Commonwealth of Pennsylvania
Master Information Technology (IT) Services Invitation to Qualify (ITQ) Contract, 4400004480
DGS Public Works Modernization
July 29, 2015
The Department of General Services, Public Works deputate is issuing this statement of work for the DGS Public Works Modernization project. Please visit the eMarketplace website, Solicitation 6100035201 to view and download all information pertaining to this solicitation.
This is a restricted solicitation, only contractors which are qualified in one (1) or more of the following service categories under the Commonwealth’s Master Information Technology (IT) Services Invitation to Qualify (ITQ), Contract 4400004480, prior to the bid opening date may respond.
· Consulting Services – IT General
· Consulting Services – IT Project Management
The Statement of Work (SOW) below is provided for you to develop your quote for the referenced project. The successful contractor will be selected based on Best Value. The Best Value Criteria specified below defines the criteria that will be used to determine the successful contractor to be awarded the Purchase Order. It is imperative that you expound in writing on each of the best value criteria listed.
Respond by email to no later than 5:00pm on Wednesday, August 12th.
Best Value Criteria:
1. Understanding the Problem: Provide a brief narrative (one paragraph) that accurately assesses the problem to be solved based on your understanding of the project requirements stated in the SOW.
2. Contractor Prior Experience: Detail three (3) projects your company performed that are similar in nature and scope to the requirements stated in the SOW. Include reference company name and address, contact person with phone number, email address and best time to call, project name, project start and end dates and a brief description of the project.
3. Contractor Personnel and Qualifications: Provide resumes with names of individuals that show the qualifications and skills required to successfully develop and implement the project as defined in the SOW. It is very important that the proposed individuals demonstrate prior experience performing similar work. The proposed project manager must have demonstrated project management skills and technical background and experience to appropriately manage the project. Ensure resumes contain no personal information as these may become public documents.
4. Project Work Plan: Provide a Microsoft Project (.mpp) file that provides a high-level summary showing all the tasks and deliverables to complete the project. Explain your approach to deliverables. Explanation must be limited to one page.
5. Cost: Complete the attached Cost Matrix to submit the cost portion of your bid.
6. Domestic Workforce Utilization: Complete and sign the attached Domestic Workforce Utilization Form.
7. Lobbying Certification: Complete and sign the attached Lobbying Certification Form.
Any questions on this RFQ may be sent to:
DGS Public Works Modernization RFQ: Statement of Work
1. Introduction and Background
The Department of General Services (DGS), Public Works (PW) deputate is charged with administering the construction of all Commonwealth (state-funded and bond-financed) buildings and non-highway infrastructure. Projects and related services include new construction, alteration, and repair of commonwealth properties; capital improvement projects for all state agencies, ranging from civil engineering projects such as dams and flood control projects, to buildings such as prisons, offices, and park facilities; project inspection, fiscal management and establishment of specifications and standards for construction projects; and providing project specifications to state agencies delegated projects. At any given time, PW is managing a $750 million portfolio of projects in varying stages of design, bidding, construction or post-construction activities.
Currently these services are performed across three bureaus within PW: the Bureau of Engineering and Architecture (E&A), the Bureau of Professional Selections and Administrative Services (BPSAS) and the Bureau of Construction (BOC). Each of these bureaus is assisted through multiple non-integrated, non-mobile information technology (IT) solutions and paper-driven processes. These solutions include file servers (segregated by bureau), Excel spreadsheets and Word documents, and a custom-built software application, CAPSYS. These current disparate solutions provide minimal support across the project management continuum, offer limited reporting functionality and are not integrated with the Commonwealth’s financial reporting system (SAP), resulting in duplicative entry of fiscal information.
In addition to struggles with disparate IT solutions, PW has experienced a reduction in complement and a changing nature of the work/functions due to widespread modernization in the construction industry, PW has not had the opportunity to reexamine its organizational structure or to realign its business processes to reduce the workarounds put in place due to these operational changes. In the fall of 2013, DGS procured a professional construction management company to review the manner in which PW staff administers the processes associated with managing this portfolio of projects. Their work revealed a siloed approach, whereby each bureau’s management was independent from the others. Further, this review confirmed the absence of any modern automated workflow or approval processes.
Beyond the internal struggles for automated workflow, PW’s primary customers, Commonwealth state agencies, external private sector design professionals and the contracting community, have voiced concern over the antiquated, paper-driven processes utilized for project bidding and request for payment. These entities have further pointed to many other public sector organizations with whom they do business that have long abandoned the submission of paper bids and requests for payment. These stakeholders have indicated lost time and money in complying with paper processes and in waiting for PW’s un-automated and often redundant procedures to finish before contracts are awarded or payments are processed. Currently, and without significant changes to the existing IT systems, PW has no alternative.
In order to meet PW’s mission critical functions, the department embarked on a comprehensive modernization project. This project, the Public Works Modernization project, includes a thorough organizational review, process mapping and re-engineering and implementation of a robust IT solution to ensure the business goals and objectives are met. Through 2014, an internal project team working with PW key stakeholders identified all existing (“as is”) processes and began contemplating the future state (“to be”) processes. Detailed requirements by process were also identified and documented. The team also completed market research through a Request For Information (RFI) to identify commercially available software products that could be leveraged to assist PW in modernizing and streamlining their business processes.
Recently, DGS has decided to cooperatively purchase a construction project management software system from the federal General Services Administration’s cooperative purchasing contracts. DGS is issuing this RFQ to identify a consultant will serve as DGS’s Project Manager for all activities associated with the Public Works Modernization initiative, as outlined specifically below.
2. Project Information
Project Activities Completed
DGS has completed the following activities and will make the following documentation available to the selected consultant to expedite onboarding to the project. At the direction of DGS, the selected consultant will participate in the activities listed as “in-progress” and prepare updates to the associated documentation in continuing efforts to diligently plan for and achieve the organizational and IT transformation goals of the Public Works Modernization project.
Finalized Documents
· Project charter
· Commonwealth Request for Project Action (RFPA) submission (This is the Commonwealth’s IT project authorization process.)
· Current State (“As-Is”) process mapping and narrative of the Public Works Capital Project processes listed in Section 2.2 Capital Project Processes
· Current organization chart
· Market analysis of available construction project management systems
· System vendor proposed contract documentation
In-Progress Documents and Activities
· Project plan
· Project log (i.e. RAID document)
· Commonwealth procurement approval documents
· Future state (“To-Be”) processes, as envisioned before software selection
· Descriptions of revised staff roles and responsibilities
· Contract negotiations with system vendor
Capital Project Processes
Through this project, Public Works is reviewing all of the core business processes that support the delivery of Capital Projects. As defined in the Commonwealth’s Procurement Handbook (Pt IV, Ch 01) Capital Projects are projects funded from State bond proceeds or other State current revenue sources (e.g. appropriations, executive authorizations or restricted accounts). Projects are considered capital and must be authorized in a capital budget if State bond proceeds are used and the total project is valued at $100,000 or more, or current revenues are used and the total project is valued at more than $300,000. It is the Commonwealth’s intent to manage all Capital Projects through the new construction project management system.
The selected consultant will assist Public Works in their review, re-engineering and configuring of Capital Project management processes in the new system. These processes span the life of a capital project – from inception to occupation – and are typically organized through the following phases and activities.
Project Planning:
· Record ideas and justification for specific projects
· Prioritize project lists
· Request funding and budget approvals
Pre-Construction (Design Professional (Engineer/Architect) Selection and Design Oversight)
· Select a design professional for each project through the Professional Selection process, Request for Proposal process, or Invitation to Qualify process
· Select additional consultants per project for specialty design services, CM or CA services
· Contract with each professional, specific to each project and amend contracts to adjust schedule, scope or fees.
· Review design professionals’ submitted documents as established per their contract
· Coordinate with other state agencies/groups to review specific items or provide information or documents (e.g. Governor’s Office of the Budget, Office of General Counsel, DGS Bureau of Real Estate etc.)
Bidding
· Compile bid documents
· Advertise bidding opportunity
· Collect bids and supporting documentation electronically
· Review bid results
· Award multiple prime-contracts per project (see 1913 Act 104)
· Indicate bid rejections and withdrawals
· Manage bid protest review processes
Construction Management
· Establish and monitor the construction schedule
· Establish, update and monitor the construction cost-breakdown structure
· Track sub-contractor agreements and supplier purchase orders
· Track the use of small and/or small diverse businesses as sub-contractors or suppliers for each prime contractor
· Manage the submittals process
· Review contractors requests for time extensions or schedule changes
· Review contractors requests for change orders and update contracts for approved change orders
· Track materials testing activities and results
· Track field disputes and manage claims through the claim review process
· Facilitate an invoicing process based on the cost-breakdown structure
· Manage the RFI process
· Capture daily project notes and project site attendance
· Track punch lists
· Facilitate specific workflows to track the receipt of specific documents per project, per contractor or per sub-contractor (e.g. superintendent qualifications review and approval process; compliance with the Public Works Employment Verification Act; compliance with Steel Products Procurement Act; O&M Manuals receipt sign-off etc.)
· Perform project close-out
Agency Projects
Any project funded through current revenues with a value less than $300,000 is considered an “Agency Project” and will be managed through a Job Order Contracting (JOC) program which is also being established through the broader Public Works Modernization initiative. The JOC Program consultant will provide services to create, develop, implement and maintain an information system to enable numerous state agencies to efficiently engage multi-disciplined contractors to perform repairs, rehabilitation and minor construction projects utilizing the JOC program. The JOC program will allow individual state agencies to issue and pay for job orders based upon pre-priced items of work from an on-line task order catalog and system specifications manual to be developed by the JOC Program consultant. The JOC system is different than the construction project management system being deployed to manage Capital Projects.
The JOC program will provide a project manager to oversee all activities of implementing the JOC program. The selected Consultant through this RFQ will monitor implementation of the JOC program as part of the overall Public Works Modernization schedule.
Schedule and Deliverables
Schedule
Based on the current project plan, DGS anticipates the following high-level timeline for this project:
Timeframe / ActivitiesEnd of August 2015 / · Selected Consultant Available Onsite at DGS
September 2015 / · Software Procurement Complete
· Project Kickoff with Software Vendor and full DGS Team
October 2015 – March 2016 / · Future State Processes Defined
· Organizational changes to support new processes are defined, planned and implemented
· System Configuration and Testing
· JOC Program Implemented
April – May 2016 / · Final System Testing and User Training
· Final transition to modernized PW organization
June 2016 / · System Go Live
· All process and organizational changes are implemented and fully operational
Deliverables
DGS anticipates producing the following deliverables in support of this project. DGS, the Consultant and the system vendor will participate in the development and review of all deliverables. All parties will consult on all deliverables. The party who will take the primary responsibility for the delivery of each item is identified in the table below.
Deliverable / Description / Key Activities / Responsibility /Project Management Plan and Project Plan / · Create the project management plan to describe risk, deliverable approval, change, issue and document management, scope management, and quality management activities and techniques to be used throughout the life of the project.
· Update the project plan (schedule) to describe key activities that will occur over the course of the project.
· Prepare for and facilitate a project kickoff meeting for all stakeholders / Consultant
System Configuration Plan / · Schedule and facilitate process review sessions with stakeholders to confirm a shared understanding of the requirements and processes to be implemented in the system
· Describe the required activities, decisions and data needed to be able to setup the processes as specified by DGS
· Execute the configurations as identified in the plan.
· DGS and consultant will participate in all sessions and assist in facilitating, as needed / System Vendor
Future State Standard Operating Procedures / Administrative Procedures / · Update existing documentation (e.g. Administrative Procedures, General Conditions to Contracts) to reflect all future-state processes. / DGS
Change Management and Communication Plan / · Describe change management activities that will occur to build user adoption and commitment to the new software and processes.
· Describe the communications that will occur during the life of the project, including when the communication will occur, the topic and key points, the audience and the communication channel.
· This plan will include activities to support IT, process and HR/organizational changes. / Consultant
Change Management and Communication Report / · Execute the activities described in the Change Management and Communication Plan
· Document key findings and lessons learned from the activities, updating the Change Management and Communication plan, as needed, to facilitate a successful implementation.
· DGS will manage all communications regarding any significant process change that impact staff’s job duties. / Consultant
Hardware Coordination / · Procure selected hardware to support Public Works needs
· Distribute the hardware to staff in coordination with testing and training activities
· Provide technical assistance and training to acclimate staff to the hardware tools
· Ensure appropriate policies and procedures are in place to promote responsible use of new tools / DGS
Training and Implementation Plan / · Document the specific training activities that will take place to prepare users for go-live, describing the training participants, curriculums, and schedule.
· Describe the training material format and training tools to be produced.
· Describe the go-live approach (e.g., pilot, “big bang”, phased etc.) and plan for executing the approach.
· Describe logistical details for coordinating the implementation / Consultant
Testing Plan and Test Scripts / · Prepare a testing plan to ensure all stakeholders are able to thoroughly review and validate the application processes prior to the application go-live.
· Determine the testing documentation methods and tools to track defects and changes found during testing
· Prepare testing scenarios to facilitate thorough testing of the application / Consultant
Test Reports / · Coordinate and facilitate user acceptance testing of the software
· Manage testing feedback to the software vendor and help to prioritize change requests
· Document the testing activities and results / Consultant
System Training Materials and Training Delivery / · Prepare documentation as specified in the Training Plan
· Execute the implementation approach as specified in the Training and Implementation Plan / Consultant
Performance Reports / · Measure and report on the key performance indicators of implementation progress
· Execute additional support strategies, as needed, to facilitate user adoption of the software and processes / Consultant
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