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| Position
Reference |
DG0098 |
| Position
Title |
Independent Project Oversight Consultant |
| Closing
Date |
November 12, 2009 |
Preamble
It is anticipated this engagement will
continue through the completion of Phase VI (Deployment and Cutover) of the
Client’s Project, currently scheduled for December 31, 2011.
In-state travel is not anticipated for this
contract. In the event travel becomes necessary, the Client will compensate for
travel costs as required in the completion of the assigned tasks. All travel
costs will be reimbursed in accordance with the following:
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Travel expenses will be charged utilizing current Client rates. |
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All travel will be approved by Client in advance of such travel. |
Experience
Required Qualifications
The successful candidate for this position
must have the following specific skills and experiences to assure project
success:
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Experience providing project management services for at one (1) applications
development or COTS integration project having a one-time cost of not less
than $10 million and a minimum of one-time development or integration
lifecycle (per initial project schedule) of not less than 12 months. |
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Previous experience managing at least one large-scale integration project that
included collaborative relationships with contracted IT development vendors.
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At least 36 months of previous experience providing IPOC services on systems
integration projects, at least one of which having a development and
integration schedule lasting at least 24 months (per the initial schedule).
Projects for where IV&V services were provided may be substituted for IPOC
experience provided the contracted scope of the referenced engagement included
project management oversight services. |
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Knowledge of and experience applying the CA IT Oversight Framework as of 2003
to a California government IT project with a one-time cost of at least $5
million. |
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Ability to effectively communicate orally and in writing with business and
technical staff, and with all levels of management |
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Must provide a minimum of three (3) references for referenced projects. |
Preferred Qualifications
The following specific skills and
experiences are preferred for the successful candidate for this position:
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Possession of a degree in information systems management or a valid PMP
certificate. |
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Experience in a lead capacity on an applications development or COTS
integration project involving external agencies or local governmental
entities. |
Scope of Work Summary
Contractor Responsibilities
The Contractor will provide independent
project oversight services to the Client’s Project to meet the requirements of
the IT Project Oversight Framework (as of 2003) and the standards in the
California State Information Management Methodology (SIMM) as of 2003.
Contractor shall meet the following objectives:
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To perform independent and unbiased assessment of the Client’s project with an
emphasis on risk management. Such assessment is to include true status of
project schedule and cost, performance trends, and accurate forecasts
concerning project completion and delivery of the approved business
functionality. Contractor will not be required to formally review other
contractor’s work. |
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To ensure that the oversight and reporting services comply with the
requirements of the Information Technology Oversight Framework (ITPOF) as of
2003 (http://www.cio.ca.gov/Government/IT_Policy/pdf/IT_OvrsghtFrmwrkR2-25-04s.pdf#search=oversight&view=FitH&pagemode=none).
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To fulfill additional oversight activities of the Client’s Project, as
required and outlined by the Client in the oversight requirements. |
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To recommend changes to project management processes that will assist the
Client in conducting a successful Client’s project with emphasis on
appropriate standards derived from the Project Management Body of Knowledge (PMBOK),
4th edition. |
IPOC Responsibilities Overview
The Contractor will be responsible for the
formal oversight of project management processes and documentation. The
Contractor’s approach to project oversight must:
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Use the ITPOF (as of 2003) as the basis for the contract oversight processes
and reporting requirements. |
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Use the State Information Management Methodology (SIMM) as of 2003 as the
basis for project management methodology standards |
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Incorporate Client specific additional oversight requirements and reporting,
as specified. |
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Initiate the use of key predictive metrics based on the PMBOK, 4th edition.
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Ensure that project management documentation is relevant to Client’s, and is
compliant with ITPOF standards for the management of comparable systems
development projects. |
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On request, provide recommendations to the Client Project Manager regarding
fulfillment of their project management responsibilities and best management
practices for a large, mission-critical information technology project. |
Oversight Management Deliverables
The Contractor will be responsible for
managing its own oversight activities, including the effort required in any
given month to develop deliverables. Unless otherwise indicated, oversight
management products are delivered concurrently to the Project Sponsor and the
Client’s Project Director. Changes to deliverable scope or frequency must be
approved by the Client’s Project Director.
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Report monthly on oversight activities completed and the status of activities
in-progress. The report content shall include the following items:
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“Oversight Activities Completed within the Reporting Period”: oversight
activities (evaluations, meetings, reports) accomplished within the
reporting period and the names of Contractor staff associated with each
activity. |
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“Schedule Status”: compares completed oversight tasks and deliverables
against oversight activities as scheduled. Includes explanations of schedule
variances and recommendations for mitigating the variances. |
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“Issues, Problems and Resolutions”: highlights key issues and concerns about
the ability to perform oversight activities (such as access to staff or
information), as well as mitigation recommendations for emergent problems.
The status of previously reported concerns may be reported until resolved.
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Content and format of the oversight
activity report will be negotiated with the Project Sponsor and Project
Director within the first month of this contract. Changes to format and
content once established will require approval by the Client Client’s Project
Director before enacted.
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Prepare and submit monthly a HAVA timesheet listing the names of Contractor
staff working on deliverables for that month and the names and billing amounts
for completed deliverables. These are forwarded to the Client Project Director
for approval. Note: The HAVA timesheet is not a paid deliverable. It is an
invoicing requirement. |
Oversight Activity Deliverables
This section describes oversight activities
required by the Client’s Project for the duration of Client’s system development
and implementation and ending with entry into the “first year of operations”
(maintenance and operations (M&O) phase). IPOC services will not be required
during the M&O phase (currently called Client’s Phase VII).
The Contractor’s oversight activities will
include:
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Monthly production of the mandated Independent Project Oversight Report as
specified in the CA IT Project Oversight Framework (ITPOF). The format and
content of the IPOR is described in the 2003 ITPOF, Appendix G. The categories
of oversight interest specified in the ITPOF are:
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Schedule – completion and approval status for major tasks or milestones |
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Resources (Level of Effort) – match of hours/staff to material requirements
of major tasks or products. |
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Resources (Budget/Cost) – expenditures to budget. |
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Quality (Client Functionality) – how adequate the definition and build of
required functionality is given the current project phase. |
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Quality (Architecture/System Performance) – how adequately the technical
architecture has been defined and whether the specified techniques for
development and testing are being applied given the current project phase.
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Risks – application of defined risk management processes and the status of
identified high criticality risks (new and previously identified). |
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Quarterly production of the Project Oversight Review Checklist for high
criticality projects, as specified in the ITPOF, Appendix F. The categories of
checklist factors in the Project oversight Review Checklist are:
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Planning and Tracking |
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Procurement |
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Risk Management |
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Communication |
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System Engineering |
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Prepare for and meet a minimum of twice per month for 30 minutes with the
Project Manager to discuss project status, and independent oversight concerns
and recommendations. Frequency of these meetings may be modified as
appropriate to project conditions with approval of the Client’s Project
Director. Prepare minutes of the meeting with the Project Manager and deliver
the minutes concurrently to the Client’s Project Director and Project Manager
for approval by the Project Manager. |
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Prepare for and meet with Project Sponsor and Project Director once per month
to discuss project status, and independent oversight concerns and
recommendations. Prepare minutes of the meetings with Project Sponsor and
Project Director and deliver concurrently to Project Sponsor and Project
Director. |
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Production of a monthly executive summary of project status and oversight
findings that includes a graphic representation of the number, classification,
criticality and rate of resolution of negative oversight findings. |
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Prepare a Final Oversight Report at the end of Phase VI (Deployment and
Cutover) detailing the scope of oversight activities performed, the current
status of the project, and a description of any outstanding oversight issues
or concerns. Include recommendations for resolving concerns as well as lessons
learned from Contractor’s perspectives. |
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Prepare Ad Hoc Reports, as requested, and in a format approved by the Client.
Scope of effort and cost for these deliverables will be individually
negotiated with the Client’s Project Director. |
Contractor may also avail of the project’s
issue and risk management processes to submit IPOC concerns for internal project
management. If Contractor elects to raise risks or issues under these processes,
Contractor will accept process outcomes as final resolution. Risks or issues
raised within monthly management meetings may be escalated separately from the
Client’s risk and issue management processes. Participation in the project’s
issue and risk management processes are not separate deliverables for billing
purposes.
Contract Issue Escalation and Points of
Contact
The Client’s Project Director is the
initial point of contact for issues regarding this contract. Escalation of
unresolved issues is the responsibility of the Client Client’s Project Director.
Escalation to the Project Sponsor may be sought if resolution has been attempted
and cannot be achieved through the Project Director.
Controls
In completing the tasks within this scope
of work, the Contractor will comply with the following standards:
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Contractor shall follow project management industry standards (i.e. PMBOK®,
4th edition). Any adoption of changes to industry standards as represented by
subsequent PMBOK editions that would change this contract’s scope or work
effort must be approved by the Project Director before being applied to
Client’s. |
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The State Information Management Manual Project Oversight Framework (ITPOF)
and the State Information Management Methodology (SIMM) as of 2003. |
Change Control
If unanticipated changes of the
Contractor’s approved monitoring plan or schedule are required during the course
of the project, the Contractor shall document the changes in writing and submit
the change request for approval to the Client’s Project Director. At the time
the Contractor or Client identifies an unavoidable change that will require
modification of the baseline oversight plan or other issues materially affecting
the oversight plan, all work shall stop on the impacted objective until the
changes are approved and contract amendment, if required, is fully executed.
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