04 Tab 4 - Project Approach and...

FL ACCESS Florida System Replacement for the State of Florida, Department of Children and Families, Office of Economic Self-Sufficiency

ITN # 03F12GC1

© 2012 Xerox State & Local Solutions, Inc. 4-1

Tab 4 Project Approach and Methodology REQUIREMENT: ITN Section 4.2.6, pg.17 and Attachment I, Sections 5 and 6, pg. 49

Xerox provides the State of Florida a proven solution specifically designed for eligibility processing that, when combined with a strong project approach and experienced team resources, results in the successful delivery of the full statement of work in the ACCESS Replacement Project.

The Xerox System Development Methodology and Software Development Lifecycle (SDLC), as described in Reply Section 5.2, System Development, combine the best traits of waterfall development and modern agile methods. The combination of a traditional waterfall methodology and the flexibility of a modern agile SDLC enable a project approach and methodology that allows the Xerox team to work

collaboratively with the Department to involve stakeholders in every aspect of the system’s development.

The ACCESS Replacement Project will be delivered in two releases. Release 1 (ITN Phase 3) implements the “Now Serving You” portal, and includes the Medicaid, CHIP, and MAGI rules. Xerox proposes a phased rollout for Release 2 (ITN Phase 4a and 4b). The Release 2 rollout occurs in four deployments. The first deployment consists of a three month SNAP production pilot, and is followed by three additional deployments. Deployments two, three, and four occur over three months. Release 2 results in the implementation of the Xerox IES with full functionality, including the document management solution and WIC eligibility functionality (optionally at the Department’s discretion). Reply Section 4.1, Approach, describes Release 1 and Release 2 in greater detail, and Exhibit 4-14 within Reply Section 4.3, Project Schedule, provides a graphical representation of the timeline and milestones.

Compliance with Phasing and Timeline Provisions of House Bill 5301

Our Xerox IES Transfer Solution eliminates much of the time and expense that building a system from scratch would require. Many required components of the ACCESS Replacement Project already exist as baseline components in the Xerox IES, so a great deal of development and documentation work is already complete. This approach directly translates into an accelerated release schedule for Project Phase 3, allowing the Department to comply with the phasing and timeline provisions of House Bill 5301 as detailed in ITN Section 1.2, Statement of Purpose. The ACCESS Replacement Project is aligned with the current version of the Medicaid Information Technology Architecture (MITA) framework, and meets the April 2011 Centers for Medicare & Medicaid Services (CMS) Enhanced Funding Requirements: Seven Conditions and Standards.

Understanding of Department Needs, Processes, and Objectives

Xerox has carefully reviewed the Department’s business needs, processes, objectives, and goals for the new public assistance eligibility system which have been outlined in this ITN, its appendices and referenced supporting documentation. We believe the ACCESS Replacement Project satisfies the following business goals as described by the Department; Universal Eligibility, Workflow Efficiencies and Error Reduction, Improved Communications, Performance Measurement and Quality Management, Program Integrity, and Funding. We are confident in our ability to meet or exceed these requirements through the successful and timely delivery of the ACCESS Replacement Project, as described in Reply Section 5, Solution Description and associated sub-sections. Our Project Management Methodology (PMM)—the Xerox Standardized Process and Resource Kit for Implementing Technology Solutions (SPARK-ITS)—is built upon the principles of collaboration, accountability, transparency, and control, to bring success to the Department through an open integrated methodology as described in Reply Section 4.2, Project Management. These tenets encourage participation, seek input, and build consensus among all stakeholders.

Coordination with the Department and Other Entities The Xerox Project Management Office (PMO) continually collaborates with the Department, Partners, Federal oversight agencies, and other service providers that the Department may award contracts for services related to the ACCESS Replacement Project. We work closely with all of the Department’s stakeholders to address the priority of each requirement and determine appropriate strategies that ensure that any variance in scope, or change in the required specifications of each deliverable, do not affect the overall completion of the project within the defined time and budget constraints. At regularly scheduled meetings with the Department and the Xerox PMO, the Project

FL ACCESS Florida System Replacement for the State of Florida, Department of Children and Families, Office of Economic Self-Sufficiency ITN # 03F12GC1

4-2 © 2012 Xerox State & Local Solutions, Inc.

Management Plan (PMP) is discussed. The results of these discussions are reflected in weekly status reports as described in Reply Section 4.4, Project Management Plan.

Project Governance Project governance works best when the project organizational structure and project reporting relationships are clearly identified, and communication processes are consistent, transparent, and well documented. The Department has clearly followed this standard with the comprehensive project governance organization chart that outlining roles, descriptions, and memberships required for the ACCESS Replacement Project in ITN – Attachment I, Section 6, Project Governance. This chart represents how the project will be functionally managed, and the project governance structure is validated by the Department and Xerox leadership. Xerox acknowledges that the Department’s project governance roles are reflected by name in the PMP and are delegated at the sole discretion of the Department.

The remaining sub-sections that follow within Tab 4 include reply sections providing detailed descriptions of our Approach, Project Management, Project Schedule, Project Management Plan, and Approach Innovations.

4.1 Approach REQUIREMENT: ITN Section 4.2.6.1, pg.17

Xerox provides a mature project management methodology, proven government implementation expertise, and nationwide experience with systems design, development, testing, and implementation, which all contribute to the approach used to ensure success during the phased rollout of the ACCESS Replacement Project.

We offer a team with proven experience in the programs and systems supported by the ACCESS Florida System; a streamlined application, eligibility and enrollment tools for all programs; and a framework that is health and human services-focused throughout all project phases.

The Xerox project management methodology approach facilitates an accelerated implementation, streamlined customization, and creation and customization of highly efficient eligibility and case management tasks without having to start from scratch or cobble together elements of other systems. The Xerox Team includes all activities and work products necessary to successfully install and roll out the new system. We partner with the Department to ensure our approach mitigates inherent risks, and provides a predictable, on-time solution delivery that meets the Department’s required project deliverables.

Phased Rollout of Solution. The ACCESS Replacement System will be delivered as a phased rollout in two releases. Release 1 (ITN Phase 3) implements the “Now Serving You” Web portal, and includes Medicaid, CHIP, and MAGI rules. Xerox proposes a phased rollout for Release 2 (ITN Phase 4a and 4b) that occurs over four deployments. The first deployment consists of a three month production pilot, followed by three additional deployments occurring over a three month period. Release 2 results in the implementation of the Xerox IES with full functionality, including the document management solution and WIC eligibility functionality (at the Department’s discretion). Exhibit 4-14 within Reply Section 4.3, Project Schedule, provides a graphical representation of the Release 1 and Release 2 timeline and milestones.

Related Services for Each Phase. Although there are multiple components that comprise the current ACCESS legacy environment, for ease of reference, this suite of support (the ACCESS Web portal, the Access Management System and the current FLORIDA system), is referred to as the ACCESS Florida System.

For the ACCESS Florida Replacement System, Xerox brings its Web portal with comprehensive self-service functionality, “Now Serving You,” and the Xerox IES with the Oracle OPA Rules Engine. The combination of the portal and the IES are referred to as the ACCESS Florida Replacement System. This nomenclature is applied to the illustrations used throughout this reply.

The Xerox IES was designed and developed specifically to support public assistance-related activities. When the IES is combined with our “Now Serving You” Web portal at the completion of Release 2, Xerox offers the Department an end-to-end solution supporting the full lifecycle of eligibility activities. This includes application intake across multiple service access channels, a fully interactive self-service option at the client portal, and worker-facilitated transactions at local offices for clients who may need more “high-touch” personal assistance.


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Release 1 (ITN Project Phase 3). During Release 1, Xerox plans to implement our “Now Serving You” Web portal, OPA Rules Engine (Medicaid, CHIP, including the new MAGI rules), Enterprise Service Bus (ESB), Federal Hub, and Master Client Index (MCI). The rollout of Release 1—ACA Compliance (Exhibit 4-1)—occurs in a single statewide deployment. Release 1 is complete on October 1, 2013 and meets the ACA requirements and deadline. This approach also sets the foundation for a full integrated eligibility system supporting in-scope Department programs, and at the Department’s discretion, WIC for Release 2.

Our approach exposes the OPA Rules Engine to our Web portal, and to the legacy ACCESS Florida System. The Web portal and ACCESS Florida System messages the MAGI eligibility rules in the OPA Rules Engine, and then messages the federal hub across the ESB for income and other federal verifications. During this release, the ACCESS Florida System remains the system of record, with no information maintained in the ACCESS Florida Replacement System. Exhibit 4-2 shows the ACCESS Replacement Project at the completion of Release 1.

Exhibit 4-2. ACCESS Replacement Project – Release 1

Release 1 includes legacy ACCESS Florida and the ACCESS Florida Replacement System (Web portal), the OPA Rules Engine (Medicaid, CHIP, and MAGI rules), Enterprise Service Bus (ESB),

Federal Hub, and the Master Client Index (MCI).

Exhibit 4-1. Release 1 – ACA Compliance



The purple “User Interaction” silo shown vertically on the left side of the graphic illustrates the legacy ACCESS Florida System running in parallel with the ACCESS Florida Replacement System-(Web portal), and the blue “Eligibility” silo shows the Medicaid, CHIP, with the updated MAGI rules integrating with the legacy ACCESS Florida System via the ESB.

Release 2 (ITN Project Phase 4a and 4b). Release 2— Full Eligibility Solution (Exhibit 4-3)— results in the phased implementation of the Xerox IES with full functionality, including shared business and technical services connected through the ESB (e.g., federal hub, federal interfaces, state exchanges, MCI, interactive voice response (IVR), call center, and the document management system), and at the Department’s discretion, WIC.

Xerox proposes a phased rollout for Release 2 that occurs in four deployments, and is completed in six months. The first deployment begins on December 1, 2014 and consists of a three month production pilot that is followed by three additional deployments. Release 2 completes on June 1, 2015.

The production pilot is the first deployment of Release 2 and includes a relatively small user/client population as agreed with the Department. A key component of our phased rollout strategy is to validate that each of our operational components is fully executed and operating successfully. Any changes that surface are reviewed with the Department and once approved, incorporated into the rollout plan. Additionally, during this period we assess the application and technical infrastructure and identify any adjustments necessary to meet performance requirements. The project team triages and prioritizes any issues raised to determine if system updates are required to successfully complete the pilot period. This pilot and phased approach provides an opportunity to identify and address any significant rollout issues prior to proceeding with full statewide rollout and ultimately results in minimizing disruptions to the user community.

Operationally, we propose that once a case is in the ACCESS Florida Replacement System, the case remains in this system, even if the client relocates to an area of the state that has not yet deployed to the new system. During the Interim Release, interfaces, reports, forms, and notices are generated by both systems; ACCESS Florida Replacement System and the legacy ACCESS Florida System.

Following a successful pilot, Xerox recommends completing the remainder of the Release 2 rollouts in three separate deployments across contiguous state regions of approximately equal size. Each additional deployment completes in one month and includes county offices within a group of contiguous regions as agreed between Xerox and the Department. Deployments two, three, and four occur over three months; therefore the completion of deployment four occurs on June 1, 2015 and signifies the completion of Release 2 deployments. The Xerox team works with the Department at the conclusion of Release 2 to fully decommission the legacy environment and turn off all data sync routines built for the phased deployments.

Xerox includes two graphics representing the state of the ACCESS Replacement Project and the related services that are available as Release 2 moves through the phased rollout. Exhibit 4-4 is referenced as Release 2A, and shows the legacy ACCESS Florida System running in parallel with the ACCESS Florida Replacement System (Web portal, and Xerox IES.) The Department’s legacy systems need to run in parallel with the ACCESS Florida Replacement System until the phased rollout of Release 2 is complete. Exhibit 4-5 is referenced as Release 2B, the fully operational and statewide deployed ACCESS Florida Replacement System.

Exhibit 4-3.

Release 2 – Full Eligibility Solution


ITN # 03F12GC1


Exhibit 4-4. ACCESS Replacement Project – Release 2A

Release 2A includes ACCESS Florida System running in parallel with the ACCESS Florida Replacement System, the OPA Rules Engine (with all rules), and all shared business and technical services connected through the ESB.

The Release 2A and 2B transition graphics help to describe the separation of user populations as Release 2 moves through each deployment of the phased regional rollout. In Release 2A the legacy ACCESS Florida System is servicing part of the user population where Release 2 has not yet been rolled out (also includes the updated healthcare rules in OPA), and the ACCESS Florida Replacement System is servicing the user population where Release 2 has been deployed (with all eligibility rules in effect). As Release 2 moves through each successive deployment of the phased rollout, the percentage of the population using the legacy system will decrease as the percentage of the user population using the new system increases. Release 2B provides a snapshot of the final state of the ACCESS Replacement Project after Release 2 is fully deployed and the entire user population is using the ACCESS Florida Replacement System. This parallel system approach allows the controlled transition from the legacy ACCESS Florida System to the ACCESS Florida Replacement System as Release 2 progresses through the pilot and subsequent deployments.

In planning for the phased rollout of the solution and the related services for each phase, Xerox partners with the Department from contract award through implementation and into operations to fulfill the required deliverables and all tasks needed to establish a smooth transition to the ACCESS Replacement System. We offer a transparent, organized, and production-proven implementation process to ensure a successful go-live. Our consistent approach to meeting the requirements and expectations, based on an established roadmap for each Release activity, provides the Department with assurance, backed by Xerox experience, processes, and tools, of effective planning and execution of the critical deployment activities.



Exhibit 4-5. ACCESS Replacement Project – Release 2B Release 2B includes the ACCESS Florida Replacement, the OPA Rules Engine

(with all rules), and all shared business and technical services connected through the ESB.

4.2 Project Management REQUIREMENT: ITN Section 4.2.6.2, pg.17

Xerox’s project management approach and methodology, SPARK-ITS, is built upon the Project Management Body of Knowledge (PMBOK) and further refined over decades of complex large-scale project management activities. Our foundation provides a winning strategy for Florida.

To support the ACCESS Replacement Project, Xerox provides a team of highly qualified professionals in the areas of development and large-scale eligibility implementations. These professionals deliver a complete set of project plans—the Project Management Plan (PMP), along with supporting subsidiary project control plans (Exhibit 4-6).

With our integrated SPARK-ITS Project Management Methodology (PMM), our government implementation knowledge, and our extensive nationwide experience with systems design and development, Xerox provides a mature PMM that complements and augments the software development methodologies that we use. Our extensive experience in highly complex technology environments has seasoned our project management approach as well as our system development methodology (SDM), which is fully explained in Tab 5, Solution Description. Our PMM is inclusive of all areas required by the Department on the ACCESS Replacement Project and is based on a rigorous attention to refinement and improvements on a continual basis as shown in Exhibit 4-7.


ITN # 03F12GC1


Xerox’s project management approach is built upon the principles of collaboration, accountability, transparency, and control, to bring success to the ACCESS Replacement Project through an open integrated methodology.

Collaboration. The Department is involved in every aspect of the system’s development. There are daily meetings during the course of development that state staff are invited, and encouraged, to attend. This provides much needed transparency into the project and offers an opportunity for a course correction if the project team (customer included) sees things going in a direction that is different from what was planned or is expected.

Accountability. Xerox employs follows several steps to ensure accountability in the ACCESS Florida System Replacement Project.

– A clear team structure is developed and the development methodology ensures clear assignment of duties.

– Tasks are clearly assigned and visible to the entire project team.

– The Project Management Method includes a clear and defined communication mechanism.

– Because of the collaborative and transparent nature of our methodology, the Department is an engaged part of the development team.

– Issues and Risks are clearly managed in the industry standard work management tool IBM Rational ClearQuest.

Exhibit 4-7. Integrated Methodology

By leveraging the knowledge contained in multiple standards, our teams are able to effectively deliver solutions and transition them seamlessly into fully-supported maintenance.

Exhibit 4-6. Project Management



Transparency. Xerox updates the “Burn-Down” charts detailing the projects progress on a daily basis. Status reports are also provided on a weekly and monthly basis providing the metrics based information needed to monitor project progress. These reporting mechanisms in combination with the daily meetings with the teams, that the Department is encouraged to attend, provide an extremely transparent environment.

Control. Xerox uses several methods for maintaining project control including:

– Regular joint project team meetings including daily team meetings, weekly team status meetings, and sprint retrospectives.

– Xerox uses critical path analysis to monitor and control activities on the critical path.

– Milestones and Checkpoints are set and managed to.

– A Requirements Traceability Matrix (RTM), described in section 5.2, System Development, is maintained.

Our integrated project methodology provides the foundation for achieving the Department’s objectives through the integration of DDI, Project Management, Maintenance Planning, Maintenance Management, and Operations Execution. Each performance period of the ACCESS Replacement Project requires a high degree of integration and collaboration amongst the Department’s project management staff and vendors. During the initial project planning we work with the Department stakeholders and vendors to review and enhance the phased rollout plan that we have proposed.

4.2.1 Project Management Approach and Methodology

REQUIREMENT: ITN Section 4.2.6.2, pg.17 and Attachment I, Section 8.1, pg. 53

Xerox has grown and constantly evolved our PMM and SDM across nearly 40 years in tandem with the growing sophistication of IT systems. Out of that experience and knowledge, we have created SPARK-ITS, which allows for process efficiency, reporting consistency, execution accuracy, and performance excellence. SPARK-ITS is actually our “brand” of successful project execution that has yielded Xerox an appraisal rating of Capability Maturity Model Integration (CMMI) Maturity Level 3, an appraisal recognizing organization-wide application of standard and mature processes. In other words, SPARK-ITS includes repeatable, consistent, and documented processes that formed the basis for Xerox’s assessment at CMMI Maturity Level 3, an important industry hallmark regarding our capability to create and deliver sophisticated IT solutions.

SPARK-ITS combines systems development and project management experience with the internationally recognized PMBOK to create a successful project-focused PMM.

SPARK. Standardized Process and Resource Kit for project management provides a collection of tools and best practices for managing, delivering, and ensuring the quality of large-scale projects for government agencies

ITS. Implementing Technology Solutions guidelines within the SPARK family provide a SDM that is specifically designed to guide the design, development, and implementation of mission-critical information systems

Using SPARK-ITS, Xerox will provide the necessary project management services to include the planning, controlling and reporting of work, the identification, tracking, and resolution of risks and issues, and overall leadership in cooperation with the Department throughout the project. Our team of professionals will maintain a cooperative working relationship with the Department staff and its designees on an ongoing daily basis to configure, implement, maintain, and operate a system which meets the requirements of the State and the federal government.

Xerox SPARKS-ITS PMM

Combines PMI standards, industry best practices, and rich, practical experience in government solutions

Uses proven tools and processes for achieving high quality standards and comprehensive project control

Includes repeatable, consistent, and documented processes—optimized to meet the needs of the Department

Is continually refined by Xerox based upon industry trends, project feedback, client, and internal experience

Leverages Xerox’s SharePoint infrastructure to provide local resources with most current templates, tools, and standards to effectively execute the ACCESS Replacement Project

Provides a highly qualified team of PMP certified personnel, including the Project Manager Bill Majorossy


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SPARK-ITS, depicted in Exhibit 4-8, serves as our PMM to manage and execute high-quality technical solutions, both on time and within budget, and is designed to be an integrated tool kit for project management and software development.

Devoted Xerox Integrated Project Management Office

We understand the importance of continually updating and maintaining the project management plan in an iterative fashion throughout the life of the contract. Because of this, we will establish an integrated Project Management Office that serves as the “Project Engine” that is solely devoted to controlling the ACCESS Replacement Project throughout all phases, managing communications with all project stakeholders, and ensuring that the project management plan reflects changing Department priorities as well as ongoing and developing ACA regulations.

Exhibit 4-8. SPARK-ITS Overview

SPARK is the brand name that has been given to the Xerox family of best practices. ITS, or Implementing Technology Solutions, is the branch of SPARK that deals with

Xerox best practices related to delivering high-quality technology solutions to our clients.

We use tools such as Microsoft Project, Project Deliverable Tracking Tool, and SharePoint to manage and control all aspects of the project. Our Project Office also uses our complete PMM, SPARK-ITS, to ensure that all tasks are completed on-time according to the project schedule and within the project budget. The Xerox Project Management Office detects all variances and reports them to the Department.

Our project engine operates through an iterative project management approach, each iteration contains three cycles: Entry (initiating/planning), Management (executing, controlling, and assessing), and Release (closing/reporting). These phases are represented in Exhibit 4-9.



Exhibit 4-9. Xerox Team Project Iteration

The Xerox Team Project Iteration begins with Entry (Initiating/Planning), continues with Management (Executing/Controlling/Assessing) and finishes with Release (Closing/Reporting).

Entry Cycle (initiating/planning). The Entry Cycle, including the initiating and planning process, is focused on obtaining source information, clarifying the information, and providing clear guidance to the Xerox Project Management Office. Information can be provided from multiple sources and in multiple media formats, such as email, voice, and status updates. This information may be repetitive from other sources, require actions, or require a response. To continually clarify and respond to the right project information at the right time, our process includes Input Identification, Input Elaboration, and Input Refinement, as shown in Exhibit 4-10.

The first step in the Entry Cycle is input identification. The focus of this activity is to determine stakeholder impact. The second step in the cycle is input elaboration. The focus of this activity is to determine that the information obtained is sufficient and well understood. The final step is input refinement. The focus of this activity is to consolidate the information into a clear and concise message that reflects the key activities required from the information, key timelines for response or action, and key personnel that are impacted by the information. Using the refined information, the Xerox Project Management Office manages scope to validate that the project is moving in the right direction.

Management Cycle (executing/controlling/assessing). The Management Cycle, including execute, control, and monitor processes, is focused on the execution and controlling of project progress to ensure the completion of all tasks according to the project schedule and project budget. All variances are reported to the Department and the Xerox Project Management Office for analysis and action planning. During this cycle, Xerox works with the Department to address the priority of each requirement and determine the appropriate strategy to ensure that any variance in scope or change in required specifications of each deliverable does not affect the overall completion of the project within time and budget constraints. As necessary, Xerox and the Department approve fast tracking or reallocation of Xerox resources.

Exhibit 4-10. Entry Cycle (Initiating/Planning) The Entry Cycle consists of three primary activities:

Identification, Elaboration, and Refinement. The primary objective is to provide clear and concise

information to the Xerox Project Management Office to manage the processes effectively and determine

where changes need to occur.


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Executing processes are defined as the establishment, management, and usage of the PMP documents. Controlling and monitoring processes are defined as the reviewing of work plan progress, analysis of the project management plan execution, and verification of performance against established standards. The Management Cycle includes the two primary components, shown in Exhibit 4-11.

The Feedback Cycle provides constant vigilance and assessment upon project processes and activities allowing for continuous refinement of the project practices. There are three primary components of the Feedback Cycle: Monitor, Execute, and Control.

Execute. The execute aspect involves the implementation of changes to improve project processes. The execute function is driven to continuously improve project processes through the implementation of activities as derived by the assess phase.

Control. The control aspect involves the ongoing monitoring of results to validate that improved process management has yielded the desired results. These results are fed into the monitor function, and the process repeats to another iteration of refinement.

Monitor. The Monitor aspect provides a constant review and analysis of project operations and plan execution. By integrating with the Plan, Do, Check, Act (PDCA) Methodology, the primary function of the monitor process is to provide data and measurable results that can be evaluated to determine if the process requires improvement.

Release Cycle (closing/reporting). The Release Cycle, including the closing and reporting processes, focuses on providing timely and accurate information to the right people at the right time, whether that information is regarding the closing of an iteration or performance management reporting to the Department, the federal government, or other entities. The Xerox Project Management Office focuses on defining internal and external stakeholders to provide project communications and reports that are relevant and timely to the appropriate community.

Beyond reporting, the Release Cycle focuses on maintaining the auditability of project documentation. The closing process for each iteration, includes the capturing of project information, the assessment of the information, improvements in data gathering, and the archiving of the information for auditability, as shown in Exhibit 4-12.

Exhibit 4-12. Release Cycle (Closing/Reporting)

The Release Cycle consists of two primary activities: Auditability (closing) and Reporting.

Exhibit 4-11.

Management Cycle (Executing, Controlling,

and Assessing) The Management Cycle

is comprised of two primary parts: The Project Management Methodology,

which operates in a continuous environment of

process improvement called the Feedback Cycle.



The framework of Generally Accepted Government Auditing Standards (GAGAS) provides details on requirements needed to define internal controls, configuration management, security management, segregation of duties, and contingency planning. Xerox recognizes and meets the need for the Department to have archived records of project activities to provide assurance against future auditability whether from other agencies within the State or from federal agencies. The auditability framework is comprised of four items integrated into the SPARK-ITS methodology, including:

Assess. Providing validation that system documentation is sufficient and detailed to provide audit evidence of controls and internal processes.

Report. Providing information on closing records to be distributed through reports to the Department, contract partners, or internal or external stakeholders.

Improve. Reviewing closing documentation to determine if changes are required to improve auditability of system controls and processes.

Archive. The saving and maintaining of records related to project activity, including requirements documentation. Xerox recognizes the importance in detailed documentation. Our team’s application knowledge capture is a structured process for gathering, documenting, distributing, and maintaining application knowledge, and treats it as the business asset. We will use the SharePoint repository, established by the Department, to access, store, post, and reference Project documents and deliverables for the duration of the contract.

Every engine needs a driver to provide direction. While SPARK-ITS provides a strong foundation for fundamental project office skillsets, the “real” power is the highly effective environment established between Xerox and the State to drive the engine. Exhibit 4-13 emphasizes how Xerox sees the engine being driven between the Xerox Project Management Office and the Department PMO.

Xerox’s Project Management Office provides ongoing project management support activities using SPARK-ITS. These program activities, represented by the nine PMBOK knowledge areas, are measured through established SLAs, structured with the Department. These SLAs assist in providing measurement and trends on project performance. As part of these measurements, Xerox believes that strong collaboration with the Department provides the most effective means of success. Xerox actively works with the Department PMO to provide reporting and analysis results to assist the Department in providing project oversight, stakeholder management, and change control. Our collaboration and transparency provides an ongoing view to project performance. The Xerox Team is innovative yet intuitive, and we realize that we need to listen to the Department first. Our project management team environment allows us to be flexible to the needs of the Department, as well as respond efficiently and effectively to oversight responsibilities.

Xerox works with the Department to provide input and updates to the PMP. The Xerox Team recognizes that it is our responsible for adhering to the processes and guidelines established by the PMP as detailed in Reply Section 4.4, Project Management Plan.

In addition, we will govern the project management processes and project management roles and responsibilities relative to the PMBOK project management knowledge areas as outlines in ITN – Attachment I, Section 8.1, Project Management. We provide detail on the relationship between the PMBOK knowledge area components,

Exhibit 4-13. Collaborative PMO Environment Xerox’s Project Management Office actively works

with the Department PMO to provide oversight, risk and issue management, and change control.


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Department benefits, and our solution viewpoint with risk mitigations in Reply Section 4.2.2, Methodology Benefits and Risks.

Xerox and Department Project Management Responsibilities Xerox is in full compliance with the Department’s expectations of its provider and we understand and acknowledge the Department’s responsibilities, as outlined in the ITN – Attachment I, Sections 8.1.1 and 8.1.2. Xerox will continuously monitor progress throughout the project lifecycle to ensure all of our responsibilities are met.

4.2.2 Methodology Benefits and Risks

REQUIREMENT: ITN Section 4.2.6.2, pg.17

Each of the nine knowledge areas of PMBOK provides significant benefits to the State of Florida. The Xerox Project Management Office is the engine that manages the project management plan to deliver consistent results to the Department. The nine project knowledge areas are emphasized on the left side of Exhibit 4-13, shown previously.

Xerox uses SPARK-ITS to provide a consistent methodology and approach in each of our project engagements. By maintaining consistent processes, Xerox effectively mitigates our variation in project results and is able to effectively minimize inherent risks within the ACCESS Replacement Project. Xerox has standardized processes developed to address inherent risks that exist in new project engagements. Xerox recognizes that there is a balance between the effort expended to address the risk and the probability and impacts of the risk on the project should it occur. Therefore the main risk that the Department runs with any methodology is the suboptimal use of processes to mitigate risk. In other words the Department runs the risk of implementing too much process resulting in inefficient project execution. Xerox intends to work collaboratively with the Department to establish as optimal a balance as is possible for the ACCESS Replacement Project.

As mentioned earlier, Xerox’s Project Management Office manages each project knowledge area to provide optimal results to the Department. Table 4-1 provides a synopsis view of the relationship between the PMBOK knowledge area component, Department benefits, and our solution viewpoint with risk mitigations.

Table 4-1. Benefits and Risk Mitigations

PMBOK Component

Benefits Solution Summary and Risk Mitigation

Project Integration Management

The ability to identify, define, combine, unify, and coordinate the various processes and project management activities across the enterprise to attain project success.

Xerox brings the right people and skills to meet the project integration requirements. We add value by working with the State to implement an integrated project methodology to improve coordination among the multitude of project areas and vendors thereby reducing the risk associated with poor communication leading to missed requirements, improper coordination among vendors, and inadequate communication controls.

Project Scope Management

A clearly defined process of creating a scope management plan that documents how the scope will be defined, validated, and controlled.

Project scope is a key factor in successful project delivery. Using the integrated methodology, Xerox’s process for scope management results in a clearly defined and articulated scope model that allows the State to validate the required work activities efficiently and effectively. We understand that defining scope properly upfront, allows for continued success throughout the project and allows for effective change control management when scope changes arise.

Project Time Management

Developing the right work activities, activity sequencing, and work scheduling is a key step in establishing stakeholder expectations.

Xerox works with the Department to establish the right activities and milestones for project success. Our experience in working with other states assists us in bringing a wealth of knowledge to the table for the State to consider. Our integrated methodology allows us to easily work with the Department in establishing the right steps, the right order, and have the right estimates to achieve project success. Our detailed approach assists in reducing the risk of schedule delays, overruns, and underutilized resources.



PMBOK Component

Benefits Solution Summary and Risk Mitigation

Project Cost Management

Establishes the policies, procedures, and documentation for planning, managing, executing, and controlling project costs.

The integrated methodology accounts for controlling costs associated with the project whether capital resources or human capital. Xerox works with the Department to control costs by providing the right level of cost reporting. Our team is experienced in providing various levels of cost management from a simplified approach through earned value analysis to reduce the risk of surprises throughout the engagement. Our upfront analysis allows the Project Management Office and the Department PMO to respond accordingly before issues arise.

Project Quality Management

A clear set of indicators to demonstrate program and process improvements.

The State of Florida understands that quality is a planned process. Having the right quality control and quality assurance practices are critical to delivering a quality project. The integrated methodology recognizes quality as a critical component and delivers a comprehensive solution to facilitate project success. Our SPARK-ITS PMM component focuses on continual process improvement and effective quality control throughout the engagement. Our attention to quality yields less rework and higher degrees of satisfaction in working with our partners.

Project Communication Management

A controlled process that provides clear, accurate, and timely communications across all stakeholders.

Our Communications Plan covers all the bases, including internal, cross-project, cross-vendor, and comprehensive emergency communications. Built based on the Department’s guidelines, our plan dovetails with existing and new plans from across the enterprise. Our Project Management Office works with the Department PMO to promote a high level of detail to stakeholder management. Xerox recognizes that projects of high complexity require ongoing communication and we reduce the risk to the Department through an active management approach to communication.

Project Human Resource Management

We help the Department to have the right resources with the right skills at the right time.

Xerox provides staff augmentation services throughout the world. Our highly experienced team assists in identifying the right people, with the right skills, at the right time to assist the Department in meeting their goals. Xerox effectively reduces the risk of not having people available when the Department requires them. We stand to be ready to execute the project tasks on time and on schedule.

Project Risk Management

Managing risk is good. Mitigating risk is great. We help the Department understand the sources of risk, thereby anticipating or avoiding new risks altogether.

Drawing on the PMBOK process for risk management, we provide a Risk Management Plan that meets the Department’s requirements. We add value by integrating a risk-focus into other project solutions, including our staffing model and our estimation techniques.

Project Procurement Management

Understanding the right processes and activities needed to purchase or acquire products, services, or results needed from outside the project team.

Xerox recognizes that not all project needs can be met internally. Working with the State, our procurement specialists assist in the acquisition process to obtain the right products or services needed by the Department’s projects. Xerox is a proven product company that has worked with multiple partners to acquire needed services. We are highly experienced in working collaboratively with others and we bring the right mix of resources to deliver a successful result.

4.2.3 Incorporated Industry Standards


Xerox’s integrated project approach is founded upon ISO, IEEE, PMBOK, CMMI, and ITIL and is heavily flavored with Agile and Lean concepts; the result is a scalable, flexible, and integrated set of processes, assets, and guidelines that that can effectively be used by a single project team or an entire enterprise seeking compliance with industry standards. Xerox’s methodology is closely aligned with the Project Management Institute (PMI) PMBOK,


ITN # 03F12GC1


with SDLC phases synched to PMBOK Process Groups, meaning that the Xerox’s internal project management methodologies blend seamlessly with standard project management practices. Through the integrated methodology, previously shown in Exhibit 4-7, the Department can guide projects to successful completion.

Xerox evolved SPARK-ITS through a compilation of best practices, lessons learned, and successful project deliveries over multiple decades. We recognize that both PMBOK and CMMI provide a collection of best practices in project management that are highly similar and complementary with one another. Evolving the two into a comprehensive methodology for project development is a key reason our team has continued to exceed expectations in multiple engagements.

4.3 Project Schedule REQUIREMENT: ITN Section 4.2.6.3, pg.17

The Xerox Team, rich in large-scale implementation experience and strong in project methodology, provides a fully defined project schedule incorporating software development industry standards and an approach that ensures mandatory federal implementation and enhanced funding deadlines are met.

In addition to serving as a timeline for project tasks, the Project Schedule also delineates the roles, responsibilities, and expectations for project team members. Forming the basis for all management efforts associated with the project, the Project Schedule is critical for communicating the intentions of the project team to project sponsors and stakeholders.

The Project Schedule defines a hierarchal Work Breakdown Structure (WBS). The WBS identifies a task and subtask, with durations, planned start and end dates, deliverable due dates, project milestones, and dependencies. All tasks are scheduled with predecessors, successors, types of dependency (such as finish to start or finish to finish), and lag time between tasks.

The ACCESS Replacement Project will be delivered in two releases as shown in Exhibit 4-14. Release 1 (ITN Phase 3) implements the “Now Serving You” Web portal, and includes the Medicaid, CHIP, and MAGI rules. Release 2 (ITN Phase 4a, 4b) implements the Xerox IES with full functionality including the document management solution and WIC eligibility functionality (optionally at the Department’s discretion).

Exhibit 4-14. Timelines and Milestones

Xerox’s ACCESS Replacement Project complies with federal deadlines and provides a long-term, low-cost integrated eligibility solution that will be implemented within the requested timeframes.

Our draft ACCESS Florida Replacement Project Schedule is provided as a detailed insert at the end of this reply section, immediately following Reply Section 4.3.3, Meeting Mandatory Federal Implementation/Enhanced



Funding Deadlines. This insert shows the Xerox Team’s proposed schedule for activities to meet the deliverables and expectations of the ACCESS Replacement Project. Xerox uses a bottom up approach to project planning, where each requirement is analyzed and estimated, first as a standalone element, and later as part of the complete Project Schedule.

Standards used for defining the software development and maintenance tasks are described in Reply Section 4.3.2, Software Development and Maintenance Tasks, and an overview of how we ensure mandatory federal implementation and enhanced funding deadlines are met is provided in Reply Section 4.3.3, Mandatory Federal Implementation/Enhanced Funding.

4.3.1 Project Schedule with Tasks and Associated Effort

REQUIREMENT: ITN Section 4.2.6.3, pg.17 and Attachment I, Sections 7, 7.1, 7.2, and 7.3, pgs. 52 and 53

The Project Schedule is a product of the Xerox SPARK-ITS PMM as previously detailed in Reply Section 4.2.1, Project Management Approach and Methodology. This mature PMM combines Project Management Institute (PMI) standards and industry best practices. Xerox baselines our Project Schedule in accordance with PMI standards and it is used as an Integrated Master Schedule (IMS). Xerox works with the Department to define appropriate performance metrics for use with the IMS to monitor progress, mitigate risks, and successfully deliver the proposed solution. Reply Section 6.1.6, Performance Specifications, provides additional details regarding performance metrics.

Our draft ACCESS Florida Replacement Project Schedule is provided as a detailed insert following this reply section, and includes the implementation schedule reflecting all required federal implementation and enhanced funding deadlines with a WBS that documents the hierarchy of milestones, tasks, activities, deliverables, and resource assignments.

As described previously, the ACCESS Replacement Project will be delivered in two releases; Release 1, which includes ITN Project Phase 3, and Release 2 which includes ITN Project Phases 4a and 4b. These two releases span the three Project Performance Periods described as follows.

Project Performance Periods

The ACCESS Replacement Project includes three high level project performance periods; Design, Development and Implementation (DDI), Warranty, and Operations and Maintenance.

DDI Performance Periods. There are six DDI performance periods; Plan, Define, Design, Develop, Test, Implement. Multiple performance periods coincide with the project phases in Release 1 and Release 2, and are described in detail throughout Reply Section 5.2, System Development, and the associated sub-sections.

Warranty Performance Periods. There are two warranty performance periods coinciding with the project phases in Release 1 and Release 2. Exhibit 4-14, shown previously, provides a graphical representation of the warranty performance periods, and Reply Section 5.4, Warranty, Maintenance and Operations, provides a comprehensive description of the ACCESS Replacement Project warranty performance periods.

Operations and Maintenance Performance Period. The Operations and Maintenance Performance Period begins immediately following the end of the warranty performance period for the DDI performance period for Release 1, Project Phase 3, and Release 2, Project Phase 4a and 4b. Exhibit 4-14, shown previously, provides a graphical representation of the Operations and Maintenance Performance Periods, and Reply Section 5.4, Warranty, Maintenance and Operations, provides a comprehensive description of the ACCESS Replacement Project Operations and Maintenance Performance Period.

Based on the information provided in the ITN, federal deadlines, and our experience implementing and operating healthcare administration programs and exchange environments, the Xerox Team is confident in the included draft ACCESS Florida Replacement Project Schedule estimates and task timeframes. We anticipate a collaborative working relationship with the Department, IV&V vendor, and oversight entities throughout the ACCESS Replacement Project implementation and ongoing operations.


ITN # 03F12GC1


4.3.2 Software Development and Maintenance Tasks Standard


Xerox ensures all our Integrated Eligibility Systems are implemented and maintained with strict adherence to published industry-recognized standards. Xerox holds a CMMI Maturity Level 3 rating and use a proven project management, software development, maintenance, and SDLC methodology that conform with International Organization for Standardization (ISO) standards, and adherence to American National Standards Institute (ANSI) and PMI principles for project management (PMBOK).

Capability Maturity Model Integration (CMMI). CMMI is an internationally recognized process improvement model providing organizations with a framework to build and continuously improve effective processes. Benefits of CMMI-aligned implementations include improved schedule and budget predictability, improved cycle time, increased productivity, improved quality, increased client satisfaction, and increased return on investment.

ISO 12207 – Software Life Cycle Processes. ISO 12207 is compatible and integrated with Xerox System Development Methodology, and presents requirements for five primary software life cycle processes spanning the entire software life cycle. These processes, as shown in Exhibit 4-15, define the roles of the software acquirer, supplier, developer, operator, and maintainer.

ANSI and PMBOK. Xerox adheres to the ANSI and PMBOK standards. These management processes are based on recognized benchmarks such as CMMI, ISO, and the PMBOK® Guide and reinforce these guiding principles. Our Governance Team conducts regular process reviews on all implementation projects to validate the execution of our software development and maintenance tasks. These reviews are backed by the continual improvement efforts of Xerox subject matter experts (SMEs) who have conducted numerous implementations across several industries. Each process has endured updates, process reviews, peer reviews, document reviews, standards adherence checks, and formal configuration and release procedures to obtain the highest quality. For additional details reference Reply Section 4.2 Project Management.

4.3.3 Meeting Mandatory Federal Implementation/ Enhanced Funding Deadlines

REQUIREMENT: ITN Section 4.2.6.3, pg.17 and Attachment I, Section 8.2, 8.3, and 8.4, pgs. 55 and 56

With aggressive implementation deadlines already set for federal readiness reviews in calendar year 2013, the combination of Xerox’s IES transfer solution, SDM, expert delivery team, and strong project controls offers the Department the right people, processes, and approach to ensure the mandatory federal implementation and enhanced funding deadlines are met.

Phase Gate Reviews

The Xerox draft ACCESS Florida Replacement Project Schedule is provided as a detailed insert at the end of this reply section, immediately following Reply Section 4.3.3, Meeting Mandatory Federal Implementation/Enhanced Funding Deadlines. This insert reflects the nine SDLC phase gates for each project phase that provide formal go/no go checkpoints between Xerox and the Department. The acceptance criteria in the Department approved Deliverables Expectation Documents, and a review of issues documented in the Risk Management Plan, are used

Exhibit 4-15. ISO 12207

ISO 12207 provides a common language and framework for development activities.



during these checkpoints. Xerox understands that the phase gate review meetings are used as a comprehensive Project health status check to determine whether payment is made for the phase, and whether Xerox is authorized to proceed with Project work.

Xerox and Department Phase Gate Review Responsibilities. Xerox is in full compliance with the Department’s expectations of its provider and we understand and acknowledge the Department’s responsibilities, as outlined in the ITN – Attachment I, Sections 8.2.1 and 8.2.2. Xerox will continuously monitor progress throughout the project life cycle to ensure all of our responsibilities are met.

IV&V and Oversight Entity Review

Xerox recognizes how critical it is for the Department to receive enhanced Federal Funding Participation (FFP), and our focus remains targeted on ensuring the mandatory federal implementation and enhanced funding deadlines are met. The CMS Enterprise Life Cycle (ELC) defines a number of gate reviews that must occur at various points in the SDLC. We have initially scheduled these CMS Gate reviews at the end of the Plan Phase (Architectural and Project Baseline Review), Design Phase (Final Design Review), and prior to implementation (Operational Readiness Review) of Release 1 and Release 2. As directed by the Department, the Xerox Team supports the IV&V provider and any other oversight entities prepare for reviews throughout the duration of the contract. This also includes supporting all IV&V activities and requests, uploading required ELC artifacts and deliverables to CMS’ Collaborative Application Lifecycle Management Tool (CALT), and the development and submission of reports and documentation required by federal oversight agencies responsible for funding, review, and approval of the new system.

Xerox and Department IV&V and Oversight Entity Review Responsibilities. Xerox is in full compliance with the Department’s expectations of its provider and we understand and acknowledge the Department’s responsibilities, as outlined in the ITN – Attachment I, Sections 8.3.1 and 8.3.2. Xerox will continuously monitor progress throughout the project life cycle to ensure all of our responsibilities are met.

Knowledge Transfer

The Xerox Team develops a Knowledge Transfer Plan (KTP) as a section of the PMP and conducts technical or process/functional oriented knowledge transfer meetings during each Project phase; however, the formal knowledge transfer occurs at the end of each project phase. Our experience in implementing Integrated Eligibility Systems similar to the ACCESS Replacement Project—including

Massachusetts’ Benefit Eligibility and Control Online Network (BEACON) program and Tennessee’s Vision Integration Platform (VIP) system—provides a solid IES knowledge transfer foundation.

Xerox and Department Knowledge Transfer Responsibilities. Xerox is in full compliance with the Department’s expectations of its provider and we understand and acknowledge the Department’s responsibilities, as outlined in the ITN – Attachment I, Sections 8.4.1 and 8.4.2. Xerox will continuously monitor progress throughout the project life cycle to ensure all of our responsibilities are met.

ID WBS Task Name ITN Reference Duration Start Finish Predecessors Successors Resource Names

1 1 KEY DATES 2359 days 8/20/12 9/30/212 1.1 Proposal Due Date 2.5 0 days 8/20/12 8/20/12

3 1.2 Contract Award (Tentative) 2.5 0 days 12/4/12 12/4/12

4 1.3 Project Start Date 1.3 (add. 2) 0 days 1/14/13 1/14/13 2013,2014,2016,229FS+1 wk,17SS-3 wks,25,37,2018,2019,2020,2021,2022,2023,2024,2025,2026,2027,2028,2029,2030,190SS-18 days,47,178SS-18 days,217SS-18 days,88SS-22 days,248SS-18 days

5 1.4 Release 1 (Portal and Rules Engine) - Operations St atewide Rollout 1.2 0 days 10/1/13 10/1/13 1365SS-8 wks,1366SS-8 wks,1367SS-8 wks,1368SS-8 wks,2010,1393,1916,292FS+5 days,401FS+5 wks,1506

6 1.5 Release 1 (Portal and Rules Engine) - Warranty Star t Date 0 days 10/1/13 10/1/13 1641,1660,1664FS+11 mons,1675FS+11 mons,1811,1662,1646FS-3 mons,1657FS-3 mons

7 1.6 Release 2 (Full Department Operations) - Operations Pilot Start Date 0 days 12/1/14 12/1/14 1405SS-4 mons,1408SS-4 mons,1409SS-4 mons,1436,2011,1406SS-4 mons,1407SS-4 mons,1924,1016

8 1.7 Release 2 (Full Department Operations) - Warranty S tart Date 0 days 12/1/14 12/1/14 1643,1687FS-3 mons,1698FS-3 mons,1701,1703,1705FS+11 mons,1716FS+11 mons

9 1.8 Release 2 (Full Department Operations) - Operations Statewide Phased Rollout Complete 0 days 6/1/15 6/1/15

10 1.9 Contract End Date (Initial) 1.3 (add. 2) 0 days 5/31/17 5/31/17

11 1.10 Contract End Date (Including 1 Renewal) 1.3 (add. 2) 0 days 9/30/21 9/30/21 1934SS-12 mons,1953SS-12 mons,1964SS-12 mons,1975SS-12 mons,1986,1997SS-12 mons

12

13 2 DDI PERFORMANCE PERIODS I-7.1, I-9. 759 days 12/11/12 12/4/1514 2.1 PLAN PHASE I-9.1 50 days 12/11/12 2/22/13 190015 2.1.1 Facilities I-9.1 23 days 12/20/12 1/24/13 5416 2.1.1.1 Establish Project Site 16 days 12/20/12 1/14/13 Dep PM,Facilities,ITO,PM,Proj Exec

17 2.1.1.1.1 Perform Project Site Planning 2 days 12/20/12 12/21/12 4SS-3 wks 18

18 2.1.1.1.2 Secure Site Lease 1 day 12/24/12 12/24/12 17 19

19 2.1.1.1.3 Buildout the Facility 10 days 12/26/12 1/9/13 18 20,21,22,23

20 2.1.1.1.4 Equip Staff Workspaces 3 days 1/10/13 1/14/13 19

21 2.1.1.1.5 Equip Conference Facilities 3 days 1/10/13 1/14/13 19

22 2.1.1.1.6 Equip Printing and Duplicating Facilities 3 days 1/10/13 1/14/13 19

23 2.1.1.1.7 Equip Training Facilities 3 days 1/10/13 1/14/13 19

24 2.1.1.2 Hardware and Software Acquisition 8 days 1/14/13 1/24/13 ITO,PM,Ops Mgr

25 2.1.1.2.1 Identify Hardware and OS Software Requirements 1 day 1/14/13 1/14/13 4 26

26 2.1.1.2.2 Confirm Hardware and OS Software Configuration 1 day 1/15/13 1/15/13 25 27,28

27 2.1.1.2.3 Initiate Procurement Procedures 1 day 1/16/13 1/16/13 26 29

28 2.1.1.2.4 Initiate Cable and Environmental Plan 1 day 1/16/13 1/16/13 26 29

29 2.1.1.2.5 Order Required Hardware and Software 1 day 1/17/13 1/17/13 28,27 30,31

30 2.1.1.2.6 Receive Hardware and Software I-9.1.2 (4) 2 days 1/18/13 1/22/13 29 33,35,34

31 2.1.1.2.7 Create Development Environment 2 days 1/18/13 1/22/13 29 32

32 2.1.1.2.8 Configure Hardware 2 days 1/23/13 1/24/13 31

33 2.1.1.2.9 Install Software 2 days 1/23/13 1/24/13 30

34 2.1.1.2.10 Install / Configure Electronic Document Repository (Sharepoint) I-8.1 2 days 1/23/13 1/24/13 30 ITO,PM,Ops Mgr,STATE

35 2.1.1.2.11 Test all Hardware and Software 2 days 1/23/13 1/24/13 30

36 2.1.1.3 Connectivity 8 days 1/14/13 1/24/13 ITO,Ops Mgr,PM

37 2.1.1.3.1 Conduct Interface/Connectivity Reviews 2 days 1/14/13 1/15/13 4 38SS,39SS,40SS,41SS

38 2.1.1.3.2 Create Detailed Network Design 2 days 1/14/13 1/15/13 37SS

39 2.1.1.3.3 Identify all Data Exchange Protocols 2 days 1/14/13 1/15/13 37SS

40 2.1.1.3.4 Identify Security and Encryption Protocols 2 days 1/14/13 1/15/13 37SS

41 2.1.1.3.5 Perform Detailed Planning for Implementation of each Interface 2 days 1/14/13 1/15/13 37SS 42

42 2.1.1.3.6 Order Required Circuits 1 day 1/16/13 1/16/13 41 43,44,45

43 2.1.1.3.7 Install and Test all Circuits 1 wk 1/17/13 1/24/13 42

44 2.1.1.3.8 Confirm Operation of all Circuits 1 wk 1/17/13 1/24/13 42

45 2.1.1.3.9 Test End-to-End Connectivity 1 wk 1/17/13 1/24/13 42

46 2.1.1.4 Security 8 days 1/14/13 1/24/13 ITO,Ops Mgr,PM

47 2.1.1.4.1 Identify Physical Site Security Requirements 8 days 1/14/13 1/24/13 4 48SS,49SS,50SS,51SS,52SS

48 2.1.1.4.2 Identify Data Security Requirements 8 days 1/14/13 1/24/13 47SS

49 2.1.1.4.3 Identify Project Staff Security Requirements 8 days 1/14/13 1/24/13 47SS

50 2.1.1.4.4 Employ Xerox Authentication and Authorization Software 8 days 1/14/13 1/24/13 47SS

51 2.1.1.4.5 Review all Security Policies 8 days 1/14/13 1/24/13 47SS

52 2.1.1.4.6 Conduct Xerox Training on Department Security Policies 8 days 1/14/13 1/24/13 47SS

53 2.1.2 Project Initiation Kickoff Meeting I-9.1 20 days 1/25/13 2/22/13 Dep PM,OCM/Trng Mgr,PM,Proj Exec,Sys Dev Mgr,Test Mgr,Legacy Dev Mgr,Ops Mgr,Req Mgr,Sys Arch,PMO Mgr,QA Mgr,STATE

State of FloridaACCESS Florida System ReplacementDraft Project Work Plan and Schedule

ITN # 03F12GC1

© 2012 Xerox State & Local Solutions, Inc. Page 1 of 39 8/15/12 3:04 PM


54 2.1.2.1 Develop Project Kickoff Meeting Schedule, Agenda and Materials 2 days 1/25/13 1/28/13 15 55

55 2.1.2.2 Distribute Schedule, Agenda and Materials 1 day 1/29/13 1/29/13 54 56SS

56 2.1.2.3 Conduct Kickoff Meeting 5 days 1/29/13 2/4/13 55SS 57SS,58SS,59SS,60SS,61SS,62SS,63SS,64SS,65SS,66SS,68SS,67SS

57 2.1.2.4 Review Project Approach I-9.1 5 days 1/29/13 2/4/13 56SS

58 2.1.2.5 Review Project Schedule I-9.1 5 days 1/29/13 2/4/13 56SS

59 2.1.2.6 Review Plan for Submitting Deliverable Expectation Documents (DED) I-9.1 5 days 1/29/13 2/4/13 56SS

60 2.1.2.7 Review Department's Review and Approval Process I-9.1 5 days 1/29/13 2/4/13 56SS

61 2.1.2.8 Review Requirements Elaboration Activities I-9.1 5 days 1/29/13 2/4/13 56SS

62 2.1.2.9 Review Project Organization and Staffing 5 days 1/29/13 2/4/13 56SS

63 2.1.2.10 Task Reviews: Business Requirements 5 days 1/29/13 2/4/13 56SS

64 2.1.2.11 Task Reviews: Technical Requirements 5 days 1/29/13 2/4/13 56SS

65 2.1.2.12 Review Operational Objectives 5 days 1/29/13 2/4/13 56SS

66 2.1.2.13 Review Project Deliverables 5 days 1/29/13 2/4/13 56SS

67 2.1.2.14 Review Pilot Site Selection and Duration 5 days 1/29/13 2/4/13 56SS

68 2.1.2.15 Review ELC Gate Review Process 5 days 1/29/13 2/4/13 56SS 69

69 2.1.2.16 Develop Kickoff Meeting Report 2 days 2/5/13 2/6/13 68 70

70 2.1.2.17 Submit Kickoff Meeting Report 1 day 2/7/13 2/7/13 69 71

71 2.1.2.18 Department Review of Kickoff Meeting Report 5 days 2/8/13 2/14/13 70 72,74,75,76,77,78,79,80,1835

72 2.1.2.19 Xerox Updates 5 days 2/15/13 2/22/13 71

73 2.1.3 Project Status Reporting and Project Status Meeting s (Ongoing) 0 days 2/14/13 2/14/13 Dep PM,OCM/Trng Mgr,PM,Sys Dev Mgr,Test Mgr,Legacy Dev Mgr,Ops Mgr,Req Mgr,Sys Arch,PMO Mgr,QA Mgr,STATE

74 2.1.3.1 Schedule Weekly Status Meeting 0 days 2/14/13 2/14/13 71

75 2.1.3.2 Submit Meeting Agenda 0 days 2/14/13 2/14/13 71

76 2.1.3.3 Submit Weekly Project Status Report 0 days 2/14/13 2/14/13 71

77 2.1.3.4 Submit Monthly Project Status Report 0 days 2/14/13 2/14/13 71

78 2.1.3.5 Submit Updated Project Work Plan 0 days 2/14/13 2/14/13 71

79 2.1.3.6 Submit Problem Tracking Report 0 days 2/14/13 2/14/13 71

80 2.1.3.7 Review Corrective Action Plans (CAPs) 0 days 2/14/13 2/14/13 71 81

81 2.1.3.8 Conduct Status Meeting 0 days 2/14/13 2/14/13 80 82

82 2.1.3.9 Submit Status Report Minutes 0 days 2/14/13 2/14/13 81 83

83 2.1.3.10 Department Review of Status Report Minutes 0 days 2/14/13 2/14/13 82 84

84 2.1.3.11 Revise and Distribute Project Documents Reflecting Meeting Decisions 0 days 2/14/13 2/14/13 83 85

85 2.1.3.12 Post Meeting Records to Sharepoint Repository 0 days 2/14/13 2/14/13 84

86 2.1.4 Plan Phase - Deliverables I-12.1.5 34 days 12/11/12 1/30/13 Dep PM,Ops Mgr,PM,Test Mgr

87 2.1.4.1 Baseline Deliverable Expectation Documents (DED) (I ncludes Deliverable Checklists) I-12.1 30 days 12/11/12 1/24/13 PMO Mgr

88 2.1.4.1.1 Begin Development of DEDs for all Project Phases 0 days 12/11/12 12/11/12 4SS-22 days 90,101,112,123,134,145,156,167

89 2.1.4.1.2 Plan Phase DED 30 days 12/11/12 1/24/1390 2.1.4.1.2.1 Xerox Development 1 mon 12/11/12 1/11/13 88 91SS+5 days

91 2.1.4.1.2.2 Deliverable: Submit First Interim Draft 0 days 12/17/12 12/17/12 90SS+5 days 92

92 2.1.4.1.2.3 Department Review of First Interim Draft 10 days 12/18/12 1/2/13 91 93SS+5 days

93 2.1.4.1.2.4 Xerox Makes Revisions in Accordance with Department Comments 5 days 12/26/12 1/2/13 92SS+5 days 94

94 2.1.4.1.2.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 1/2/13 1/2/13 93 95

95 2.1.4.1.2.6 Department Review of Second Interim Draft 10 days 1/3/13 1/16/13 94 96SS+5 days

96 2.1.4.1.2.7 Xerox Makes Revisions in Accordance with Department Comments 5 days 1/10/13 1/16/13 95SS+5 days 97SS

97 2.1.4.1.2.8 Xerox Conducts QA Review 5 days 1/10/13 1/16/13 96SS 98

98 2.1.4.1.2.9 Deliverable: Submit Final Document 0 days 1/16/13 1/16/13 97 99

99 2.1.4.1.2.10 Department Provides Written Acceptance 5 days 1/17/13 1/24/13 98

100 2.1.4.1.3 Define Phase DED 30 days 12/11/12 1/24/13101 2.1.4.1.3.1 Xerox Development 1 mon 12/11/12 1/11/13 88 102SS+5 days







ITN # 03F12GC1







111 2.1.4.1.4 Design Phase DED 30 days 12/11/12 1/24/13112 2.1.4.1.4.1 Xerox Development 1 mon 12/11/12 1/11/13 88 113SS+5 days










122 2.1.4.1.5 Develop Phase DED 30 days 12/11/12 1/24/13123 2.1.4.1.5.1 Xerox Development 1 mon 12/11/12 1/11/13 88 124SS+5 days










133 2.1.4.1.6 Test Phase DED 30 days 12/11/12 1/24/13134 2.1.4.1.6.1 Xerox Development 1 mon 12/11/12 1/11/13 88 135SS+5 days










144 2.1.4.1.7 Implement Phase DED 30 days 12/11/12 1/24/13145 2.1.4.1.7.1 Xerox Development 1 mon 12/11/12 1/11/13 88 146SS+5 days










155 2.1.4.1.8 Warranty Performance Period DED 30 days 12/11/12 1/24/13156 2.1.4.1.8.1 Xerox Development 1 mon 12/11/12 1/11/13 88 157SS+5 days





ITN # 03F12GC1









166 2.1.4.1.9 O&M Performance Period DED 30 days 12/11/12 1/24/13167 2.1.4.1.9.1 Xerox Development 1 mon 12/11/12 1/11/13 88 168SS+5 days










177 2.1.4.2 Baseline Project Management Plans (PMP) (Includes S ubcomponent Plans) 4.2.6.4, I-9.1 30 days 12/17/12 1/30/13178 2.1.4.2.1 Xerox Development I-12.1 1 mon 12/17/12 1/17/13 4SS-18 days 179SS+5 days

179 2.1.4.2.2 Deliverable: Submit First Interim Draft 0 days 12/21/12 12/21/12 178SS+5 days 180

180 2.1.4.2.3 Department Review of First Interim Draft 10 days 12/24/12 1/8/13 179 181SS+5 days

181 2.1.4.2.4 Xerox Makes Revisions in Accordance with Department Comments 5 days 1/2/13 1/8/13 180SS+5 days 182

182 2.1.4.2.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 1/8/13 1/8/13 181 183

183 2.1.4.2.6 Department Review of Second Interim Draft 10 days 1/9/13 1/23/13 182 184SS+5 days

184 2.1.4.2.7 Xerox Makes Revisions in Accordance with Department Comments 5 days 1/16/13 1/23/13 183SS+5 days 185SS

185 2.1.4.2.8 Xerox Conducts QA Review 5 days 1/16/13 1/23/13 184SS 186

186 2.1.4.2.9 Deliverable: Submit Final Document 0 days 1/23/13 1/23/13 185 187

187 2.1.4.2.10 Department Provides Written Acceptance 5 days 1/24/13 1/30/13 186

188 2.1.4.2.11 Subcomponent Plans Included in PMP: I-9.1 30 days 12/17/12 1/30/13189 2.1.4.2.11.1 Sub Plans (to be Completed By Kickoff Meeting): I-9.1.1 (7) 30 days 12/17/12 1/30/13190 2.1.4.2.11.1.1 Begin PMP Sub Plan Development 0 days 12/17/12 12/17/12 4SS-18 days 191,192,193,194,195,196,197,198,199,200,201,202,204,205,206,207,208,209,210,211,212,213,214,215

191 2.1.4.2.11.1.2 Updated Project Charter (see Project Charter below) 30 days 12/17/12 1/30/13 190 PMO Mgr

192 2.1.4.2.11.1.3 Work Breakdown Structure (WBS) (see Project Work Plan and Schedule below) 30 days 12/17/12 1/30/13 190 PMO Mgr

193 2.1.4.2.11.1.4 Project Schedule (see Project Work Plan and Schedule below) 30 days 12/17/12 1/30/13 190 PMO Mgr

194 2.1.4.2.11.1.5 Phase Gate Review and Acceptance Process 30 days 12/17/12 1/30/13 190 PMO Mgr

195 2.1.4.2.11.1.6 Phase Gate Approval Criteria 30 days 12/17/12 1/30/13 190 QA Mgr

196 2.1.4.2.11.1.7 Deliverable Expectation Documents and Deliverable Checklists (see DED below) 30 days 12/17/12 1/30/13 190 PMO Mgr

197 2.1.4.2.11.1.8 Phase Gate Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

198 2.1.4.2.11.1.9 Procurement Management Plan 30 days 12/17/12 1/30/13 190 Finance Analyst

199 2.1.4.2.11.1.10 Budget Management Plan 30 days 12/17/12 1/30/13 190 Finance Analyst

200 2.1.4.2.11.1.11 Project Change Control Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

201 2.1.4.2.11.1.12 Scope Management Plan 30 days 12/17/12 1/30/13 190 Sys Dev Mgr

202 2.1.4.2.11.1.13 Disaster Preparedness Plan I-8.6 30 days 12/17/12 1/30/13 190 Ops Mgr

203 2.1.4.2.11.2 Sub Plans (to be Completed By Plan Phase Gate): I-9.1.1 (8) 30 days 12/17/12 1/30/13204 2.1.4.2.11.2.1 Communication Management Plan 30 days 12/17/12 1/30/13 190 OCM/Trng Mgr,PMO Mgr

205 2.1.4.2.11.2.2 Document Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

206 2.1.4.2.11.2.3 Schedule Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

207 2.1.4.2.11.2.4 Quality Management Plan 30 days 12/17/12 1/30/13 190 QA Mgr

208 2.1.4.2.11.2.5 Issue Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

209 2.1.4.2.11.2.6 Organizational Breakdown Structure (OBS) 30 days 12/17/12 1/30/13 190 PMO Mgr

210 2.1.4.2.11.2.7 Risk Management Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

211 2.1.4.2.11.2.8 Human Resource Management and Staffing Plan 30 days 12/17/12 1/30/13 190 PM

212 2.1.4.2.11.2.9 Configuration Management Plan 30 days 12/17/12 1/30/13 190 Ops Mgr


ITN # 03F12GC1



213 2.1.4.2.11.2.10 Knowledge Transfer Plan 30 days 12/17/12 1/30/13 190 OCM/Trng Mgr

214 2.1.4.2.11.2.11 Information Security Plan 30 days 12/17/12 1/30/13 190 ITO Security,Ops Mgr

215 2.1.4.2.11.2.12 Conflict Resolution Plan 30 days 12/17/12 1/30/13 190 PMO Mgr

216 2.1.4.3 Disaster Preparedness Plan (see PMP Subcomponent Pl an) I-12.1.5 30 days 12/17/12 1/30/13 Ops Mgr

217 2.1.4.3.1 Xerox Development 1 mon 12/17/12 1/17/13 4SS-18 days 218SS+5 days










227 2.2 DEFINE PHASE I-9.2 234 days 12/17/12 11/20/13228 2.2.1 Requirements Validations Sessions (RVS) I-9.2 36 days 1/22/13 3/13/13 BA,Lead DBA,PMO Mgr,Req Mgr,STATE,Sys Arch

229 2.2.1.1 Develop RVS Schedule, Agenda and Materials 2 days 1/22/13 1/23/13 4FS+1 wk 230 Req Mgr,PMO Mgr

230 2.2.1.2 Distribute RVS Schedule, Agenda and Materials 1 day 1/24/13 1/24/13 229 231 PMO Mgr,Req Mgr

231 2.2.1.3 Department Approves RVS Schedule 10 days 1/25/13 2/7/13 230 232FS+5 days,259FS+2 days,270FS+2 days,281FS+2 daysSTATE

232 2.2.1.4 Conduct Requirements Validation Session (Iterative Sessions) 4 days 2/15/13 2/21/13 231FS+5 days 233SS,234SS,236SS,237SS,239SS,242SS,235SS,238SS,240SS,241SSBA,Req Mgr,STATE

233 2.2.1.5 Define and Validate Project Requirements (ITN) 7 days 2/15/13 2/26/13 232SS BA,Req Mgr

234 2.2.1.6 Identify Additional Requirements 7 days 2/15/13 2/26/13 232SS BA,Req Mgr

235 2.2.1.7 Review Database Design 7 days 2/15/13 2/26/13 232SS Lead DBA,Sys Arch

236 2.2.1.8 Maintain Business Process Models 7 days 2/15/13 2/26/13 232SS BA,Req Mgr

237 2.2.1.9 Maintain Requirements Traceability Matrix (RTM) 7 days 2/15/13 2/26/13 232SS BA,Req Mgr

238 2.2.1.10 Perform Gap Analysis 7 days 2/15/13 2/26/13 232SS BA,Req Mgr

239 2.2.1.11 Perform Initial Pilot Planning 7 days 2/15/13 2/26/13 232SS Lead DBA,Sys Arch,Req Mgr

240 2.2.1.12 Establish User Roles 7 days 2/15/13 2/26/13 232SS Lead DBA,Sys Arch,Req Mgr

241 2.2.1.13 Establish Strategy to Convert Legacy Users and Roles to the New System 7 days 2/15/13 2/26/13 232SS Lead DBA,Sys Arch,Req Mgr

242 2.2.1.14 Maintain Technical Architecture Diagram 7 days 2/15/13 2/26/13 232SS 243,304 Sys Arch

243 2.2.1.15 Develop and Submit Draft RVS Session Report 3 days 2/27/13 3/1/13 242 244 PMO Mgr,Req Mgr

244 2.2.1.16 Department Review of RVS Report 5 days 3/4/13 3/8/13 243 245 STATE

245 2.2.1.17 Xerox Updates and Submits Final RVS Report 3 days 3/11/13 3/13/13 244 PMO Mgr,Req Mgr

246 2.2.2 Define Phase - Deliverables 234 days 12/17/12 11/20/13 1842 BA,Dep PM,PM,PMO Mgr

247 2.2.2.1 Requirements Elaboration Schedule (Release 1 and Re lease 2) 30 days 12/17/12 1/30/13248 2.2.2.1.1 Xerox Development 1 mon 12/17/12 1/17/13 4SS-18 days 249SS+5 days










258 2.2.2.2 Detailed Requirements Definition Document (Release 1 and Release 2) I-12.1.5 30 days 2/12/13 3/26/13259 2.2.2.2.1 Xerox Development 1 mon 2/12/13 3/14/13 231FS+2 days 260SS+5 days








ITN # 03F12GC1






269 2.2.2.3 Detailed Requirements Traceability Matrix (RTM) (Re lease 1 and Release 2) I-12.1.5 30 days 2/12/13 3/26/13270 2.2.2.3.1 Xerox Development 1 mon 2/12/13 3/14/13 231FS+2 days 271SS+5 days










280 2.2.2.4 Update/Revise PMP - Release 1 I-12.1.5 30 days 2/12/13 3/26/13281 2.2.2.4.1 Xerox Development 1 mon 2/12/13 3/14/13 231FS+2 days 282SS+5 days










291 2.2.2.5 Update/Revise PMP - Release 2 I-12.1.5 30 days 10/8/13 11/20/13292 2.2.2.5.1 Xerox Development 1 mon 10/8/13 11/7/13 5FS+5 days 293SS+5 days










302 2.3 DESIGN PHASE I-9.3 - I.9.6 271 days 2/27/13 3/25/14 1908303 2.3.1 Initial Release Planning Meeting 10 days 2/27/13 3/12/13 Dep PM,PM,PMO Mgr,Req Mgr,Sys Dev Mgr,App Mgr,Sys Arch,Data Arch,Prog,Sr Prog

304 2.3.1.1 Conduct Initial Release Planning Meeting 2 wks 2/27/13 3/12/13 242 305SS,306SS,308SS,309SS,310SS,311SS,314SS,315SS,316SS,317SS,318SS,307SS,490,491,492,493,494,495,498,312SS,313SS,319SS,320SS,321SS,322SS,323SS,324SS,325SS,327SS,328SS,329SS,330SS,331SS,333SS,334SS,335SS,336SS,337SS,338SS,339SS,341SS,342SS,343SS,344SS,34...

305 2.3.1.2 Establish Development Teams 2 wks 2/27/13 3/12/13 304SS App Mgr,Dep PM,STATE,Sys Dev Mgr,Test Mgr

306 2.3.1.3 Engage QA and IVV Contractors in Development Teams 2 wks 2/27/13 3/12/13 304SS PMO Mgr,QA Mgr

307 2.3.1.4 Establish SPARK-ITS Methodology for Systems Design and Development 2 wks 2/27/13 3/12/13 304SS PMO Mgr

308 2.3.1.5 Perform Scrum Sessions 2 wks 2/27/13 3/12/13 304SS Prog,Sr Prog,Tech Lead

309 2.3.1.6 Create Product Backlog 2 wks 2/27/13 3/12/13 304SS App Mgr,BA,Req Mgr,Tech Lead

310 2.3.1.7 Develop User Stories 2 wks 2/27/13 3/12/13 304SS BA,STATE,Tech Lead,OCM Anal

311 2.3.1.8 Perform Grooming and Sizing of Product Backlog 2 wks 2/27/13 3/12/13 304SS App Mgr,Sys Arch,Tech Lead

312 2.3.1.9 Allocate Product Backlog to Release Workstreams 2 wks 2/27/13 3/12/13 304SS App Mgr,BA,Req Mgr,Tech Lead

313 2.3.1.10 Prioritize Product Backlog 2 wks 2/27/13 3/12/13 304SS App Mgr,BA,Req Mgr,STATE,Tech Lead

314 2.3.1.11 Perform Release Planning 2 wks 2/27/13 3/12/13 304SS App Mgr,Dep PM,STATE,Sys Arch,Sys Dev Mgr,Tech Lead

315 2.3.1.12 Initiate Change Control Processes 2 wks 2/27/13 3/12/13 304SS PMO Mgr

316 2.3.1.13 Conduct Gap Analysis 2 wks 2/27/13 3/12/13 304SS BA,Req Mgr,STATE,Tech Lead

317 2.3.1.14 Maintain RTM 2 wks 2/27/13 3/12/13 304SS PMO

318 2.3.1.15 Maintain all Design Documentation 2 wks 2/27/13 3/12/13 304SS PMO


ITN # 03F12GC1



319 2.3.1.16 Validate Needs Through Prototyping I-9.3.1 2 wks 2/27/13 3/12/13 304SS BA,OCM Anal,STATE,Tech Lead

320 2.3.1.17 Conduct Functional System Design Walkthroughs I-9.3.1 2 wks 2/27/13 3/12/13 304SS BA,OCM Anal,STATE,Tech Lead

321 2.3.1.18 Maintain Issues Log I-9.4 2 wks 2/27/13 3/12/13 304SS PMO

322 2.3.1.19 Maintain Database Design I-9.4.1 2 wks 2/27/13 3/12/13 304SS Lead DBA,DBA

323 2.3.1.20 Perform Organizational Change Management Activities I-9.5.1 (6) 2 wks 2/27/13 3/12/13 304SS OCM Anal,OCM Mgr

324 2.3.1.21 Maintain Interface Design Requirements I-9.6 2 wks 2/27/13 3/12/13 304SS BA,Interface Lead,Req Mgr,Tech Lead

325 2.3.1.22 Develop Memorandums of Understanding with Stakeholder Agencies I-9.6.2 (3) 2 wks 2/27/13 3/12/13 304SS PM,STATE

326 2.3.2 Functional Design I-9.3 10 days 2/27/13 3/12/13 BA,Dep PM,Interface Lead,Req Mgr,STATE

327 2.3.2.1 Develop Data and Process Models (Narrative) 2 wks 2/27/13 3/12/13 304SS

328 2.3.2.2 Develop Data and Process Models (Graphic) 2 wks 2/27/13 3/12/13 304SS

329 2.3.2.3 Develop Detail Business Rules and Workflow Documentation 2 wks 2/27/13 3/12/13 304SS

330 2.3.2.4 Develop System Functionality Prototype 2 wks 2/27/13 3/12/13 304SS

331 2.3.2.5 Conduct Walkthroughs of the Functional System Design 2 wks 2/27/13 3/12/13 304SS

332 2.3.3 Technical Design I-9.4 10 days 2/27/13 3/12/13 BA,Dep PM,Interface Lead,Req Mgr,STATE,Tech Lead

333 2.3.3.1 Apply Commonly Used Software Tools 2 wks 2/27/13 3/12/13 304SS

334 2.3.3.2 Minimize Data Redundancy 2 wks 2/27/13 3/12/13 304SS

335 2.3.3.3 Develop Technical System Design 2 wks 2/27/13 3/12/13 304SS

336 2.3.3.4 Maintain the Requirements Traceability Matrix 2 wks 2/27/13 3/12/13 304SS

337 2.3.3.5 Conduct Informal Design Reviews 2 wks 2/27/13 3/12/13 304SS

338 2.3.3.6 Maintain Database of Reported Issues 2 wks 2/27/13 3/12/13 304SS

339 2.3.3.7 Conduct Walkthroughs of the Deliverables 2 wks 2/27/13 3/12/13 304SS

340 2.3.4 Business Process Reengineering Design I-9.5 10 days 2/27/13 3/12/13 OCM Team,STATE

341 2.3.4.1 Create Reengineered Business Processes Design and Documentation 2 wks 2/27/13 3/12/13 304SS

342 2.3.4.2 Create Business Process Deliverables 2 wks 2/27/13 3/12/13 304SS

343 2.3.4.3 Develop Organizational Change Management Plan Including Gap Analysis 2 wks 2/27/13 3/12/13 304SS

344 2.3.4.4 Develop a Staffing and Productivity Impact Analysis Report 2 wks 2/27/13 3/12/13 304SS

345 2.3.4.5 Rollout Reengineered Business Processes 2 wks 2/27/13 3/12/13 304SS

346 2.3.5 Interface Definition I-9.6 10 days 2/27/13 3/12/13 BA,Dep PM,Interface Lead,Req Mgr,STATE

347 2.3.5.1 Define and Document all Interfaces (ICD's) 2 wks 2/27/13 3/12/13 304SS

348 2.3.5.2 Employ Existing Interfaces where Applicable 2 wks 2/27/13 3/12/13 304SS

349 2.3.5.3 Coordinate New or Modified Interfaces with Affected Agencies 2 wks 2/27/13 3/12/13 304SS

350 2.3.5.4 Facilitate and Document Interface Meetings 2 wks 2/27/13 3/12/13 304SS

351 2.3.5.5 Provide Software Specifications for New and Existing Interfaces 2 wks 2/27/13 3/12/13 304SS

352 2.3.5.6 Maintain the Requirements Traceability Matrix 2 wks 2/27/13 3/12/13 304SS

353 2.3.5.7 Maintain Database of Reported Issues 2 wks 2/27/13 3/12/13 304SS

354 2.3.6 Design Phase - Deliverables - Release 1 30 days 2/27/13 4/9/13 1849 Conv Mgr,Dep PM,PM,PMO Mgr,DBA,App Dev Lead,Ops Mgr,Prog,Sys Arch

355 2.3.6.1 Functional Design Specifications I-12.1.5 30 days 2/27/13 4/9/13356 2.3.6.1.1 Xerox Development 1 mon 2/27/13 3/28/13 304SS 357SS+5 days










366 2.3.6.2 Technical Design Specifications I-12.1.5 30 days 2/27/13 4/9/13367 2.3.6.2.1 Xerox Development 1 mon 2/27/13 3/28/13 304SS 368SS+5 days






ITN # 03F12GC1








377 2.3.6.3 Database Design I-12.1.5 30 days 2/27/13 4/9/13378 2.3.6.3.1 Xerox Development 1 mon 2/27/13 3/28/13 304SS 379SS+5 days










388 2.3.6.4 Update/Revise PMP I-12.1.5 30 days 2/27/13 4/9/13389 2.3.6.4.1 Xerox Development 1 mon 2/27/13 3/28/13 304SS 390SS+5 days










399 2.3.7 Design Phase - Deliverables - Release 2 95 days 11/6/13 3/25/14400 2.3.7.1 Data Conversion Plan I-12.1.5 30 days 11/6/13 12/19/13401 2.3.7.1.1 Xerox Development 1 mon 11/6/13 12/9/13 5FS+5 wks 402SS+5 days





406 2.3.7.1.6 Department Review of Second Interim Draft 10 days 11/29/13 12/12/13 405 407SS+5 days,412,423,434,445





411 2.3.7.2 Data Conversion Design I-12.1.5 30 days 12/13/13 1/27/14412 2.3.7.2.1 Xerox Development 1 mon 12/13/13 1/14/14 406 413SS+5 days




416 2.3.7.2.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 1/3/14 1/3/14 415 417,456






422 2.3.7.3 Functional Design Specifications I-12.1.5 30 days 12/13/13 1/27/14423 2.3.7.3.1 Xerox Development 1 mon 12/13/13 1/14/14 406 424SS+5 days



ITN # 03F12GC1











433 2.3.7.4 Technical Design Specifications I-12.1.5 30 days 12/13/13 1/27/14434 2.3.7.4.1 Xerox Development 1 mon 12/13/13 1/14/14 406 435SS+5 days










444 2.3.7.5 Database Design I-12.1.5 30 days 12/13/13 1/27/14445 2.3.7.5.1 Xerox Development 1 mon 12/13/13 1/14/14 406 446SS+5 days










455 2.3.7.6 Disaster Recovery Plan I-12.1.5 30 days 1/6/14 2/18/14456 2.3.7.6.1 Xerox Development 1 mon 1/6/14 2/5/14 416 457SS+5 days





461 2.3.7.6.6 Department Review of Second Interim Draft 10 days 1/28/14 2/10/14 460 462SS+5 days,478,467





466 2.3.7.7 Development/QA Environment I-12.1.5 30 days 2/11/14 3/25/14467 2.3.7.7.1 Xerox Development 1 mon 2/11/14 3/13/14 461 468SS+5 days










477 2.3.7.8 Update/Revise PMP I-12.1.5 30 days 2/11/14 3/25/14


ITN # 03F12GC1



478 2.3.7.8.1 Xerox Development 1 mon 2/11/14 3/13/14 461 479SS+5 days










488 2.4 DEVELOP PHASE I-9.7 - I-9.10 516 days 12/19/12 1/7/15489 2.4.1 Create System Environments I-9.1.1 (4) 6 days 3/13/13 3/20/13 App Mgr,Database Mgr,Dep PM,ITO,Ops Mgr

490 2.4.1.1 Create Conversion/Migration Environment 1 wk 3/13/13 3/19/13 304

491 2.4.1.2 Create QA Testing Environment 1 wk 3/13/13 3/19/13 304

492 2.4.1.3 Create UAT Testing Environment 1 wk 3/13/13 3/19/13 304

493 2.4.1.4 Create Staging Environment 1 wk 3/13/13 3/19/13 304

494 2.4.1.5 Create Training Environment 1 wk 3/13/13 3/19/13 304

495 2.4.1.6 Create Production Environment 1 wk 3/13/13 3/19/13 304 496

496 2.4.1.7 Demonstrate the System Environments 1 day 3/20/13 3/20/13 495

497 2.4.2 Workstream Initiation Tasks (Sprint 0) 10 days 3/13/13 3/26/13498 2.4.2.1 Conduct Initial Release Planning Meetings 2 wks 3/13/13 3/26/13 304 499SS,500SS,501SS,502SS,503SS,504SS,505SS,506SS,507SS,508SS,509SSApp Mgr,Dep PM,PM,PMO Mgr,Req Mgr,Sys Dev Mgr

499 2.4.2.2 Identify, Elaborate and Prioritize the Product Backlog (Requirements) 2 wks 3/13/13 3/26/13 498SS BA,Req Mgr

500 2.4.2.3 Backlog Grooming 2 wks 3/13/13 3/26/13 498SS App Mgr,Dep PM,Req Mgr,STATE,Sys Dev Mgr

501 2.4.2.4 Develop User Story Sizing 2 wks 3/13/13 3/26/13 498SS App Mgr,Sys Dev Mgr

502 2.4.2.5 Develop User Story Level of Effort 2 wks 3/13/13 3/26/13 498SS App Mgr,Sys Dev Mgr

503 2.4.2.6 Develop User Story Prioritization 2 wks 3/13/13 3/26/13 498SS App Mgr,Sys Dev Mgr,Req Mgr,STATE

504 2.4.2.7 Develop User Story Acceptance Criteria 2 wks 3/13/13 3/26/13 498SS App Mgr,Sys Dev Mgr,PMO Mgr,QA Mgr,Req Mgr,STATE

505 2.4.2.8 Develop Release Strategy 2 wks 3/13/13 3/26/13 498SS App Mgr,Dep PM,Req Mgr,STATE,Sys Dev Mgr

506 2.4.2.9 Identify Development Teams and Department SMEs 2 wks 3/13/13 3/26/13 498SS App Mgr,Dep PM,STATE,Sys Dev Mgr,Test Mgr

507 2.4.2.10 Develop Test Cases, Scenarios, and Scripts 2 wks 3/13/13 3/26/13 498SS BA,OCM Team,Req Mgr,Test Mgr,Test Team

508 2.4.2.11 Confirm Work Streams 2 wks 3/13/13 3/26/13 498SS App Mgr,Sys Dev Mgr

509 2.4.2.12 Define and Prioritize Sprints Releases 2 wks 3/13/13 3/26/13 498SS 511 App Mgr,Sys Dev Mgr

510 2.4.3 Workstream Development - Release 1 130 days 3/27/13 9/27/13 1856,766FS+5 monsApp Mgr,BA,Dep PM,OCM Team,PM,PMO Mgr,QA Mgr,Req Mgr,STATE,Sys Dev Mgr,Test Mgr,Test Team

511 2.4.3.1 Workstream Development Process - Release 1 26 wks 3/27/13 9/27/13 509 877FS-5 mons,1274SS,514SS,516SS,518SS,520SS,522SS,524SS,527SS,529SS,531SS,533SS,535SS,537SS,539SS,541SS,543SS,546SS,548SS,551SS,553SS,555SS,557SS,560SS,564SS,566SS,568SS,570SS,572SS,575SS,577SS,579SS,581SS,667SS,668SS,669SS,670SS,671SS,672SS,673SS,674S...

512 2.4.3.2 Portal 10 days 3/27/13 4/9/13513 2.4.3.2.1 Specific FLA Workflows 10 days 3/27/13 4/9/13514 2.4.3.2.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

515 2.4.3.2.2 Web Service Interaction 10 days 3/27/13 4/9/13516 2.4.3.2.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

517 2.4.3.2.3 Portlet Design Modifications 10 days 3/27/13 4/9/13518 2.4.3.2.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

519 2.4.3.2.4 HIX Integration 10 days 3/27/13 4/9/13520 2.4.3.2.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

521 2.4.3.2.5 Identity Verification 10 days 3/27/13 4/9/13522 2.4.3.2.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

523 2.4.3.2.6 Web Chat 10 days 3/27/13 4/9/13524 2.4.3.2.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

525 2.4.3.3 Web Services Enablement and Messaging 10 days 3/27/13 4/9/13526 2.4.3.3.1 Rules Engine Services 10 days 3/27/13 4/9/13527 2.4.3.3.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

528 2.4.3.3.2 ESB Connectors 10 days 3/27/13 4/9/13529 2.4.3.3.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

530 2.4.3.3.3 XML Taxonomy 10 days 3/27/13 4/9/13


ITN # 03F12GC1



531 2.4.3.3.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

532 2.4.3.3.4 Federal Hub Connector 10 days 3/27/13 4/9/13533 2.4.3.3.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

534 2.4.3.3.5 MDM/MCI 10 days 3/27/13 4/9/13535 2.4.3.3.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

536 2.4.3.3.6 CRM 10 days 3/27/13 4/9/13537 2.4.3.3.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

538 2.4.3.3.7 CenturyLink 10 days 3/27/13 4/9/13539 2.4.3.3.7.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

540 2.4.3.3.8 Document Management Tool 10 days 3/27/13 4/9/13541 2.4.3.3.8.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

542 2.4.3.3.9 ConneXion 10 days 3/27/13 4/9/13543 2.4.3.3.9.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

544 2.4.3.4 Rules 10 days 3/27/13 4/9/13545 2.4.3.4.1 Medical 10 days 3/27/13 4/9/13546 2.4.3.4.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

547 2.4.3.4.2 CHIP 10 days 3/27/13 4/9/13548 2.4.3.4.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

549 2.4.3.5 Legacy Applications 10 days 3/27/13 4/9/13550 2.4.3.5.1 Workflows in FLORIDA Associated with ACA 10 days 3/27/13 4/9/13551 2.4.3.5.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

552 2.4.3.5.2 FLORIDA Interaction with Rules Engine 10 days 3/27/13 4/9/13553 2.4.3.5.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

554 2.4.3.5.3 Workflows in Legacy CHIP Application 10 days 3/27/13 4/9/13555 2.4.3.5.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

556 2.4.3.5.4 Legacy CHIP Application Interaction with Rules Engi ne 10 days 3/27/13 4/9/13557 2.4.3.5.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

558 2.4.3.6 Interfaces 10 days 3/27/13 4/9/13559 2.4.3.6.1 Federal Hub 10 days 3/27/13 4/9/13560 2.4.3.6.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

561 2.4.3.6.2 State Interfaces 10 days 3/27/13 4/9/13562 2.4.3.6.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

563 2.4.3.6.3 Telephony Solution 10 days 3/27/13 4/9/13564 2.4.3.6.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

565 2.4.3.6.4 IVR 10 days 3/27/13 4/9/13566 2.4.3.6.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

567 2.4.3.6.5 ACD 10 days 3/27/13 4/9/13568 2.4.3.6.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

569 2.4.3.6.6 Data Warehouse 10 days 3/27/13 4/9/13570 2.4.3.6.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

571 2.4.3.6.7 Store Data Sources for Real Time Eligibility 10 days 3/27/13 4/9/13572 2.4.3.6.7.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

573 2.4.3.7 Bridges 10 days 3/27/13 4/9/13574 2.4.3.7.1 AMS and FLORIDA System 10 days 3/27/13 4/9/13575 2.4.3.7.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

576 2.4.3.7.2 Portal to Telephony 10 days 3/27/13 4/9/13577 2.4.3.7.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

578 2.4.3.7.3 FLORIDA to MMIS 10 days 3/27/13 4/9/13579 2.4.3.7.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

580 2.4.3.7.4 FLORIDA to TPA 10 days 3/27/13 4/9/13581 2.4.3.7.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 3/27/13 4/9/13 511SS

582 2.4.4 Workstream Development - Release 2 290 days 9/30/13 11/24/14 1863 App Mgr,BA,Dep PM,OCM Team,PM,PMO Mgr,QA Mgr,Req Mgr,STATE,Sys Dev Mgr,Test Mgr,Test Team

583 2.4.4.1 Workstream Development Process - Release 2 58 wks 9/30/13 11/24/14 511 938FS-5 mons,1276SS,586SS,588SS,590SS,593SS,595SS,597SS,600SS,602SS,604SS,606SS,608SS,610SS,613SS,615SS,617SS,619SS,621SS,623SS,625SS,628SS,630SS,632SS,634SS,636SS,638SS,640SS,643SS,645SS,648SS,650SS,653SS,656SS,658SS,661SS,663SS,665SS,799FS-6 mons,810...


ITN # 03F12GC1



584 2.4.4.2 Portal 10 days 9/30/13 10/11/13585 2.4.4.2.1 HIX Integration 10 days 9/30/13 10/11/13586 2.4.4.2.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

587 2.4.4.2.2 Portlet Design Modifications 10 days 9/30/13 10/11/13588 2.4.4.2.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

589 2.4.4.2.3 Workflows for Remaining Programs 10 days 9/30/13 10/11/13590 2.4.4.2.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

591 2.4.4.3 Web Services 10 days 9/30/13 10/11/13592 2.4.4.3.1 MCI 10 days 9/30/13 10/11/13593 2.4.4.3.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

594 2.4.4.3.2 CRM 10 days 9/30/13 10/11/13595 2.4.4.3.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

596 2.4.4.3.3 XML Taxonomy 10 days 9/30/13 10/11/13597 2.4.4.3.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

598 2.4.4.4 Rules 10 days 9/30/13 10/11/13599 2.4.4.4.1 TANF 10 days 9/30/13 10/11/13600 2.4.4.4.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

601 2.4.4.4.2 SNAP 10 days 9/30/13 10/11/13602 2.4.4.4.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS


605 2.4.4.4.4 WIC 10 days 9/30/13 10/11/13606 2.4.4.4.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

607 2.4.4.4.5 Other State Programs 10 days 9/30/13 10/11/13608 2.4.4.4.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

609 2.4.4.4.6 Full Medical 10 days 9/30/13 10/11/13610 2.4.4.4.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

611 2.4.4.5 Workflow / Business Processes 10 days 9/30/13 10/11/13612 2.4.4.5.1 Administrative Workflows 10 days 9/30/13 10/11/13613 2.4.4.5.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

614 2.4.4.5.2 Recertifications 10 days 9/30/13 10/11/13615 2.4.4.5.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

616 2.4.4.5.3 WIC 10 days 9/30/13 10/11/13617 2.4.4.5.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

618 2.4.4.5.4 SNAP 10 days 9/30/13 10/11/13619 2.4.4.5.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

620 2.4.4.5.5 TANF 10 days 9/30/13 10/11/13621 2.4.4.5.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

622 2.4.4.5.6 Other Programs 10 days 9/30/13 10/11/13623 2.4.4.5.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS


626 2.4.4.6 Batches / Interfaces 10 days 9/30/13 10/11/13627 2.4.4.6.1 State Interfaces 10 days 9/30/13 10/11/13628 2.4.4.6.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

629 2.4.4.6.2 CCIO Hub 10 days 9/30/13 10/11/13630 2.4.4.6.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

631 2.4.4.6.3 Data Warehouse 10 days 9/30/13 10/11/13632 2.4.4.6.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

633 2.4.4.6.4 Service Center 10 days 9/30/13 10/11/13634 2.4.4.6.4.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

635 2.4.4.6.5 IVR 10 days 9/30/13 10/11/13636 2.4.4.6.5.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS


ITN # 03F12GC1



637 2.4.4.6.6 Document Management 10 days 9/30/13 10/11/13638 2.4.4.6.6.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

639 2.4.4.6.7 ACM 10 days 9/30/13 10/11/13640 2.4.4.6.7.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

641 2.4.4.7 MCI 10 days 9/30/13 10/11/13642 2.4.4.7.1 MCI Façade 10 days 9/30/13 10/11/13643 2.4.4.7.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

644 2.4.4.7.2 Service Interaction 10 days 9/30/13 10/11/13645 2.4.4.7.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

646 2.4.4.8 Integration with CRM 10 days 9/30/13 10/11/13647 2.4.4.8.1 CRM Façade 10 days 9/30/13 10/11/13648 2.4.4.8.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

649 2.4.4.8.2 Service Interaction 10 days 9/30/13 10/11/13650 2.4.4.8.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

651 2.4.4.9 Task Management 10 days 9/30/13 10/11/13652 2.4.4.9.1 Task Management Subsystem 10 days 9/30/13 10/11/13653 2.4.4.9.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

654 2.4.4.10 Reports 10 days 9/30/13 10/11/13655 2.4.4.10.1 New Reports Required by ACA 10 days 9/30/13 10/11/13656 2.4.4.10.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

657 2.4.4.10.2 Modification of Existing Reports 10 days 9/30/13 10/11/13658 2.4.4.10.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

659 2.4.4.11 Data Conversion 10 days 9/30/13 10/11/13660 2.4.4.11.1 Data Extraction 10 days 9/30/13 10/11/13661 2.4.4.11.1.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

662 2.4.4.11.2 Data Mapping 10 days 9/30/13 10/11/13663 2.4.4.11.2.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

664 2.4.4.11.3 Data Load 10 days 9/30/13 10/11/13665 2.4.4.11.3.1 [See Common Workstream Tasks in Footnotes Below] 2 wks 9/30/13 10/11/13 583SS

666 2.4.5 Develop Phase Support Tasks 420 days 3/27/13 11/24/14667 2.4.5.1 Perform Software Development I-9.7 84 wks 3/27/13 11/24/14 511SS Dev Team,Req Team,STATE,Test Team

668 2.4.5.2 Perform Unit Testing I-9.7 84 wks 3/27/13 11/24/14 511SS

669 2.4.5.3 Maintain Change Management Processes I-9.7 84 wks 3/27/13 11/24/14 511SS PMO

670 2.4.5.4 Provide Tested Releases Including Software Code and Release Notes I-9.7 84 wks 3/27/13 11/24/14 511SS Dev Team,Req Team,STATE,Test Team

671 2.4.5.5 Maintain Defect Tracking System Database of SIRs I-9.7 84 wks 3/27/13 11/24/14 511SS PMO

672 2.4.5.6 Coordinate Development and Test Activities of Project Stakeholders I-9.7.2 (4) 84 wks 3/27/13 11/24/14 511SS Dep PM,PMO Mgr,QA Mgr,Test Mgr,App Dev Mgr

673 2.4.5.7 Develop and Unit Test Required Reports I-9.8 84 wks 3/27/13 11/24/14 511SS Dep PM,PMO Mgr,QA Mgr,Test Mgr,App Dev Mgr

674 2.4.5.8 Develop and Unit Test Required Forms and Correspondence I-9.9 84 wks 3/27/13 11/24/14 511SS Dep PM,PMO Mgr,QA Mgr,Test Mgr,App Dev Mgr

675 2.4.6 Develop Phase - Deliverables - Release 1 86 days 12/19/12 4/23/13 App Dev Lead,BA,Conv Mgr,DBA,Dep PM,Ops Mgr,PM,PMO Mgr,Prog,Sys Arch,Test Mgr,Test Team,Forms Lead,Report Lead

676 2.4.6.1 Defect Tracking System I-9.7.1 (1) 30 days 12/19/12 2/1/13677 2.4.6.1.1 Xerox Development 1 mon 12/19/12 1/22/13 511SS-3 mons 678SS+5 days










687 2.4.6.2 Create Unit Test Cases and Test Data I-9.7.1 (5) 30 days 3/13/13 4/23/13688 2.4.6.2.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 689SS+5 days



ITN # 03F12GC1











698 2.4.6.3 Reports Manual I-9.8.1 (1) 30 days 3/13/13 4/23/13699 2.4.6.3.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 700SS+5 days










709 2.4.6.4 Forms and Correspondence Manual I-9.9.1 (1) 30 days 3/13/13 4/23/13710 2.4.6.4.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 711SS+5 days










720 2.4.6.5 Master Test Plan I-9.10 30 days 3/13/13 4/23/13721 2.4.6.5.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 722SS+5 days










731 2.4.6.6 Application Architecture Development I-12.1.5 30 days 3/13/13 4/23/13732 2.4.6.6.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 733SS+5 days










742 2.4.6.7 Test Materials I-12.1.5 30 days 3/13/13 4/23/13


ITN # 03F12GC1



743 2.4.6.7.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 744SS+5 days










753 2.4.6.8 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 3/13/13 4/23/13754 2.4.6.8.1 Xerox Development 1 mon 3/13/13 4/11/13 511SS-2 wks 755SS+5 days










764 2.4.7 Develop Phase - Deliverables - Release 2 210 days 3/11/14 1/7/15 App Dev Lead,BA,Conv Mgr,DBA,Dep PM,Ops Mgr,PM,PMO Mgr,Prog,Sys Arch,Test Mgr,Test Team,Forms Lead,Report Lead

765 2.4.7.1 Master Test Plan I-9.10 30 days 3/11/14 4/21/14 1119,1130,1141766 2.4.7.1.1 Xerox Development 1 mon 3/11/14 4/9/14 510FS+5 mons 767SS+5 days


768 2.4.7.1.3 Department Review of First Interim Draft 10 days 3/18/14 3/31/14 767 769SS+5 days,777,788








776 2.4.7.2 Test Materials I-12.1.5 30 days 4/1/14 5/12/14777 2.4.7.2.1 Xerox Development 1 mon 4/1/14 4/30/14 768 778SS+5 days










787 2.4.7.3 Create Unit Test Cases and Test Data I-9.7.1 (5) 30 days 4/1/14 5/12/14788 2.4.7.3.1 Xerox Development 1 mon 4/1/14 4/30/14 768 789SS+5 days









ITN # 03F12GC1





798 2.4.7.4 Code and Unit Test Data Conversion Software 30 days 5/16/14 6/27/14799 2.4.7.4.1 Xerox Code and Test 1 mon 5/16/14 6/17/14 583FS-6 mons 800SS+5 days










809 2.4.7.5 Reports Manual I-9.8.1 (1) 30 days 5/16/14 6/27/14810 2.4.7.5.1 Xerox Development 1 mon 5/16/14 6/17/14 583FS-6 mons 811SS+5 days










820 2.4.7.6 Forms and Correspondence Manual I-9.9.1 (1) 30 days 5/16/14 6/27/14821 2.4.7.6.1 Xerox Development 1 mon 5/16/14 6/17/14 583FS-6 mons 822SS+5 days










831 2.4.7.7 Application Architecture Development I-12.1.5 30 days 5/28/14 7/9/14832 2.4.7.7.1 Xerox Development 1 mon 5/28/14 6/26/14 583FS-25 wks 833SS+5 days










842 2.4.7.8 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 5/28/14 7/9/14843 2.4.7.8.1 Xerox Development 1 mon 5/28/14 6/26/14 583FS-25 wks 844SS+5 days







ITN # 03F12GC1







853 2.4.7.9 Update Training/Performance Environments 30 days 6/11/14 7/23/14854 2.4.7.9.1 Xerox Development 1 mon 6/11/14 7/11/14 583FS-23 wks 855SS+5 days










864 2.4.7.10 Production Environment (Letter) I-12.1.5 30 days 11/25/14 1/7/15865 2.4.7.10.1 Xerox Development 1 mon 11/25/14 12/26/14 583 866SS+5 days










875 2.5 TEST PHASE I-9.11 - I-9.13 547 days 3/27/13 5/22/15876 2.5.1 Workstream Testing - Release 1 109 days 4/24/13 9/26/13 1870877 2.5.1.1 Workstream Test Phase Concurrent with Develop Phase 10 wks 4/24/13 7/3/13 511FS-5 mons 879SS,886SS,893SS,900SS,907SS,914SS,921SS

878 2.5.1.2 Integration Testing I-9.11 (1) 55 days 4/24/13 7/11/13 928 Test Mgr,Sr TA,STATE

879 2.5.1.2.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 4/24/13 5/7/13 877SS 880,881,882,883Test Mgr,Sr TA,STATE

880 2.5.1.2.2 Perform Testing Function 2 mons 5/8/13 7/10/13 879 Sr TA,STATE,TA

881 2.5.1.2.3 Track Test Results Using Department Approved Tracking Tool 2 mons 5/8/13 7/10/13 879 PMO,Test Mgr

882 2.5.1.2.4 Cross Reference Test Results with the RTM 2 mons 5/8/13 7/10/13 879 PMO

883 2.5.1.2.5 Department Monitors and Audits all Testing Activities and Test Results 2 mons 5/8/13 7/10/13 879 884 STATE

884 2.5.1.2.6 Deliver Test Results for Each Phase of Testing 1 day 7/11/13 7/11/13 883 PM,PMO,Test Mgr

885 2.5.1.3 Interface Testing I-9.11 (2) 55 days 4/24/13 7/11/13 Sr TA,STATE,Test Mgr,Interface Mgr







892 2.5.1.4 System Testing I-9.11 (3) 55 days 4/24/13 7/11/13 Sr TA,STATE,Test Mgr







899 2.5.1.5 Stress Testing (Performed with UAT) I-9.11 (4) 55 days 4/24/13 7/11/13 Ops Mgr,Dep PM,Test Mgr

900 2.5.1.5.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 4/24/13 5/7/13 877SS 901,902,903,904Ops Mgr,Dep PM,Test Mgr

901 2.5.1.5.2 Perform Testing Function 2 mons 5/8/13 7/10/13 900 Operations Team,Ops Mgr,Test Mgr


ITN # 03F12GC1






905 2.5.1.5.6 Deliver Test Results for Each Phase of Testing 1 day 7/11/13 7/11/13 904 Dep PM,PMO,Test Mgr

906 2.5.1.6 Performance Testing (Performed with UAT) I-9.11 (5) 55 days 4/24/13 7/11/13 Dep PM,Ops Mgr,Test Mgr

907 2.5.1.6.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 4/24/13 5/7/13 877SS 908,909,910,911Dep PM,Ops Mgr,Test Mgr






913 2.5.1.7 Usability Testing I-9.11 (6) 55 days 4/24/13 7/11/13 STATE,Sr TA,TA,Test Mgr

914 2.5.1.7.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 4/24/13 5/7/13 877SS 915,916,917,918STATE,Sr TA,TA,Test Mgr

915 2.5.1.7.2 Perform Testing Function 2 mons 5/8/13 7/10/13 914 STATE,Sr TA,TA,Test Mgr

916 2.5.1.7.3 Track Test Results Using Department Approved Tracking Tool 2 mons 5/8/13 7/10/13 914 STATE,Sr TA,TA,Test Mgr

917 2.5.1.7.4 Cross Reference Test Results with the RTM 2 mons 5/8/13 7/10/13 914 STATE,Sr TA,TA,Test Mgr,PMO


919 2.5.1.7.6 Deliver Test Results for Each Phase of Testing 1 day 7/11/13 7/11/13 918 PMO,Test Mgr

920 2.5.1.8 Regression Testing I-9.11 (7) 55 days 4/24/13 7/11/13 Sr TA,STATE,TA,Test Mgr







927 2.5.1.9 User Acceptance Testing (UAT) I-9.12 54 days 7/11/13 9/26/13 1063,1473SS+6 wksSr TA,STATE,TA,Test Mgr

928 2.5.1.9.1 Begin UAT Testing 0 days 7/11/13 7/11/13 878 929 STATE,Sr TA,TA,Test Mgr

929 2.5.1.9.2 Develop Comprehensive UAT Test Cases, Scripts, Data and Files 2 wks 7/12/13 7/25/13 928 930,931,932,933,934,935,936STATE,Sr TA,TA,Test Mgr

930 2.5.1.9.3 Develop Expected Test Results 2 mons 7/26/13 9/26/13 929 STATE,Sr TA,TA,Test Mgr

931 2.5.1.9.4 Perform Structured UAT Testing 2 mons 7/26/13 9/26/13 929 STATE,Sr TA,TA,Test Mgr

932 2.5.1.9.5 Perform Disaster Recovery Testing 2 mons 7/26/13 9/26/13 929 STATE,Sr TA,TA,Test Mgr



935 2.5.1.9.8 Department Monitors and Audits all Testing Activities 2 mons 7/26/13 9/26/13 929 STATE

936 2.5.1.9.9 Deliver Test Results for Each Phase of Testing 2 mons 7/26/13 9/26/13 929 PMO,Test Mgr

937 2.5.2 Workstream Testing - Release 2 109 days 6/18/14 11/21/14 1877938 2.5.2.1 Workstream Test Phase Concurrent with Develop Phase 10 wks 6/18/14 8/27/14 583FS-5 mons 940SS,947SS,954SS,961SS,968SS,975SS,982SS

939 2.5.2.2 Integration Testing I-9.11 (1) 55 days 6/18/14 9/4/14 989 STATE,Test Mgr,Sr TA







946 2.5.2.3 Interface Testing I-9.11 (2) 55 days 6/18/14 9/4/14 Interface Mgr,Sr TA,STATE,Test Mgr







953 2.5.2.4 System Testing I-9.11 (3) 55 days 6/18/14 9/4/14 1163SS+7 wks,1174SS+7 wks,1185SS+7 wksSr TA,STATE,Test Mgr



ITN # 03F12GC1








960 2.5.2.5 Stress Testing (Performed with UAT) I-9.11 (4) 55 days 6/18/14 9/4/14 Dep PM,Ops Mgr,Test Mgr

961 2.5.2.5.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 6/18/14 7/1/14 938SS 962,963,964,965Ops Mgr,Dep PM,Test Mgr






967 2.5.2.6 Performance Testing (Performed with UAT) I-9.11 (5) 55 days 6/18/14 9/4/14 Dep PM,Ops Mgr,Test Mgr

968 2.5.2.6.1 Develop Comprehensive Test Plans, Test Scenarios and Test Cases 2 wks 6/18/14 7/1/14 938SS 969,970,971,972Dep PM,Ops Mgr,Test Mgr






974 2.5.2.7 Usability Testing I-9.11 (6) 55 days 6/18/14 9/4/14 STATE,Sr TA,TA,Test Mgr




978 2.5.2.7.4 Cross Reference Test Results with the RTM 2 mons 7/2/14 9/3/14 975 STATE,Sr TA,TA,Test Mgr,PMO



981 2.5.2.8 Regression Testing I-9.11 (7) 55 days 6/18/14 9/4/14 Sr TA,STATE,TA,Test Mgr







988 2.5.2.9 User Acceptance Testing (UAT) I-9.12 54 days 9/4/14 11/21/14 1218 Sr TA,STATE,TA,Test Mgr

989 2.5.2.9.1 Begin UAT Testing 0 days 9/4/14 9/4/14 939 990,1196FS+15 days,1207FS+15 daysSTATE,Sr TA,TA,Test Mgr

990 2.5.2.9.2 Develop Comprehensive UAT Test Cases, Scripts, Data and Files 2 wks 9/5/14 9/18/14 989 991,992,993,994,995,996,997STATE,Sr TA,TA,Test Mgr

991 2.5.2.9.3 Develop Expected Test Results 2 mons 9/19/14 11/21/14 990 STATE,Sr TA,TA,Test Mgr

992 2.5.2.9.4 Perform Structured UAT Testing 2 mons 9/19/14 11/21/14 990 STATE,Sr TA,TA,Test Mgr

993 2.5.2.9.5 Perform Disaster Recovery Testing 2 mons 9/19/14 11/21/14 990 STATE,Sr TA,TA,Test Mgr



996 2.5.2.9.8 Department Monitors and Audits all Testing Activities 2 mons 9/19/14 11/21/14 990 STATE

997 2.5.2.9.9 Deliver Test Results for Each Phase of Testing 2 mons 9/19/14 11/21/14 990 PMO,Test Mgr

998 2.5.3 Test Phase Support Tasks 420 days 3/27/13 11/24/14999 2.5.3.1 Maintain RTM (Ongoing) I-9.11.1 (2) 84 wks 3/27/13 11/24/14 511SS PMO

1000 2.5.3.2 Confirm All Test Environments 84 wks 3/27/13 11/24/14 511SS Dep PM,OCM/Trng Mgr,Test Mgr

1001 2.5.3.3 Provide Department Training on Testing Tools 84 wks 3/27/13 11/24/14 511SS Sr TA,STATE,Test Mgr

1002 2.5.3.4 Perform Required UAT Training I-9.12.1 (4) 84 wks 3/27/13 11/24/14 511SS OCM/Trng Mgr,STATE,Test Mgr,Trainers

1003 2.5.3.5 Develop Test Scenarios and Scripts 84 wks 3/27/13 11/24/14 511SS Sr TA,STATE,Test Mgr

1004 2.5.3.6 Design and Employ Detailed Test Cases 84 wks 3/27/13 11/24/14 511SS Sr TA,STATE,Test Mgr

1005 2.5.3.7 Develop Defect Reporting Protocols 84 wks 3/27/13 11/24/14 511SS PMO Mgr

1006 2.5.3.8 Define Problem Severity Levels 84 wks 3/27/13 11/24/14 511SS PMO Mgr,QA Mgr

1007 2.5.3.9 Create Test Data and Files as Needed 84 wks 3/27/13 11/24/14 511SS DBA,Sr TA,Test Mgr


ITN # 03F12GC1



1008 2.5.3.10 Conduct all Tests According to Project Work Plan and Schedule I-9.11.1 84 wks 3/27/13 11/24/14 511SS Sr TA,STATE,TA

1009 2.5.3.11 Perform External Interface Tests Jointly with Department I-9.11.2 (8) 84 wks 3/27/13 11/24/14 511SS Interface Mgr,Sr TA,STATE,TA,Test Mgr

1010 2.5.3.12 Collaborate with Department's Designated Testing Team 84 wks 3/27/13 11/24/14 511SS Sr TA,STATE,TA,Test Mgr

1011 2.5.3.13 Record and Track all Issues Identified During Testing 84 wks 3/27/13 11/24/14 511SS Sr TA,TA

1012 2.5.3.14 Receive Department Approval of all Test Activities and Results 84 wks 3/27/13 11/24/14 511SS STATE

1013 2.5.3.15 Perform Regression Tests as Required 84 wks 3/27/13 11/24/14 511SS Sr TA,TA,Test Mgr

1014 2.5.3.16 Submit All Test Results 84 wks 3/27/13 11/24/14 511SS PMO,Test Mgr

1015 2.5.4 SNAP Production Pilot I-9.13 66 days 12/1/14 3/3/151016 2.5.4.1 [See SNAP Pilot Tasks in Implement Phase] 3 mons 12/1/14 3/3/15 7

1017 2.5.5 Test Phase - Deliverables - Release 1 150 days 4/10/13 11/12/13 App Dev Lead,BA,Conv Mgr,Dep PM,Forms Lead,Ops Mgr,PM,PMO Mgr,Prog,Report Lead,Sys Arch,Test Mgr,Test Team,OCM Lead,Training Mgr

1018 2.5.5.1 UAT Plan I-9.12.1 (6) 30 days 4/10/13 5/21/131019 2.5.5.1.1 Xerox Development 1 mon 4/10/13 5/9/13 511SS+2 wks 1020SS+5 days




1023 2.5.5.1.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 4/30/13 4/30/13 1022 1024,1052,1074






1029 2.5.5.2 Implementation Plan I-12.1.5 30 days 4/10/13 5/21/131030 2.5.5.2.1 Xerox Development 1 mon 4/10/13 5/9/13 511SS+2 wks 1031SS+5 days










1040 2.5.5.3 Training Plan I-12.1.5 30 days 4/10/13 5/21/131041 2.5.5.3.1 Xerox Development 1 mon 4/10/13 5/9/13 511SS+2 wks 1042SS+5 days










1051 2.5.5.4 Technical Test Results I-12.1.5 30 days 5/1/13 6/12/131052 2.5.5.4.1 Xerox Development 1 mon 5/1/13 5/31/13 1023 1053SS+5 days










ITN # 03F12GC1




1062 2.5.5.5 UAT Test Results I-12.1.5 30 days 9/27/13 11/8/131063 2.5.5.5.1 Xerox Development 1 mon 9/27/13 10/29/13 927 1064SS+5 days










1073 2.5.5.6 Update RTM I-9.12.1 (7) 30 days 5/1/13 6/12/131074 2.5.5.6.1 Xerox Development 1 mon 5/1/13 5/31/13 1023 1075SS+5 days









1083 2.5.5.6.10 Department Provides Written Acceptance 5 days 6/6/13 6/12/13 1082 1085

1084 2.5.5.7 System Test Results I-12.1.5 30 days 6/13/13 7/25/131085 2.5.5.7.1 Xerox Development 1 mon 6/13/13 7/15/13 1083 1086SS+5 days


1087 2.5.5.7.3 Department Review of First Interim Draft 10 days 6/20/13 7/3/13 1086 1088SS+5 days,1107








1095 2.5.5.8 Final Training Report I-12.1.5 30 days 9/30/13 11/12/131096 2.5.5.8.1 Xerox Development 1 mon 9/30/13 10/30/13 1313 1097SS+5 days










1106 2.5.5.9 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 7/5/13 8/15/131107 2.5.5.9.1 Xerox Development 1 mon 7/5/13 8/5/13 1087 1108SS+5 days




1111 2.5.5.9.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 7/25/13 7/25/13 11101112

1112 2.5.5.9.6 Department Review of Second Interim Draft 10 days 7/26/13 8/8/13 11111113SS+5 days

1113 2.5.5.9.7 Xerox Makes Revisions in Accordance with Department Comments 5 days 8/2/13 8/8/13 1112SS+5 days1114SS


ITN # 03F12GC1



1114 2.5.5.9.8 Xerox Conducts QA Review 5 days 8/2/13 8/8/13 1113SS1115

1115 2.5.5.9.9 Deliverable: Submit Final Document 0 days 8/8/13 8/8/13 11141116


1117 2.5.6 Test Phase - Deliverables - Release 2 277 days 4/22/14 5/22/15 App Dev Lead,BA,Conv Mgr,Dep PM,Forms Lead,Ops Mgr,PM,PMO Mgr,Prog,Report Lead,Sys Arch,Test Mgr,Test Team,OCM Lead,Training Mgr

1118 2.5.6.1 Implementation Plan I-12.1.5 30 days 4/22/14 6/3/141119 2.5.6.1.1 Xerox Development 1 mon 4/22/14 5/21/14 765 1120SS+5 days

1120 2.5.6.1.2 Deliverable: Submit First Interim Draft 0 days 4/28/14 4/28/14 1119SS+5 days1121









1129 2.5.6.2 Training Plan I-12.1.5 30 days 4/22/14 6/3/141130 2.5.6.2.1 Xerox Development 1 mon 4/22/14 5/21/14 765 1131SS+5 days










1140 2.5.6.3 SNAP Pilot Plan I-9.13 30 days 4/22/14 6/3/14 1152FS+3 wks1141 2.5.6.3.1 Xerox Development 1 mon 4/22/14 5/21/14 765 1142SS+5 days










1151 2.5.6.4 UAT Plan I-9.12.1 (6) 30 days 6/25/14 8/6/141152 2.5.6.4.1 Xerox Development 1 mon 6/25/14 7/25/14 1140FS+3 wks 1153SS+5 days










1162 2.5.6.5 System Test Results I-12.1.5 30 days 8/7/14 9/18/141163 2.5.6.5.1 Xerox Development 1 mon 8/7/14 9/8/14 953SS+7 wks 1164SS+5 days





ITN # 03F12GC1









1173 2.5.6.6 Technical Test Results I-12.1.5 30 days 8/7/14 9/18/141174 2.5.6.6.1 Xerox Development 1 mon 8/7/14 9/8/14 953SS+7 wks 1175SS+5 days










1184 2.5.6.7 Performance Test Results I-12.1.5 30 days 8/7/14 9/18/141185 2.5.6.7.1 Xerox Development 1 mon 8/7/14 9/8/14 953SS+7 wks 1186SS+5 days










1195 2.5.6.8 Conversion Test I-12.1.5 30 days 9/26/14 11/7/141196 2.5.6.8.1 Xerox Performs Conversion Tests 1 mon 9/26/14 10/28/14 989FS+15 days 1197SS+5 days










1206 2.5.6.9 Conversion Test Results I-12.1.5 30 days 9/26/14 11/7/141207 2.5.6.9.1 Xerox Development 1 mon 9/26/14 10/28/14 989FS+15 days 1208SS+5 days










1217 2.5.6.10 UAT Test Results I-12.1.5 30 days 11/24/14 1/6/151218 2.5.6.10.1 Xerox Development 1 mon 11/24/14 12/24/14 988 1219SS+5 days



ITN # 03F12GC1











1228 2.5.6.11 Update RTM I-9.12.1 (7) 30 days 12/16/14 1/27/151229 2.5.6.11.1 Xerox Development 1 mon 12/16/14 1/15/15 1222 1230SS+5 days










1239 2.5.6.12 SNAP Pilot Results I-12.1.5 30 days 3/2/15 4/10/15 12511240 2.5.6.12.1 Xerox Development 1 mon 3/2/15 3/31/15 1436 1241SS+5 days










1250 2.5.6.13 Final Pilot Analysis Report I-9.13 30 days 4/13/15 5/22/151251 2.5.6.13.1 Xerox Development 1 mon 4/13/15 5/12/15 1239 1252SS+5 days










1261 2.5.6.14 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 12/16/14 1/27/151262 2.5.6.14.1 Xerox Development 1 mon 12/16/14 1/15/15 1222 1263SS+5 days










1272 2.6 IMPLEMENT PHASE I-9.14 - I-9.17 687 days 3/27/13 12/4/15


ITN # 03F12GC1



1273 2.6.1 Workstream Implementation - Release 1 130 days 3/27/13 9/27/13 1462FS-2 mons,1451FS-2 mons1274 2.6.1.1 Workstream Implement Phase Concurrent with Develop/Test Phases 26 wks 3/27/13 9/27/13 511SS

1275 2.6.2 Workstream Implementation - Release 2 290 days 9/30/13 11/24/14 1518FS-3 mons,1529FS-3 mons,1540FS-3 mons1276 2.6.2.1 Workstream Implement Phase Concurrent with Develop/Test Phases 58 wks 9/30/13 11/24/14 583SS

1277 2.6.3 Implement Phase Support Tasks 531 days 3/27/13 4/30/151278 2.6.3.1 Data Conversion Support Tasks I-9.14 38 days 8/25/14 10/17/141279 2.6.3.1.1 Begin Data Conversion Support Activities 0 days 8/25/14 8/25/14 1436SS-3 mons 1280,1281,1282Conv BA,Conv Mgr

1280 2.6.3.1.2 Develop Data Conversion Schedule 2 days 8/25/14 8/26/14 1279 Conv Mgr,Dep PM,PMO

1281 2.6.3.1.3 Identify Interfacing Agency Systems and Databases 3 days 8/25/14 8/27/14 1279 Conv Mgr,STATE

1282 2.6.3.1.4 Identify Data Conversion Software Requirements 3 days 8/25/14 8/27/14 1279 1283,1287,1284,1285,1286Conv Mgr

1283 2.6.3.1.5 Develop Data Cleansing and Data Conversion Processes 4 wks 8/28/14 9/25/14 1282 1288,1289 Conv BA,Conv Mgr

1284 2.6.3.1.6 Develop Detailed Data Mapping Document and Matrix I-9.14.1 (14) 4 wks 8/28/14 9/25/14 1282 Conv BA,Conv Mgr

1285 2.6.3.1.7 Define and Document Source System Data 4 wks 8/28/14 9/25/14 1282 Conv BA,Conv Mgr

1286 2.6.3.1.8 Define and Create Default Values 4 wks 8/28/14 9/25/14 1282 Conv BA,Conv Mgr

1287 2.6.3.1.9 Develop Conversion Roll Back Process 4 wks 8/28/14 9/25/14 1282 Conv Mgr,Dep PM,Ops Mgr

1288 2.6.3.1.10 Perform "Mock" Data Cleansing 1 wk 9/26/14 10/2/14 1283 Conv BA,Conv Mgr

1289 2.6.3.1.11 Perform "Mock" Data Conversion I-9.14.1 (5) 1 wk 9/26/14 10/2/14 1283 1291,1290,1292,1293,1294,1295,1296Conv Mgr,Dep PM,Ops Mgr

1290 2.6.3.1.12 Submit all Conversion Test Results and Reports 1 wk 10/3/14 10/9/14 1289 PMO

1291 2.6.3.1.13 Confirm all Interfacing Agency Data Conversion Processes 1 wk 10/3/14 10/9/14 1289 Conv Mgr,STATE

1292 2.6.3.1.14 Department Approves "Mock" Production Data Conversion 1 wk 10/3/14 10/9/14 1289 STATE

1293 2.6.3.1.15 Validate Conversion Schedule 1 wk 10/3/14 10/9/14 1289 Conv Mgr,STATE

1294 2.6.3.1.16 Verify Hardware and Network Capacity 1 wk 10/3/14 10/9/14 1289 Conv Mgr,STATE

1295 2.6.3.1.17 Confirm Time Estimate for Production Conversion 1 wk 10/3/14 10/9/14 1289 Conv Mgr,STATE

1296 2.6.3.1.18 Identify External Dependencies, Timelines and Issues 1 wk 10/3/14 10/9/14 1289 1297 Conv Mgr,STATE

1297 2.6.3.1.19 Execute Conversion Routines for Pilot Office 5 days 10/10/14 10/17/14 1296 Conv BA,Conv Mgr,Dep PM,Ops Mgr,STATE

1298 2.6.3.2 Training Support Tasks I-9.15 420 days 3/27/13 11/24/141299 2.6.3.2.1 Department Provides Training Facilities I-9.15.2 (6) 2 wks 3/27/13 4/9/13 511SS STATE

1300 2.6.3.2.2 Provide Necessary Training Hardware, Software and Training Databases 2 wks 3/27/13 4/9/13 511SS DBA,OCM/Trng Mgr,Ops Mgr

1301 2.6.3.2.3 Publish Training Materials and User Aids 3 wks 3/27/13 4/16/13 511SS OCM/Trng Mgr

1302 2.6.3.2.4 Design, Print and Maintain all Training Materials and Documentation 3 wks 3/27/13 4/16/13 511SS Instructional Designer,OCM/Trng Mgr

1303 2.6.3.2.5 Provide Ongoing Technical Support for the Training Environment 3 wks 3/27/13 4/16/13 511SS DBA,OCM/Trng Mgr,Ops Mgr

1304 2.6.3.2.6 Incorporate On-Line Help Functionality I-9.15 (18) 3 wks 3/27/13 4/16/13 511SS Instructional Designer,OCM/Trng Mgr

1305 2.6.3.2.7 Monitor Course Evaluation and Effectiveness 3 wks 3/27/13 4/16/13 511SS OCM/Trng Mgr,QA Mgr

1306 2.6.3.2.8 Monitor Student Performance Data 3 wks 3/27/13 4/16/13 511SS OCM/Trng Mgr,QA Mgr

1307 2.6.3.2.9 Collect all Training Performance Data 3 wks 3/27/13 4/16/13 511SS OCM/Trng Mgr,QA Mgr

1308 2.6.3.2.10 Update Training Methods Using Lessons Learned I-9.15 (17) 3 wks 3/27/13 4/16/13 511SS Instructional Designer,OCM/Trng Mgr

1309 2.6.3.2.11 Provide Weekly Reports of Training Performance Data 4 mons 7/21/14 11/24/14 583FS-4 mons OCM/Trng Mgr,PMO

1310 2.6.3.2.12 Provide Ongoing Refresher Training and New Hire Training I-9.15 (22) 4 mons 7/21/14 11/24/14 583FS-4 mons Trainers,Training Mgr

1311 2.6.3.2.13 Support Department in Attaining Stakeholder Buy-in 4 mons 7/21/14 11/24/14 583FS-4 mons OCM Staff

1312 2.6.3.2.14 Support Department in Planning Organizational Change Management (OCM) Activities I-2.1.6.8 4 mons 7/21/14 11/24/14 583FS-4 mons OCM Staff

1313 2.6.3.3 User Training - Release 1 I-9.15 88 days 5/24/13 9/27/13 10961314 2.6.3.3.1 Perform End User Staff Classroom Training I-9.15 (2) 4 mons 5/24/13 9/27/13 511FS-4 mons Trainers

1315 2.6.3.3.2 Perform Customer Service, Help Desk, User Support Classroom Training I-9.15 (2) 4 mons 5/24/13 9/27/13 511FS-4 mons Help Desk

1316 2.6.3.3.3 Perform Technical User Classroom Training I-9.15 (2) 4 mons 5/24/13 9/27/13 511FS-4 mons Trainers

1317 2.6.3.3.4 Department Performs Operational Procedure and Policy Change Training I-9.15.2 (1) 4 mons 5/24/13 9/27/13 511FS-4 mons STATE

1318 2.6.3.3.5 Provide Online Training Options (CBT) I-9.15 (4) 4 mons 5/24/13 9/27/13 511FS-4 mons CBT Trainers

1319 2.6.3.3.6 Provide Ongoing Refresher Training and New Hire Training I-9.15 (22) 4 mons 5/24/13 9/27/13 511FS-4 mons Trainers

1320 2.6.3.3.7 Support Department in Attaining Stakeholder Buy-in 4 mons 5/24/13 9/27/13 511FS-4 mons OCM Staff

1321 2.6.3.3.8 Support Department in Planning Organizational Change Management (OCM) Activities I-2.1.6.8 4 mons 5/24/13 9/27/13 511FS-4 mons OCM Staff

1322 2.6.3.4 User Training - Release 2 I-9.15 138 days 10/16/14 4/30/151323 2.6.3.4.1 Wave 1 (Pilot) Training 30 days 10/16/14 11/28/141324 2.6.3.4.1.1 Begin Wave 1 (Pilot) Training 0 days 10/16/14 10/16/14 1436SS-6 wks 1325,1326,1327,1328,1329,1330,1331,1332

1325 2.6.3.4.1.2 Perform End User Staff Classroom Training I-9.15 (2) 6 wks 10/16/14 11/28/14 1324 Trainers


ITN # 03F12GC1



1326 2.6.3.4.1.3 Perform Customer Service, Help Desk, User Support Classroom Training I-9.15 (2) 6 wks 10/16/14 11/28/14 1324 Help Desk

1327 2.6.3.4.1.4 Perform Technical User Classroom Training I-9.15 (2) 6 wks 10/16/14 11/28/14 1324 Trainers

1328 2.6.3.4.1.5 Department Performs Operational Procedure and Policy Change Training I-9.15.2 (1) 6 wks 10/16/14 11/28/14 1324 STATE

1329 2.6.3.4.1.6 Provide Online Training Options (CBT) I-9.15 (4) 6 wks 10/16/14 11/28/14 1324 CBT Trainers

1330 2.6.3.4.1.7 Provide Ongoing Refresher Training and New Hire Training I-9.15 (22) 6 wks 10/16/14 11/28/14 1324 Trainers

1331 2.6.3.4.1.8 Support Department in Attaining Stakeholder Buy-in 6 wks 10/16/14 11/28/14 1324 OCM Staff

1332 2.6.3.4.1.9 Support Department in Planning Organizational Change Management (OCM) Activities I-2.1.6.8 6 wks 10/16/14 11/28/14 1324 OCM Staff

1333 2.6.3.4.2 Wave 2 Training 30 days 1/19/15 2/27/151334 2.6.3.4.2.1 Begin Wave 2 Training 0 days 1/19/15 1/19/15 1437SS-6 wks 1335,1336,1337,1338,1339,1340,1341,1342



























1363 2.6.4 Installation and Implementation - Release 1 I-9.17 62 days 8/5/13 10/31/131364 2.6.4.1 Rollout Planning I-9.13 25 days 8/5/13 9/9/13 1370,1371,1372,1373,1374,1375,1376,1377,1378,13791365 2.6.4.1.1 Perform Rollout Planning with Department and FNS 5 wks 8/5/13 9/9/13 5SS-8 wks Impl Mgr,PM,PMO Mgr,STATE

1366 2.6.4.1.2 Establish Rollout Acceptance Criteria 5 wks 8/5/13 9/9/13 5SS-8 wks Impl Mgr,PM,PMO Mgr,STATE

1367 2.6.4.1.3 Determine Rollout Site Schedule 5 wks 8/5/13 9/9/13 5SS-8 wks Impl Mgr,PM,PMO Mgr,STATE

1368 2.6.4.1.4 Confirm Database Readiness 5 wks 8/5/13 9/9/13 5SS-8 wks DBA,Dep PM

1369 2.6.4.2 Pre-Rollout Tasks I-9.17 15 days 9/10/13 9/30/13 1385FS-2 wks,1386FS-2 wks,1387FS-2 wks,1389FS-2 wks ,1390FS-2 wks,1391FS-2 wks,1381FS-2 wks,1382FS-2 wk s,1384FS-2 wks,1388FS-2 wks,1383FS-2 wks1370 2.6.4.2.1 Coordinate Infrastructure Readiness with NSRC (Facility, Security, Network) 3 wks 9/10/13 9/30/13 1364 Dep PM,ITO,Ops Mgr

1371 2.6.4.2.2 Conduct all Hardware and Software Installations 3 wks 9/10/13 9/30/13 1364 Dep PM,ITO,Ops Mgr

1372 2.6.4.2.3 Manage Performance of all Implementation and O&M Plans 3 wks 9/10/13 9/30/13 1364 Dep PM,ITO,Ops Mgr

1373 2.6.4.2.4 Conduct Operational Readiness Walkthroughs 3 wks 9/10/13 9/30/13 1364 Dep PM,ITO,Ops Mgr

1374 2.6.4.2.5 Implementation Support Team Provides Oversight and Coordination 3 wks 9/10/13 9/30/13 1364 Impl Mgr

1375 2.6.4.2.6 Maintain Stakeholder Communications 3 wks 9/10/13 9/30/13 1364 PMO Mgr

1376 2.6.4.2.7 Maintain Constant Collaboration with Department Staff 3 wks 9/10/13 9/30/13 1364 Impl Mgr,PMO Mgr,STATE

1377 2.6.4.2.8 Provide Regular Status Reporting 3 wks 9/10/13 9/30/13 1364 Impl Mgr,PMO Mgr

1378 2.6.4.2.9 Support Department in Obtaining Federal Agency Approvals 3 wks 9/10/13 9/30/13 1364 PM,PMO Mgr,QA Mgr


ITN # 03F12GC1



1379 2.6.4.2.10 Advise Department Users of Rollout Release Schedule 3 wks 9/10/13 9/30/13 1364 PMO,STATE

1380 2.6.4.3 Confirm Readiness I-9.17 4 days 9/17/13 9/20/131381 2.6.4.3.1 Confirm Readiness of all Hardware Components 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,ITO,Ops Mgr

1382 2.6.4.3.2 Confirm Readiness of all Software Components 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,ITO,Ops Mgr

1383 2.6.4.3.3 Confirm Local Office Readiness 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,ITO,Ops Mgr

1384 2.6.4.3.4 Confirm Setup of all Initial User Accounts and Privileges 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,ITO,Ops Mgr

1385 2.6.4.3.5 Confirm Database Readiness 3 days 9/17/13 9/19/13 1369FS-2 wks DBA,Dep PM

1386 2.6.4.3.6 Confirm Training is Complete for Department Staff 3 days 9/17/13 9/19/13 1369FS-2 wks Impl Mgr,OCM/Trng Mgr,PM,PMO Mgr

1387 2.6.4.3.7 Confirm Help Desk is Operational 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,Ops Mgr

1388 2.6.4.3.8 Confirm Production Capacity Volume Testing 3 days 9/17/13 9/19/13 1369FS-2 wks Dep PM,Ops Mgr

1389 2.6.4.3.9 Confirm Readiness to Process all Inputs 3 days 9/17/13 9/19/13 1369FS-2 wks App Mgr,Dep PM,OCM/Trng Mgr,Test Mgr

1390 2.6.4.3.10 Confirm Readiness to Determine Eligibility and Benefits for all Programs 3 days 9/17/13 9/19/13 1369FS-2 wks PM,Test Mgr

1391 2.6.4.3.11 Confirm Readiness to Meet all Reporting Requirements 3 days 9/17/13 9/19/13 1369FS-2 wks 1392 PM Report Mgr,Test Mgr

1392 2.6.4.3.12 Obtain Written Approval from Department to Begin System Rollout 1 day 9/20/13 9/20/13 1391 PMO Mgr,STATE

1393 2.6.4.4 Release 1 Statewide Phased Rollout Complete ======= =====================> 0 days 10/1/13 10/1/13 5 1396,1397,1398,1399,1400,1401,1402,1395,1884

1394 2.6.4.5 Post-Rollout Activities 22 days 10/1/13 10/31/131395 2.6.4.5.1 Begin Onsite Warranty 0 days 10/1/13 10/1/13 1393

1396 2.6.4.5.2 Monitor All Systems 1 mon 10/1/13 10/31/13 1393 ITO,Ops Mgr

1397 2.6.4.5.3 Maintain all System Documentation and Operating Procedures 1 mon 10/1/13 10/31/13 1393 Ops Mgr,PMO

1398 2.6.4.5.4 Conduct Frequent Debrief Calls 1 mon 10/1/13 10/31/13 1393 Ops Mgr,PM,STATE

1399 2.6.4.5.5 Maintain Information Flow to all Stakeholders 1 mon 10/1/13 10/31/13 1393 PMO

1400 2.6.4.5.6 Conduct Post-Implementation Evaluation 1 mon 10/1/13 10/31/13 1393 PMO,QA Mgr

1401 2.6.4.5.7 Develop Final Implementation Report 1 mon 10/1/13 10/31/13 1393 PMO Mgr,QA Mgr

1402 2.6.4.5.8 Perform Data Cleanup Activities as Required 1 mon 10/1/13 10/31/13 1393 Conv BA,Conv Mgr,STATE

1403 2.6.5 Installation and Implementation - Release 2 I-9.17 240 days 7/24/14 7/1/151404 2.6.5.1 Pilot Planning I-9.13 66 days 7/24/14 10/27/14 1411,1412,1413,1414,1415,1416,1417,1418,1419,1420,14211405 2.6.5.1.1 Perform Pilot Planning with Department and FNS 3 mons 7/24/14 10/27/14 7SS-4 mons Impl Mgr,PM,PMO Mgr,Test Mgr

1406 2.6.5.1.2 Determine Pilot Site(s) and Duration 3 mons 7/24/14 10/27/14 7SS-4 mons PM,STATE

1407 2.6.5.1.3 Confirm Regional Rollout Calendar (Waves) and Durations 3 mons 7/24/14 10/27/14 7SS-4 mons PM,STATE

1408 2.6.5.1.4 Establish Pilot Acceptance Criteria 3 mons 7/24/14 10/27/14 7SS-4 mons PM,PMO Mgr

1409 2.6.5.1.5 Perform Pilot Data Conversion as Required 3 mons 7/24/14 10/27/14 7SS-4 mons Conv BA,Conv Mgr,Test Mgr

1410 2.6.5.2 Pre-Rollout Tasks I-9.17 15 days 10/28/14 11/18/14 1427FS-4 days,1428FS-4 days,1429FS-4 days,1431FS-4 days,1432FS-4 days,1433FS-4 days,1423FS-4 days,1424 FS-4 days,1426FS-4 days,1430FS-4 days,1425FS-4 days1411 2.6.5.2.1 Coordinate Infrastructure Readiness with NSRC (Facility, Security, Network) 3 wks 10/28/14 11/18/14 1404 Dep PM,Ops Mgr

1412 2.6.5.2.2 Confirm all Hardware and Software Installations 3 wks 10/28/14 11/18/14 1404 Dep PM,Ops Mgr

1413 2.6.5.2.3 Manage Performance of all Implementation and O&M Plans 3 wks 10/28/14 11/18/14 1404 Dep PM,Ops Mgr

1414 2.6.5.2.4 Conduct Operational Readiness Walkthroughs 3 wks 10/28/14 11/18/14 1404 Dep PM,Ops Mgr

1415 2.6.5.2.5 Implementation Support Team Provides Oversight and Coordination 3 wks 10/28/14 11/18/14 1404 Impl Mgr

1416 2.6.5.2.6 Maintain Stakeholder Communications 3 wks 10/28/14 11/18/14 1404 PMO

1417 2.6.5.2.7 Maintain Constant Collaboration with Department Staff 3 wks 10/28/14 11/18/14 1404 PMO

1418 2.6.5.2.8 Provide Regular Status Reporting 3 wks 10/28/14 11/18/14 1404 PMO

1419 2.6.5.2.9 Provide Onsite Warranty and O&M Support 3 wks 10/28/14 11/18/14 1404 Ops Mgr,PM

1420 2.6.5.2.10 Support Department in Obtaining Federal Agency Approvals 3 wks 10/28/14 11/18/14 1404 PMO,PMO Mgr

1421 2.6.5.2.11 Advise Department Users of Rollout Release Schedule 3 wks 10/28/14 11/18/14 1404 PMO

1422 2.6.5.3 Confirm Readiness I-9.17 4 days 11/13/14 11/18/141423 2.6.5.3.1 Confirm Readiness of all Hardware Components 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,ITO,Ops Mgr

1424 2.6.5.3.2 Confirm Readiness of all Software Components 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,ITO,Ops Mgr

1425 2.6.5.3.3 Confirm Local Office Readiness 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,ITO,Ops Mgr

1426 2.6.5.3.4 Confirm Setup of all Initial User Accounts and Privileges 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,ITO,Ops Mgr

1427 2.6.5.3.5 Confirm Final Data Conversion 3 days 11/13/14 11/17/14 1410FS-4 days Conv Mgr,Dep PM,PMO

1428 2.6.5.3.6 Confirm Training is Complete for Department Staff 3 days 11/13/14 11/17/14 1410FS-4 days Impl Mgr,OCM/Trng Mgr,PM,PMO Mgr

1429 2.6.5.3.7 Confirm Help Desk is Operational 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,Ops Mgr

1430 2.6.5.3.8 Confirm Production Capacity Volume Testing 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,Ops Mgr

1431 2.6.5.3.9 Confirm Readiness to Process all Inputs 3 days 11/13/14 11/17/14 1410FS-4 days Dep PM,Ops Mgr,App Mgr,Test Mgr


ITN # 03F12GC1



1432 2.6.5.3.10 Confirm Readiness to Determine Eligibility and Benefits for all Programs 3 days 11/13/14 11/17/14 1410FS-4 days PM,Test Mgr

1433 2.6.5.3.11 Confirm Readiness to Meet all Reporting Requirements 3 days 11/13/14 11/17/14 1410FS-4 days 1434 PM Report Mgr,Test Mgr

1434 2.6.5.3.12 Obtain Written Approval from Department to Begin Phased System Rollout 1 day 11/18/14 11/18/14 1433 PMO Mgr,STATE

1435 2.6.5.4 Release 2 - Phased Regional System Rollout 130 days 12/1/14 6/1/151436 2.6.5.4.1 Rollout - Wave 1 (PILOT) 3 emons 12/1/14 3/1/15 7 1437,1240,1551SS+6 wks,1324SS-6 wks,1279SS-3 mons

1437 2.6.5.4.2 Rollout - Wave 2 1 mon 3/2/15 3/31/15 1436 1438,1334SS-6 wks

1438 2.6.5.4.3 Rollout - Wave 3 1 mon 4/1/15 4/30/15 1437 1439,1344SS-6 wks

1439 2.6.5.4.4 Rollout - Wave 4 1 mon 5/1/15 6/1/15 1438 1440,1562,1573,1354SS-6 wks,1628FS+2 mons

1440 2.6.5.5 Release 2 Statewide Phased Rollout Complete ======= =====================> 0 days 6/1/15 6/1/15 1439 1442,1443,1444,1445,1446,1447,1448,1891

1441 2.6.5.6 Post-Rollout Activities 22 days 6/2/15 7/1/151442 2.6.5.6.1 Monitor All Systems 1 mon 6/2/15 7/1/15 1440 ITO,Ops Mgr

1443 2.6.5.6.2 Maintain all System Documentation and Operating Procedures 1 mon 6/2/15 7/1/15 1440 Ops Mgr,PMO

1444 2.6.5.6.3 Conduct Frequent Debrief Calls 1 mon 6/2/15 7/1/15 1440 Ops Mgr,PM,STATE

1445 2.6.5.6.4 Maintain Information Flow to all Stakeholders 1 mon 6/2/15 7/1/15 1440 PMO

1446 2.6.5.6.5 Conduct Post-Implementation Evaluation for Pilot and Rollout 1 mon 6/2/15 7/1/15 1440 PMO,QA Mgr

1447 2.6.5.6.6 Develop Final Implementation Report 1 mon 6/2/15 7/1/15 1440 PMO Mgr,QA Mgr

1448 2.6.5.6.7 Perform Data Cleanup Activities as Required 1 mon 6/2/15 7/1/15 1440 Conv BA,Conv Mgr,STATE

1449 2.6.6 Implement Phase - Deliverables - Release 1 119 days 7/29/13 1/16/14 BA,Conv Mgr,Dep PM,OCM Lead,Ops Mgr,PM,PMO Mgr,Sys Arch,Test Mgr,Test Team,Training Mgr

1450 2.6.6.1 Systems Operations and Maintenance Plan I-12.1.5 30 days 7/29/13 9/9/131451 2.6.6.1.1 Xerox Development 1 mon 7/29/13 8/27/13 1273FS-2 mons 1452SS+5 days










1461 2.6.6.2 User Documentation I-12.1.5 30 days 7/29/13 9/9/131462 2.6.6.2.1 Xerox Development 1 mon 7/29/13 8/27/13 1273FS-2 mons 1463SS+5 days










1472 2.6.6.3 UAT Results I-12.1.5 30 days 8/23/13 10/4/131473 2.6.6.3.1 Xerox Development 1 mon 8/23/13 9/24/13 927SS+6 wks 1474SS+5 days










1483 2.6.6.4 Update RTM I-9.16 30 days 8/19/13 9/30/131484 2.6.6.4.1 Xerox Development 1 mon 8/19/13 9/18/13 1466 1485SS+5 days


ITN # 03F12GC1












1494 2.6.6.5 Update/Revise PMP I-12.1.5 30 days 8/19/13 9/30/131495 2.6.6.5.1 Xerox Development 1 mon 8/19/13 9/18/13 1466 1496SS+5 days










1505 2.6.6.6 Achieve Final Acceptance of Release 1 I-12.1.2 74 days 10/1/13 1/16/141506 2.6.6.6.1 Xerox Compiles Final Acceptance Documentation for Release 1 1 mon 10/1/13 10/31/13 5 1507SS+5 days








1514 2.6.6.6.9 Deliverable: Final Acceptance Release 1 2 mons 11/6/13 1/9/14 1513 1515


1516 2.6.7 Implement Phase - Deliverables - Release 2 333 days 8/20/14 12/4/15 BA,Conv Mgr,Dep PM,OCM Lead,Ops Mgr,PM,PMO Mgr,Sys Arch,Test Mgr,Test Team,Training Mgr

1517 2.6.7.1 Operations Documentation I-12.1.5 30 days 8/20/14 10/1/141518 2.6.7.1.1 Xerox Development 1 mon 8/20/14 9/19/14 1275FS-3 mons 1519SS+5 days










1528 2.6.7.2 Systems Operations and Maintenance Plan I-12.1.5 30 days 8/20/14 10/1/141529 2.6.7.2.1 Xerox Development 1 mon 8/20/14 9/19/14 1275FS-3 mons 1530SS+5 days










ITN # 03F12GC1




1539 2.6.7.3 User Documentation (Includes Context Sensitive Help ) I-12.1.5 30 days 8/20/14 10/1/141540 2.6.7.3.1 Xerox Development 1 mon 8/20/14 9/19/14 1275FS-3 mons 1541SS+5 days










1550 2.6.7.4 Transition Plan I-12.1.5 30 days 1/13/15 2/23/151551 2.6.7.4.1 Xerox Development 1 mon 1/13/15 2/11/15 1436SS+6 wks 1552SS+5 days










1561 2.6.7.5 Final Training Report 30 days 6/2/15 7/13/151562 2.6.7.5.1 Xerox Development 1 mon 6/2/15 7/1/15 1439 1563SS+5 days










1572 2.6.7.6 Achieve Final Acceptance of Release 2 I-12.1.2 74 days 6/2/15 9/11/15 1584,1595,16061573 2.6.7.6.1 Xerox Compiles Final Acceptance Documentation for Release 2 1 mon 6/2/15 7/1/15 1439 1574SS+5 days








1581 2.6.7.6.9 Deliverable: Final Acceptance Release 2 2 mons 7/7/15 9/4/15 1580 1582


1583 2.6.7.7 Closeout Letter I-12.1.5 30 days 9/14/15 10/23/151584 2.6.7.7.1 Xerox Development 1 mon 9/14/15 10/13/15 1572 1585SS+5 days








ITN # 03F12GC1






1594 2.6.7.8 Hardware and Software Purchase List I-9.17 30 days 9/14/15 10/23/15 16171595 2.6.7.8.1 Xerox Development 1 mon 9/14/15 10/13/15 1572 1596SS+5 days










1605 2.6.7.9 Infrastructure Plan I-9.17.1 30 days 9/14/15 10/23/151606 2.6.7.9.1 Xerox Development 1 mon 9/14/15 10/13/15 1572 1607SS+5 days










1616 2.6.7.10 Update RTM I-9.16 30 days 10/26/15 12/4/151617 2.6.7.10.1 Xerox Development 1 mon 10/26/15 11/24/15 1594 1618SS+5 days










1627 2.6.7.11 Update/Revise PMP I-12.1.5 30 days 8/3/15 9/11/151628 2.6.7.11.1 Xerox Development 1 mon 8/3/15 9/1/15 1439FS+2 mons 1629SS+5 days










1638

1639 3 WARRANTY PERFORMANCE PERIODS I-7.2, I-10. 630 days 6/27/13 12/16/151640 3.1 Release 1 Warranty 249 days 10/1/13 9/26/14 17291641 3.1.1 Warranty Period Tasks for Release 1 are the same as O&M Tasks 12 emons 10/1/13 9/26/14 6

1642 3.2 Release 2 Warranty 257 days 12/1/14 11/26/151643 3.2.1 Warranty Period Tasks for Release 2 are the same as O&M Tasks 12 emons 12/1/14 11/26/15 8


ITN # 03F12GC1



1644 3.3 Warranty Performance Period - Deliverables - Releas e 1 338 days 6/27/13 10/29/141645 3.3.1 Update Warranty Performance Period DED 30 days 6/27/13 8/8/131646 3.3.1.1 Xerox Development I-12.1 1 mon 6/27/13 7/29/13 6FS-3 mons 1647SS+5 days

1647 3.3.1.2 Deliverable: Submit First Interim Draft 0 days 7/3/13 7/3/13 1646SS+5 days 1648

1648 3.3.1.3 Department Review of First Interim Draft 10 days 7/5/13 7/18/13 1647 1649SS+5 days

1649 3.3.1.4 Xerox Makes Revisions in Accordance with Department Comments 5 days 7/12/13 7/18/13 1648SS+5 days 1650

1650 3.3.1.5 Deliverable: Submit Second Interim Draft (if Required) 0 days 7/18/13 7/18/13 1649 1651

1651 3.3.1.6 Department Review of Second Interim Draft 10 days 7/19/13 8/1/13 1650 1652SS+5 days

1652 3.3.1.7 Xerox Makes Revisions in Accordance with Department Comments 5 days 7/26/13 8/1/13 1651SS+5 days 1653SS

1653 3.3.1.8 Xerox Conducts QA Review 5 days 7/26/13 8/1/13 1652SS 1654

1654 3.3.1.9 Deliverable: Submit Final Document 0 days 8/1/13 8/1/13 1653 1655

1655 3.3.1.10 Department Provides Written Acceptance 5 days 8/2/13 8/8/13 1654

1656 3.3.2 Hardware and Software Warranties I-9.14.1 (1) 22 days 6/27/13 7/29/131657 3.3.2.1 Compile all Hardware and Software Warranties I-12.1 1 mon 6/27/13 7/29/13 6FS-3 mons 1658

1658 3.3.2.2 Deliverable: Submit all Warranties 0 days 7/29/13 7/29/13 1657

1659 3.3.3 Warranty Defect and Repair Services I-12.1.5 264 days 10/1/13 10/17/141660 3.3.3.1 Deliverable: Provide Ongoing Warranty Defect and Repairs I-12.1 12 mons 10/1/13 10/17/14 6

1661 3.3.4 O&M Services (Warranty Period) I-12.1.5 264 days 10/1/13 10/17/141662 3.3.4.1 Deliverable: Provide Ongoing O&M Services During Warranty Period I-12.1 12 mons 10/1/13 10/17/14 6

1663 3.3.5 Hardware and Software Warranty Completion Report I-9.14.1 (1) 30 days 9/17/14 10/29/141664 3.3.5.1 Xerox Development I-12.1 1 mon 9/17/14 10/17/14 6FS+11 mons 1665SS+5 days










1674 3.3.6 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 9/17/14 10/29/141675 3.3.6.1 Xerox Development I-12.1 1 mon 9/17/14 10/17/14 6FS+11 mons 1676SS+5 days










1685 3.4 Warranty Performance Period - Deliverables - Releas e 2 338 days 8/25/14 12/16/151686 3.4.1 Update Warranty Performance Period DED 30 days 8/25/14 10/6/141687 3.4.1.1 Xerox Development I-12.1 1 mon 8/25/14 9/24/14 8FS-3 mons 1688SS+5 days











ITN # 03F12GC1



1697 3.4.2 Hardware and Software Warranties I-9.14.1 (1) 22 days 8/25/14 9/24/141698 3.4.2.1 Compile all Hardware and Software Warranties I-12.1 1 mon 8/25/14 9/24/14 8FS-3 mons 1699

1699 3.4.2.2 Deliverable: Submit all Warranties 0 days 9/24/14 9/24/14 1698

1700 3.4.3 Warranty Defect and Repair Services I-12.1.5 264 days 12/1/14 12/4/151701 3.4.3.1 Deliverable: Provide Ongoing Warranty Defect and Repairs I-12.1 12 mons 12/1/14 12/4/15 8

1702 3.4.4 O&M Services (Warranty Period) I-12.1.5 264 days 12/1/14 12/4/151703 3.4.4.1 Deliverable: Provide Ongoing O&M Services During Warranty Period I-12.1 12 mons 12/1/14 12/4/15 8

1704 3.4.5 Hardware and Software Warranty Completion Report I-9.14.1 (1) 30 days 11/5/15 12/16/151705 3.4.5.1 Xerox Development I-12.1 1 mon 11/5/15 12/4/15 8FS+11 mons 1706SS+5 days










1715 3.4.6 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 11/5/15 12/16/151716 3.4.6.1 Xerox Development I-12.1 1 mon 11/5/15 12/4/15 8FS+11 mons 1717SS+5 days










1726

1727 4 OPERATIONS AND MAINTENANCE (O&M) PERFORMANCE PERIOD S I-7.3, I-11. 249 days 10/1/13 9/26/141728 4.1 Ongoing Operations and Maintenance Tasks 0 days 9/26/14 9/26/141729 4.1.1 Begin Operations and Maintenance Support - (Starts with Release 1 Warranty) 0 days 9/26/14 9/26/14 1640 1731,1732,1733,1734,1735,1737,1738,1739,1740,1741,1742,1743,1744,1745,1746,1747,1749,1750,1753,1754,1755,1756,1757,1758,1759,1760,1761,1762,1763,1764,1765,1767,1768,1769,1772,1773,1774,1775,1776,1777,1780,1730,1771,1736,1748,1770,1778,1781,1782,1783,17...Ops Mgr,PM

1730 4.1.2 Maintain Communications with the Department and all Stakeholders 0 days 9/26/14 9/26/14 1729 PM,PMO

1731 4.1.3 Perform Operations and Maintenance Throughout Life of the Contract 0 days 9/26/14 9/26/14 1729 Ops Mgr

1732 4.1.4 Incorporate System Modifications as Required 0 days 9/26/14 9/26/14 1729 App Dev Mgr,Prog,Sr Prog

1733 4.1.5 Monitor and Control Physical and Logical System Security 0 days 9/26/14 9/26/14 1729 ITO

1734 4.1.6 Perform Periodic Testing and Reporting of Security Plans 0 days 9/26/14 9/26/14 1729 Xerox ISO

1735 4.1.7 Perform Ongoing Application Maintenance 0 days 9/26/14 9/26/14 1729 App Dev Mgr,Prog,Sr Prog

1736 4.1.8 Perform Ongoing Maintenance of COTS Software Packages 0 days 9/26/14 9/26/14 1729 ITO

1737 4.1.9 Perform Ongoing Development and Migration of Technical Architecture 0 days 9/26/14 9/26/14 1729 ITO

1738 4.1.10 Perform Ongoing Database Administration Functions 0 days 9/26/14 9/26/14 1729 DBA

1739 4.1.11 Provide Ongoing Configuration Management Support 0 days 9/26/14 9/26/14 1729 ITO

1740 4.1.12 Provide Ongoing Site Management Support 0 days 9/26/14 9/26/14 1729 ITO

1741 4.1.13 Provide Ongoing Help Desk Management Support 0 days 9/26/14 9/26/14 1729 ITO

1742 4.1.14 Provide Ongoing Operational and Processing Reports 0 days 9/26/14 9/26/14 1729 ITO

1743 4.1.15 Perform Continuous Quality Monitoring 0 days 9/26/14 9/26/14 1729 ITO

1744 4.1.16 Support the Department in Joint System Audit Operations 0 days 9/26/14 9/26/14 1729 Ops Mgr

1745 4.1.17 Support Dashboard Methods for Performance Evaluation and Reporting 0 days 9/26/14 9/26/14 1729 ITO

1746 4.1.18 Maintain System Availability and Response Time Service Levels 0 days 9/26/14 9/26/14 1729 ITO

1747 4.1.19 Maintain all System User and Project Documentation 0 days 9/26/14 9/26/14 1729 PMO

1748 4.1.20 Maintain all System Licenses Current and Active 0 days 9/26/14 9/26/14 1729 ITO

1749 4.1.21 Produce Ad Hoc Reports on Request 0 days 9/26/14 9/26/14 1729 App Dev Mgr,Prog,Sr Prog


ITN # 03F12GC1



1750 4.1.22 Participate in Steering Committee Meetings Upon Request 0 days 9/26/14 9/26/14 1729 PM

1751 4.1.23 Provide Support for all Federal Gate Reviews 0 days 9/26/14 9/26/14 1729 CMS Liaison,PM,PMO,PMO Mgr,STATE

1752 4.1.24 Provide Documentation Required to Complete Federal Certification 0 days 9/26/14 9/26/14 1729 PMO

1753 4.1.25 Submit Weekly and Monthly Status and Operations Reports to Department 0 days 9/26/14 9/26/14 1729 PMO

1754 4.1.26 Provide Ongoing Support for Business Continuity and Disaster Recovery I-8.5 0 days 9/26/14 9/26/14 1729 Ops Mgr

1755 4.1.27 Support the Department in Fraud and Abuse Detection and Prevention 0 days 9/26/14 9/26/14 1729 PM,Proj Exec,QA Mgr

1756 4.1.28 Maintain Operations and Maintenance Support Staff Levels 0 days 9/26/14 9/26/14 1729 PM

1757 4.1.29 Notify Department Promptly of System Issues, Problems and Deficiencies 0 days 9/26/14 9/26/14 1729 PM

1758 4.1.30 Notify Department of Routine or Planned System Downtime 0 days 9/26/14 9/26/14 1729 Ops Mgr

1759 4.1.31 Provide Support to QA and IV&V Contractors 0 days 9/26/14 9/26/14 1729 PMO

1760 4.1.32 Investigate, Repair and Report on all System Defects 0 days 9/26/14 9/26/14 1729 App Dev Mgr,Prog,Sr Prog

1761 4.1.33 Attend all Scheduled Meetings, Reviews, and Compliance Audits 0 days 9/26/14 9/26/14 1729 PM

1762 4.1.34 Maintain Documentation of all Rules in the Rules Engine 0 days 9/26/14 9/26/14 1729 BA

1763 4.1.35 Support Electronic Document Repository (Sharepoint) 0 days 9/26/14 9/26/14 1729 PMO

1764 4.1.36 Support Interface to Data Warehouse 0 days 9/26/14 9/26/14 1729 Ops Mgr

1765 4.1.37 Support Interface to IVR 0 days 9/26/14 9/26/14 1729 Ops Mgr

1766 4.2 Ongoing Compliance 0 days 9/26/14 9/26/141767 4.2.1 Comply with All Industry Regulations and Standards 1.2 0 days 9/26/14 9/26/14 1729 PM

1768 4.2.2 Comply with All Federal Laws and Regulations 1.2 0 days 9/26/14 9/26/14 1729 PM

1769 4.2.3 Comply with All Department Regulations and Standards 0 days 9/26/14 9/26/14 1729 PM

1770 4.2.4 Comply with All Laws and Procedures Regarding Security and Confidentiality Exhibit D.12 0 days 9/26/14 9/26/14 1729 PM

1771 4.2.5 Comply with MITA (Medicaid Information Technology Architecture) Framework 1.2 0 days 9/26/14 9/26/14 1729 PM

1772 4.2.6 Comply with All PMI PMBOK Guidelines 0 days 9/26/14 9/26/14 1729 PM

1773 4.2.7 Comply with All CMS System Lifecycle Framework Guidelines 0 days 9/26/14 9/26/14 1729 PM

1774 4.2.8 Comply with All Environmental Requirements 0 days 9/26/14 9/26/14 1729 PM

1775 4.2.9 Comply with all Contractual Performance Standards and SLA's 0 days 9/26/14 9/26/14 1729 PM

1776 4.2.10 Comply with CMS Mandated Enterprise Life Cycle (ELC) Gate Reviews 0 days 9/26/14 9/26/14 1729 PM

1777 4.2.11 Comply with CMS Seven Conditions and Standards 1.2 0 days 9/26/14 9/26/14 1729 PM

1778 4.2.12 Comply with NSRC Facility Requirements and Standards 0 days 9/26/14 9/26/14 1729 PM

1779 4.3 Annual Requirements 0 days 9/26/14 9/26/141780 4.3.1 Annual Review and Test of Disaster Recovery Plan 0 days 9/26/14 9/26/14 1729 Ops Mgr

1781 4.3.2 Annual Department Security Agreement CF 0114 by all Xerox Staff Exhibit D.12.a 0 days 9/26/14 9/26/14 1729 PM

1782 4.3.3 Annual Report of Xerox System Users Exhibit D.12.f 0 days 9/26/14 9/26/14 1729 PM

1783 4.3.4 Annual Enhancement Satisfaction Report II-2.6.1 0 days 9/26/14 9/26/14 1729 PM

1784 4.3.5 Annual Maintenance and Operations Work Report II-2.6.1 0 days 9/26/14 9/26/14 1729 PM

1785 4.3.6 Annual Service Level Improvement Report II-2.6.1 0 days 9/26/14 9/26/14 1729 PM

1786 4.3.7 Annual Productivity Improvements Report II-2.6.1 0 days 9/26/14 9/26/14 1729 PM

1787 4.4 O&M Performance Period - Deliverables 235 days 10/1/13 9/5/141788 4.4.1 O&M Deliverable Expectation Document (DED) 30 days 7/25/14 9/5/141789 4.4.1.1 Xerox Development I-12.1 1 mon 7/25/14 8/25/14 1729FS-2 mons 1790SS+5 days










1799 4.4.2 Operations and Maintenance Plan I-11. 30 days 7/25/14 9/5/141800 4.4.2.1 Xerox Development I-12.1 1 mon 7/25/14 8/25/14 1729FS-2 mons 1801SS+5 days




ITN # 03F12GC1










1810 4.4.3 O&M Services I-12.1.5 30 days 10/1/13 11/13/131811 4.4.3.1 Xerox Development I-12.1 1 mon 10/1/13 10/31/13 6 1812SS+5 days










1821 4.4.4 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 7/25/14 9/5/141822 4.4.4.1 Xerox Development I-12.1 1 mon 7/25/14 8/25/14 1729FS-2 mons 1823SS+5 days










1832

1833 5 SDLC PHASE GATE REVIEWS I-8.2 582 days 2/15/13 6/3/151834 5.1 SDLC Phase Gate Review - Plan Phase 2 days 2/15/13 2/19/13 PM,PMO,PMO Mgr,STATE

1835 5.1.1 Review DED Acceptance Criteria 1 day 2/15/13 2/15/13 71 1836SS,1837SS,1838SS,1839SS

1836 5.1.2 Review Any Open Medium or High Impact Issues 1 day 2/15/13 2/15/13 1835SS

1837 5.1.3 Conduct Project Health Status Check 1 day 2/15/13 2/15/13 1835SS

1838 5.1.4 Participate in Lessons Learned Review 1 day 2/15/13 2/15/13 1835SS

1839 5.1.5 Conduct Go/No-Go Evaluation 1 day 2/15/13 2/15/13 1835SS 1840

1840 5.1.6 Authorize Continuation to Proceed to Next Phase 1 day 2/19/13 2/19/13 1839

1841 5.2 SDLC Phase Gate Review - Define Phase 2 days 11/21/13 11/22/13 PM,PMO,PMO Mgr,STATE







1848 5.3 SDLC Phase Gate Review - Design Phase 2 days 4/10/13 4/11/13 PM,PMO,PMO Mgr,STATE







1855 5.4 SDLC Phase Gate Review - Develop Phase - Release 1 2 days 9/30/13 10/1/13 PM,PMO,PMO Mgr,STATE


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1862 5.5 SDLC Phase Gate Review - Develop Phase - Release 2 2 days 11/25/14 11/26/14 PM,PMO,PMO Mgr,STATE







1869 5.6 SDLC Phase Gate Review - Test Phase - Release 1 2 days 9/27/13 9/30/13 PM,PMO,PMO Mgr,STATE







1876 5.7 SDLC Phase Gate Review - Test Phase - Release 2 2 days 11/24/14 11/25/14 PM,PMO,PMO Mgr,STATE







1883 5.8 SDLC Phase Gate Review - Implement Phase - Release 1 2 days 10/1/13 10/2/13 PM,PMO,PMO Mgr,STATE







1890 5.9 SDLC Phase Gate Review - Implement Phase - Release 2 2 days 6/2/15 6/3/15 PM,PMO,PMO Mgr,STATE







1897

1898 6 CMS ELC GATE REVIEWS I-8.3 449 days 2/25/13 12/4/141899 6.1 CMS ELC Gate Review 1 - Architectural and Project B aseline Review 4 days 2/25/13 2/28/13 PM,PMO,PMO Mgr,STATE,CMS Liaison

1900 6.1.1 Support all IV&V Activities and Requests. 2 days 2/25/13 2/26/13 14 1901,1902,1903,1904,1905,1906

1901 6.1.2 Submit Information Requested by the IV&V Provider 2 days 2/27/13 2/28/13 1900

1902 6.1.3 Participate in IV&V Reviews and Meetings 2 days 2/27/13 2/28/13 1900

1903 6.1.4 Support and Cooperate with Federal Oversight Reviews and Certification Activities 2 days 2/27/13 2/28/13 1900

1904 6.1.5 Submit Documentation Requested by Federal Oversight Agencies Including CMS ELC Artifacts 2 days 2/27/13 2/28/13 1900

1905 6.1.6 Participate in Federal Oversight Agency Reviews and Meetings 2 days 2/27/13 2/28/13 1900

1906 6.1.7 Upload ELC Artifacts and Deliverables Supporting the CMS Gate Reviews to CALT 2 days 2/27/13 2/28/13 1900

1907 6.2 CMS ELC Gate Review 2 - Design Review 4 days 3/26/14 3/31/14 PM,PMO,PMO Mgr,STATE,CMS Liaison



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1915 6.3 CMS ELC Gate Review 3 - Operational Readiness - Rel ease 1 4 days 10/1/13 10/4/13 PM,PMO,PMO Mgr,STATE,CMS Liaison








1923 6.4 CMS ELC Gate Review 4 - Operational Readiness - Rel ease 2 4 days 12/1/14 12/4/14 PM,PMO,PMO Mgr,STATE,CMS Liaison








1931

1932 7 OPERATIONS TRANSITION-OUT I-14. 330 days 9/25/20 12/30/211933 7.1 Transition-Out Support Tasks 330 days 9/25/20 12/30/21 Ops Mgr,PM

1934 7.1.1 Start Transition-Out Tasks 0 days 9/25/20 9/25/20 11SS-12 mons 1935,1936,1937,1938,1939,1940,1941,1943,1944,1945,1946,1947,1948,1942Ops Mgr,PM

1935 7.1.2 Assign Onsite Transition Coordinator 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1936 7.1.3 Develop Transition-Out Plan 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1937 7.1.4 Provide Transition Services 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1938 7.1.5 Provide Turnover Phase-in Training 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1939 7.1.6 Provide Staffing Continuity 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1940 7.1.7 Provide Uninterrupted Service 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1941 7.1.8 Provide the Department with Access to all Software, Licenses, and Documentation 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1942 7.1.9 Continue to Protect, Destroy or Return all Covered Data 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1943 7.1.10 Cooperate and Support Successor Contractor 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1944 7.1.11 Participate in all Transition Meetings 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1945 7.1.12 Provide Training to Successor Contractor 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1946 7.1.13 Provide Transition-Out Schedule 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1947 7.1.14 Provide all Data, Files, Reports, and Documentation 1 mon 9/25/20 10/26/20 1934 Ops Mgr,PM

1948 7.1.15 Provide Ongoing Support for all Transition-Out Requirements 12 mons 9/25/20 9/29/21 1934 1949 Ops Mgr,PM

1949 7.1.16 Transition-Out Complete 0 days 9/29/21 9/29/21 1948 1950 Ops Mgr,PM

1950 7.1.17 Assign Onsite Support Analyst (for 90 Days Following Contract Termination) 3 mons 9/30/21 12/30/21 1949 Ops Mgr,PM

1951 7.2 Transition-Out Deliverables 294 days 9/25/20 11/10/21 Ops Mgr,PM

1952 7.2.1 Transition-Out Deliverable Expectation Document (DE D) 30 days 9/25/20 11/5/201953 7.2.1.1 Xerox Development I-12.1 1 mon 9/25/20 10/26/20 11SS-12 mons 1954SS+5 days










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1963 7.2.2 Operations and Maintenance Transition Plan I-14. 30 days 9/25/20 11/5/201964 7.2.2.1 Xerox Development I-12.1 1 mon 9/25/20 10/26/20 11SS-12 mons 1965SS+5 days










1974 7.2.3 Transition-Out Knowledge Transfer Plan I-14. 30 days 9/25/20 11/5/201975 7.2.3.1 Xerox Development I-12.1 1 mon 9/25/20 10/26/20 11SS-12 mons 1976SS+5 days










1985 7.2.4 Transition Completion Report I-14. 30 days 9/30/21 11/10/211986 7.2.4.1 Xerox Development I-12.1 1 mon 9/30/21 10/29/21 11 1987SS+5 days










1996 7.2.5 Update/Revise PMP and Project Deliverables as Requi red I-12.1.5 30 days 9/25/20 11/5/201997 7.2.5.1 Xerox Development I-12.1 1 mon 9/25/20 10/26/20 11SS-12 mons 1998SS+5 days










2007

2008 8 FOOTNOTES 473 days 1/14/13 12/1/142009 8.1 O&M Performance Period - Implementation Release Ser vice Dates Exhibit C.3 292 days 10/1/13 12/1/142010 8.1.1 Release 1 (ITN Phase 3): Implementation of Web Portal and New Eligibility Rules Engine 0 days 10/1/13 10/1/13 5

2011 8.1.2 Release 2 (ITN Phase 4a, 4b): Implementation of Department Full Functionality (Includes SNAP, Cash, WIC) 0 days 12/1/14 12/1/14 7

2012 8.2 Review Times: I-12.1 0 days 1/14/13 1/14/132013 8.2.1 Department Review Time for Project Deliverables is 10 Business Days 0 days 1/14/13 1/14/13 4

2014 8.2.2 Xerox Update Time for Revisions Following Department Review is 5 Business Days 0 days 1/14/13 1/14/13 4


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2015 8.3 Task Duration: 0 days 1/14/13 1/14/132016 8.3.1 Zero (0) Days Duration Represents Either a Deliverable or an Ongoing Task 0 days 1/14/13 1/14/13 4

2017 8.4 Common Workstream Tasks [Release 1 and Release 2] 10 days 1/14/13 1/28/132018 8.4.1 Conduct Sprint Development Process (Iterative 2 Week Process) 2 wks 1/14/13 1/28/13 4

2019 8.4.2 Conduct Daily Sprint Standups 2 wks 1/14/13 1/28/13 4

2020 8.4.3 Conduct Weekly Release and Sprint Planning Meetings 2 wks 1/14/13 1/28/13 4

2021 8.4.4 Requirements Elaboration 2 wks 1/14/13 1/28/13 4

2022 8.4.5 Test Case Design and Development 2 wks 1/14/13 1/28/13 4

2023 8.4.6 Code Construction and Unit Test 2 wks 1/14/13 1/28/13 4

2024 8.4.7 Defect Correction and Management 2 wks 1/14/13 1/28/13 4

2025 8.4.8 Product Backlog Grooming 2 wks 1/14/13 1/28/13 4

2026 8.4.9 Maintain Documentation and Library of Design Artifacts 2 wks 1/14/13 1/28/13 4

2027 8.4.10 Maintain Compliance with all Project Documentation 2 wks 1/14/13 1/28/13 4

2028 8.4.11 Perform Module Reviews, Walkthroughs and Demonstrations 2 wks 1/14/13 1/28/13 4

2029 8.4.12 Provide Department, IV&V, and QA Contractor with all Test Results 2 wks 1/14/13 1/28/13 4

2030 8.4.13 Sprint Retrospective 2 wks 1/14/13 1/28/13 4


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ITN # 03F12GC1


4.4 Project Management Plan REQUIREMENT: ITN Section 4.2.6.4, pg.17 and Attachment I, Section 9.1, pg. 58

The Project Management Plan serves as the detailed description of the planning documentation to establish the baseline project approach, monitor and control risks and issues, and provide a structural foundation for the ACCESS Replacement Project success.

Our project management methodology, SPARK-ITS, as explained in Reply Section 4.2 Project Management, emphasizes a collaborative environment in building the project management plans. Xerox works with the Department to establish project controls, communication strategies and approaches, and a rigorous attention to detail through development of the individualized plans.

The Project Management Plan (PMP) is established by the Xerox Project Management Office in coordination with the Department PMO. The PMP provides the basis for project operations. As set forth by the Department, the PMP is comprised of 22 specified plans as illustrated in Exhibit 4-16.

Xerox has delivered a project management standard of excellence that has yielded success for our customers repeatedly over the last several decades. The Xerox Team has efficiently and effectively delivered large, complex solutions to more than 1,700 state and local government agencies nationwide. We bring to the Department a history of thought leadership and integrated systems experience that includes the design, development, and implementation of a proven eligibility case management solution built upon the next-generation Xerox IES Framework.

This reply section provides our approach and detail to the project planning phase, as well as a breakdown of our approach to the individual project management plans. The Xerox Project Management Office develops and maintains the project plans throughout the project life cycle starting with plan development up to the project initiation kickoff.

4.4.1 Project Planning/Plan Phase

REQUIREMENT: ITN Section 4.2.6.4, pg.17 and Attachment I, Section 9.1, pg. 58

Xerox’s Project Management Office manages the project execution, monitoring, controlling, and closing processes as described in Reply Section 4.2.1, Project Management Approach and Methodology, within the sub-sections; Management Cycle (executing, controlling, and monitoring) and Release Cycle (closing/reporting). Xerox uses the project engine, Exhibit 4-17, to drive the ACCESS Replacement Project. The Project plans and controls are continuously refined throughout the project life cycle. The first key activity of the project is the project initiation kickoff.

Exhibit 4-16. Project Management Plan

The Project Management Plan is comprised of 22 plans that are created throughout the project life cycle.

These plans provide the basis for project operations.



The project initiation kickoff meeting formally kicks off the project and includes Department staff as designated by the Department Project Director. While we have responsibility for the project initiation meeting, we work iteratively with the Department to finalize the meeting agenda, list of participants, scheduling, and invitations. The project kickoff meeting is scheduled within the first 30 days of the project contract execution. As part of the kickoff, the key staff associated with the project will be onsite and available for the kickoff. The Xerox Project Manager facilitates the project initiation meeting, which includes an overview of the project and how project tasks and deliverables will be accomplished. We provide documentation of the project initiation reflecting participants, discussion items, meeting decisions, and outcomes.

Prior to the kickoff commencing, the Xerox Project Management Office works with the Department to become familiar with existing documentation completed in the earlier phases of the ACCESS Replacement Project, establish the project work site, and validate that all work site hardware and software are operational. Additionally, the Project Management Office works with the Department to develop the initial project management plans according to the timeline established in Table 4-2.

Table 4-2. Project Management Plan Timelines

Project Management Plan/Deliverable Completion Timeframe Xerox Acknowledges

and Complies

Updated Project Charter By Project Kickoff

WBS By Project Kickoff

Project Schedule By Project Kickoff

Phase Gate Review and Acceptance Process By Project Kickoff

Phase Gate Approval Criteria By Project Kickoff

Deliverable Expectation Documents and Deliverable Checklists

By Project Kickoff

Phase Gate Management Plan By Project Kickoff

Procurement Management Plan By Project Kickoff

Budget Management Plan By Project Kickoff

Project Change Control Management Plan By Project Kickoff

Scope Management Plan By Project Kickoff

Disaster Preparedness Plan By Project Kickoff

Communication Management Plan By Phase Gate

Document Management Plan By Phase Gate

Schedule Management Plan By Phase Gate

Quality Management Plan By Phase Gate

Issue Management Plan By Phase Gate

Exhibit 4-17. Xerox Project Engine

The Xerox Project Management Office uses the project engine to develop and refine the project management plans within each phase of the project.


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Project Management Plan/Deliverable Completion Timeframe Xerox Acknowledges

and Complies

Organization Breakdown Structure (OBS) By Phase Gate

Risk Management Plan By Phase Gate

Human Resource Management and Staffing Plan By Phase Gate

Configuration Management Plan By Phase Gate

Knowledge Transfer Plan By Phase Gate

Information Security Plan By Phase Gate

Conflict Resolution Plan By Phase Gate

Xerox and Department Plan Phase Responsibilities Xerox is in full compliance with the Department’s expectations of its provider and we understand and acknowledge the Department’s responsibilities, as outlined in the ITN – Attachment I, Sections 9.1.1 and 9.1.2. Xerox will continuously monitor progress throughout the project life cycle to ensure all of our responsibilities are met.

4.4.2 Project Management Plan


The Project Management Plan is comprised of the 22 sub-elements as shown previously in Exhibit 4-16. The following sub-sections provide an overview of the approach and methodology associated with each of the project management plans.

Work Breakdown Structure (WBS) The WBS encompasses the development cycles needed to complete the requirements specified at a high level in this ITN, including target completion dates for each deliverable and dates for each development cycle. Our planning includes the estimated resources and teams (e.g., staff names or positions, level of effort in hours, and duration), task dependencies, and interrelationships of the development teams who execute the work associated with each of the development cycles. As the development cycles are completed, Xerox takes advantage of the approach flexibility to work with the State to revisit the specific requirements, prioritization, and development cycle content details. As changes are requested, we manage those changes by evaluating and communicating impacts, modifying details of planned development cycles, and updating the schedule as appropriate.

Organizational Breakdown Structure (OBS)

The Xerox Project Management Office uses the project OBS to depict the project organization and reporting relationships within the project. It is a direct representation and description of the hierarchy and organizations that will provide resources to plan and perform work identified in the WBS. The OBS helps the Project Management Office focus on using the most efficient organizational structure, by taking into consideration availability and capability of management and technical staff, to achieve project objectives.

The Project Management Office uses the OBS to decompose the ACCESS Replacement Project initiative in conjunction with the WBS. The Xerox Project Management Office uses the following method to develop the OBS:

1. The Xerox Project Management Office works with the Department to identify the organizational structure and responsibilities for the resources involved in the project’s WBS.

2. Once the structure has been completed, the Xerox Project Management Office works with the Department to identify all team members, and assigns each team member a position in the structure.

3. If there are additional resources, those resources are assigned so that all resources and positions are accounted for.

Once the WBS and OBS are completed, the Xerox Project Management Office creates a Responsibility Assignment Matrix identifying a full accounting of tasks and responsible parties.



For detailed organizational structures, the organizational charts are provided in more detail in Reply Tab 8, Personnel.

Project Schedule The Project Schedule is explained in more detail in Reply Section 4.3, Project Schedule and inserted at the end of Reply Section 4.3.3, Meeting Mandatory Federal Implementation/Enhanced Funding Deadlines.

Communication Management Plan (CMP)

Xerox offers a comprehensive CMP to the Department that includes a stakeholder analysis; the process and techniques used to meet Department communication needs; and the reporting requirements and frequency for project monitoring and status reports. The Xerox Team provides regular and timely communications with Department and its partners and contractors. Within each project activity and

phase of the ACCESS Replacement Project, communications between project teams and interactions with stakeholders is defined through the project CMP.

The CMP outlines the approach for initiating all project-related communications and feedback methods. The plan covers several topics, including routine communication that distributes common project information to all stakeholders throughout the duration of the project, targeted and timely communications to affected stakeholders that provides guidance about future changes that will impact their work, and ad hoc communications to some or all stakeholders that provides timely and specific information about changes that are otherwise unanticipated. Additionally, the plan documents the processes used to measure the effectiveness of the project messages, as well as the methods for obtaining feedback from the message recipients. This feedback is especially important because it allows us to continuously improve our channels of communication as well as the quality of the information that is provided.

The CMP is based on five critical success factors: Awareness, Timeliness, Content, Context, and Format, as described in the following paragraphs:

Awareness. Communication about the project must occur with all personnel within Department and its contract partners. Those affected, directly or indirectly, by the project are informed of the project imperatives, objectives, outcomes, and the impacts.

Timeliness. Information must be shared in a timely manner to allow opportunities for stakeholders to receive messages and react.

Content. Communication must be relevant, meaningful, and at an appropriate level of detail for the targeted audience.

Context. All communications should demonstrate and reinforce executive project sponsorship and commitment by clearly indicating that the Department Project Management Team is the source of the information being conveyed. Furthermore, communications should also emphasize the business cases and reasons for change.

Format. All communications must be developed and delivered in a format that is efficient, understandable, and easily accessible.

The Xerox Team develops and manages the CMP with input from Department project management, contract vendors, and all other necessary stakeholders. Since communication occurs throughout the project and is adjusted to satisfy the unique requirements of each project phase, our CMP is iterative by nature. It is designed to be continually updated to suit the specific needs of the Department at any point in time. The Xerox Project Management Office provides a centralized channel that improves our ability to communicate throughout the Department initiative to all stakeholders that are affected by the changing eligibility system.

Document Management Plan

The Document Management Plan provides a framework for managing documentation throughout the project life cycle. Our foundation for document management exists within our usage of SharePoint. SharePoint integrates with Microsoft Office and features document check in/check out, storage, and roll-back of document version history. A feature of SharePoint is to track minor and major versions of documents, enabling Xerox to track and manage less significant changes using one process and major enhancements with a more elaborate configuration process. Not


ITN # 03F12GC1


only does SharePoint track document information such as author, status, and modification history; but enhanced metadata features in SharePoint allow authors to categorize, sort, and filter documents by various attributes such as methodology, process area, team, and review status; allowing users to find documents quickly without the need for extensive folder structures. Exhibit 4-18 demonstrates how our Quality Management System documents are stored in one document library without folders. Users locate documents using the metadata stored in columns such as Methodology and Process Area.

Exhibit 4-18. SharePoint Metadata

SharePoint metadata assists the Department and the Xerox Integrated Project Office in easily categorizing documents for ease of finding and reporting.

Schedule Management Plan

Our project planning is based upon a careful review of the ITN requirements, an in-depth gap analysis of the ITN requirements and our existing solution, and development of a preliminary Project Schedule, including a WBS. The Project W Schedule is produced in Microsoft Project. Table 4-3 lists the steps the Xerox Team has followed in developing the WBS and preliminary Project Schedule for the ACCESS Replacement Project.

Table 4-3. Preliminary Project Schedule Approach

Step Activity

1 Perform gap analysis between our existing solution and ACCESS Replacement Project requirements.

2 Incorporate lessons learned from past engagements.

3 Analyze metrics from past engagements.

4 Analyze and prioritize Development Cycles and high-level contents.

5 Define specific tasks at a level of granularity that allows optimal estimation and tracking.

6 Develop estimates according to Xerox standards and Software Development Methodology.

7 Reviews by Xerox Project Management Office and Department teams, peers, and management.

The preliminary Project Schedule includes the WBS hierarchy of milestones, tasks, activities, deliverables, and resource assignments. The schedule, based on our SPARK-ITS processes combined with our Software Development Methodology, allows tasking activities to be estimated, accounts for task dependencies, and includes built-in quality controls achieved through various reviews held at several levels including: product, process, peer, stage gate, and customer satisfaction.

The preliminary Project Schedule has been placed under configuration control and remains a controlled artifact throughout this project. Before the initial phase gate, updates are made based on changes identified through contract



negotiations and the kickoff meeting. Upon final review and approval by the Department, this updated plan becomes the baseline version of our Project Schedule. This Project Schedule, which is used by the Department and the Xerox Project Management Office, will also:

Identify the initial deliverable priority, by anticipated development and release cycle Be maintained throughout the project life cycle Be iterative and updated based on changing priorities, newly articulated deliverables, and requirements

elaboration Include a preliminary schedule of development cycles and releases Be updated at the conclusion of each development cycle to reflect deliverables completed and deliverables that

did not satisfy Department requirements

Quality Management Plan With our SPARK-ITS Quality Management System (QMS), our government implementation knowledge, and our extensive nationwide experience with systems design and development, Xerox provides a mature PMM. Our long experience in highly complex technology environments has seasoned our project management approach as well as our SDM.

Our Project Management Plan includes strategies to ensure all quality standards are met and that all deliverables are accurate, timely, and provided according to the priority as agreed to with the Department. A key enabler of these strategies is our SPARK-ITS QMS which integrates the disciplines of project management, quality management, and software development into a complete cross-functional PMM, as shown in Exhibit 4-19. The Xerox SPARK-ITS methodology encompasses project management, software management, and quality management throughout the Department. The SDM is fully integrated into the SPARK-ITS QMS as depicted in Exhibit 4-8 shown previously in Reply Section 4.2.1, Project Management Approach and Methodology.

The Quality Management Plan includes the strategies to ensure all quality standards are met and deliverables are provided according to the priority as agreed to with the Department. Additionally, it includes details on the Quality Assurance Team and the methodology for continuous process improvement.

Our Quality Management Plan serves as the basis for our project execution using proven industry standards and will adhere to the requirements set forth in the Department’s ITN. The quality management function is embedded within the SDM, and supports design, development, implementation, certification, and ongoing operations through the establishment and maintenance of high quality standards. Xerox delivers to Department a formal Quality Management Plan that describes our:

Tools and methodologies for measuring the quality of each deliverable, including plans, documents, and developed code

Process for sampling, audits, and continuous quality improvement Process for review and approval of Xerox deliverables by all designated entities, including Xerox and the

quality assurance (QA) and IV&V contractors.

The Xerox Team collaborates with all entities within the Department to sustain overall project quality across the life of the project, including the Department Project Manager, the QA and IV&V contractors, and the Department’s PMO. Drawing upon the performance standards established by Department, our Quality Management Plan defines baseline performance metrics, as well as performance targets, which are reviewed on a periodic basis with Department. The plan also addresses areas where interfaces or overlapping responsibilities with other vendors could affect quality, and proposes methods for managing those interfaces.

Exhibit 4-19. Quality

Management Relationships Xerox’s QMS methodology ensures

both compliant and quality deliverables over the course of the ACCESS

Replacement Project.


ITN # 03F12GC1


Our QMS is part of our branded SPARK-ITS methodology, which serves as our overarching framework for quality activities for the Department. Xerox’s QMS incorporates a variety of proven tools and best practices and three key aspects to include; quality assurance, quality control, and peer reviews, as illustrated in Exhibit 4-19.

Quality Assurance (QA). Our QA Team reviews in-flight projects to ensure processes are being executed according to documented plans. External reviews, as well as quality reviews, confirm that document and software work products align to defined standards and customer expectations. In addition, we conduct QA process reviews on a regular basis which include all SDM processes that are applicable to the Department.

Quality Control (QC). The primary means for conducting QC reviews is during the execution of testing to ensure that the system solution meets customer requirements and performs according to specification. Xerox performs verification and validation against all software products.

Peer Reviews. Peer reviews of all work products are a hybrid of QA and QC activities and enable Xerox to confirm that all work products are of high quality. As a result, team members, team leads, and the management team all participate in reviews of work products (both documentation and code) for all aspects of quality, including standards adherence, alignment with the template and the Deliverables Expectation Documents.

An important tool we use to maintain strong quality management for projects of all sizes is the PMBOK, including the “Plan, Do, Check, Act” (PDCA) cycle. PDCA is an iterative four-step management method used for the control and continuous improvement of processes and products.

PLAN. The QA Team works with Xerox to establish objectives and processes that are necessary to deliver results in accordance with performance standards.

DO. The QA Team implements the plans, executes the processes, and verifies the results by collecting data and samples for further analysis.

CHECK. The QA Team studies the actual results (as measured in the “Do” step) and determines gaps by comparing the actual results with expected results. In this step, the team also seeks to identify trends or other areas that require further refinement.

ACT. Based upon the findings determined in the “Check” step, the QA Team identifies corrective actions and works with Xerox to implement corrective actions within a negotiated timeframe.

The Quality Management Plan addresses the internal quality assurance and control processes for sampling, auditing, and continuous improvement. The Xerox Project Management Office samples deliverables on a revolving basis to evaluate quality assurance and quality control processes. Using the collected samples, Xerox audits the deliverables and processes. The audit process provides validation that activities are following the established processes and methodologies established in the Project Management Plan. With the audit findings, the Xerox Project Management Office determines if processes are being executed according to documented plans, document and software work products align to standards and Xerox expectations, or if additional QA reviews are needed for the deliverable(s).

Deliverables Review. Review of the contractually agreed upon deliverables is a necessary part of the quality management process. Following contract award, the Xerox Leadership Team and appropriate Department management team members meet to develop an efficient and effective protocol for deliverable submission and revision (including acceptance criteria) that reduces the risk of schedule slippage and ensures successful outcomes. We provide deliverables and project milestone notifications to Xerox and the QA and IV&V contractors for approval at the conclusion of each development cycle, in alignment with the scheduled delivery dates identified in the implementation schedule. We budget sufficient time to permit change, correction, or redirection of a deliverable based upon feedback received from Xerox and the QA and IV&V contractors.

Each deliverable Xerox produces throughout the project—and not just during development and implementation—is subject to quality processes. Many deliverable templates and mandatory delivery standards are included in our SPARK-ITS toolset. This established approach places a high degree of importance on producing consistent, predictable, high quality deliverables, and includes version control and documentation standards. Revised deliverables go through the same internal review process before submission to Xerox.

As items are implemented, the Xerox Project Management Office audits the process and procedures to ensure that items are implemented per the Xerox SDM. Following implementation of each major release of the ACCESS



Replacement Project, Xerox samples all processed benefits to ensure the solution supports the Department’s policies and performance standards, including all enhancements and CAP changes. Exhibit 4-20 represents the process, including peer evaluation and internal QA, for deliverables to be turned over to Xerox.

Exhibit 4-20. Department Deliverable Review Process

Xerox works with the Department to establish agreement on deliverable content and encourages early feedback as a mechanism to deliver quality deliverables as efficiently as possible.

Our QMS provides the framework for planning, implementing, assessing, and continuously improving our services to effectively work with the QA and IV&V contractors while ensuring that quality work is delivered timely to Xerox.

Issue Management Plan Xerox defines an issue as a problem that cannot be resolved with current resources and must be escalated to management or other parties for resolution. Issue management is the process of identifying, communicating, tracking, and resolving issues throughout the life cycle of a project. It includes categorizing and prioritizing issues, as well as determining an escalation path for issues unresolved within a predetermined length of time. Unacknowledged or unresolved issues can threaten project success and therefore must be identified and managed. It is the responsibility of each project team member to identify, communicate, and log each issue into the project issue list on the project’s electronic folder.

The Xerox Team defines the organizational structure and operational activities for managing issues and risks throughout all phases of the Department. As part of overall project planning we develop an issue management structure to document:

Types of issues recorded and tracked Use of the project issues list for tracking issues

Issue maintenance and escalation Issue resolution

For the Department, Xerox will develop an Issues Management Plan that will, at a minimum, describe the process, tools, and techniques used in issue identification and analysis; list tools for tracking and monitoring issues; define rules for prioritizing issues; and establish methods for reporting and resolving all identified issues. In addition, the Department Issues Management Plan will include procedural descriptions and automated reporting processes used to monitor and track issues resolution. As with all management plans, we review our process for managing issues with Department so that they meet the specific needs of State.

In the following sub-section we further outline our issue management planning process and our proven approach for issues resolution.

Issue Management Approach. Our issue management approach includes focused issue resolution. Each issue entered into the log is assigned to the manager best equipped to implement or understand and propose a solution to the issue. The owner of the issue is responsible for monitoring and, if possible, resolving the issue. Issue ownership by line management is in addition to the overall issue monitoring by the Xerox Project Management Office and ensures a collective, coordinated effort for issue control.


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Although management tools provide an efficient means for tracking issues, Xerox knows that tools are only as productive as the people who use them. Effective issue management also requires following a reasonable, sound plan combined with a management team experienced in applying tools and in managing processes.

Both issues and risks are prioritized, tracked and reported by the Xerox Project Management Office using the project’s issues list and risk register. Ideally, the project identifies problems before they occur using the risk management process. The risks are documented and managed in hopes of avoiding their occurrence. Should they occur, issues are monitored by the Xerox Project Management Office as part of status reporting, and a quality process is established to report issues that are not resolved within a predefined time frame. Our issue management approach also includes focused issue resolution. Each issue entered into the log is assigned to the manager best equipped to implement the issue response. The owner of the issue is responsible for monitoring and, if possible, resolving the issue. Issue ownership by line management supplements the overall issue monitoring by the Xerox Project Management Office and ensures a collective, coordinated effort for issue control.

Our process for issue management (Exhibit 4-21) is based upon the same management process we use for risk management; identification, analysis, response, and monitoring. The primary difference between risk management and issue management is that issue management is focused almost exclusively on resolution, which includes gathering the information or making the decision required to eliminate the issue.

The project’s issues list allows the Xerox Project Management Office to track and manage issues by priority, category, and other indicators. As they are categorized, issues are also prioritized in order to ensure that staff and management attention is devoted to the areas in which the need or return is the greatest. Our issue entry form is similar to the risk issue form displayed previously and allows the Xerox Project Management Office to track and manage issues by priority, category, and other indicators.

Once an issue has been categorized, prioritized and assigned a severity level, a required resolution date is assigned to ensure that it is resolved in a timely manner. Some of the same criteria used for determining the priority of an issue are also used in determining its resolution date. If an issue must be resolved before another task can begin (in other words, there is a task dependency), then the resolution date is set to accommodate that dependency. Resolution dates may also be set to prevent delays in the project schedule. In some cases, due dates for specific action items may be externally imposed, such as legal and governmental mandates. Once a resolution is defined, the owner executes the resolution and continually updates the project’s issues list with all relevant information pertaining to its resolution and closing.

The project’s issues list greatly facilitates the issue monitoring process because it allows alerting, saved queries and reports, and user defined fields such as category, priority and severity. Appropriate stakeholders can examine one or more issues at any given time, receiving current information regarding resolution activity. As part of the Department, Xerox will provide automated reporting processes that will be used to monitor and track issue resolution.

Once an issue is marked as “Resolved,” it is forwarded to Department for review before it is marked as “Closed” in the project’s issues list. This review process confirms that the issue is fully addressed and that no unexpected results have occurred.

Scope Management Plan

Our SPARK-ITS provides the foundation of our scope management methodology. One of the most important aspects of the SPARK-ITS Project Management methodology is an emphasis on proper planning, especially in regards to scope management.

Exhibit 4-21. Issue Management Procedures

The Xerox Team takes an active stance in prioritizing and resolving issues quickly and efficiently.



Project Scope Management is the baseline foundation of the project. During this phase of the project, our experienced team works with you and your partners to define the project requirements and key activities. Scope Planning requires up front analysis on the requirements and activities to be completed in the project. Our Xerox Project Management experts work with the Department to outline the project objectives. We recognize that without the proper scope planning, additional costs associated with poor scope control can grow exponentially. The Xerox Team believes in doing it right the first time by performing scope analysis and then verifying project scope with our stakeholders.

Our rigorous attention detail is shown in our scope philosophy at the macro and micro level. From the macro level, Xerox conducts scope management to ensure all project commitments, such as key deliverables and milestones, are maintained as closely as possible to ensure the project’s success. We closely monitor the project schedule’s critical path, noting scope anomalies that can alter the critical path and therefore the all-important implementation date. Xerox knows it is neither in the best interest of the Department nor ourselves to sacrifice quality in order to widen scope and still meet timelines. Therefore, we take great measures to manage project scope and maintain budgets and timelines while keeping quality at the forefront.

At a micro level, scope management is achieved through more detailed requirements management. New functional and non-functional requirements generally imply added tasks and increased effort within already compressed timeframes and an established budget, which may or may not accommodate a requirement depending upon the size and scope of the requirement. At the same time, as a practical matter, during implementation, new requirements are likely to be identified. As part of our process, we manage requirements through Rational Requisite Pro for requirements traceability. Throughout the project, our project management team maintains detailed documentation on requirements change through our change control process. These updates are consistently reflected in our automated toolsets allowing for ease of reporting on requirement functionality to the State.

To ensure the Department and Xerox have a mutual, detailed, and well-defined understanding of the project scope, scope planning and scope definition tasks are performed during project initiation. SPARK-ITS includes a Project Charter that documents key factors in controlling scope, such as deliverables, success criteria, products or services in and out of scope, assumptions, and constraints. Scope is maintained and even refined through requirements management activities as the project progresses.

After the initial requirements are defined, the Xerox Team develops the scope definition document that outlines the components and subdivision of work activities. By defining scope in this manner, the Xerox Team is able to provide a detailed explanation of scope boundaries for project inclusion and exclusions. Our scope definition document provides a communication mechanism to establish context to the project stakeholders and participants of the project deliverables and goals.

Risk Management Plan

Effective risk management is essential for project success and includes risk identification, assessment, response planning, and monitoring and control. A structured methodology is necessary in a fast paced development project. Xerox provides a deliberate and proactive process for identifying potential risks and assessing the probability and potential consequences of identified risks. As warranted, Xerox follows a thorough risk response planning process that identifies mitigation strategies and the criteria for early detection of risk realization for rapid implementation of risk mitigation actions to minimize negative project impacts. Xerox prides itself on disciplined project management practices, and risk monitoring and control involves not only the tracking of previously identified risks, triggers, response plans, and risk mitigation actions, but also on the adherence to continual new risk identification and changing risks.

To support our risk management process we develop a Risk Management Plan for each of our projects, as we will for the Department. The Risk Management Plan supports risk evaluation and will assist Department and the Xerox Team in setting priorities for each risk based on the likelihood of impact. The plan guides the teams in developing roles and responsibilities for participants, assigns risk management responsibility, and defines the overall strategy to evaluate and mitigate project risks. Xerox is known for its advanced planning and risk monitoring to minimize impact on projects and will aggressively monitor all risks for the Department.

The Project risk management plan will define, at a minimum; the process and timing for risk identification, the process for tracking and monitoring risks, staff involved in the risk management process, tools and techniques used


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in risk identification and analysis, how risk will be quantified and qualified, and finally, how Xerox performs our risk response planning. This process also includes the delivery of necessary reports and timely notification to the Department. Any risk that occurs will be transferred to the Issues Management Plan until resolution.

The Xerox Team defines the organizational structure and operational activities for managing issues and risks throughout all phases of the Department. The team is made up of the Xerox Project Management Office, quality assurance manager, systems delivery manager, systems development manager, implementation manager, and the lead system administrator/operations manager. In addition to this team, all project staff maintain responsible for issue and risk management in their respective roles, including escalation of any issues to direct managers and the project management team, as appropriate.

Risk Management Approach. With SPARK-ITS we emphasize the importance of planning for success. At the same time we provide a structured mechanism and consistent methodology for risk management in every phase of the project and for anticipating problems and minimizing their effects on the project. Our Project Management Methodology defines all processes and procedures for highly effective risk management as defined by the PMBOK. Supported by a risk register in the project’s electronic folder accessible to Department, the Xerox Project Management Office prioritizes tracks, and reports risks. By focusing on proactively managing risks, Xerox increases the likelihood of successful project completion, enhances risk opportunities to increase benefits to project deliverables, and minimizes or eliminates the potential negative impact of unavoidable risks. While a project team cannot predict the future, it can apply reasonable judgment to potentially develop a mitigation or contingency plan for handling the impact of threat risks. In addition, the Xerox Project Management Office can take advantage of an opportunity risk variable by taking action to effect positive results.

The Xerox risk management approach begins with risk management planning. This primarily consists of adopting standard SPARK-ITS risk management process assets and tailoring them, as needed, to align with the needs of Department. We expect that tailoring should be minimal as our risk management processes are streamlined and widely applicable to projects of all sizes, durations, and levels of complexity. Our ongoing approach to risk management consists of:

Risk identification Risk analysis Risk identification Risk analysis

Risk Identification. The project begins with an initial risk identification and assessment using the risk register (Exhibit 4-22). We review current and past projects’ repositories for their identified risks, and we consider any additional risks unique to this project that we perceive from the ITN and other preliminary research.

Throughout the project all Xerox and Department project team members are responsible for identifying and communicating potential project risks. Risks identified by the Department are submitted to the project manager while

Exhibit 4-22. Risks New Item Form

Risks and their associated triggers are documented in the risk register to allow the Xerox Project Management Office to complete the next step in the risk management process, which is risk analysis.



risks identified by internal resources are submitted to the project or team leads. Risk descriptions are to be clear and concise. Descriptions should identify schedule activities affected by or that trigger a risk. For each risk identified, the Xerox Project Management Office assigns a risk trigger to the risk. The risk trigger is an indicator that a particular risk event is likely to occur. The population of risks and their associated triggers is documented in the risk register, to allow the Xerox Project Management Office to complete the next step in the risk management process, which is risk analysis.

Risk Analysis. Qualitative risk analysis involves performing analysis to prioritize risks according to their probability of occurrence, the severity of the impact on the project if the risk occurs, and the impact, or level of control, the project has over the risk. The term “qualitative” is not meant to imply that the analysis has no numerical calculation or is completely without quantitative basis. It is termed qualitative in order to distinguish it from the highly mathematical quantitative analysis process based upon statistics and simulation.

The Xerox Project Management Office assesses each identified risk based upon its probability, severity, and impact. It then combines these three factors to estimate the risk rank for each item. As a result of the assessment, risks are ranked as low, medium, or high-level risks. High-level risks are those with the highest probability and severity and the greatest amount of control by the project, meaning they should have the highest priority in risk response planning. Prioritizing risks through this qualitative analysis process allows prioritizing risk management activities to match the corresponding threats or opportunities to project success.

SPARK-ITS uses a standard risk classification matrix to prioritize potential risks. Although it is somewhat subjective, this classification matrix nevertheless provides rigor to the risk analysis process and allows the Xerox Project Management Office to determine where a risk fits in the population of potential risk events. The matrix is presented in the following Exhibit 4-23.

Exhibit 4-23. Risk Rank

SPARK-ITS uses a standard risk classification matrix to prioritize potential adverse risks.

Each risk that is identified in our risk identification process is classified according to this risk classification scale. All high-exposure risks are entered into the risk tracking system and are addressed with mitigation and/or contingency plans. Medium-exposure risks are entered into the risk tracking system and may or may not be addressed with risk response plans, depending upon the individual risk. Low-exposure risks are captured but generally are not addressed with risk response plans.

Risk Response Planning. Risk response planning is the focus of management attention on determining the appropriate management actions (response plan) for each risk. Because the effectiveness of the response directly affects whether the risk increases or decreases, the Xerox Project Management Office ensures that the risk response is commensurate with the ranking of each risk. The results of risk planning are documented in the Risk Register with the following information for each risk: a description of the risk, risk data such as category, probability, impact, exposure, etc., the trigger(s) that would indicate the risk event is occurring, the risk owner, and the planned response.

Risk Monitoring and Control. As part of its overall project monitoring activities, the Xerox Project Management Office monitors the project activities so that it can evaluate how risks are being affected by the progress and decisions being made over time. It also monitors the risk information that has been gathered during the risk identification, analysis and response planning processes. Lastly, it updates that information to meet the needs of the project.

To assist the project in tracking risks from initial identification to final resolution, we manage the risk register in the project’s electronic folder accessible to the Department. Xerox’s standard Risk Register configuration promotes the categorization and prioritization of risks, assignment of resources to risks and to the creation of response plans, and cross-reference of risks to tasks in the project schedule. The Risk Register provides Xerox an at-a-glance view of the project’s risks at all times. The site also produces standard reports and user-defined ad hoc reports to aid management in monitoring risk handling.


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Because SPARK-ITS includes integrated status reporting that covers all project management practices, we review and update the Risk Register each week in order to prepare the Project Status Report. Each week, risk owners and the Xerox Project Management Office examine the items in the risk log and update the risk characteristics, response plans and response actions as appropriate. They also review the risk triggers to determine if they have occurred and, if so, ensure response actions are appropriate. The results of these updates are immediately available through the project’s electronic folder and the associated metrics are reported in the Project Status Report. The Project Status Report also contains a specific discussion of the most significant project risks and the actions taken in response to them, as well as a discussion of the overall risk portfolio for the project.

Human Resource Management and Staffing Plan

Our Human Resource and Staff Management Plan focuses on the core processes of human resources planning with a concentration on establishing an experienced project team. The planning process includes determining the roles, responsibilities, reporting relationships, and other activities that support the project organizational structure and a staff management plan necessary for project success. The process ensures that the Xerox Team is prepared and available to complete the work as specified in the detailed project plan. While often viewed as a process that occurs only during the startup of the project or phase, the planning process is an ongoing and integral component of success throughout the entire project.

Our staffing goals for the ACCESS Replacement Project reflect our overall policy of providing experienced and knowledgeable staff, thus avoiding a significant learning curve. Xerox provides staff members who are exceptionally strong and thoroughly committed to the success of the ACCESS Replacement Project. Our project organizations are designed to include the right mix of leadership and support staff. Xerox has proposed sufficient staff, with the requisite skills to meet all requirements in this ITN.

Xerox’s staffing approach provides a cost-conscious organization that takes advantage of our broad range of health and human services program knowledge, experience, and technical skills. It includes specialized technical and programmatic staff members who bring industry-leading skills to the project and provide in-depth knowledge in eligibility system development and large scale health and human services projects. We have assigned highly experienced key staff in leadership roles on the project team. These resources bring experience and subject matter expertise to the program team.

The Staffing Management Plan includes an organizational chart with defined responsibilities and contact information as well as the required skills and level of expertise of each staff member or role. The team resources required to complete project work are included by name and role. We also include alternates for key staff members. For more details on key personnel and staffing details, reference Tab 8, Personnel.

Xerox offers our most qualified employees to ACCESS Replacement Project and dedicate them to their respective areas of expertise. By assigning qualified people to the project and organizing them in the most effective manner, we can achieve the Department’s goals for the ACCESS Replacement Project. Xerox acknowledges that unless otherwise specified in the reply and approved in advance by the Department, staff positions are effective for the entire duration of the project phase in which they are proposed. Our project management activities are designed to foster a collaborative environment while overseeing the tasks necessary to complete each deliverable on time and within budget.

Our experience supporting human services projects, coupled with our experienced staff and proven management practices and procedures, ensure properly executed performance in all functions of the ACCESS Replacement Project. The benefit of an experienced, seasoned project manager and key staff is a high-quality implementation of the ACCESS Replacement Project that meets or exceeds the Department’s requirements and the citizens’ needs.



Configuration Management Plan

The Xerox Configuration Management Plan (CMP) focuses on establishing, implementing, and maintaining all functional and physical attributes throughout the useful life of the ACCESS Replacement Project. Our CMP addresses configuration identification, control and change management, internal audit procedures, reporting and other configuration aspects of the project used to manage software, hardware, and associated documentation.

As described in Reply Section 4.2, Project Management, Xerox’s SPARK-ITS is combined with our PMM to provide the Department with a Xerox project management methodology that effectively enables our CMP.

During the Project Initiation Phase, Xerox works with the Department to define and develop the CMP in accordance with the State’s procedures and practices. This plan will be updated and maintained throughout the project’s life cycle. In particular, we work with the State to define processes and practices for managing six primary types of Configuration Items, as displayed in Exhibit 4-24.

Xerox has extensive configuration management experience and is CMMI Maturity Level 3 certified. When conducting configuration management activities, we adhere to principles that are found in the Software Engineering Institute’s (SEI) CMMI.

These include the following key practices:

Identifying the configuration items (CIs), components, software, hardware, associated documentation, and related work products that are relevant to the project and configuration management

Establishing and maintaining a configuration management and change management system for controlling all ACCESS Replacement Project work products

Systematically controlling changes to the configuration of the work products

Creating baselines to be used for internal configuration management, and ultimately for delivery to the Department facilitating CMP visibility

Tracking change requests and controlling content changes for all CIs

Supporting audits and reviews of the configuration aspects of the work products

Performing configuration audits to maintain the integrity of the configuration baselines

Maintaining configuration integrity and traceability throughout the project’s life cycle

Establishing and maintaining records and reports that clearly describe configuration items

All Xerox projects include the implementation of a CMP that provides for overall technical and administrative direction for CM during the total development life cycle of a project. The CMP will be tailored to meet specific State needs, as agreed between Xerox Project Management Office and the Department.

Xerox creates a CMP during the Project Initiation Phase to outline procedures for version control for all deliverables, including system source code. We update this plan in subsequent phases, as more information is available. Version releases of all ACCESS Replacement Project deliverables will be tracked, as determined by the Department and Xerox.

Exhibit 4-24.

Six Types of Configuration Items The Xerox Project Management Office

maintains strict standards for the six types of configuration items. Our version control

provides having the right version of materials available at the right time for the Department.


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The CM process will assure that the status of all existing deliverables is known; only approved versions are released for production use, prior released versions can be recreated, and that changes are made to deliverables that have already been released only when authorized. The final release of each deliverable will reside in a resource library under the State’s control.

Knowledge Transfer Plan

The Xerox Team will develop a Knowledge Transfer Plan as a section of the PMP. We will conduct knowledge transfer meetings during each project phase. The formal knowledge transfer will occur toward the end of each project phase. Tasks and activities associated with knowledge transfer are referenced in the Project Schedule.

Knowledge transfer planning begins at the project initiation phase so our team can build an effective plan. The Knowledge Transfer Plan addresses available resources, planned knowledge transfer methodologies, and schedules so end users have an understanding of the project information at each phase of the project and their responsibilities. Methods such as mentorship, guided experience, simulation, guided experimentation, work shadowing, paired work, community of practice and narrative transfer will be used as appropriate.

Xerox works closely with the Department leads at each office so that all users know when and where knowledge transfer sessions are to take place. The Xerox team will conduct formal reviews and meetings as needed and required and will provide minutes of formal reviews. In addition, the Xerox team will assess and report progress on knowledge transfer activities throughout the project.

Phase Gate Review and Acceptance Process

Phase Gate Reviews are required during a phase or at the end of each phase to provide for independent review and approval of key elements of the project’s development or operation. Phase Gate Reviews consist of an independent confirmation by the Department, the IV&V partner, and other critical stakeholders to the Department’s Governance organization that required deliverables have been produced and adequately met all exit criteria for the phase to permit advancement to the next phase. Xerox recognizes that it is responsible for providing documentation of known issues and plans to mitigate the risks, if any.

The emphasis of Phase Gate Reviews is on:

The successful accomplishment of the phase objectives The plans for the next life cycle phase The risks associated with moving into the next life cycle phase

Phase Gate Reviews also address the availability of resources to execute the subsequent life cycle phases. The results of the review by the Department and its partners are provided with recommended action to the Department Governance team for decision. Based on the findings, the Department provides the necessary acceptance to move the initiative forward to the next phase. Acceptance is assessed against the Phase Gate Approval Criteria.

Phase Gate Approval Criteria

At the beginning of the project, the Xerox Project Management Office works with the Department to establish and define the Phase Gate Approval criteria. Phase Gate Approval Criteria must be achieved before proceeding to the next phase. The Xerox Team builds an internal quality assurance team to validate deliverables prior to turnover to the Department. Our process helps to validate that the deliverables are provided in the right format with the right quality level and the right time to the Department.

Phase Gate Management Plan As part of the Phase Gate Management Plan, the Xerox Project Management Office works with the Department to establish the process for managing phase gates throughout the project. Reviews are anticipated at the end of each of the DDI phases.

While the project phases are defined in Tab 5, Solution Description, the Xerox Project Management Office will work with the Department to formalize the Phase Gate Management Plan to identify the deliverables and control points, in relation to the project phases, to meet the needs of the Department in Phase Gate review and acceptance.



Procurement Management Plan

Xerox’s approach to procurement management includes determining what products or services to acquire, the appropriate contracting vehicles to use to procure the necessary goods or services, as well as identifying potential vendors, subcontractors, and partners and selecting the most appropriate subcontractors. After selection, Xerox has mature processes for managing and administering the resulting contracts and closing the contracts upon completion. With our years of systems development and deployment experience we maintain multiple relationships with value-adding firms. The Xerox Team has extensive knowledge and experience to effectively identify, access, and integrate new technology and service providers into our solution offerings to meet overall project objectives.

Nearly all projects use suppliers or products. Suppliers include the use of Xerox groups to complete specialized tasks, the hiring of outside vendors to complete work products or services, or the procurement of software such as COTS products for use on the project or to integrate into the technical solution. The Procurement Management Plan addresses the identification of the need for and the acquisition of products and services that are ultimately delivered to the Department or that are used by Xerox to produce project deliverables. It is critical to the quality, cost, and schedule of the project that suppliers be carefully selected, monitored, and integrated into the project. The Procurement Management Plan includes processes and templates to complete the following tasks:

Define the project’s potential supplier requirements Specify supplier selection criteria Establish and maintain agreements or contracts with selected suppliers through approved Xerox channels Monitor supplier activities through established deliverables and success criteria Evaluate supplier deliverables for satisfaction of established criteria Implement supplier deliverables into the project or technical solution

Through the standard process, Xerox ensures the integrity of the selection process and awards business to suppliers that can provide the services or products under consideration at the best combination of price, management, quality, schedule, and other pertinent factors. Factors of this process may differ slightly for products vs. services. All source selections where factors other than or in addition to price will be evaluated using a Procurement Needs List and Definition document to capture criteria and reasons for final selection.

In tailoring and executing the Procurement Management Plan for the deployment project, the Xerox Team ensures that all parties and vendors, internal and external to Xerox, contribute in a positive and beneficial way to the success and quality of the technical solution.

Budget Management Plan

While budget management is typically considered an internal contractor activity, the client is directly impacted by how effectively Xerox executes its internal budget management processes. Effective budget and cost management results in accurate resourcing to the project, the ability to manage and accept changes to scope and requirements, and the ability to conduct quality processes as scheduled. On the contrary, if costs are not properly controlled, the contractor would need to reduce resources, schedule, or quality to meet deadlines and deliverables. Therefore, it is in the best interests of both the client and contractor to have a comprehensive and integrated cost management approach.

Xerox’s budget and cost management planning process includes a comprehensive and complex set of documents and tools to track, forecast, and manage costs. Our cost model forecasts project costs and tracks actual expenditures against the forecast to accurately detect and predict cost overages. Our cost management process is integrated with our resource management process to ensure resources, their ramp up and roll off, and their costs are anticipated, monitored, and proactively handled.

Project Change Control Management Plan The Change Management Plan includes details on how changes are managed, prioritized, and scoped within the project. The Xerox Team will develop a Change Management Plan as required by this Reply. It is realized that system configuration changes to the project can be triggered by State policy updates, legislation, legal actions, and federal guidelines. These types of changes often result in scope adjustments and the redesign of integrated system architecture, modules, or software functionality. To minimize the potentially disruptive and costly effect of uncontrolled change, Xerox offers a comprehensive Change Management Plan that defines the type and scope of


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changes that are believed to fall into the category of significant system configuration change. Our plan includes the roles and responsibilities, policies, processes, and procedures necessary for controlling and managing changes during the phases of the project; the Methodology used for change identification, definition, and evaluation; and the process used to approve, document, and track changes through to completion and eventual implementation. Our Change Management Plan addresses at a minimum; changes in the priority of deliverables; changes to proposed system architecture, modules, or software; significant changes in the scope or requirement of individual deliverables; and significant changes required because of new or developing regulations.

The Change Management Plan also provides the roles, responsibilities, and procedures for a Change Management Board (CMB). Xerox works with the Department to establish a CMB, which consists of stakeholders responsible for approving or rejecting changes to the project baselines. The CMB has visibility and control over all changes to deliverable priorities; changes to proposed system architecture, modules, or software; changes in scope or requirements of individual deliverables; and changes required due to new or developing regulations.

This integration with the Department allows the Change Management Plan to play a crucial gateway approval role and to seamlessly coexist in parallel with every iterative step of the system development phase of the project. Our Change Management Methodology builds upon a Change Management Plan that is comprised of the following six key steps:

Identify change. Potential change details are recorded into the change management process.

Analyze Change. Technical feasibility is considered.

Evaluate Change. The CMB decides whether to proceed with the change or not.

Plan the Change. The Xerox Team completes a change impact analysis, which comprises activities that allow the determination of the extent of the change and the creation of an Implementation Plan.

Implement Change. The Xerox Team implements the change by following standard processes.

Review and Close Change. The Xerox Team completes the change cycle by verifying that the change has been released and then formally closes the change log entry that is associated with the Change Management Requests (CMRs).

The Change Management Process Xerox processes employ CMRs to ensure adequate communication, design, costing, approval, and integration take place. No CMR work will be performed by Xerox without written Department approval.

Information Security Plan The Information Security Plan outlines the Project Approach to Information and Data Security. Working with the Department, Xerox’s Project Management Office outlines specific information security responsibilities and approaches, as shown in Table 4-4.

Table 4-4. Safeguards for Integrity of System Hardware, Software, Records, and Files

Requirement Comment

Orienting new employees to security policies and procedures

All new employees to Xerox projects are trained in security policies and procedures as a fundamental requirement of their new hire training.

Conducting periodic review sessions on security procedures

To both meet government and Xerox standards, Xerox employees are required to take refresher training each year in security procedures.

Developing lists of personnel to be contacted in the event of a security breach

Excellence in communications is fundamental to strong security, and Xerox works with the Department to develop the appropriate contact lists for use with a security breach, and these lists are updated regularly to maintain currency and accuracy.

Maintaining entry logs for limited access areas

All Xerox facilities require the use of entry logs, and make use of passes, including visitor passes. Highly secure areas permit access only according to roles, with staff that need access to fulfill their job function the only personnel permitted.

Maintaining an inventory of Department-controlled assets, not including any financial assets

Xerox creates and maintains a Department-controlled asset inventory list, which is shared with appropriate Department project staff.



Requirement Comment

Limiting physical access to systems hardware, software, and libraries

Role-based authorization is an important component of the security approach used for the ACCESS Replacement Project. A role is a set of access rights established for various groups of users, reflects a given user group’s responsibilities, and pertains to systems hardware, software, and libraries. Personnel are limited to tools and information necessary to do their job only.

Maintaining confidential and critical materials in limited-access, secured areas

Confidential and critical materials are maintained in limited access areas, and users are only authorized access to the specific areas of the system necessary to do their job.

Our established policies and procedures guide our service delivery management and are heavily influenced by leading industry standards, such as ISO 20000 (27001-27002). In addition, we follow ISO 9000 documentation practices, and maintain a CMMI Level 3 Quality Management System to ensure we execute our processes as designed.

As a result, Xerox monitors, responds to, and assesses security in a manner that complies with applicable requirements, laws, and regulations. Xerox incorporates the following laws and regulations into our security processes:

Federal Information Processing Standards (FIPS) FIPS Pub.31 Computer Security Guidelines for Implementing the Privacy Act of 1974 (FIPS Pub.41) Health Insurance Portability and Accountability Act (HIPAA) IRS Pub 1075 (Rev 8-2010, Encryption Requirements of IRS Publication 6-21-2011)

Xerox’s approach to Information Security Management Planning integrates physical security planning with data security planning. Our approach provides the Department a comprehensive plan for security control.

Conflict Resolution Plan The Xerox Team recognizes the complexity of the Department’s undertaking to use a multi-vendor strategy to provide a cost effective, high quality solution. This decision increases risk by increasing the number of Department-managed vendors. This risk needs to be mitigated by all parties. Xerox understands the importance of maintaining a conflict resolution plan with the Department and its vendors.

The Xerox Team will work in cooperation with the Department and other selected vendors to develop and implement a conflict resolution plan. This plan includes a clear dispute resolution process which is essential when viewpoints cannot be resolved. The plan will align all the principles of the project with the defined Department Governance structure which will facilitate communication, cooperation, and coordination. This plan and clear communications lay a good foundation for mitigating the multi-vendor risk and conflict.

Disaster Preparedness Plan

We regularly review and update all project management and operations plans, and place emphasis on the effort and successful history in creating a culture devoted to outstanding customer service, which begins at its most basic level by having continuous uninterrupted operations. Both business continuity (BC) and disaster recovery (DR) planning are essential to the continued successful O&M of any large information technology system. We offer dedicated corporate resources and support for both the planning and the execution of BC/DR procedures. This ensures that the Department can maintain appropriate operations in situations where normal operations are disrupted and the regular project facilities, offices, and equipment is rendered unusable or inaccessible.

The Xerox Team has a detailed and effective approach to BC/DR planning that provides a fast and appropriate response in the event business operations are interrupted. We achieve this thorough skilled planning, applying practical national experience to local project situations, and regularly testing and revising our BC/DR Plans to meet the evolving needs of the ACCESS Replacement Project. We work closely with the Department to review the business processes that are supported by the ACCESS Replacement solution and could potentially be impacted in the event of an emergency or disaster. This planning begins during the early part of project implementation, as we work with the Department to design the solution and gain a more thorough understanding of how the ACCESS Replacement Project supports the day-to-day business operations of the Department and its partners.


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While we have implemented many eligibility and health and human services-related solutions for other states, we recognize that each state has a unique operational environment and requires a customized plan for business recovery. Our on-the ground experience and understanding of daily operations in the Department provide a level of confidence in developing the business recovery activities. We work with the Department to confirm and validate any unique aspects of the Department’s programs, environment, regulations, and other factors are incorporated during the documentation of key business processes. In addition to specifying the processes that may be impacted by an emergency, we also work with the Department to determine which processes must be maintained. For more information on our approach to the Disaster Preparedness Plan, reference Reply Section 5.3.6, Disaster Recovery Capabilities.

4.5 Approach Innovations REQUIREMENT: ITN Section 4.2.6.5, pg.17

Xerox offers a range of innovative, value-added approaches that allow the Department to establish a high-efficiency, low-cost, and fully integrated eligibility services operation.

Many of the tasks and processes that are critical to the Department’s daily operations divert valuable State resources from core services. These non-core processes are Xerox’s core business. Our company specializes in IT services, call center operations, document management, and health and human services operations. The innovative approaches we offer the Department apply this experience and expertise for an integrated eligibility operation. By establishing a managed services organization for eligibility, the Department improves efficiency, reduces costs, and strengthens the overall performance and integrity of programs supported by the ACCESS Replacement System—while refocusing its resources on its core service mission.

In alignment with the Department’s transformation goals and objectives, Xerox proposes the broad range of innovative, value-added services shown in Exhibit 4-25 and described in the following sub-

sections. This package of innovative solutions provides the Department the flexibility to pick and choose from a menu of best-in-class service offerings tailored specifically for the State of Florida.

Alternatively, the Department can combine all of these with the core ITN requirements to provide a comprehensive, end-to-end public-private support system to realize the best business value for the State.

Exhibit 4-25. Xerox Approach

Xerox offers value added service offering to create a best business value for the Department.



Eligibility Managed Services

Xerox brings a production-proven service offering for eligibility managed services that offers cost savings and improved operations. The State of Indiana has pointed to this public/private partnership model as saving more than a hundred million dollars and significantly improving operational performance.

Xerox proposes to tailor an eligibility managed services model for the Department that has proven successful for the State of Indiana Family & Social Services Administration (FSSA). In 2009, the State of Indiana terminated its contract with the

previous eligibility services prime contractor and contracted directly with ACS (now Xerox) to provide a broad range of eligibility support services. Under this model, the State has received a $1.6 million dollar performance bonus from USDA/FNS and recently reported overall savings of $129 million. Moreover, all of Indiana’s operational metrics have improved under this partnership model, including timeliness, quality, appeals, complaints and first-call resolution.

During this partnership, Xerox has handled a 22 percent increase in applications without a corresponding increase in staff. Additionally, backlog has been reduced by 82 percent and SNAP application timeliness is now over 95 percent. Regional service center calls are answered with an average speed to answer (ASA) of 90 seconds and the abandonment rate is less than 4.5 percent.

The Xerox Team has more than 1,800 staff assisting Indiana FSSA in daily operations. As part of this public/private partnership, Xerox re-badged approximately 1,400 State of Indiana workers and provides eligibility services across 10 Indiana regional service centers and 103 state offices. Services include application processing, case maintenance activities, contact center support, and programmatic services such as new hire and in-service training, appeals processing, and quality assurance activities. The Xerox services within these activities focus on tasks that are not part of FSSA’s core mission, such as data collection, verification of data, alerts processing, and SNAP interim reports processing. With Xerox supporting these tasks, state resources are able to concentrate on the essential core competency activities reserved for merit employees, such as policy development and case authorizations. With appropriate federal approvals, Xerox proposes to provide a services-based solution for Florida that would be similar to the Indiana model, but designed specifically to meet Florida’s needs.

Understanding that the Department has already developed a model that similarly relies on regionalized processing and call centers, Xerox proposes to leverage these locations to offer services. Further, Xerox proposes to re-badge several thousand Department employees, who will join the Xerox Team to perform eligibility support services in a transformed, public-private program supported by the ACCESS Replacement System.

Similar to our work in Indiana, Xerox proposes to provide the following service tasks:

Initial application review including data entry and interview scheduling/rescheduling Eligibility case processing and data collection for Applications Eligibility case processing and data collection for Redeterminations Changes, Alerts, and Record Maintenance Medical Records collection (for disability determination and/or re-exam) Appeals and Hearings support Fraud Referral Assessments Overpayment and Benefit Recovery Activities Reporting and staff analytics Training delivery and Learning Management System support for all eligibility workers including State

caseworkers, Xerox workers and partner organizations Development and hosting of standardized work instructions and training materials General supportive services for TANF, SNAP, Medicaid, CHIP, Refugee Assistance, and State programs

“Here’s what matters: Indiana, which eight years ago had the nation’s worst welfare system, now has its most timely, most accurate, most cost effective and fraud free system ever. That was always the goal and changing vendors was essential to achieving it.”

– Governor Mitch DanielsJuly 18, 2012


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Xerox assumes that the Department would retain responsibility for tasks such as:

Direction and prioritization of day-to-day work All SNAP and any face-to-face client interviews State review and eligibility determination for all applications or renewals and changes Medical disability determinations

Xerox understands that any approach taken in Florida must be planned collaboratively, and processes must be updated or created to address a model unique to Florida. There are various access channels and myriad touch points related to processing an application for benefits. To illustrate the processes we anticipate, Table 4-5 presents an example of “A Day in the Life” of a Department client interacting with our proposed eligibility managed services offerings.

Table 4-5. Day in the Life

The day begins with Jane, the working mother of two children deciding to pursue assistance to supplement her grocery budget. She phones the ACCESS Call Center seeking assistance.

Client Jane calls the ACCESS number and is directed to the IVR. She listens to the options, including how to file an application online through the “Now Serving You” Web portal.

Client Jane accesses “Now Serving You,” reviews the information related to SNAP, and decides to file an online application. Although there are chat options as she completes the application, she does not need to use this function.

Xerox A Xerox Eligibility Worker (XEW) receives a task to process the application Jane has submitted. The XEW checks for current or prior assistance, reviews the screening information and determines Jane does not meet expedited services requirements.

Xerox The XEW reviews documents that were uploaded with Jane’s application, updates the system to reflect proper verification codes, and generates online requests for data verification (as appropriate) which will be reviewed during her interactive interview

Client Jane dials in for her SNAP interview and is directed to a State Public Assistance Specialist (PAS) for her required interview.

Department The Public Assistance Specialist (PAS) reviews the application and case updates that have been made and conducts the SNAP interview (per the SNAP regulations) and requests additional verification from Jane

Client Jane obtains the requested verification and uploads it at the “Now Serving You” Web portal.

Xerox The XEW receives a task to review Jane’s documents. The XEW reviews the documents, updates the ACCESS Florida Replacement System with the correct data and verification codes, executes the system eligibility rules, checks the budgets, reviews the results, validates notice codes for consistency with Florida policy and updates the system to reflect the case is ready for the PAS.

Department The PAS is presented with Jane’s case, reviews it for accuracy, and completes the eligibility determination and authorizes the assistance.

Client Jane receives a text message initiated from the Web portal that there has been a change to her benefits. She signs-in to her ACCESS account at the “Now Serving You” Web portal and sees her application has been approved and a notice has been mailed to her.

Client Jane receives her electronic benefit card (EBT) card in the mail, activates it and begins using her SNAP benefits.

As depicted in this vignette, the enhanced self-service options and Xerox eligibility support services significantly reduces the investment of time by Department staff in the eligibility determination process. This investment is even further reduced for non-SNAP applications which have no federal requirement for an interview or do not mandate merit employee involvement in the interview process.

Additionally, Xerox eligibility services include support for inbound calls. As an industry leader in call center operations, Xerox brings extensive project artifacts, decades of best practices and lessons learned and a robust training curriculum with comprehensive monitoring processes and tools. Xerox Customer Service Representatives



(CSRs) understand they serve as the “front door” for program services, and that just a few minutes of interaction with a CSR will shape a client’s perceptions of the entire service delivery system.

This is why Xerox CSRs are trained in a host of soft skills in addition to their eligibility training. We are committed to ensuring excellent customer care, where clients always hear the sound of a friendly, competent voice at the other end of the phone. Moreover, in an eligibility managed services offering, Xerox CSRs are fully trained eligibility specialists who are capable of one call resolution. This ensures that important calls, such as client reported changes, are handled at the time of the report. As a result, we increase client satisfaction and avoid processing delays typically associated with passing information and work to someone else. More detailed information regarding the call center support is addressed later in this section under “Call Center Operations.”

The eligibility services Xerox provides to Indiana have resulted in an extremely successful delivery model. Xerox is confident this same success can be replicated in Florida.

Document Management

With effective document management, Xerox helps customers move the work and not the people, offering significant staffing flexibility and processing efficiencies.

Xerox has the capability to provide a comprehensive document management services solution for the ACCESS Replacement Project that incorporates in-bound document processing and out-bound document mail and print processing, all fully consistent with the architectural design of the ACCESS Florida System Replacement. As an innovative and cost-savings solution, Xerox proposes a document management approach that integrates all of the document management technical requirements as defined in this ITN with in-bound and out-bound document management services.

Print/Mail and Outbound Communication Services

As part of the enterprise document services solution, Xerox proposes an innovative and cost-saving approach for print/mail and outbound communications. This proposed approach would replace the current functionality while providing modernization and cost savings by introducing best-in-class business process improvements and new technology.

These processes include developing and implementing new processes that move constituent and stakeholder communications away from paper to electronic documents and other more efficient methodologies wherever possible. This would include email, creation of Web-based content that can be downloaded on demand from the “Now Serving You” Web portal, outbound mobile communications, and forms modernization. The Xerox approach includes an Asset Acquisition Solution in which Xerox would acquire the Department’s existing print/mail assets. Xerox proposes to subsume, current operations but potentially obtain a more efficient and expandable facility. In similar projects, Xerox re-badged client personnel into the Xerox Team.

In addition to significant operational improvements, this approach provides immediate budgetary benefits as the Xerox approach eliminates the need for further capital investment by Department for print/mail equipment, freeing up budgetary resources to be redeployed to other agency initiatives more critical to the mission of the agency.

Exhibit 4-26 provides an overview of the Xerox vision for the Department’s modernized print and outbound communications process.


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Exhibit 4-26. Print/Mail Technology, Infrastructure, and Business Process Modernization

Xerox’s print/mail solution provides a browser-based interface to access all features and functions of the platform.

Mail and Scanning Services

Xerox proposes to integrate documentation from all sources into a single stream of useful client data for the ACCESS Replacement Project, bringing new operational and cost efficiencies to the Department’s business processes. (Note: These services are also proposed in response to a separate Department procurement. This approach is to tightly integrate this solution into the ACCESS Florida System

Replacement Project.)

An integrated services and technology approach to intake, imaging, and processing of documentation will improve program effectiveness for all stakeholders. It will minimize the administrative and infrastructure costs associated with document processing. Xerox’s goal is to add value, efficiency, and effectiveness to the ACCESS Florida Replacement System for all stakeholders—and to help the Department extend these improvements to other programs.

As shown in Exhibit 4-27, the Xerox Team’s vision for inbound document services solution includes five process components that support the Departments goals. Whatever the source of client documentation—mail, fax, or electronic—the output is a bundle of images and data indexed to a client account and ready for the ACCESS Florida Replacement System to use.



Exhibit 4-27. The Xerox Integrated Processes

Five main processes support all of the inbound document functions required by the Department.

Desktop Services

Xerox helps governments and businesses around the world by effectively managing their desktop operations, allowing them to focus on their core missions. Xerox proposes to provide all services related to the Department’s desktop operations as part of the ACCESS Replacement Project.

By providing the Department desktop and email services, Xerox can remove a burdensome task from the Department, be consistent the State’s overall direction, and provide operational efficiency and cost savings.

Email

Xerox brings industry leading email solutions to the public sector market where security, availability and performance are important given the mission critical nature of government enterprise activities. With Xerox’s enterprise email solution services, government organizations can focus on their competencies instead of their IT infrastructure. To that end, Xerox proposes to provide email services for the Department as value added service as part of this procurement. This service is based on Microsoft Exchange 2010 and provides as a private cloud service.

With Xerox as a partner, we offer flexibility for future changes, routine service management and upgrades for optimal performance. Our application services reduce State costs and offer a customized, highly scalable solution that can adapt as the Department’s needs evolve.


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Desktop Services

Xerox proposes to assume operational responsibility for desktop services, a service area in which Xerox has extensive industry expertise and experience. Our approach allows the Department to refocus its internal resources on its core competency activities by shifting this non-core activity to a specialist partner.

The scope of services to be provided for desktop services could include any or all of services described in Table 4-6. To obtain the greatest business value, Xerox recommends managed services for all of the related desktop services.

Table 4-6. Desktop Services Menu Options

Service Offerings Description

Install, Move, Add, Change

Install hardware devices (laptops, desktops and printers) and software loaded on new equipment or updating the configurations of existing equipment

Move computers and printers to another desk or building Add new hardware and software as system upgrades occur Changes comprise a hardware or software configuration modification that may affect the basic

functions of a user’s daily computer operations

Image Management Use a standardized image deployment and management process to keep the desktop infrastructure current, consistent and continuously able to support productivity and cost-saving goals

Automate deployment of operating systems and application to end-user devices

Software Packaging Use a structured software process (Xerox uses Symantec Wise Installation Studio) for faster software rollout and fewer deployment problems

Assess applications already packaged and prioritized to meet Xerox processes and standards Use Windows Installer format (.MSI), to package applications so that they install silently,

consistently and according to specified standards

Automated Software Distribution

Ensure a statewide infrastructure so users have standard, current systems that help them stay productive.

Implement intelligent automation to keep the infrastructure running at maximum capability Use Microsoft’s System Center Configuration Manager (SCCM) to manage IT systems with

faster updates, improved visibility and efficient control

Anti-Virus Tool Recommend redundant, overlapping virus protection systems to ensure that desktop systems are kept secure

Use McAfee and Norton packages, they offer protection for email, file servers, network firewalls and desktop systems

Produce weekly reports (Xerox Team) to track effectiveness and identify issues

Data Production Ensure high levels of security as they are essential for sensitive information Recommend PGP (Symantec) encryption on Xerox-maintained assets, enhanced with a Data

Protection Agent (DPA), a client-based agent that provides data related to use, installed software, and, when possible, asset location. DPA also provides the capability to disable remote assets when necessary

Remote Support Ensure high levels of security as they are essential for sensitive information Recommend PGP (Symantec) encryption on Xerox-maintained assets, enhanced with a Data

Protection Agent (DPA), a client-based agent that provides data related to use, installed software, and, when possible, asset location. DPA also provides the capability to disable remote assets when necessary

Remote Support Xerox provides a centralized engineering support staff that is trained on standard hardware and software configurations

Xerox will complete logical IMXerox remotely, whenever possible, using LogMeIn Rescue and the software distribution tools, SCCM and SWIMAGE

Online Support Xerox provides a variety of onsite support models to meet specific needs when remote assistance cannot be used to resolve the issue, including dispatched support, depot support and remote control center support

For hardware repairs, Xerox holds hardware vendors accountable for their service contracts and warranties



Service Offerings Description Xerox tracks repairs and compares them with industry-standard baselines; when results fall

below those standards, Xerox surfaces for vendor remediation

Asset Management Xerox provides asset management services through a key module that is included in the strategic Xerox Management Platform (XMP)

XMP consolidates IT service delivery and offers standardization, and advanced service management capabilities and automation. XMP’s Asset Management module provides an operational approach to asset life cycle, inventory, contract compliance and cost control.

XMP integrates with other components of the IT infrastructure, including service desk, change management and service level management. This unified approach provides proactive and continuous improvement of service availability, quality and cost-effectiveness in complex enterprise environments

Data Center Operations

Xerox brings industry-leading expertise in full-scale data center operations. Our portfolio of services range from cloud computing to customized onsite facilities management. Xerox proposes to provide all data center operations for the Department as a part of the ACCESS Replacement Project.

This service offers a logical extension to the ITN requirement to provide the hardware, software, and operational support for the infrastructure required for the new system. This innovative approach will provide significant value added services to this baseline requirement. Additionally, as with desktop services, it will remove another function from the State that is not central to the mission of state government, in keeping with Florida’s enterprise goals.

Data Center Operations is a core strength and service offering of Xerox. We are able to provide services at the statewide level, and in December of last year, the State of Texas awarded Xerox a contract to consolidate, modernize and operate its data centers.

Xerox proposes to subsume support of the Northwood Shared Resource Center—including lease of the facility and ownership of existing hardware and other resources. We envision re-badging existing State personnel into the Xerox family, if approved by the State.

Xerox is very interested in entering into discussions as to how this transition might be accomplished, including public-private partnership possibilities between the State of Florida and Xerox, as well as phased approaches toward a full transformation.

Call Center Operations

Operating more than 140 call centers worldwide and employing over 37,000 customer care professionals, Xerox brings the State an industry leading partner in call center operations. This includes extensive experience in health and human services, including integrated eligibility.

Xerox proposes to leverage its experience and expertise to provide call center services to the Department in support of the ACCESS Replacement Project, improving service levels while reducing costs. Our approach combines Xerox’s experience with numerous public assistance call centers with the local insight and expert working knowledge offered by our partner, CenturyLink/PATLive.

The Xerox Team proposes one or more of the following approaches:

Leverage Xerox Florida Enrollment Broker/CHIP experience and capability in support of ACCESS Provide a full provision of call center services with Florida-based Xerox facilities, technology and staffing Re-badge the Department’s call center employees and assume operations for one or more ACCESS call centers Assume call center operations for designated call types Provide over-flow call center assistance

“This project is about making the best use of taxpayer dollars. The new data center services project will stabilize services for our state agency customers, improve responses to state agency needs and allow visibility into system costs so that agencies can manage their use of services for increased efficiency.”

– Karen Robinson, Executive DirectorDepartment of Information Resources

State of Texas


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Xerox’s call center services, like its eligibility managed services, are designed to accommodate customer choice. That is, call center operations can be provided as part of a full eligibility managed outsourcing model, one that includes case processing and call center support, as in the Indiana operation described earlier in this section. Or we can operate a stand-alone model focused primarily on inbound calls, such as the Xerox operations in Louisiana. Xerox operates the Enterprise Customer Service Center in Louisiana, which supports all inbound calls for the Department of Children and Family Services. This includes SNAP, TANF, Child Support, Child Care (Provider and Clients), Fraud and Recovery, and Disaster SNAP.

Louisiana sought a vendor to relieve caseworkers of time-consuming and repetitive inquires so they could focus on core competency activities. Xerox was awarded this opportunity and established an Enterprise Customer Service Center that diverts over 95 percent of the inbound calls from state staff. This percentage is somewhat lower for SNAP-related calls, primarily due to the limitations observed for vendor interactions on case specific calls, as directed by the Food and Nutrition Services (FNS). It is still worth noting that nearly 75 percent of all the State’s SNAP related calls are still handled with no state staff interaction.

With active facilities and experienced staff in Florida and Louisiana, Xerox stands ready to provide the Department with immediate relief for its current call volume by redirecting some of the Departments current ACCESS call load. In Tallahassee, Xerox already operates an ISO 9001 certified call center serving the Florida Kidcare Program. We also operate a large call center in the Tallahassee Center of Excellence, pictured in Exhibit 4-28. This center has an immediate expansion capacity of 116 new seats—with additional expansion capability if warranted. Located at Summit East, the facility currently takes calls from 21 states for EBT and other electronic card programs.

Additionally, we can leverage our Florida-based CHIP call center experience to support the Department’s needs. Our current call center operations combine proven best practices with operational and technical innovations that ensure exceptional service delivery. These capabilities are applicable to many of the same type calls surfacing in the ACCESS program, particularly family-related Medicaid inquires. These trained staff could be of immediate value to the Department.

As CHIP eligibility is folded into the streamlined application processing model under the Affordable Care Act (ACA), the Department will likely experience an influx of calls related to CHIP applications and eligibility determinations. The Xerox Team can assist with call volume overflow by leveraging the existing Xerox Tallahassee telecommunications infrastructure, trained staff and expertise in eligibility call center services. Or alternatively, Xerox can provide a tier-1 call center service in support of the ACCESS program. This will enable the Department to focus efforts on serving callers with specific program questions or more challenging needs.

Moreover, Xerox can add capacity and staff to assist the Department with ACCESS calls prior to the January 1, 2014 implementation date. The Xerox Team’s success in call center services with Florida Healthy Kids and Agency for Health Care Administration (AHCA) is well-documented and can easily be made available to the Department. This Xerox Florida contact center provides program expertise and experienced customer care specialists. The facility and processes are fully HIPAA compliant.

Customer service is central to Xerox’s call centers and corporate philosophy. Every Xerox employee understands the importance of delivering excellent customer service. Florida families rely on the ability to get through to a customer service representative quickly, without excessive wait times or busy signals. Xerox meets or exceeds performance standards every month as Florida Healthy Kids third-party administrator, including:

80 percent of incoming calls will be answered within 30 seconds No more than one percent of incoming calls are blocked on a monthly basis

Exhibit 4-28. The Tallahassee

Center of Excellence Call Center A Xerox Team dedicated to exemplary customer care



No more than five percent of incoming calls are abandoned on a monthly basis 98 percent of voice mails will receive response within one business day

The Xerox technology solution is a powerful combination of industry leading applications for managing phone calls, Web chats, faxes and email, for all business users, customer care specialists, and supervisors. The Xerox Team’s sophisticated customer service tools, features, and processes equip our call center operation to deliver excellence in customer service throughout all phases of the contract.

CenturyLink/PATLive

Xerox understands the business needs that drive the critical programs that the Department supports each day, and its need for modern and responsive contact centers. Xerox is very experienced in this area and can provide immediate help to the Department. Further, the inclusion of the CenturyLink/PATLive solution in the overall Xerox solution allows the Department to continue to utilize the existing, highly customized interactive voice response (IVR) and automated call distribution (ACD) platform. Having processed over 150 million transactions through the IVR since 2005, the Department’s existing provider brings a wealth of knowledge and experience to the Xerox Team. Xerox stands ready to bring the Department this value added service in support of furthering Department transformation goals, including increased client satisfaction and greater call center efficiency.

Identity and Fraud Management

The Xerox Team proposes to implement and operate a Fraud Prevention Operations Office within the Department of Children and Families. This enterprise solution is flexible enough to serve all Department programs.

The Xerox Team has deep experience in fraud prevention, determination, and recovery services, including a competency center focused on fraud solutions within Xerox’s State Government Solutions Group. This, coupled with innovative solutions from KPMG’s Fraud Risk Management practice, offers the Department a comprehensive fraud prevention, detection, and response program. It is an innovative

solution that addresses technical capabilities, operational policies and procedures, training and ongoing analysis across the Departments’ programs including ACCESS and EBT operations.

As with other states, public assistance fraud, no matter how big or small, severely impacts the perceived integrity of social programs. The issues faced by the State and the costs to Florida resulting from fraud are well documented. As Medicaid and other public assistance expenditures have continued to escalate, so have the costs of fraud. “Pay and chase” approaches are no longer effective. While fraud prevention is now the focus of industry and government programs, it does not stop there. As new fraud prevention solutions are implemented, perpetrators of fraud find new ways to continue. Fraud prevention is an on-going process. It is not a “fix it and you’re done” issue.

Therefore, the Xerox Team proposes to implement a Prevention, Detection, and Response program within a Fraud Prevention Operations Office to stay ahead of the “fraud curve” and to help minimize fraud costs to the State over the coming years.


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Exhibit 4-29 illustrates the approach. The methodology focuses on attempting to keep fraud, waste and abuse incidents above the top line—to prevent incidents before they occur. For those incidents that penetrate the preventive controls, the methodology focuses on detecting the incidents as soon as possible. Just as importantly, Xerox focuses on responding to fraud incidents not only in terms of investigation, fact-gathering, and reports to regulators and law enforcement, but also in terms of control remediation and strengthening to prevent future incidents.

The full scope of the program would be developed in partnership with the Department, but could include some or all of the following activities or approaches:

Prevention to reduce the risk of fraud, waste and misconduct from inception of the program Detection to discover fraud, waste and misconduct in its earliest stage when it occurs Response to take corrective action and remediate the harm caused by fraud, waste, or misconduct

A key component of the Xerox Team’s approach is the integration of KPMG’s Fraud Risk Management experience methodologies into the overall Xerox solution. KPMG Forensic professionals have provided extensive fraud risk management services to government at the Federal, State, and local levels, particularly in the southern gulf coast region.

KPMG was selected by Louisiana’s Office of Community Development, Disaster Recovery Unit (OCD/DRU) to implement fraud detection programs after hurricanes Katrina and Rita. Following KPMG’s innovative work there, the HUD Office of Inspector General and the Hurricane Katrina Fraud Task Force requested that KPMG professionals provide frontline investigative support for matters referred to federal law enforcement. From Louisiana, KPMG moved to Galveston and Harris County, Texas to help those counties embed fraud risk management into their hurricane recovery programs and assisted British Petroleum in evaluating claims presented for damages following the oil spill in the Gulf.

The Xerox Team’s approach to establishing the Fraud Prevention Operations Office is to:

1. Assess Risks. Assess unique risks of each program, in terms of unique program attributes (e.g., application process, eligibility criteria, and conflict of interest issues).

2. Design. Develop a broad-ranging controls program, considering unique program attributes.

3. Implement. Deploy Xerox process through policies and procedures, hotline and whistleblower mechanisms, monitoring, and training of program personnel.

4. Evaluate. Assess the process throughout the program life cycle and use results of monitoring efforts, investigations, and data analysis to continuously improve program operations and anti-fraud efforts.

Benefit Recovery Operations

As an optional service, the Xerox Team proposes to apply its experience, expertise and proven processes to provide a more efficient and effective benefit recovery operation positioning the Department to increase its retained share of overpayment collections.

Xerox is the current provider to the Florida Agency for Health Care Administration for Medicaid recovery services as well as the Indiana Family & Social Services Administration for SNAP, TANF, and Medicaid. Xerox proposes subsuming the duties currently performed with the Department’s

Exhibit 4-29. Fraud Prevention Model

Xerox focuses on preventing fraud before it occurs.



ACCESS Integrity and Benefit Recovery activities as well as adding more robust recovery activities such as the ones the Xerox Team is currently performing for the AHCA. Following is a description of the services performed under the AHCA contract.

Since October, 2008 AHCA has contracted with Xerox State Healthcare (previously ACS) to identify, manage, and recover all Florida Medicaid paid funds when a Florida Medicaid recipient is involved in a tort or casualty accident/incident. In this capacity, Xerox is also responsible for additional recovery services on behalf of AHCA including but not limited to:

Estate Recovery Trust and Annuities Medicare and Other Recoveries

Cost Avoidance Additional Recovery Projects as proposed by Xerox to AHCA The Health Insurance Payment Plan (HIPP) Program

By the end of the state fiscal year ending June 30, 2010 the Xerox Third Party Liability (TPL) team had produced $115M in recoveries compared to an annual state goal of $100M. For the SFY ending June 30, 2011 the TPL team produced $134M in recoveries compared to the annual state goal of $100M. And, for the SFY ending June 30, 2012 the TPL team produced $148.1M, in recoveries compared to the annual state goal of $100M.

The Xerox TPL Team is working closely with AHCA to implement the new statewide Health Insurance Payment Program (HIPP) and is waiting for the development of new program rules to launch the HIPP program. We have also proposed additional projects to recover TPL funds for the state.

CHIP Eligibility and Operational Services

We are currently under contract with Florida Healthy Kids Corporation as a licensed third-party administrator, positioning Xerox to offer a seamless continuation of service for Florida families as a value added offering should the state need additional time to explore alternative program administration for its CHIP-eligible families.

There are outstanding questions regarding the future of the Florida CHIP program, such as the role of the Health Insurance Exchange (federal or State), the role of a separate CHIP administrator given that the ACA supports seamless integration of CHIP with other medical coverage programs, and the results of the upcoming AHCA feasibility study. To preserve continuity of service as these issues are resolved, Xerox offers the Department the opportunity to leverage our existing expertise, infrastructure, and trained staff.

Should the need arise, Xerox has the technical infrastructure and operational capability to perform health plan enrollments, bill and collect premiums, and perform ongoing account maintenance related activities for premium subsidized populations. These services complement our Eligibility Managed Services service offering. Under its current contract, with Florida Healthy Kids Corporation, Xerox maintains an operations center for this program at 2324 Killearn Center Boulevard in Tallahassee. This center is staffed by more than 250 trained Xerox professionals.

As part of Xerox’s responsibilities, we:

Provide and operate an ISO 9001 certified call center Provide all eligibility processing for applications, renewals and tracking of applicant inquiries made by phone,

fax, email, or mail Provide an eligibility processing unit to enter applications and renewals, review and verify federally required

documentation (such as income, citizenship) and process accounts for coverage if applicable Bill and collect required premium payments

Xerox has brought numerous improvements to the program and implemented process and system changes required by legislation. Prior to federal citizenship requirements, the team lowered the enrollment time from 45 day to 22 days. The Xerox Team has implemented new, convenient ways for families to make payments including Web, phone, and text. Xerox implemented and operates an advanced call center that has achieved ISO 9001 certification that consistently achieves a customer satisfaction level of 95 percent or higher. Xerox continually meets or exceeds


ITN # 03F12GC1


service level agreement objectives including a call abandonment rate that does not exceed five percent, a blocked call rate of no more than one percent, and average speed to answer of 30 seconds or less for at least 80 percent of all calls.

Xerox has a long history and deep institutional knowledge of Florida’s KidCare program and the Florida health care environment. Xerox’s many years of service as Florida’s MMIS Fiscal Agent, Florida’s Managed Care Enrollment Broker, and Florida’s CHIP Administrator have given us unmatched knowledge of Florida health care programs. Xerox is confident that it can leverage this experience going forward to the benefit of the ACCESS Florida System Replacement Project, the Department, and the citizens of Florida. We welcome the opportunity to discuss this in detail during the negotiation phase of this procurement.



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04 Tab 4 - Project Approach and...

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