and of Security Incidents and Breaches. Associate will report in writing to MARICOPA COUNTY
any use or disclosure of PHI, including any breach, not permitted by the contract between Associate
and MARICOPA COUNTY within five (5) days of Associate’s learning of such use, disclosure or
breach or within five (5) days following the exercise of reasonable diligence would have known of the
improper use, disclosure, or breach.
5.
Mitigation of potential harmful effects. Associate shall mitigate all potential harmful effects of a use
or disclosure of Protected Health Information by Business Associate in violation of the requirements
of this Agreement. Immediately following the Associate’s discovery of a Breach (or upon the
Associate’s reasonable belief that a Breach has occurred), Associate shall provide MARICOPA
COUNTY with sufficient information to permit MARICOPA COUNTY to comply with the Breach
notification requirements set forth at 45 C.F.R. §164.400 et seq.
a. Specifically, if the following information is known to (or can be reasonably obtained by) the
Associate, Associate will provide to MARICOPA COUNTY all available information that
MARICOPA COUNTY is required to include in its notification to the individual pursuant to the
Breach Notification Rule, including but not limited to:
i.
contact information for individuals who were or who may have been impacted by the
Breach (e.g., first and last name, mailing address, street address, phone number, email
address);
ii.
a brief description of the circumstances of the Breach, including the date of the Breach, the
date of discovery of the Breach, and the identity of who accessed and received the
Unsecured PHI;
iii.
a description of the types of unsecured PHI involved in the Breach (e.g., names, social
security number, date of birth, address(s), account numbers of any type, disability codes,
diagnostic and/or billing codes and similar information);
iv.
a brief description of what the Associate has done or is doing to investigate the Breach,
mitigate harm to the individual impacted by the Breach, and protect against future
Breaches; and
v.
contact information for a liaison appointed by the Associate with whom MARICOPA
COUNTY may ask questions and learn additional information concerning the Breach.
b. Following a Breach, Associate will have a continuing duty to inform MARICOPA COUNTY of
new information learned by Associate regarding the Breach, including but not limited to the
information described in items (1) through (5), above.
c. Associate also will report in writing to MARICOPA COUNTY any Security Incident (successful
or unsuccessful) of which Associate becomes aware within five (5) business days of Associate
learning of such use or disclosure.
Specifically, Associate will report to MARICOPA COUNTY any unauthorized access, use,
disclosure, modification, or destruction of e-PHI or interference with system operations in an
information system containing e-PHI of which Associate becomes aware, provided that:
i.
such reports will be provided only as frequently as the parties mutually agree, but no more
than once per month; and
ii.
if the definition of “Security Incident” under the Security Standards is amended to remove
the requirement for reporting “unsuccessful” attempts to use, disclose, modify or destroy
e-PHI, the portion of this Section 5 addressing the reporting of unsuccessful, unauthorized
attempts will no longer apply as of the effective date of such amendment.
iii.
Notice is hereby deemed given for the following attempted but unsuccessful Security
Incidents and no further notice of such unsuccessful Security Incidents will be given:
Security Incidents including but not limited to firewall pings and other broadcast attacks,
port scans, unsuccessful log-on attempts, denial-of-service attacks, and any combination
of the foregoing, in each case that do not result in unauthorized access, acquisition, use,
or disclosure of e-PHI.
6.
Obligations Regarding Associate Personnel. Associate will appropriately inform all of its
employees, agents, representatives, members of its workforce, and Contractors, its employees,
subcontractors, or agents of Associate (“Associate Personnel”), whose services may be used to satisfy
Associate’s obligations under the Contract and this Agreement of the terms of this Agreement.
Associate represents and warrants that the Associate Personnel are under legal obligation to
Associate, by contract or otherwise, sufficient to enable Associate to fully comply with the provisions
of this Agreement. Associate will maintain a system of sanction for any Associate Personnel who
violates this Agreement.
7.
Access to Protected Health Information. Within five (5) business days of a request by MARICOPA
COUNTY for access to PHI received from MARICOPA COUNTY, Associate will provide access to PHI
or otherwise make PHI available as directed by MARICOPA COUNTY. This includes access as
directed by MARICOPA COUNTY to an Individual in order to meet the requirements under 45 CFR
Part §164.524. If an Individual makes a request for access to PHI directly to Associate, Associate
shall document such request and, within thirty (30) calendar days after receiving a written request from
the Individual, act upon such request for access in accordance with 45 C.F.R. § 164.524.
8.
Amendment of Protected Health Information. Within five (5) business days of receiving a request
from MARICOPA COUNTY to amend an individual’s PHI, Associate shall make any amendment(s) to
PHI in a Designated Record Set as directed or agreed by MARICOPA COUNTY pursuant to 45 CFR
§164.526. If Associate receives an Individual’s request to amend his or her PHI directly from the
Individual, to the extent that the PHI in Associate’s possession constitutes a Designated Record Set,
Associate shall act on such request within thirty (30) calendar days after a written request by the
Individual is received, to make available PHI for amendment and determine whether to incorporate
any amendments to the PHI, as directed by the Individual, all in accordance with 45 C.F.R. § 164.526
9.
Accounting of Disclosures; Requests for Disclosure.
a.
Disclosure Records.
Associate will keep a record of any disclosure of PHI received from
MARICOPA COUNTY that Associate makes to its subcontractors, third party agents, or other
third parties other than:
(1) Disclosures to health care providers to assist in the treatment of patients;
(2) Disclosures to others to assist MARICOPA COUNTY in paying claims;
(3) Disclosures to others to assist MARICOPA COUNTY in conducting its health care
operations, as defined in 45 C.F.R. § 164.501; or
(4) Disclosures made pursuant to an individual’s Authorization.
Associate will maintain this disclosure record for six (6) years from the termination of this Agreement.
Associate also agrees to maintain necessary and sufficient documentation of Disclosures of Protected
Health Information as would be required for MARICOPA COUNTY to respond to a request by an individual
for an accounting of Disclosures, in accordance with 45 CFR 164.528.
b. Data Regarding Disclosures. For each disclosure for which it is required to keep a record
under paragraph 9(a), Associate will record and maintain the following information:
(1) The date of disclosure;
(2) The name of the entity or person who received the PHI, and, the address of such entity or
person, if known.
(3) A description of the PHI disclosed; and
(4) A brief statement of the purpose of the disclosure.
c. Provision to MARICOPA COUNTY. Associate will provide to MARICOPA COUNTY its record
of disclosures under paragraph 9(a), if any, within thirty days of each disclosure. Within five
business days of receiving a notice from MARICOPA COUNTY of an individual’s request for an
accounting, Associate also will provide to MARICOPA COUNTY its disclosure record.
d. Individual Request to Associate. If Associate receives an Individual’s request for an
accounting directly from the Individual, Associate will document such request and, within thirty
(30) calendar days after receiving a written request from the Individual, act on such request to
make available directly to the Individual an accounting of disclosures of PHI about the Individual
in accordance with 45 C.F.R. § 164.528.
10. Notice of Privacy Practices. MARICOPA COUNTY shall provide Associate a copy of its Notice of
Privacy Practices (“Notice”) in accordance with 45 C.F.R. § 164.520 as well as any changes to the
Notice. If MARICOPA COUNTY’s Notice specifically affects Associate’s use or disclosure of PHI,
MARICOPA COUNTY shall inform Associate of the specific limitations. Associate shall abide by the
limitations of MARICOPA COUNTY’s Notice that affects its use or disclosure of PHI of which it has
been specifically informed. Any use or disclosure permitted by this Agreement may be amended by
changes to MARICOPA COUNTY’s Notice if MARICOPA COUNTY specifically informs Associate of
the amendment; provided, however, that the amended Notice shall not affect permitted uses and
disclosures on which Associate relied prior to receiving notice of such amended Notice.
11. Access to Books and Records.
a. MARICOPA COUNTY Access. Associate will, within five (5) business days of MARICOPA
COUNTY written request, make available during normal business hours at Associate’s offices,
all records, books, agreements, policies and procedures relating to the use or disclosure of PHI
received from MARICOPA COUNTY for the purpose of allowing MARICOPA COUNTY or its
agents or auditors to determine Associate’s compliance with this Agreement.
b. Government Access. Associate will make its internal practices, books, and records relating to
the use and disclosure of PHI received from, or created or received by Associate on behalf of,
MARICOPA COUNTY available to the Secretary of the Department of Health and Human
Services to the extent required for determining compliance with the Privacy Standards.
Notwithstanding this provision, no attorney-client, accountant-client or other legal privilege will
be deemed waived by Associate or MARICOPA COUNTY as a result of this Section.
12. Term and Termination. The Term of this Agreement shall be effective as of the Effective Date and
shall supersede any existing Business Associate Agreement among the parties. The requirements of
this Agreement shall end upon the termination of the Contract or upon termination of this Agreement
for cause as set forth herein, whichever is earlier. Notwithstanding the termination provisions under
the Contract, MARICOPA COUNTY may immediately terminate the Contract upon written notice to
Associate if MARICOPA COUNTY determines that Associate or any of the subcontractor(s) or agent(s)
of Associate has breached a material term of this Agreement and such breach may not be cured.
Alternatively, MARICOPA COUNTY may elect to provide Associate with written notice of Associate’s
or subcontractor(s)’ or agent(s)’ of Associate breach of any term or condition of this Agreement and
afford Associate the opportunity to cure the breach to the satisfaction of MARICOPA COUNTY within
thirty (30) days of the date of such notice. If Associate fails to timely cure the breach, as determined
by MARICOPA COUNTY at its sole discretion, MARICOPA COUNTY may terminate the Contract and
this Agreement.
13. Return or Destruction of Protect Health Information.
a. Return of PHI; Destruction. Within thirty (30) days of termination of the Contract or this
Agreement, Associate will return to MARICOPA COUNTY all PHI received from MARICOPA
COUNTY or created or received by Associate on behalf of MARICOPA COUNTY that Associate
maintains in any form or format. Associate will not maintain or keep in any form or format any
portion of such PHI. Alternatively, Associate may, upon MARICOPA COUNTY written consent,
destroy all such PHI and provide written documentation of such destruction. The requirement
to return or destroy such PHI will apply to all agents or subcontractors of Associate. Associate
will be responsible for recovering any PHI from such agents or subcontractors. If Associate
cannot obtain the PHI from any agent or subcontractor, Associate will so notify MARICOPA
COUNTY and will require that such agents or subcontractors directly return PHI to MARICOPA
COUNTY or otherwise destroy such PHI, subject to the terms of this Section.
b. Alternative Measures. If Associate believes that returning or destroying PHI at the termination
of the Contract or this Agreement is infeasible, it will provide written notice to MARICOPA
COUNTY within five (5) business days of the effective date of termination of this Agreement.
Such notice will set forth the circumstances that Associate believes makes the return or
destruction of PHI infeasible and the alternative measures that Associate recommends for
assuring the continued confidentiality and security of the PHI. MARICOPA COUNTY promptly
will notify Associate of whether it agrees that the return or destruction of PHI is infeasible. If
MARICOPA COUNTY agrees that return or destruction of PHI is infeasible, Associate agrees
to extend all protections, limitations and restrictions of this Agreement to Associate’s use or
disclosure of PHI retained after termination of this Agreement and to limit further uses or
disclosures to those purposes that make the return or destruction of the PHI infeasible. Any
such extended protections, limitations and restrictions will apply to any agents or subcontractors
of Associate for whom return, or destruction of PHI is determined by MARICOPA COUNTY to
be infeasible. If MARICOPA COUNTY does not agree that the return or destruction of PHI from
Associate or its agents or subcontractors is infeasible, MARICOPA COUNTY will provide
Associate with written notice of its decision, and Associate, its agents and subcontractors will
proceed with the return or destruction of the PHI pursuant to the terms of this Section within
fifteen (15) days of the date of MARICOPA COUNTY notice.
14. Restrictions on Use or Disclosure of Protected Health Information. If MARICOPA COUNTY
advises Associate of any changes in, or restrictions to, the permitted use or disclosure of PHI received
from MARICOPA COUNTY, Associate will restrict the use or disclosure of such PHI consistent with
the MARICOPA COUNTY instructions.
15. Mitigation Procedures. Associate agrees to have procedures in place for mitigating, to the maximum
extent practicable, any deleterious effect from the use or disclosure of PHI received from MARICOPA
COUNTY in a manner contrary to this Agreement or the Privacy Standards.
16. Compliance with the HITECH Act. Associate will comply with the requirements of Title XII, Subtitle
D of the Health Information Technology for Economic and Clinical Health (HITECH) Act, codified at 42
U.S.C. §§ 17921-17954, which are applicable to Associates, and will comply with all regulations issued
by the U.S. Department of Health and Human Services (HHS) to implement these referenced statutes,
as of the date by which Associates are required to comply with such referenced statutes and HHS
regulations.
a. Associate will also comply with Section 13402 of the HITECH Act, codified at 42 U.S.C. § 17932,
and with all regulations issued by HHS to implement this statute, as of the date by which
Associates are required to comply with such referenced statutes and HHS regulations.
Associate will make a report to the MARICOPA COUNTY of any breach of unsecured protected
health information, as required by 42 U.S.C. § 17932(b), within five (5) business days of
Associate’s discovery of the breach. Associate will indemnify MARICOPA COUNTY for any
reasonable expenses MARICOPA COUNTY incurs in notifying individuals of a breach caused
by Associate or its subcontractors or agents.
17. Miscellaneous.
a. Amendments. The parties agree to take such action as is necessary to amend this Agreement
from time to time as is necessary for MARICOPA COUNTY and/or Associate to comply with the
requirements of applicable federal and state law. All amendments to this Agreement shall be
in writing and signed by both parties.
b. Construction of Terms. The terms of this Agreement will be construed in light of any applicable
interpretation or guidance on the Privacy Standards and Security Standards issued by the
Department of Health and Human Services and other applicable state or federal laws, rules and
regulations as amended from time to time.
c. No Third-Party Beneficiaries. Nothing in this Agreement will confer upon any person other
than the parties and their respective successors or assigns, any rights, remedies, obligations,
or liabilities, whatsoever.
d. Assignment of Rights and Delegation of Duties. This Agreement is binding upon and inures
to the benefit of the parties hereto and their respective successors and permitted assigns.
However, neither party may assign any of its rights or delegate any of its obligations under this
Agreement without prior written consent of the other party, which consent shall not be
unreasonable withheld or delayed.
e. No Waiver. Failure or delay on the part of either party to exercise any right, power, privilege or
remedy hereunder shall not constitute a waiver thereof. No provision of this Agreement may be
waiver by either party except by a writing signed by an authorized representative of the party
making the waiver.
f.
Severability. The provisions of this Agreement shall be severable, and if any provision of this
Agreement shall be held or declared to be illegal, invalid or unenforceable, the remainder of this
Agreement shall continue in full force and effect as though such illegal, invalid or unenforceable
provision had not been contained herein.
g. Entire Agreement. This Agreement constitutes the entire agreement between the parties with
regard to the Privacy Standards and Security Standards, there are no understandings or
agreements relating to this Agreement that are not fully expressed in this Agreement and no
change, waiver or discharge of obligations arising under this Agreement will be valid unless in
writing and executed by the party against whom such change, waiver or discharge is sought to
be enforced.
h. Written Agreement. This Agreement is considered as an integral part of the underlying
Contract and is incorporated as though fully set forth within the Contract. This Agreement will
govern in the event of conflict or inconsistency with any provision of Contract.
i.
Venue and Choice of Law. Any suit, action, or other legal proceeding arising out of, or relating
to, this Agreement shall be brought in either Maricopa County Superior Court or in the United
States District Court for the District of Arizona, sitting in Phoenix, Arizona. This Agreement and
the rights and obligations of the parties hereunder shall be governed by and construed under
the laws of the State of Arizona, without regard to applicable conflict of law principles.
j.
Counterparts. This Agreement may be executed in two or more counterparts, each of which
shall be deemed an original and when taken together shall constitute one agreement.
k. Facsimile and Electronic Signatures. Facsimile and electronic signatures shall be deemed
to be original signatures for all purposes of this Agreement.
l.
Notices. For purposes of this Agreement and complying with all of its provisions, including all
reporting, notification, and disclosures required hereunder or in accordance with applicable law,
Associate will direct all communications to the following: Attn: Benefits Administration Manager,
Maricopa County Human Resources, 301 West Jefferson Street, Suite 3200, Phoenix, AZ
85003-2143; Phone (602) 506-1010. All other notices shall be sent in accordance with the notice
provisions under the Contract.