1. Procurement Process for Selecting a Vendor November 18, 2010Project SummaryWith any continuous work process and with technological advancements, state agencies need to reviewtheir workflow processes, at least, every two to three years. This process review will indicate if thecurrent work process if efficient and producing the expectations of the work unit and the endcustomers. Utilizing process mapping techniques the project team will define the current workflowprocess with the assistance of the areas subject matter experts (SME). Once mapped the SMEs willidentify the improvement areas and re-work the workflow process to include the improvements.Project Goalo Map the current procurement process workflow for selecting a vendor for the OhioMedicaid Consumer Hotlineo Identify areas within the process that need improvement or that can be potential forimprovemento Present the new process workflow to the department of Legal and Acquisitions forapprovalProject Outcomeo Develop a procurement process for the Ohio Medicaid consumer Hotlineo Develop the procurement process workflowo Identify improvement areas within the processo Re-work the current process workflow to incorporate the improvement findings 1|Page

2. Project Benefits Apply Project Management Knowledge Areas to Contract Management Improve the current workflow process to be more efficient Model Structure for Business Unit Planning and Risk MitigationProject TeamFor more information about this project, contact team members Shaun Bracely Shaun.Bracely@jfs.ohio.gov Renee Roberson Renee.R.1@bwc.state.oh.us Raivo Murnieks - raivo.murnieks@rsc.ohio.gov Samuel Assoku Samuel.assoku@jfs.ohio.gov Radha Nagarajan Radhameenakshi.Nagarajan@jfs.ohio.gov Michelle Nabors Michelle.Nabors@jfs.ohio.gov Mentor Coach: Nelson Gonzalez 2|Page 3. Procurement Process for Selecting a Vendor Project 4. CONTENTSProject Statement of WorkProject CharterProject Scope StatementWork Breakdown StructurePMO Table of OrganizationProject Resource Assignment MatrixProcess Improvement Team Budget StatementProject Quality Improvement PlanProject Risk Management PlanProject Risk Breakdown Structure 5. Procurement Process for Selecting a Vendor Statement of WorkShaun Bracely a contract manager for the Ohio Department of Job and Family Services(ODJFS) along with other ODJFS staff must combine the services of two contracted callcenters into one Medicaid Consumer Hotline, a customer service line for Medicaidconsumers. To accomplish this, ODJFS must follow a procurement process to release arequest for proposals, select a vendor, obtain the necessary approvals, and implementthe contract. Shaun has asked the Process Improvement Team (PIT) to develop aprocurement process that he and his team can use for this procurement project as wellas future projects.Most procurement process documents are written from the prospective of theprocurement or contract office. There is little formal guidance for the business area andtheir responsibilities in the procurement process. The PITs job is to outline the processof procuring a vendor for the Ohio Medicaid Consumer Hotline from the prospective ofthe contract manager and business area. The process outline created by the PIT canalso be used as guidance by other offices and agencies within the state when they havea need for procurement.SpecificationsThe PIT will create a detailed process outline that ODJFS can follow to procure avendor for the Ohio Medicaid Consumer Hotline. The outline will be written in a mannerthat it is usable by other offices, departments, and agencies as general procurementguideline.Constraints or Assumptions The PIT must complete the process outline and present it to stakeholders byNovember 18, 2010. The limited timeline requires all PIT members to participate to complete the projecton time. The process outline must be written in a manner specific enough for ODJFSsproject and general enough to be used by other areas in other situations. Shaun will be available to assist the PIT, but it may be difficult to get assistance fromother subject matter experts.Preliminary BudgetThe six members of the PIT will be working on this project approximately ten hours perweek. Averaging the PIT salaries at 60 hours per week for four weeks is $8,400 and$100 for materials for a total of $8,500.There is no additional funds available. 6. Project CharterPROJECT TITLE AND DESCRIPTION:The project is the procurement process for selecting a vendor. The purpose of thisproject is to outline the procurement process so that ODJFS can use it as a guideline tosecure a vendor for the Ohio Medicaid Consumer Hotline contract. In addition, theProcess Improvement Team (PIT) would like the outline to be useful for otherdepartment and agencies in state government.PROJECT MANAGER ASSIGNED AND LEVEL OF AUTHORITY:The PIT consisting of Shaun Bracely, Renee Roberson, Samuel Assoku, RaivoMurnieks, Michelle Nabors, and Radha Nagarajan will be managing the project. ThePMO has the authority to organize the project team, estimate the preliminary budget,and manage the project schedule.ACCEPTANCE CRITERIA: Complete the procurement process outline and present it to the stakeholders byNovember 18, 2010. Approval of project documents by chief stakeholder by November 4, 2010. Approval of process maps by the Office of Legal and Acquisition Services byNovember 5, 2010BUSINESS CASE:Shaun Bracely a contract manager for the Ohio Department of Job and Family Services(ODJFS) along with other ODJFS staff must combine the services of two contracted callcenters into one Medicaid Consumer Hotline, a customer service line for Medicaidconsumers. To accomplish this, ODJFS must follow a procurement process to release arequest for proposals, select a vendor, obtain the necessary approvals, and implementthe contract. Shaun has asked the PIT to develop a procurement process that he andhis team can use for this procurement project as well as future projects.PROJECT COST ANALYSIS:The six members of the PIT will be working on this project approximately ten hours perweek. Averaging the PIT salaries at 60 hours per week for four weeks is $8,400 plus$100 for materials for a total of $8,500. There are no additional funds available. 7. PRODUCT DESCRIPTION / DELIVERABLES:1. Develop procurement process for Ohio Medicaid Consumer Hotline2. Complete project following Project Management Knowledge Areas3. Develop procurement process workflow4. Present slide show of project and findingsRISKS AND/OR ASSUMPTIONS: 1. The PIT assumes that the subject matter exerts will be available. 2. The PIT must complete the project by November 18, 2010. 3. The PIT assumes that process maps will be able to be printed. 4. The PIT assumes all team members will participate in the successful completionof the project. 5. The PIT assumes the results of the project will be valuable to ODJFS.SIGNED AND APPROVED BY:Nelson Gonzalez___________________Program Training Manager___________ 8. Scope Statement P ROJECT I DENTIFICATION Project Name Project SponsorAgency Name Procurement Process for Ohio Department of Job andNelson Gonzalez Selecting a VendorFamily Services Project Number (FinanceProject ManagerDate Created Code Optional)The PITOctober 18, 2010Office of Learning and Professional Development | 4200 Surface Road | Columbus, Ohio 43228Ted Strickland, GovernorOffice: (614) 995-1200 | Fax: (614) 728-9464 | www.das.ohio.gov/hrd/Training Hugh Quill, Director 9. Scope Statement P ROJECT / P RODUCT O BJECTIVESThe project objective is to outline the procurement process so that ODJFS can use it as aguideline to secure a vendor for the Ohio Medicaid Consumer Hotline contract.Conditions of satisfaction include: Complete the procurement process outline and present it to the stakeholders by November 18, 2010. Approval of project documents by chief stakeholder by November 4, 2010. Approval of process maps by the Office of Legal and Acquisition Services by November 5, 20102 | Page 10. Scope Statement P ROJECT D ESCRIPTION / D ELIVERABLES I N S COPETo successfully complete this project, the following deliverables must be completed; 1. Develop procurement process for Ohio Medicaid Consumer Hotline 2. Complete project following Project Management Knowledge Areas 3. Develop procurement process workflow 4. Present slide show of project and findings 3 | Page 11. Scope StatementP ROJECT D ESCRIPTION / D ELIVERABLES O UT OF S COPE1. The PIT will not participate in the actual work of selecting a vendor.2. The process maps will not address grants, requests for agreements, state contracted vendors, or any other procurement situations other than the request for proposal process. 4 | Page 12. P ROJECT F EATURES AND F UNCTIONS A process map of the procurement process for selecting a vendor for the Ohio MedicaidConsumer Hotline contract. The process map will be general enough to be used by contract managers in otherdepartments and agencies when they have procurement needs.5|Page 13. Scope StatementI NITIAL P ROJECT O RGANIZATION / I DENTIFIED S TAKEHOLDERSNelson Gonzalez sponsorMichelle Nabors Project TeamRadha Nagarajan Project TeamRaivo Murnieks Project TeamRenee Roberson Project TeamSamuel Assoku Project TeamShaun Bracely Project TeamProject Management Fall 2010 cohortODJFS6 | Page 14. Scope StatementI NITIAL D EFINED R ISKS1. Availability of project team members (due to competing work and personal priorities) in the allotted time to complete project.2. Availability of expert resources who impact the completeness and accuracy of the product deliverables.3. Functionality/availability of equipment and software. 7 | Page 15. Scope Statement B UDGETThe six members of the PIT will be working on this project approximately ten hours per week.Averaging the PIT salaries at 60 hours per week for four weeks is $8,400 and $100 for material fora total cost of $8,500.There is no additional funds available.8 | Page 16. Scope StatementA SSUMPTIONS / C ONSTRAINTS1. The PIT assumes that the subject matter exerts will be available.2. The PIT must complete the project by November 18, 2010.3. The PIT assumes that process maps will be able to be printed.4. The PIT assumes all team members will participate in the successful completion of the project.5. The PIT assumes the results of the project will be valuable to ODJFS.9 | Page 17. Scope Statement A CCEPTANCE C RITERIA Complete the procurement process outline and present it to the stakeholders by November18, 2010. Approval of project documents by chief stakeholder by November 4, 2010. Approval of process maps by the Office of Legal and Acquisition Services by November 5,2010. 10 | Page 18. Scope Statement A PPROVAL Approved DateName Title Y/NApprovedNelson Gonzalez Program Training Manager Y10/18/2010Signature(If Using Hard Copy)11 | Page 19. Work Breakdown StructureProcurement Process for Selecting a Vendor Workflow Project ProcurementLogistics Project TeamProcess Presentation Development ID Team Review CurrentTeam Slide Show Members RFP & Contract Meetings Workflows AssignRefine andCommunication PresentationProject Roles Develop Draft StrategyRoles Workflows Develop Quality Control ID ExpertDocument PM Plans and Expert ReviewResources Preparation Sign-OffTeam ReviewSecure WorkflowPrinting ofand Sign-OffSoftware Tool Materials of PM Plans 20. ID WBS Task NameDurationStartFinishPredec Resource Names1 1 Develop Procurement Process for Medicaid Consumer Hotline Vendor31 days?Thu 10/7/10Thu 11/18/1021.1ID Project Team Members1 dayThu 10/7/10 Thu 10/7/10Nelson Gonzalez31.2Define Resources and Responsibilities1 dayThu 10/7/10 Thu 10/7/1041.2.1Initial Planning Meeting 1 dayThu 10/7/10 Thu 10/7/10Team51.2.2Volunteer and Assign Knowledge Areas 1 dayThu 10/7/10 Thu 10/7/10Team61.3Project Management Team Knowledge Area Roles31 days?Thu 10/7/10Thu 11/18/1071.3.1Statement of Work, Charter, and Scope15 daysThu 10/7/10Wed 10/27/1081.3.1.1 Draft SOW, Charter and Scope1 dayThu 10/7/10 Thu 10/7/10Shaun Bracely91.3.1.2 Distribute Draft SOW, Charter and Scope to Team Members 1 day Thu 10/21/10Thu 10/21/10 8Shaun Bracely10 1.3.1.3 Finalize SOW, Charter and Scope4 daysFri 10/22/10 Wed 10/27/10 9Team11 1.3.2Time Management (Project Schedule and WBS) 11 daysFri 10/15/10Fri 10/29/1012 1.3.2.1 Project Schedule and WBS Draft 2 daysFri 10/15/10 Mon 10/18/10Raivo Murnieks13 1.3.2.2 Distribute Schedule Draft and WBS to Team 1 day Tue 10/19/10Tue 10/19/10 12 Raivo Murnieks14 1.3.2.3 Team Review of Schedule and WBS6 days Thu 10/21/10Thu 10/28/10Team15 1.3.2.4 Finalize Schedule and WBS 1 dayFri 10/29/10Fri 10/29/10 14Team16 1.3.3Communications Plan 8 days Tue 10/19/10Thu 10/28/1017 1.3.3.1 Identify Costs 3 days Tue 10/19/10Thu 10/21/10Radha Nagarajan18 1.3.3.2 Develop Cost Plan2 daysFri 10/22/10 Mon 10/25/10 17 Radha Nagarajan19 1.3.3.3 Review and Sign-Off 1 day Thu 10/28/10Thu 10/28/10 18 Team20 1.3.4Human Resources Plan 24 days Mon 10/18/10Thu 11/18/1021 1.3.4.1 Identify Resources 4 days Mon 10/18/10Thu 10/21/10Samuel Assoku22 1.3.4.2 Review Roles and Responsibilities2 daysFri 10/22/10 Mon 10/25/10 21 Team23 1.3.4.3 Develop Human Resource Plan 1 day Tue 10/26/10Tue 10/26/10 22 Samuel Assoku24 1.3.4.4 Track and Report Hours Worked 21 days Thu 10/21/10Thu 11/18/10Team25 1.3.4.5 Record Hours Worked 21 days Thu 10/21/10Thu 11/18/10Samuel Assoku26 1.3.5Cost Plan 17 days? Thu 10/14/10Fri 11/5/1027 1.3.5.1 Initial Budget 7 days Thu 10/14/10 Fri 10/22/10 Radha Nagarajan28 1.3.5.2 Budget for H/w, S/W & Services 1 day? Mon 10/25/10Mon 10/25/10 27 Radha Nagarajan29 1.3.5.3 Budget for Accessories ( Printing, Copying, Scanning etc)1 day? Tue 10/26/10Tue 10/26/10 28 Radha Nagarajan30 1.3.5.4 Budget for Internal Team Resources 1 day? Wed 10/27/10Wed 10/27/10 29 Radha Nagarajan31 1.3.5.5 Budget for External Consulting Resources 1 day? Thu 10/28/10Thu 10/28/10 30 Radha Nagarajan32 1.3.5.2 Develop Cost Plan3 daysFri 10/29/10Tue 11/2/10 31 Radha Nagarajan33 1.3.5.7 Controlling Budget 1 day?Wed 11/3/10 Wed 11/3/10 32 Radha Nagarajan34 1.3.5.8 Variance Analysis1 day?Thu 11/4/10 Thu 11/4/10 33 Radha Nagarajan35 1.3.5.3 Review and Sign-Off 1 day Fri 11/5/10 Fri 11/5/10 34Team36 1.3.6Communications Plan 5 daysFri 10/22/10 Thu 10/28/10 Page 1 21. ID WBS Task NameDurationStartFinishPredec Resource Names37 1.3.6.1 Identify Resources (Human and Communication Methods) 2 daysFri 10/22/10 Mon 10/25/10 21 Radha Nagarajan38 1.3.6.2 Develop Communication Plan 2 days Tue 10/26/10Wed 10/27/10 37 Radha Nagarajan39 1.3.6.3 Review and Sign-Off 1 day Thu 10/28/10Thu 10/28/10 38 Team40 1.3.7Quality Control Plan9 days Mon 10/18/10Thu 10/28/1041 1.3.7.1 Identify QC Resources5 days Mon 10/18/10 Fri 10/22/10 Shaun Bracely and Michelle Nabors42 1.3.7.2 Develop Communication Plan1 day Wed 10/27/10Wed 10/27/10 41 Michelle Nabors43 1.3.7.3 Review and Sign-Off 1 day Thu 10/28/10Thu 10/28/10 42 Team44 1.3.8Risk Management Plan8 days Tue 10/19/10Thu 10/28/1045 1.3.8.1 Identify Risks 3 days Tue 10/19/10Thu 10/21/10Raivo Murnieks46 1.3.8.2 Develop Risk Mitigation Plan1 day Wed 10/27/10Wed 10/27/10 45 Raivo Murnieks47 1.3.8.3 Review and Sign-Off 1 day Thu 10/28/10Thu 10/28/10 46 Team48 1.4Develop Procurement Process Workflow 13 days Tue 10/19/10 Thu 11/4/1049 1.4.1Office of Legal and Acquisitions (OLA) RFP and Contract Workflows 9 days Tue 10/19/10 Fri 10/29/1050 1.4.1.1 Secure Current ODJFS As-Is Process From OLA 1 day Tue 10/19/10Tue 10/19/10Raivo Murnieks,OLA51 1.4.1.2 Map Workflow in Web Design - Initial Draft 2 days Wed 10/20/10Thu 10/21/10 50 Renee Roberson52 1.4.1.3 Review Workflow with OLA Experts1 dayFri 10/22/10Fri 10/22/10 51Team and OLA53 1.4.1.4 Final Feedback of Workflow by OLA Experts5 days Mon 10/25/10 Fri 10/29/10 52OLA54 1.4.2OHP Business Workflow 7 days Tue 10/26/10Wed 11/3/1055 1.4.2.1 Review / Compare to ODJFS As-Is Process3 days Tue 10/26/10Thu 10/28/10 52 Shaun Bracely56 1.4.2.2 Medicaid Hotline Future Procurement Schedule 2 daysFri 10/29/10Mon 11/1/10 55 Shaun Bracely57 1.4.2.3 Map Workflow in Web Design1 dayWed 11/3/10 Wed 11/3/10 56 Renee Roberson58 1.4.3Finalize Future Process Workflow 1 dayThu 11/4/10 Thu 11/4/10Renee Roberson and Team59 1.5Logistics18 daysThu 10/7/10 Mon 11/1/1060 1.5.1Team Planning Preparation Meetings 14 days Wed 10/13/10 Mon 11/1/1061 1.5.1.1 Distribute Meeting Agenda 1 day Wed 10/13/10Wed 10/13/10Assigned Team Resource62 1.5.1.2 Meeting 1 day Thu 10/14/10Thu 10/14/10 61 Team63 1.5.1.3 Minutes2 daysFri 10/15/10 Mon 10/18/10 62 Assigned Team Resource64 1.5.1.4 Distribute Meeting Agenda 1 day Wed 10/20/10Wed 10/20/10Assigned Team Resource65 1.5.1.5 Meeting 1 day Thu 10/21/10Thu 10/21/10 64 Team66 1.5.1.6 Minutes2 daysFri 10/22/10 Mon 10/25/10 65 Assigned Team Resource67 1.5.1.7 Distribute Meeting Agenda 1 day Wed 10/27/10Wed 10/27/10Assigned Team Resource68 1.5.1.8 Meeting 1 day Thu 10/28/10Thu 10/28/10 67 Team69 1.5.1.9 Minutes2 daysFri 10/29/10Mon 11/1/10 68 Assigned Team Resource70 1.5.2Team Contact List 3 daysThu 10/7/10Mon 10/11/1071 1.5.2.1 Provide Contact Information 1 dayThu 10/7/10 Thu 10/7/10Team72 1.5.2.2 Gather and Distribute to Team Members2 days Fri 10/8/10 Mon 10/11/10 71 Raivo MurnieksPage 2 22. IDWBS Task Name Duration StartFinishPredec Resource Names73 1.5.3 Communication Repository8 days Thu 10/14/10Mon 10/25/1074 1.5.3.1Determine Shared Portal for Document Sharing (Linked-In)1 day Thu 10/14/10Thu 10/14/10Team75 1.5.3.2Establish Linked-In Group 1 dayFri 10/15/10Fri 10/15/10 74Samuel Assoku76 1.5.3.3Join Linked-In 3 days Thu 10/21/10Mon 10/25/10 75 Team77 1.5.4 Expert Resources 11 days Fri 10/8/10Fri 10/22/1078 1.5.4.1Secure ODJFS Office Legal and Acquisitions (OLA) Resources11 days Fri 10/8/10Fri 10/22/1079 1.5.4.1.1 Contact OLA1 day Fri 10/8/10 Fri 10/8/10 Raivo Murnieks80 1.5.4.1.2 Secure Current As-IS OLA Agency Level Process Workflows 3 daysFri 10/15/10 Tue 10/19/10811.5.4.1.2.1 Contract Process Workflow 1 dayFri 10/15/10Fri 10/15/10 Tonya Griffith821.5.4.1.2.2 RFP Process Workflow1 day Tue 10/19/10Tue 10/19/10Chris Resch83 1.5.4.1.3 Meeting with OLA Resources 1 dayFri 10/22/10Fri 10/22/10 79TBD84 1.5.4.2Review Project Management PMBOK Tools4 daysFri 10/15/10 Wed 10/20/10Team851.6Project Presentation 30 days Fri 10/8/10 Thu 11/18/1086 1.6.1 Slide Show Development 30 days Fri 10/8/10 Thu 11/18/1087 1.6.1.1Provide Slide Layout Design Options 1 day Fri 10/8/10 Fri 10/8/10 Raivo Murnieks88 1.6.1.2Select Slide Layout Design Approval 1 day Thu 10/14/10Thu 10/14/10Team89 1.6.1.3Slide Content9 days Tue 10/26/10Fri 11/5/1090 1.6.1.3.1 Review Historical Presentations for Ideas 2 days Tue 10/26/10Wed 10/27/10Assigned Team Resource(s)91 1.6.1.3.2 Determine Slide Headers1 day Thu 10/28/10Thu 10/28/10 90 Team92 1.6.1.3.3 Develop Slide Content 5 daysFri 10/29/10Thu 11/4/10 91 Assigned Team Resource(s)93 1.6.1.3.4 Review Final 1 day Fri 11/5/10 Fri 11/5/10 92Team94 1.6.1.4Presentation10 days Fri 11/5/10 Thu 11/18/1095 1.6.1.4.1 Assign Presentation Roles1 day Fri 11/5/10 Fri 11/5/10 92Team96 1.6.1.4.2 Initial Practice Presentation1 dayMon 11/8/10 Mon 11/8/10 95 Team97 1.6.1.4.3 Review and Work on Team Member Feedback 4 daysTue 11/9/10 Fri 11/12/10 96Team98 1.6.1.4.4 Final Practice Presentation1 day Wed 11/17/10Wed 11/17/10 97 Team99 1.6.1.4.5 Group Presentation 1 day Thu 11/18/10Thu 11/18/10 98 Team1001.6.2 Document Preparation 15 days Thu 10/28/10Wed 11/17/101011.6.2.1Decide on Documents for Presentation Handouts 1 day Thu 10/28/10Thu 10/28/10Team1021.6.2.2Make Draft Handout 4 daysFri 10/29/10Wed 11/3/10 101Assigned Team Resource(s)1031.6.2.3Review and Finalize Handout Contents1 dayThu 11/4/10 Thu 11/4/10 102Team1041.6.2.4Fine Tune Materials6 days Fri 11/5/10Fri 11/12/10 103 Team1051.6.2.5Make Copies for Class Presentation 3 days Mon 11/15/10Wed 11/17/10 104Assigned Team Resource Page 3 23. PMO TABLE OF ORGANIZATION AND POSITION DESCRIPTION NelsonGonzalezShaun BracelyRaivo Murnieks Renee RobersonSam Assoku Radha Nagarajan Michelle Nabors MHSA 2Project Manager BPACABPAMAS 2 24. To best use the full potential of each team member, a Projectmanager has to assess the performance of each team member.Each team member has strengths and weaknesses that, if identifiedcorrectly can be the difference struggling to meet deadlines anddelivering on-time and under budget. Each one has their own areaof expertise. Not only is the team member good at performingcertain tasks, but he or she enjoys doing them. In order to harnessthat potential the project to be successful, we developed the humanresource plan by using the organizational chart and each teammembers position description RESOURCE ASSIGNMENT MATRIXID Project Team Members Nelson GonzalezDefine Resources and ResponsibilitiesInitial Planning MeetingTeamVolunteer and Assign Knowledge AreasTeamProject Management Team Knowledge Area RolesStatement of Work, Charter, and ScopeDraft SOW, Charter and ScopeShaun BracelyDistribute Draft SOW, Charter and Scope to Team Members Shaun BracelyFinalize SOW, Charter and Scope TeamTime Management (Project Schedule and WBS)Project Schedule and WBS DraftRaivo MurnieksDistribute Schedule Draft and WBS to Team Raivo MurnieksTeam Review of Schedule and WBS TeamFinalize Schedule and WBS TeamCommunications PlanIdentify CostsRadha NagarajanDevelop Cost Plan Radha NagarajanReview and Sign-Off TeamHuman Resources PlanIdentify ResourcesSamuel AssokuReview Roles and Responsibilities TeamDevelop Human Resource Plan Samuel AssokuTrack and Report Hours Worked TeamRecord Hours Worked Samuel AssokuCost PlanInitial BudgetRadha NagarajanBudget for H/w, S/W & ServicesRadha NagarajanBudget for Accessories ( Printing, Copying, Scanning etc) Radha NagarajanBudget for Internal Team ResourcesRadha NagarajanBudget for External Consulting ResourcesRadha NagarajanDevelop Cost Plan Radha NagarajanControlling BudgetRadha NagarajanVariance Analysis Radha NagarajanReview and Sign-Off TeamCommunications PlanIdentify Resources (Human and Communication Methods)Radha NagarajanDevelop Communication PlanRadha NagarajanReview and Sign-Off Team 25. RESOURCE ASSIGNMENT MATRIXQuality Control PlanIdentify QC Resources Shaun Bracely and Michelle NaborsDevelop Communication PlanMichelle NaborsReview and Sign-Off TeamRisk Management PlanIdentify RisksRaivo MurnieksDevelop Risk Mitigation PlanRaivo MurnieksReview and Sign-Off TeamDevelop Procurement Process WorkflowOffice of Legal and Acquisitions (OLA) RFP and Contract WorkflowsSecure Current ODJFS As-Is Process From OLA Raivo Murnieks,OLAMap Workflow in Web Design - Initial DraftRenee RobersonReview Workflow with OLA ExpertsTeam and OLAFinal Feedback of Workflow by OLA Experts OLAOHP Business WorkflowReview / Compare to ODJFS As-Is Process Shaun BracelyMedicaid Hotline Future Procurement ScheduleShaun BracelyMap Workflow in Web DesignRenee RobersonFinalize Future Process WorkflowRenee Roberson and TeamLogisticsTeam Planning Preparation MeetingsDistribute Meeting Agenda Assigned Team ResourceMeeting TeamMinutes Assigned Team ResourceDistribute Meeting Agenda Assigned Team ResourceMeeting TeamMinutes Assigned Team ResourceDistribute Meeting Agenda Assigned Team ResourceMeeting TeamMinutes Assigned Team ResourceTeam Contact ListProvide Contact Information TeamGather and Distribute to Team Members Raivo MurnieksCommunication RepositoryDetermine Shared Portal for Document Sharing (Linked-In)TeamEstablish Linked-In Group Samuel AssokuJoin Linked-InTeamExpert ResourcesSecure ODJFS Office Legal and Acquisitions (OLA) ResourcesContact OLA Raivo MurnieksSecure Current As-IS OLA Agency Level Process WorkflowsContract Process Workflow Tonya GriffithRFP Process WorkflowChris ReschMeeting with OLA ResourcesTBDSecure Ohio Health Plans Resources (???)Review Project Management PMBOK Tools TeamProject PresentationSlide Show DevelopmentProvide Slide Layout Design Options Raivo MurnieksSelect Slide Layout Design Approval Team 26. RESOURCE ASSIGNMENT MATRIXSlide ContentReview Historical Presentations for Ideas Assigned Team Resource(s)Determine Slide Headers TeamDevelop Slide Content Assigned Team Resource(s)Review FinalTeamPresentationAssign Presentation Roles TeamInitial Practice Presentation TeamReview and Work on Team Member Feedback TeamFinal Practice Presentation TeamGroup PresentationTeamDocument PreparationDecide on Documents for Presentation Handouts TeamMake Draft HandoutAssigned Team Resource(s)Review and Finalize Handout ContentsTeamFine Tune Materials TeamMake Copies for Class PresentationAssigned Team Resource 27. Process Improvement Team Budget StatementBudget Estimation & Control ChartEstimate 60 Hrs/Week for 4 Weeks at avg salary $35/hr =$8,400 Cashflow/DurationNoServices10/11-10-17 10/18-10/24 10/25-10/31 11/1-11/7 11/8-11/14 11/15-11/21Total PercentageBudget for Internal Team Resource Shaun $350.00 $350.00 $490.00 $350.00$200.00 $140.00 $1,880.00 Reene$1,050.00$910.00 $600.00 $778.00$600.00 $210.00 $4,148.00Raivo$350.00 $428.75 $420.00 $280.00$192.50 $245.00 $1,916.25 Sam $300.00 $325.00 $300.00 $350.00$150.00 $140.00 $1,565.00Michelle $367.50 $262.50$70.00 $280.00$332.50 $140.00 $1,452.50 Radha $262.50 $236.25 $245.00 $245.00$315.00 $140.00 $1,443.75$2,680.00 $2,512.50 $2,125.00 $2,283.00$1,790.00 $1,015.00Total$12,405.50Budget forSoftware, Hardware &AccessoriesReenes $100.00 Raivos$150.00 Others Total $250.00Budget for Constulancy ServicesChris Rush & Others Total $11.00$385.00 FinalTotal$13,040.50Budget 28. 210245$14,000.00$12,000.00$10,000.00 $8,000.00 Series1 $6,000.00 $4,000.00 $2,000.00 $0.00 Manhours Others SME Hours TotalCategory 29. PROCUREMENT PROCESS FOR SELECTING AVENDOR PROJECT QUALITY MANAGEMENT PLAN Version 1.3 11/16/2010 30. Procurement of Contract Services VERSION HISTORY.Version Implemented RevisionApproved ApprovalReason # ByDateByDate1.0 Michelle Nabors 10/14/2010Team10/15/2010Initiate Draft Plan1.1 Michelle Nabors 11/1/2010 Team11/2/2010 Make Revisionsbased on projectteams suggestions1.2 Michelle Nabors 11/16/2010Team11/16/2010Final Draft Page 2 of 8 31. Procurement of Contract Services TABLE OF CONTENTS1 INTRODUCTION ........................................................................................................ 4 1.1 Purpose of The Project Quality Management Plan ...................................... 42 PROJECT QUALITY MANAGEMENT OVERVIEW ................................................... 4 2.1Organization, Responsibilities, and Interfaces ............................................. 4 2.2Tools, Environment, and Interfaces ............................................................. 43 PROJECT QUALITY MANAGEMENT ....................................................................... 4 3.1 Quality Planning........................................................................................... 4 3.1.1 Define Project Quality ............................................................................. 4 3.1.2 Measure Project Quality .......................................................................... 5 3.2 Quality Assurance........................................................................................ 6APPENDIX A: PROJECT QUALITY MANAGEMENT PLAN APPROVAL .................... 8Page 3 of 8 32. Procurement of Contract Services1 INTRODUCTION1.1PURPOSE OF THE PROJECT QUALITY MANAGEMENT PLAN The Project Quality Management Plan documents the necessary information required to effectively manage project quality from project planning to delivery. It defines a projects quality policies, procedures, criteria for and areas of application, and roles, responsibilities and authorities. The Project Quality Management Plan is created during the Planning Phase of the project. Its intended audience is the project manager, project team, project sponsor and any senior leaders whose support is needed to carry out the plan.2 PROJECT QUALITY MANAGEMENT OVERVIEW2.1ORGANIZATION, RESPONSIBILITIES, AND INTERFACES Name Role Quality ResponsibilityMichelle Nabors Project ManagerQuality mentoring & coachingMichelle Nabors Project ManagerQuality auditsProject TeamProject Managers Plan Approval2.2TOOLS, ENVIRONMENT, AND INTERFACES ToolDescriptionBenchmarkingIndustry recognized benchmarksCost of QualityBench MarkingControl ChartsProprietaryquality managementmethodologies3 PROJECT QUALITY MANAGEMENT At the highest of levels Quality Management involves planning, doing, checking, and acting to improve project quality standards. PMI PMBOK breaks the practice of Quality Management into three process groups: Quality Planning (QP), Quality Assurance (QA) and Quality Control (QC).3.1QUALITY PLANNING The process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.3.1.1 Identify Project QualityCritical Success Factor (CSF) - A factor considered to be most conduciveto the achievement of a successful project.Key Performance Indicators (KPI) - Measurable indicators that will be usedto report progress that is chosen to reflect the critical success factors of theproject. Page 4 of 8 33. Procurement of Contract Services3.1.2 Measure Project QualityFor each KPI assign a weighting factor based on its relative importance within itsspecific PM knowledge area. Page 5 of 8 34. Procurement of Contract Services3.2 QUALITY ASSURANCEReview of communications and documentation accomplished during thevarious processes.Multi-level reviews in every process flow to reduce errors and increasequality.Milestones are reviewed by each member for quality and accuracy.Signoff on all major deliverables as they were created.3.3 QUALITY CONTROLQuality Control involves evaluating project deliverables to determine ifthey comply with the stated quality standards, and identifying ways toeliminate causes of unsatisfactory results. Reviewing deliverables through mechanisms such as self review,Page 6 of 8 35. Procurement of Contract Servicespeer review, and structured inspectionsAssessing deliverables to determine their level of compliance withquality standardsUsing a variety of system representations, such as flowcharting, toraise the visibility of what and where quality problems might occurAnalyzing project results regularly to determine compliance withstandards and develop corrective actions if necessary Page 7 of 8 36. Procurement of Contract ServicesAppendix A: Project Quality Management Plan ApprovalThe undersigned acknowledge they have reviewed the Procurement of ContractServices Project Quality Management Plan and agree with the approach itpresents. Changes to this Project Quality Management Plan will be coordinatedwith and approved by the undersigned or their designated representatives.Signature:Date:Print Name:Samuel AssokuRole:Project ManagerSignature:Date:Print Name:Shaun BracelyRole:Project ManagerSignature:Date:Print Name:Raivo MurnieksRole:Project ManagerSignature:Date:Print Name:Michelle NaborsRole:Project ManagerSignature:Date:Print Name:Radha NagarajanRole:Project ManagerSignature:Date:Print Name:Renee RobersonRole:Project ManagerPage 8 of 8 37. PROCUREMENT PROCESS FOR SELECTING A VENDOR RISK MANAGEMENT PLAN Version 1.211/5/2010 38. Procurement of Contract ServicesVERSION HISTORYVersionImplemented RevisionApproved ApprovalReason #ByDateByDate1.0 Raivo Murnieks 10/20/2010Team10/21/10Initiate Draft Plan Make Revisions1.1 Raivo Murnieks 10/27/2010Team10/28/2010based on Project Sponsor Review1.2 Raivo Murnieks 11/4/2010 Team11/4/2010 Clarify terminologyPage 2 of 7 39. Procurement of Contract ServicesTABLE OF CONTENTS1 INTRODUCTION1.1Purpose of the Project Risk Management Plan..42 PROJECT RISK MANAGEMENT OVERVIEW2.1Organization, Responsibilities, and Interfaces42.2Tools, Environment, and Interfaces..43 PROJECT RISK MANAGEMENT3.1Risk Planning ..4 3.1.1Identify Project Risks...4 3.1.2 Risk Breakdown Structure................. 5 3.1.3 Assess and Analyze Project Risks.53.2Risk Management3.2.1 Risk Response Process..63.2.2 Risk Contingency Plan ...63.2.3 Risk Monitoring and Controlling..6APPENDIX A: PROJECT RISK MANAGEMENT PLAN APPROVAL...7 Page 3 of 7 40. Procurement of Contract ServicesINTRODUCTION1.1 PURPOSE OF THE PROJECT RISK MANAGEMENT PLANThe Project Risk Management Plan documents the necessary information required toeffectively manage project risks from project planning to delivery. It defines a projectsRisk policies, procedures, criteria for and areas of application, and roles, responsibilitiesand authorities.The Project Risk Management Plan is created during the Planning Phase of the project.Its intended audience is the project manager, project team, project sponsor and anysenior leaders whose support is needed to carry out the plan.2 PROJECT RISK MANAGEMENT OVERVIEW2.1 ORGANIZATION, RESPONSIBILITIES, AND INTERFACESName RoleRisk ResponsibilityRaivo Murnieks Project ManagerRisk assessment and matrixRaivo Murnieks Project ManagerRisk mitigation plan Project TeamProject Managers Plan approval2.2 TOOLS, ENVIRONMENT, AND INTERFACES Tool DescriptionRisk MatrixScores risks based on the probability and impact of identified risksContingencySteps created to ensure risks are minimized Plan3 PROJECT RISK MANAGEMENTAt the highest of levels Risk Management involves identifying risks, performing qualitativeand quantitative risk analysis and planning a risk response and controlling risk.3.1 RISK PLANNINGIdentify project risks and assess the probability of occurrence and the impact of each risk.Include a risk breakdown structure (if necessary). 3.1.1 Identify Project Risks1. Availability of project team members in the allotted time to complete the project2. Availability of expert resources who impact the completeness and accuracy of the product deliverables3. Functionality/availability of equipment and software Page 4 of 7 41. Procurement of Contract Services3.1.2 Risk Breakdown Structure3.1.3Assess and Analyze Project Risks Probability ofImpact of Procurement ProcessOccurrence RiskRisk LevelDevelopment Risks Category (1-5) (1-5) (1-25)Availability of project teammembers (due to competing Organization -work and personal priorities) in 35 15 Dependencythe allotted time to completeprojectAvailability of expert resourceswho impact the completenessExternal - 25 10and accuracy of the productResourcesdeliverablesFunctionality/availability of Project - Quality 339equipment and software.Page 5 of 7 42. Procurement of Contract Services3.2 RISK MANAGEMENTManaging risks by developing a process to minimize risks from occurring as well ashaving a plan in place to respond to risks should they actually occur. 3.2.1 Risk Response ProcessCreate a risk mitigation plan that assigns specific tasks and responsibilities to teammembers 3.2.2 Risk Contingency Plan1. Availability of project team members in the allotted time to complete the project Advantage of a six-member team is to distribute tasks amongst remainingteam members Utilize technology resources (i.e. e-mail and Linked-in) to share information24-7 Contact Project Sponsor should a situation occur where work is not gettingdone2. Availability of expert resources who impact the completeness and accuracy of the product deliverables Identify alternate resources (internal and external) Set clear expectations and timeframes to finalize product Confirm expert resources and get their commitment in writing3. Functionality/availability of equipment and software Obtain web design software access at BWC for additional team members Each team members to have a back-up copy of slide presentation andmaterials on jump-drives. Store soft copy materials via Linked-In website Each team member to have access to Linked-In and verify that theirdocuments are uploaded3.2.3Risk Monitoring and Controlling Weekly status meetings Track and monitor status of project schedule deliverables Team member timesheets submittedPage 6 of 7 43. Procurement of Contract ServicesAppendix A: Project Risk Management Plan Approval The undersigned acknowledge they have reviewed the Procurement of Contract Services Project Risk Management Plan and agree with the approach it presents. Changes to this Project Risk Management Plan will be coordinated with and approved by the undersigned or their designated representatives.Signature: Date:Print Name: Samuel AssokuRole: Project ManagerSignature: Date:Print Name: Shaun BracelyRole: Project ManagerSignature: Date:Print Name: Raivo MurnieksRole: Project ManagerSignature: Date:Print Name: Michelle NaborsRole: Project ManagerSignature: Date:Print Name: Radha NagarajanRole: Project ManagerSignature: Date:Print Name: Renee RobersonRole: Project Manager Page 7 of 7 44. June 1, 2010PerformanceOffice of Legal and Acquisition ServicesRequest for Proposal (RFP) and Contract Management Resources 45. Phases of the Procurement Process, Activity Involved, and Timelines Possible for Each:This is one hypothetical timetable for a procurement from submission of a draft to C & A through to approval of aPurchase Order. This is based on a fairly complex project in which the work required is fairly customized forODJFS needs, is not available through a State Term Schedule, and which will result in a contract that requiresControlling Board review. Not all procurements are like this some may be possible in three to four months, andsome, such a STS vendor procurements, for example, may be possible in around eight weeks or slightly less.From the Date C & A receives signed 2526 Form from RWU with RFP/RLB draft (hardcopy and electronic): Then about +4 Work Weeks later,ODJFS Releases RFP/RLB to Potential Vendors on the ODJFS Website; Q & A Period Opens. (This depends on thequality of the draft submitted to C & A plus the other work volume.) Then about +2 Work Weeks later,Vendor Q & A Period closes. (The Q&A is recommended, but may be omitted.)Then about +1 Work Week later,ODJFS posts Final Vendor Question & Answer Document on ODJFS website. Then about +2 Work Weeks later,Deadline for Vendors to Submit Proposals to ODJFS. Then about +3 Work Days later,Initial Proposal Review Team Meeting.Then about +1 Work Week later,Proposal Review Team Proposal Evaluation Meeting/Recommendation.* *Then about +2 Work Days later,RWU submits Award/Denial Letter(s) and Selection Summary to C & A, & Contract Manager submits 2529. Then about +1 Work Week later,C & A Dep. Dir. reviews/approves Recommendation; Award/Denial Letter(s) and Selection Summary are sent toODJFS Director for sign-off.Then about +1 Work Week later,ODJFS Issues Contract Award/Denial Notification Letters, initiating Protest Period. (A protest opportunity is afederal mandate.)Then about +2 Work Weeks later,Protest Period Ends. Then about +1 Work Week later,Contract Drafted/Ready for Contract Manager Review. ( This depends on the completeness of the informationsubmitted to C & A plus the other work volume.) Then about +2 Work Weeks later,Contract Manager approval/Approved and signed by Vendor. (This is a variable uncontrollable by C & A.) Then about +3 Work Days later,C & A C.B. preparation/submission of Contract. (Submission schedule is mandated by OBM C & A does notcontrol it.) Then about +3 Work Weeks later,Controlling Board Review of Requested Contract (Schedule is set by OBM C & A does not control it.) C & Aobtains Directors signature on the CB-approved contract. RWU initiated P.O. process in OAKS. Then about +2 Work Weeks later,Contract Manager receives Approved Purchase Order_________________________________________________________________________Approximately 10 weeks from 2526 submission to approved PO.Total Process: About 24 Work Weeks 46. 1STEP1.2. 3.AgreementBeginsRFP/contractInsertsManagerpreparations: programmatic(AM) &/or(1) Investigates need, purpose, language, bid specs,Requesting authority, mandate for theetc., into RFPWork Unitproposed activity; considersmodel provided by(RWU)proposed activity within program, CA. Submits RFPResponsibiliti office and agency missions. draftw/RFPes & ActivityApproval (2526) (2) Investigates budget/fiscal Formwhich issues for proposed activity; includes RWUs (3) Determines need for any Deputy DirectorsContract Manager Training - November 2010 federal approvals; if so, beginssignature. that process; (4) Investigates &(leading to CONTRACTS and GRANTS) obtains requiredPROCUREMENT PROCESS STEPS internal/program-level approvals, Contracts and Acquisitions if any, for the planned RFP project. (5) Makes informal initial contact with CA over new project activity to confirm procurement path.ConfirmsContractsprocurement pathandfor new projectAcquisitionsactivity with RWU(CA)- RFP, RLB, STS,ResponsibilitiSTC, mandatoryes & Activity usecontract,informal bid, PO,etc.OtherParticipantResponsibilities & Activity 47. 2STEP 4.5. 6.7.Agreement RWU submits RFP, Completes draft ofManager any attachments, RFP cooperatively(AM) &/or score sheet, vendor w/ CA (and w/DASRequestinglist & review team list if they will releaseWork Unit to CA for review, RFP). Develops(RWU) approvals. vendor list&Responsibiliti proposalreviewes & Activity team. If & when appropriate,CA staff manageReviews & edits RFP When approved by CA, CAContracts reviews for completeness, those portions ofdrafts for clarity, obtains Directors signatureand submits to DAS forthe RFP document thoroughness,andon Release Letter and onAcquisitions management of procurement pertaining to fair effectiveness.RFP Approval Form.(CA) or requests DAS R&P.andopenDirects development (Important Note: WhenResponsibiliti (MOST ODJFS RFPs fall procurement, and toof RFP so that a legal, RFP is released by DAS ones & Activityunder blanket R&P - clearenforceable, effectivebehalf of ODJFS, sign-off therefore, CA manages). communication of contract may result.by Budget, CA, and Director Sends RFP Approval Form project.Draftstill required.CA will for Budgets signature andprocess instruction, obtain letter from Director begins thorough review. legal info, scoreto DAS approving release. Continues working w/ RWUsheet, and scoring Other steps in RFP to finalize document, asand selectiondevelopment, approval, & needed. methodology. release process at DASdiscretion.)OtherParticipantIn RFP does not fit BlanketResponsibiliti R&P, then DAS decides ifes & ActivityDAS or ODJFS will release RFP. Notifies CA. CA notifies RWU of decision. 48. 3STEP 8.9.10.11.12.AgreementAnswers InternetManagerquestionsfor(AM) &/orRFP clarification.RequestingKeeps reviewWork Unitteam apprised (RWU)so that they canResponsibiliti manage theires & Activitywork schedule to beavailable when proposal reviewis scheduled. Coordinates RFP Manages receipt of proposals;Contracts project documentperforms Vendor Verificationand posted on Internetreview; performs initial proposalAcquisitions and sends review (i.e., determines if(CA) Directors releaseproposals are qualified to beResponsibiliti letter according to included in review process).es & Activityvendor mailing list Facilitates evaluation team (compiledby meetings, including distribution RWU). Also, of proposals, review of score InternetQ&A process & score sheet; obtaining managed by CA team members Disclosure forRWUStatements. Maintains process responses;CArecord-keeping; manages sends vendorprocedural issues. questions to RWU. Director signsOther RFPParticipant Vendors ApprovalResponsibilitisubmit Form, releasees & Activity proposals to letter; returns them to CA.CA. 49. 4STEP13.14.15.Agreement UsingManager templates from(AM) &/or CA, draftsRequestingletters for allWork Unit responding(RWU) vendorsResponsibiliti(Congratses & Activity andCondolencesletters)andselectionsummarydocumentdescribing RFPprocess,proposal scores&prices,recommendation &explanation ofdecision.Provides drafts ReviewsSelectionContracts Summary and letters,and adding processAcquisitions information for clarity.(CA)Comments to CAResponsibiliti Deputy Director ones & Activityrecommendation made by PRT,then processes letters to responding vendors for Directors approval & signature, along w/ Selection Summary Document. Review team members (compiled byOther RWU) individually consider all qualifiedParticipant proposals, then via consensus, scoreResponsibiliti proposals & makevendores & Activity recommendation(s) for Directors approval. Team members make recommendations by signing consensus document. 50. 5STEP 19. 16.17.18.Agreement MaintainsRWU prepares and submits RequestManager comprehensivefor Agreement (Contract or Grant)(AM) &/or copies of all RFPvia CATS, with all requiredRequestingdocuments, as well supporting documents. SubmitsWork Unit as contract records, request . (Request documents vary(RWU) andvendorby project,, but usu includeResponsibilitiperformancecontract budget, deliverables, &es & Activity records!!!!often, CB questions.) Sends Directors MaintainsContracts signed award and comprehensiveand rejection letters to copies of all RFPAcquisitions responding documents!!!(CA) vendors (InitiatesResponsibiliti protest period, usues & Activity10-day.) ENCOURAGES RWU to prepare & submit Req. for Agreementvia CATS to Contract Drafting. Director approves or In case of VendorProtests may slow contract/grantOther rejects selectionProtest, Legal willdevelopments considerably. CAParticipant recommendation(s). determine merit. CA(Contract Drafting staff not RFP-Responsibiliti If approved, returns AND RWU may be land staff) cannot completees & Activity signed letters to CA for required to providecontracts/grant drafting/execution notification of selected documentation andprocess until protest period is over, & non-selected vendors.information. &/or any protests are resolved. 51. 6STEP 20.AgreementManagerIMPORTANT: Do You Need Any(AM) &/orFEDERAL APPROVALS To DoRequesting This?Work Unit(RWU)Responsibilities & ActivityContractsandAcquisitions(CA)Responsibilities & Activity If your project requires any federalOther pre-approvals (e.g., of the RFP priorParticipant to release, or the selected vendor),Responsibiliti the RWU is responsible fores & Activity obtaining it at the proper point in the process, and of providing documentation of it to CA. 52. Ohio Department of Job and Family Services (ODJFS) Contract Process Workflow 53. Request for Proposal (RFP) andContract ProcessComplimentary Tools and References for ODJFS Business Units 54. RFP and Agreement (Contract) ProcessSummarized Roles and ResponsibilitiesInternal Ohio Department of Job and Family Services (ODJFS) StakeholdersRequesting Work Unit Checklist for Insert Agreement Name HereThe Requesting Work Unit (RWU) is the program area initiating the request for proposal (RFP) and request foragreement. Determine need, purpose, mandate for proposed activity Work with RWU budget coordinator to investigate budget and fiscal issues Work with policy staff to determine need for federal approvals. Federal Approvals Not Needed Federal Approvals NeededIF RFP process is required, then: Assign an Agreement Manager (AM) to be the person responsible for overseeing the RFP process and agreement.AM coordinates the RFP Process Request RFP template form Office of Legal and Acquisition Services (OLAS) and RFP Approval Form (2526)Note: If it required to be a DAS-led RFP then work through DAS Identify internal business expert resources for RFP development (ex. Policy) Complete RFP Approval Form (2526) Secure funding (initiate fund set-up, if necessary) (ex. Budget Coordinator) Obtain senior management review and approval (ex. Deputy Director) Submit RFP Draft and Deputy Approved 2526 Form to OLAS Work with OLAS to fine tune RFP Contents o Draft specific deliverables or specifications o Performance-based, if applicable o Compliance with federal and state mandates check with program policy o If technical interfaces or deliverables check with Office of Information Services Federal Approvals Secured (if necessary) Assemble RFP review team and determine scoring criteria Draft a solicitation letter and work with OLA to send to prospective vendors Respond to vendor questions Review Team review and score proposals Make vendor selection Using OLAS templates prepare award letter and non-award letter, along with selection summary document, to bidding vendors Respond to vendor protests, if necessary Secure vendor signature Copies all RFP related documents are madeAgreement Process - Utilizing Contracts and Acquisitions Tracking System (CATS) For Non-RFP Agreements Determine need, purpose, mandate for proposed activity Obtain at least three (3) quotes Negotiate with vendor to determine specific deliverables and related budgetFor All ODJFS Agreements Initiate request for agreement (amendments not in CATS) Work with budget coordinator to ensure funding is secured with appropriate fund code Budget coordinator completes and/or reviews financial section Secure W-9 form, Declaration Regarding Material Assistance/Non-assistance to a Terrorist Organization (DMA), Affirmations & Disclosures, etc. from vendor Bureau Chief and Deputy Director (designee) approvals Prepare for Controlling Board (CB) questions Initiate requisition in the Ohio Administrative Knowledge System (OAKS) Confirm approvals and purchase order (PO) Print and send PO to vendor confirm work start date Review agreement and send to vendor/grantee 55. Office of Legal and Acquisition Services (OLAS)Request for Proposal (RFP) Process Confirms procurement path with the RWU Initiates blanket Release and Permit (R&P) or submit request for R&P to the Department of AdministrativeServices (DAS) Work with DAS to determine if it will be a DAS-led RFP Work with RWU and drafts the final RFP When approved by OLAS, obtain Directors signature on Release Letter and 2526 Form Send solicitation letter of RFP to prospective vendor and posts RFP notice on the internet Manages the receipt and scoring of RFP vendor responses via a bid room Coordinates the response to vendor questions Reviews selection summary and comments to OLAS Deputy Director Process award and non-award letters and selection summary documento Obtain director signature/approvalo Send to responding vendors Respond to protests, if necessary Maintain copies of all documentsAgreement Process - Utilizing Contracts and Acquisitions Tracking System (CATS) Reviews request for agreements for completeness and compliance Gathers missing documentation/information Drafts an agreement and attaches to CATS Processes and routes hard copy of agreement for signatures Uploads signed agreement into CATS and approves requisition Receives purchase orders and attaches the scanned documents to CATS Submits agreement to Controlling Board (and R&P if necessary) Attends Controlling Board Meetings Obtains approvals from other offices, if necessary (OIS, External Affairs)Fiscal Services Confirms available funding Reviews fiscal coding, corrects, gives approval or rejects back to Agreement Manager Approve OAKS requisition Encumber funds Generate PODirectors Office Review and approve the release of RFPs Review and sign responding vendor letters The Director, Assistant Directors, or their designee will review, approve, and sign agreements Will update CATS with approval date and return documents to OLASExternal StakeholdersDepartment of Administrative Services (DAS) Provides a Release and Permit (R&P) - only if not covered by blanket R&P Notifies ODJFS whether it will be a DAS-led RFP; If YES, then the following applies to DAS: Works with RWU and drafts the final RFP Sends solicitation letter of RFP to prospective vendor and posts RFP notice on the internet Manages the receipt and scoring of RFP vendor responses via a bid room Coordinates the response to vendor questions and responds to protests, if necessaryOffice of Budget and Management (OBM) If necessary, approves new fund codes for state agencies Final approval for purchase order (PO) requestsControlling Board (CB) Schedules Controlling Board (CB) meetings and manages the gathering of related information Via a CB meeting, votes to approve or reject agency requests to fund contracted servicesVendor Submits response/clarifications to RFPs Provide W-9 Sign agreement 56. ID Task Name Duration StartFinishResource Names1Ohio Medicaid Consumer Hotline223 daysWed 7/28/10Fri 6/3/11 Vendor Selection Project2Release RFP 144 daysWed 7/28/10Mon 2/14/113Draft RFP 66 days Wed 7/28/10 Wed 10/27/10 Jim Poremba[40%],Peggy Day[40%],Shaun Bracely[40%]4Send 2526 form to senior 5 days Mon 11/22/10 Fri 11/26/10 management for signatures5Send signed 2526 to OLA along 1 day Mon 11/29/10Mon 11/29/10 with RFP6Review and edit RFP with OLA20 daysMon 12/6/10 Fri 12/31/10 Shaun Bracely[15%],Jim Poremba[15%],Peggy Day[15%],Contract administatration[30%]7Post to website 31 days Mon 1/3/11 Mon 2/14/11 Shaun Bracely[10%],Jim Poremba[10%],Contract Administration[30%]8Vendor Q&A period 10 days Mon 1/3/11Fri 1/14/119Answer vendor questions5 daysMon 1/17/11Fri 1/21/11 Shaun Bracely[50%],Jim Poremba[50%]10 Post answers to vendor1 day Fri 1/21/11 Fri 1/21/11 Contract administatration questions11 Close bids1 dayMon 2/14/11 Mon 2/14/11 Contract Administration12 Select Vendor34 daysTue 2/1/11Fri 3/18/1113 Assemble review team 9 days Tue 2/1/11Fri 2/11/11 Shaun Bracely[15%],Jim Poremba[15%]14 Review proposals 8 daysMon 2/21/11Wed 3/2/1115 Score Proposals2 days Thu 3/3/11 Fri 3/4/11 Shaun Bracely[60%],Jim Poremba[60%],Proposal review team[60%]16Submit selection summary to 3 daysWed 3/9/11 Fri 3/11/11 Contract Administration[10%]OLA17Submit 2529 and Justification 5 daysMon 3/14/11Fri 3/18/11 Shaun Bracely,Jim PorembaQ&A to OLA18 Approvals41 daysMon 3/21/11Mon 5/16/1119 ODJFS approves selection 5 daysMon 3/21/11Fri 3/25/11 ODJFS director[5%] recommendation20 ODJFS issues contract5 daysMon 3/28/11 Fri 4/1/11 Contract administatration award/denial letters21 Controlling Board approval1 dayMon 5/16/11 Mon 5/16/11 Contract Administration,Shaun Bracely[50%],Jim Poremba[50%]22 Implement contract 45 days Mon 4/4/11Fri 6/3/1123 Draft contract10 days Mon 4/4/11Fri 4/15/11 Contract Administration24 Vendor signature10 daysMon 4/18/11Fri 4/29/11 Shaun Bracely[5%],Jim Poremba[5%]25 Director signature 5 daysMon 5/16/11Fri 5/20/11 ODJFS director[10%]26 Purchase order10 daysMon 5/23/11 Fri 6/3/11 Fiscal[90%]Page 1 57. Ohio Medicaid Consumer Hotline Vendor Selection Risk Analysis Matrix Probability of Impact ofProcurement for Contract Services Occurrence Risk Risk Level Risk Recommendations Category (1-5)(1-5) (1-25)Existing contractor may bid at higher rate to Projectrecoup unforeseen costs absorbed in current Management - 5 4 20contractEstimatingOrganization -Availability of funding due to budget constraints4 5 20BudgetMay not realize desired cost savings from the Organization - 4 4 16combined contract BudgetPotential change in leadership could result inManagement -reevaluation / delay of getting RFP out in 3 5 15Visionplanned formOffice of Budget and Management (OBM)External - State 3 5 15purchase order not released on timeChange/availiability of Ohio Department of JobOrganization -and Family Services (ODJFS) staff during RFP 4 3 12DependencyprocessThe consumer hotline contract expires 6/30/11 -If theres a delay in approval, services may beContractor 3 4 12interrupted or cease to exist for the consumerhotline.If contract type is not covered as part ofDepartment of Administrative Services (DAS)External - State 2 5 10Release and Permit blanket approval, DAS mayopt to bid out on behalf of ODJFSDue to bi-ennium year, the volume of RFPs andcontract renewals for the agency as a wholecould stretch Office of Legal and Acquisition Management - 3 39Sevices (OLAS) resources which may impact Resourcesdelays in the RFP and/or Contract ApprovalProcessLarge scale Request for Proposal (RFP) mayProjectlimit number of potential contractors (especially Management - 4 28Ohio companies) PlanningExternal -Potential of protest by vendor(s) not awardedBidding2 48for the work could delay start of servicesVendorsTransition to a potentially new contractor couldContractor -result in initial poor performance. (ex. StaffQuality /4 28training, Securing Facilities, InformationPerformanceTechnology (IT) interfaces)Future managed health care expansionOrganization -increasing volume of calls which may result in 5 15Budgethigher costsControlling Board (CB) not approving contract External - State 1 55Potential protest by union representing stateExternal 1 55workersChange in main 1-800 number my causeconfusion for customers and need to ensure old Customer4 14number(s) disabled 58. Ohio Department of Job and Family ServicesMedicaid Consumer Hotline Vendor SelectionProcess Workflow Design Contract Process Workflow ODJFS Background:Formalized Process - Office of Legal and Acquisition Services ( (OLAS))Data Management - Contract and Acquisition Tracking System (CATS) Project Opportunity:Model Approach as a Project for Offices/Business UnitsProcess Workflow Design Process Workflow Design Procurement Process for Selecting a Vendor ODJFS Current State Process Ohio Medicaid Consumer Hotline Procurement Process1 59. Process Workflow Design Medicaid Consumer Hotline ContractProcessProcess Workflow DesignProcess ScheduleProcess Workflow Design Benefits Apply Project Management Knowledge Areas to Contract Management Model Structure for Business Unit Planning and Risk Mitigation2 60. Ohio Department of Job and Family ServicesProcurement Process for Selecting a Vendor IntroductionBy Renee Roberson IntroductionAcknowledgement &AppreciationPMO Teamp Nelson Gonzalez Sponsor Shaun Bracely Project Leader Renee Roberson Raivo Murnieks Samuel Assoku Radha Nagarajan Michelle Nabors 1 61. How Did We Get Here?The idea was presented as one of the individual projects.Team members volunteered to join the project.A project plan was developed.p j ppEach member was assigned tasks and participated incompleting the project.Project Initiation By Shaun BracelyIdea Statement of WorkThere is no easy to follow procurement guideline for thebusiness areas to follow.Compliment the existing agency level workflows with the p gresponsibilities of contract managers.Use the Ohio Medicaid Consumer Hotline as a backdrop tobuild a procurement process map from the prospective ofthe business.2 62. Project CharterMap the procurement process for selecting a vendor for theOhio Medicaid Consumer Hotline.The process map will useful for other department andagencies in the state, particularly ODJFS.i i th t tti l l ODJFSThe Office of Legal and Acquisitions will review and approvethe process maps. ScopeTo successfully complete this project, the following must be completed. Develop a procurement process for the Ohio Medicaid Consumer Hotline Complete the project following the Project Management Knowledge Areas Develop procurement process workflow Present project and findingsOut of ScopeThe group will not participate in the actual work ofselecting a vendor.Grants,Grants requests for agreements, state contracted agreementsvendors or any procurement other than request forproposals will not be address. 3 63. Time & Risk Management By Raivo Murnieks Time Management Work Breakdown Structure Time Management Project Schedule4 64. Time ManagementProject Schedule & Milestone Milestone Due DateIdentify Project Team Members and Roles10/7/2010Securing the Current RFP and Contract Process Workflows 10/15/2010First Draft of the Enhanced Process Workflows 10/29/2010Final Review and Feedback by Expert Resources (OLA)11/9/2010Finalize Slide Presentation 11/10/2010Final Document Preparation11/15/2010Presentation11/18/2010 Risk Management Risk Breakdown Structure Risk Analysis Matrix, Contingency, and Monitoring Probability ofImpact Procurement Process Occurrenceof Risk Risk LevelDevelopment RisksCategory(1-5)(1-5)(1-25)ContingencyAvailability of project team Advantage of a six-memberd a tage o se bemembers (due to competing team - distribute tasksOrganization -work and personal priorities) 3 515 Utilize technology resources (i.e.Dependencyin the allotted time to e-mail and Linked-in)complete project Contact Project Sponsor Identify alternate resourcesAvailability of expert resources(internal and external) External - Set clear expectations /may impact completeness and 2 510 Resourcesquality of projecttimeframes Confirm expert resources Obtain web design softwareaccess at BWC for additional teammembersFunctionality/availability of Project -3 39 Each team members to have aequipment and software. Qualityback-up copies Store soft copy materials viaLinked-In website Human Resource Management By Samuel Assoku 5 65. Human Resource Management PMO TABLE OF ORGANIZATION AND POSITION DESCRIPTIONNelson GonzalezShaun BracelyRaivo MurnieksRenee RobersonSam AssokuRadha Nagarajan Michelle Nabors MHSA 2Project ManagerBPACA BPAMAS 2Human Resource ManagementProject Resource Assignment Matrix ID Project Team Members Nelson Gonzalez Define Resources and Res ponsibilities Initial Planning MeetingTeam Volunteer and Ass ign Knowledge Areas Team Project Management Team Knowledge Area Roles Statement of Work, Charter, and Scope Draft SOW, Charter and ScopeShaun Bracely Distribute Draft SOW, Charter and Scope to Team MembersSOWShaun Bracely Finalize SOW, Charter and Scope Team Time Management (Project Schedule and WBS) Project Schedule and WBS DraftRaivo Murnieks Distribute Schedule Draft and WBS to Team Raivo Murnieks Team Review of Schedule and WBS Team Finalize Schedule and WBS Team Communications Plan Identify Cos ts Radha Nagarajan Develop Cost Plan Radha Nagarajan Review and Sign-Off Team Human Res ources Plan Identify Res ources Samuel Assoku Review Roles and Responsibilities Team Develop Human Resource Plan Samuel Assoku Track and Report Hours Worked Team Record Hours Worked Samuel AssokuHuman Resource Management Managing Project TeamTeam DevelopmentWeekly Project Status EvaluationTeam Performance AssessmentTime SheetsConflict ManagementIssues Log6 66. Cost & Communication Management By Radha Nagarajan Communication As communication is vital to any project, we established our basic guidelines for communication during project planning. All of our team members were active, shared responsibilities and communicated the outcomes of their task periodically. O group had agenda f all our weekly project meetings and Our h dd for llkl j id had volunteer for every week to post meeting minutes. Most of our communications was through emails outside the class room. Our team also established a huddle room in Linked In where we often share our documents. Cost ManagementCost budgeting involves allocating the projectcost estimate to individual work items over time.The WBS is a required input for the costbudgeting process because it defines the workitems.Our Initial Cost Estimate in our charter is$8,400 our which includes the average salary forour team members, SME hours and any h/w ors/w cost.7 67. Cost ManagementBudget$14,000.00$12,000.00$10,000.00 $8,000.00 Series1 $6,000.00 $4,000.00 $2,000.00 $0.00 Manhours Others SME Hours Total CategoryQuality Control & Lessons Learned By Michelle NaborsQuality Control & MonitoringYou dont have time to do it right, but do youhave time to do it twice?Quality Management Plan has two main focuses: Reduce errors to a minimum Find errors as early in the project life cycle as possible 8 68. Quality Control & MonitoringEach Project Major deliverables required signoff as Manager team they were created.member was Quality of communications andresponsible for documentation accomplished during thequality control. various processes was reviewed. reviewed Review of personnel was completed toensure an acceptable level of expertise.Built multiple levels of review in everyprocess flow to reduce errors andincrease quality. Milestone were reviewed by eachmember for quality and accuracy.Lessons LearnedCommunication is a vitalA good quality managementPredicting a sound project timelineThe importance of the Project SponsorsinvolvementiltMatrix Organization as oppose to a Projectcentered OrganizationQuestions 9