AGENCY DBITS OVERVIEW Agenda I. DBITS: Contract Overview .3 II. DBITS: Intended Use .......6 III. DBITS: Statement of Work ........10
IV. DBITS: Planning for a SOW ..........14 V. DBITS: Selection and Evaluation ..23 VI. DBITS: Management 27 2 I. DBITS: CONTRACT OVERVIEW 3
Deliverables Based IT Services (DBITS) Contracts OIT awarded 2 Contracts for DBITS: Open Market (0A1148) Minority Business Enterprise (MBE) (0A1139) DBITS contracts includes 6 Technology Categories intended to be leveraged using a Statement of Work as the engagement method: Information Technology Independent Verification and Validation (IV&V)/Quality Assessment, Planning, and Solicitation Assistance Assurance Technology Upgrade/Migration
Project Management and Transformation Application Development and Business Intelligence and Data Maintenance Transition Planning Warehouse 4 Award by Category The chart below provides the number of prequalified contractors by category: MBE
Open Market Information Technology Assessment, Planning and Solicitation Assistance 17 40 Project Management 24 53
Applications Development and Maintenance Transition Planning 24 52 Independent Verification and Validation and Quality Assurance 18 31
Technology Upgrade/Migration and Transformation 23 39 Business Intelligence and Data Warehouse 20 26 Category 5
II. DBITS: INTENDED USE 6 Intended Use DBITS allows for accelerated execution on projects that fit the intended use profile. Best fits for DBITS are small to medium size projects with a defined start and end date and capacity to define deliverables. Through project entry in ALPS, and communication with EITC staff liaisons about future procurements, projects can be identified as a potential DBITS candidate. Not every project is a DBITS candidate, but the process of scoping and planning is valuable regardless of final sourcing strategy. Only EITC can release Statements of Work into the Contractor pools to ensure
the process works correctly. 7 Advantages of DBITS Contract Using DBITS is a quicker process: Standard RFPs are usually on the street a minimum of 4 weeks. DBITS SOW Solicitation can be issued for a shorter time period depending on the size and complexity. Evaluation timeframe is driven by agency evaluators. Contractors have already been prequalified by category. Negotiation of the Terms and Conditions is not permitted.
8 DBITS Project Characteristics Well-defined statement of work where the key deliverables and full functionality of the project can be produced within one technology category. Structure of the project has a defined scope of work without limits to avoid exceeding threshold for DBITS contracts. Scope of Work is project-based, with defined start and end dates, defined deliverables and does not encompass operations activities. DBITS project does not include provisioning of technology hardware, software, managed services or staff augmentation services.
9 III. DBITS: STATEMENT OF WORK 10 Statement of Work Defined A Statement of Work (SOW) is a formal document that captures and defines the work that must be performed to meet a Customers needs. Traditional Statements of Work are a legally enforceable agreement to transact business in a combination of scope, schedule, and budget. As such, a clear scope, schedule and budget is core to good planning
and effective management of the Statement of Work. 11 The Process is Key DBITS is a tool for agencies to use according to best practices. Critical for agencies to be able to establish and manage effective statements of work. This will establish best practices in the Statement of Work lifecycle: The planning responsibilities to begin with the right foundation The intended selection approach to be leveraged by agencies
The best practices in contractors management to agreed outcomes 12 Statement of Work Process 13 IV. DBITS: PLANNING FOR A SOW 14 Planning drives results In the Application Lifecycle and Projects System (ALPS), a state agency describes its planned resources to support an IT project and identifies the
budget requirements for the project. IT procurement analysts within the Enterprise IT Contracting (EITC) section are assigned to an agency according to its line of business (LOB). EITC procurement analysts conduct ongoing outreach with their assigned agencies to determine current and future needs procurement needs. Once it is determined that one or more of the projects detailed planned value items will be subject to a procurement event, a State Agency will complete an IT Procurement Form to determine appropriate sourcing strategies. OIT has refined the SOW Solicitation Template that will be the primary document in use in the DBITS process. 15 Template Example
Statement of Work Solicitation Template State of Ohio [Agency Name] [Project Name] Project Statement of Work DBITS Solicitation ID No. DBXXX-##-##-### Solicitation Release Date MM-DD-YYYY Section 1: Purpose
The purpose of this Project Statement of Work (SOW) is to provide [Agency Name] with information technology services in Technology Category [Technology Category Name], a qualified Contractor, herein after referred to as the Contractor, shall furnish the necessary personnel, equipment, material and/or services and otherwise do all things necessary for or incidental to the performance of work set forth in Section 3, Scope of Work. Table of Contents Section 1: Purpose Section 2: Background Information Section 3: Scope of Work Section 4: Deliverables Management Section 5: SOW Response Submission Requirements Section 6: SOW Evaluation Criteria Section 7: SOW Solicitation Schedule Section 8: Limitation of Liability 16
Keys to Planning for a SOW Initial and secondary planning establishes measurable Goals and Objectives. The requirements must flow from and collectively fulfill the goals and objectives. The deliverables must bind the requirements and show progress to the Goals and Objectives.
17 Measurable Goals & Objectives Through initial and ongoing planning, the team identifies projects goals and objectives. Start by asking and answering basic questions: What does DONE look like and how will we know were there? How will we measure success? What are the milestones that we will need to identify to measure progress? 18
Basics of a SMART* Objective SMART OBJECTIVE To grow online registration by 5%, by fiscal year end. To reduce licensure wait time to less than 2 minutes, by the end of June. To double our capacity to deliver benefit disbursements by November 1. NOT SO SMART OBJECTIVE Maximize potential of agency website traffic. Improved operational
performance management through increased automation. Website optimization through user friendly interfaces. *SMART (Specific, Measurable, Achievable, Realistic, and Timely) 19 Requirement Gathering Defining the project scope is a progressive elaboration of the requirements of the service(s) that are needed to satisfy the project objectives: Working with stakeholders, the Project or Contract Manager should facilitate open dialogue to elicit the service requirements.
The process should encourage discussion and seek clarification to ensure the project team fully understands the requirements. Though effective elicitation techniques, a set of precise, accurate, and comprehensive requirements can be identified. 20 Writing a Deliverable A deliverable should: be related to the project objectives. provide unambiguous and sufficient detail so that it can be differentiated from a related deliverable. describe a standard for performance in a way that enables it to be tested to verify that it meets the standard. provide a means to trace its requirements and to monitor and ensure its quality
throughout the project lifecycle. enable an acceptance process. be tied to a compensation structure that is consistent with the work performed. describe a contractual remedy, if appropriate. 21 Basics of a SMART* Deliverable SMART DELIVERABLE Online registration system (WBS 3.1.6 and Deliverables Expectation Document SYS 1.2) Code that compiles with no errors or warnings, has passed inspection and all unit tests, and is checked into source code repository (agency code style guidelines and NIST 800-63-1)
Project Plan, including schedule of all steps/tasks, documentation review and revision time frames schedules, plans, and system documentation, and application testing (IEEE Standard 1058-1998 Standard for Software Project Management Plans) NOT SO SMART DELIVERABLE Develop an effective and efficient online registration system Enhancement to case management system software to comply with federal standards for electronic
authentication Project Plan and Schedule in accordance with MS Project *SMART (Specific, Measurable, Achievable, Realistic, and Timely) 22 Best Practices for Using the DBITS Contract V. DBITS: SELECTION AND EVALUATION 23 Leading a SOW solicitation
EITC is responsible for: The issuance of the SOW Solicitation. Coordinating with the Agency to respond to Pre-qualified Contractor inquiries. Seeking clarification on SOW Solicitation responses. 24 Preparing for Evaluation The Pre-qualified Contractor may only provide services in awarded Technology Categories. Agencies are provided the ability to choose the vendor providing the best solution for the best value. As a component of the solicitation template, Agencies should identify the criteria they will use to evaluate vendor
responses. 25 Selection and Initiation After the response period ends, the IT procurement analyst will compile all Pre-qualified Contractor Offers and will send them to the Agency. Using the documented evaluation criteria, the Agency will conduct an evaluation of SOW Solicitation Offers. The agency will ensure that all SOW Solicitation mandatory requirements are met by the proposed Pre-qualified Contractor and will document and summarize the scoring off all Pre-qualified Contractors. The Agency will submit a summary of the evaluation scoring to the IT Procurement Analyst through the traditional Release and Permit Process.
26 Managing the Statement of Work VI. DBITS: MANAGEMENT 27 The Work Is Just Starting Award of the SOW is a starting line, Not a finish line After award, the focus turns to managing to the outcomes in accordance with: The defined scope. The documented deliverables
with defined acceptance criteria at an agreed to price. The defined performance requirements and standards. The specified milestones. 28 SOW Initiation Meeting An SOW Initiation Meeting represents a transition from Selection to Management Phase: A formal meeting between the key staff the two parties to ensure that all of the parties involved have a common understanding with regard to: Goals and the expected results of the project. Performance requirements.
Roles and responsibilities of all parties. Administrative procedures that must be applied based on the terms of the contract. 29 Clarify key contacts and escalation processes. Monitoring Responsibilities Schedule Achievement of major milestones and overall project pace Budget Review cost variances (% of budget vs % completion) Quality
Performance against agreed specifications and delivery Risk Regular risk reviews to: Identify outstanding actions Reassess risk probability and impact Remove risks that have passed Identify any new risks that have surfaced 30 Managing to the Deliverables If deliverables do not meet quality standards, the Agency doesnt have to accept them. Contractor has to remedy identified defects.
Since payments are tied to acceptance, then the Agency doesnt pay until they are accepted. The Agency should not withhold approval without reason, but should be clear that deliverables acceptance is based on meeting the requirements and standards specified in the SOW. 31 Corrective Action Plan If quality suffers and the project starts to drift, the Agency can require a Corrective Action Plan. The State identifies deficiencies or lack of alignment with the contract/SOW that require formal documentation. The Contactor describes the corrective action that will take place.
Milestones and action items are captured and tracked. The Corrective Action Plan is incorporated in the SOW and managed accordingly. 32 Issue Escalation 33 Questions? An email address has been set-up to forward questions. Please submit questions to: [email protected]
Audit-in-Practice (AiP) working grouprecentachivements:. Guidance for Planning the Audit Engagement. Tbilisi, 2018. Mioara. Diaconescu, director of IA CHU, MoF. Romania, member of IA COP Executive Committee, leader of
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