HomeMy WebLinkAboutRESPONSE - RFP - P1047 JD EDWARDS REMOTE CNC SUPPORTAAMX
.* 2 9 r n a S i s n a I
ar CERTIFIED
PARTNER
Proposal for
City of Fort Collins, CO
Remote Configurable Network
Computing (CNC)
RFP No. P1047
Submission Due Date: October 131, 2006
Prepared br•
AMX International
1664 First Street
Idaho Falls, ID 83401
208-523-3671
www.amxinc.com
Aaron Webb
Sr. Solution Manager �w AMX
303-514-4090 -Cell l"
303-751-0445 - Office i n t e r n a t i o n a i
aaron.webb(a amxinc.com
References
Please provide 3 municipal/public sector references (including contact information — Company Name,
Address, Company Representative, Phone #) that used your company for remote CNC services in a
contract of a year or more in the last 2 years,
Our references will focus on customers that have upgraded, or are in the process of upgrading. We feel
that a track record of successful implementation and upgrade assistance is a strong indicator of future
success and when you review our upgrade references and the implementation experience in our response
you will find customers who are successfully using the software to advance their organizational goals and
leverage their investment in JD Edwards EnterpriseOne.
Implementation References: New Installs
3ackson County, OR
Gary Cadle
CFO
10 South Oakdale, Room 113A
Medford, OR 97501
Bus: (541) 774-6535
EnterpriseOne 8.9 — Go -Live on Financials 7/1/04, Go -Live for EAM Pilot 7/15/04, Expected Go -Live
for HR/Payroll is 12/13/2004
City of Redmond, WA
Linda L. Hermanson
Application Services Manager
15810 NE 85'h Avenue
PO Box 97010
Redmond, WA 98073
Bus: (425) 556-2170
EnterpriseOne 8.9 — Expected Go -Live October 1, 2004 with Financials, Job Cost/Projects,
Inventory, Procurement and Sales Order. Go -Live January 1, 2005 for HR and Payroll
American Heart Association
Theresa Schaider
Director, Office of Finance
7272 Greenville Ave
Dallas, TX 75231
Bus: (214) 706-1743
E-mail: theresa.schaiderClaheart.ora
300 users. Headquartered in Dallas, with 12 affiliates around the United States.
G/L, A/P, A/R, Fixed Assets, Expense Management, Procurement, Sales Order Processing, Inventory
Management. Support of above modules is current and ongoing. EnterpriseOne 8.9 —Go-Live
October 1, 2004 with Financials, Project/Job Cost, Procurement and Inventory. Over the next 3
months they will roll out EnterpriseOne to their affiliate locations
/ WI 6 Methodo%gy and Project Delivery
nn�rr i ai;u na.
Montgomery County Department of Health and Human Services
Glenn Roth
Fiscal Team Leader
401 Hungerford Drive — 6th Floor
Rockville, MD 20850
Bus: (240) 777-3874
E-mail: glenn.roth(o)montgomervcountvmd.gov
General Accounting, Accounts Payable, Accounts Receivable, Budgeting, Purchasing, Fixed Assets
and Contract Management
April, 2002 - Present
Implementation References: Upgrades
New York State Bridge Authority (World >XE), Go Live July, 2003
Doug Garrison, IT Director
PO Box 1010
Highland, NY 12528
Bus: (845) 691-7245 x 309
E-mail: dgarrisonCa1nysba.state.ny.us
City of Overland Park, KS (XE > 8.10)
Dave Scott, Finance Director
8500 Antioch
Overland Park, KS 66212-3510
Bus: (913) 895-6154
Fax:(913) 895-5009
E-mail: Dave.Scott(aopkansas.org
City of Kent (XE->8.9), Expected Go -Live Oct 25, 2004
Sue Lester
220 Fourth Avenue South
Kent, WA 98032-5895
Bus: (253) 856-4631
Bus Fax: (253) 856-4735
E-mail: SLester(alci.kent.wa.us
Central Puget Sound Transit Authority (XE->8.10), Go -Live March 2005
Jason Weiss
401 South Jackson Street, Union Station
Seattle, WA 98104
Bus: (206) 398-5293
Bus Fax: (206) 398-5499
E-mail: weissiOsoundtransit.org
j/\ A 7 Methodology and Project Delivery
, 111,I n, t'YS
Pricing Options
Pricing Options: Preference will be given to proposals offering pricing under $50,000/year. Preference will
also be given to proposals that provide a flexible pricing structure that enables the City to fit the most
service value under the $50,000 annual project budget.
AMX International proposes a one-time system audit and documentation costs option. Our hourly rates
on services do not change based on the service required. We propose an hourly rate with no fixed level.
Since any technical services performed by AMX International are 100% compliant with all EnterpriseOne
programming standards, our professional staff can support you by being on -site or working remotely.
Customers will benefit from remote work solutions, a service that allows consultants to service
customers anywhere in the world via dial -in access. By using our successful remote work solutions, we
can save you a significant amount in travel related expenses.
Rates
Remote CNC Solution Support $125/hour
On -site CNC Solution Support $155/hour
Onsite Application Support (Financials/HR) $165/hour
The Remote CNC Solution rate is roughly equal to 1 day per week of support for a full year. This amount
of effort is estimated to be sufficient at this time for the City of Fort Collins but can be increased at any
time.
Expenses incurred by AMX personnel who travel to work on -site, whether for consulting or training, shall
be charged to City of Fort Collins as follows:
• Local travel, incidental expenses, and meal per diem per IRS guidelines (currently $44.00).
• Air travel time at consultant's full rate one way per the Official Airline Guide.
• All other travel expenses outside of a reasonable driving distance including but not limited
to: airfare, airport parking, travel to and from the airport, taxis, car rentals, and hotel
accommodations.
lAM8 Methodology and Project Oeftery
Service Level Issues
Proposals are to address the following Service Level issues:
1) Hours of normal coverage
2) Is there an extra charge for off -hours support?
3) Response time during normal business hours
4) Response time during non -business hours
5) Response time for production critical issues (normal business hours or off -hours)
6) Escalation procedure
Please see our AMX iCare Customer Support plan in the Appendix of this document as well as our
response below.
A primary and secondary Senior CNC consultant will be assigned to the City of Fort Collins. The primary
CNC will be responsible for task delegation and overall account activities, In addition, the AMX support
line will delegate/escalate production related issues.
AMX distinguishes between 4 major support topics as follows:
• weekly maintenance items (package builds, OMW promotions, user admin)
o frequency = daily / weekly / as required
o response time = 4 — 8 hours
o coverage = 9:OOAM — 6:OOPM, Mon thru Fri, advance notice required for after hours or
weekend maintenance
o escalation = scheduled with primary resource
scheduled maintenance (ESU's, Tools Releases)
o frequency = monthly / quarterly / as required
o response time = 8 —16 hours
o coverage = 9:OOAM — 6:OOPM, Mon thru Fri, advance notice required for after hours or
weekend maintenance
o escalation = scheduled with primary resource
• Non -Production Issues
o Frequency = as required
o Response time = 4 hours
o coverage = 9:OOAM — 6:OOPM, Mon thru Fri, weekend support available to minimize
downtime
o Escalation = email and phone to primary and AMX support desk, secondary CNC resource
will be contacted.
• Production Critical / Production Down
o Frequency = as required
o Response time = 2 hours
o Coverage = 24 / 7
o Escalation = phone and email to primary, secondary and AMX Support Desk. First to
respond will initiate support and escalate as required
A dedicated PC for City of Fort Collins will be maintained in AMX's data center. This PC will be configured
with the City of Fort Collins VPN client and required remote software. In addition, the primary and
secondary CNC will maintain a virtual PC with the required VPN and remote software.
A)Af* 9 Methodology and Project Delivery
Other Questions
Other questions to Address:
1) Is there an over hours charge? Is it by the month or by the year?
No, the standard billable rate will apply as per the engagement letter
2) How is Training/Knowledge transfer conducted?
Separate training classes should be scheduled and typically are on -site. However, knowledge transfer will
occur during each occurrence as required.
3) How are Status Communications done? Please include report formats and frequency.
Please see our sample Weekly Status Report in the Appendix.
4) How are actions/tasks that are pending/started/completed communicated?
Weekly status reports will be emailed and uploaded to the Project eRoom. Project eRoom is an on-line,
web -based project management tool available for project team members.
AMX Implementation Methodology
AMX International follows the Polaris implementation approach, which is discussed in detail during the
Project Planning Meeting and described in the Appendix section of our response. The strength of the
methodology is in the proven success rate in delivery of on -time and on -budget solutions. This
methodology offers a wide range of flexibility at each step in the process.
Polaris also spells out project roles and responsibilities for both AMX International and Customer. As an
example, Polaris recommends a Train the Trainer approach whereby Customer project team members
receive formal JD Edwards training. This training along with the knowledge gained during the hands-on
testing phase will provide Customer staff the knowledge necessary to train your end users. Our overall
estimate and assumptions are based on utilizing the Po/arisapproach and role definitions.
AMX remains focused throughout the project upon effective knowledge transfer and an efficient
implementation to bring your system into production in the desired time frame. The following diagram
summarizes the primary implementation steps and the key deliverables associated with each activity.
10 Methodology and Project Delivery
Implementation Approach
Define Train Model Configure Go Live Refine
Skills
Project Management & Controls
Final
End
AMX International offers complete Project Management and project control services through Polaris - a
powerful set of tools to help guide our clients through the complex process of implementing, and
evaluating enterprise technology projects in the Internet age. Polaris represents a unique and
comprehensive method for customers to benefit from e-Business solutions more quickly and more easily
than has ever been possible with paper -based, decision support methods.
Digital Knowledge Managementrm
Polaris is a web -based digital knowledge management system that enables companies to administer the
many complex issues related to rr project management. Polaris empowers project managers to
navigate the implementation process quickly and efficiently, using precise budget controls, streamlined
communications, increased resource availability, and enhanced project status reporting.
AMX's Web -based Enterprise Implementation Methodology
Polaris complements the Implementation Approach using a set of proven industry standards, with
certified project managers, to ensure rapid implementation, on -time and on -budget delivery, and
immediate return on investment. our implementation approach provides sound solutions that are custom-
tailored to clients' specific needs.
Polaris features the following on-line implementation tools for clients:
Polaris Implementation Intellectual Capitol — proven techniques for successfully implementing
enterprise systems, project templates, project forms and primer documents
jA A f* 11 Methodology and Project Delivery
,nI.Io. .v,.
• Project eRoom — on-line, web -based project management tool available for project team
members.
• Remote Control — our ability to provide clients with off -site consulting services and value -add
solutions.
• Status Reporting — on-line project status reports, project budget to actual reports.
Secure access to Polaris is provided through AMX International's Web site and login procedures. When in
Polaris, clients, consultants and partners have user -defined on-line access to their specific project
information including project plans, budgets, project status, project team, issues log, and plan to actual
reports.
5) How are updates to system documentation for configuration changes and updates handled?
Initial documentation will be created by AMX and/or obtained from the City. This documentation will be
updated and stored in the E-Room as system changes are made.
Summary
AMX is assuming high involvement from City of Fort Collins in this project. AMX will be responsible for
providing leadership and guidance to City of Fort Collins project regarding how best to utilize
EnterpriseOne functionality to meet the business process needs of the organization.
During the initial phase of the project, we recommend a Project Planning Meeting to finalize the project
scope, identify roles and responsibilities and refine the project estimate. During the Project Planning
Meeting we will also focus on finalizing the implementation team, determining roles & responsibilities, and
finalizing the timeline for the project.
fJ\ A 12 Methodology and Project Delivery
ry I 3 I 1A II I.Ai
Appendix
Sample Weekly Status Report
AMX Customer Support Policy
Resumes
Polaris Implementation Approach
Sample Engagement Letter
!1\ NX 13 Appendix
Status Report
Page 1 of 2
States Report
Week Ending Date:
Consultant Name:
AMX Employee Number:
PeopleSoft Consultant #
Client Name:
AMX Client Number:
PeopleSoft Client #:
Contact Name
10/14/06
McIntyre, Dan
1234
1234567
City of Fort Collins
123456
1234567
Michelle McDonough
Items For Management Attention
-memory in web server has reached capacity. Recommend additional memory.
Tasks Accomplished
-standard scheduled support
Describe Billable Work
Date Worked Work Order
Hours Worked
10/10/06 15081504
3.00
-OMW project promoted, packaged and deployed and web
objects generated
10/11/06 15081504
2.00
-troubleshoot R55CUSTOM UBE in PY811
-Custom table F55CUSTOM generated and R55CUSTOM now
completes successfully
Total Hours Worked
5.00
Issues/Concerns
-none at this time
New Issues/Requests
file://\\Idadc0I\marketing\AMX PROPOSALS\2004 going forward\In Process\City of Fort Collins, C... 10/10/2006
Status Report Page 2 of 2
-schedule Tools Releases 8.96.E1 in multiple foundation for week ending 10/28/06
Describe Non Billable Work
Date Worked Work Order Hours Worked
Total Hours Worked
Client Signature/Date
CSIMFEED
•ANTMMA
P.O- Box 5030$ -Idaho Falls, !CJ 83405 • Phone: 20$.523.3671 • Fax: 20$.823.36$3 • wrww.a mxina.com
file://\\IdadcOI\marketing\AMX PROPOSALS\2004 going forward\ln Process\City of Fort Collins, C... 10/10/2006
Table of Contents
Section Page
Executive Summary ............................................................................................. 1
CompanyExperience........................................................................................... 2
References.......................................................................................................... 6
PricingOptions.................................................................................................... 8
ServiceLevel Issues............................................................................................. 9
OtherQuestions.................................................................................................10
Appendix............................................................................................................13
Sample Weekly Status Report
AMX Customer Support Policy
Resumes
Polaris Implementation Approach
Sample Engagement Letter
This proposal is being provided to City of Fort Collins for their exclusive use in conjunction with the
preparation of a proposal for Remote Configurable Network Computing (CNC). This material is
confidential and should not be copied or distributed to any other party without prior approval from AMX
International, Inc.
All pricing and terms in this proposal will remain firm for a period of 90 days after the date of
submittal of this proposal.
AAMXi Table of Contents
�tlltfrl Rtlu.lA1
A,AN K Customer Support iCare
Now that I'm an AMX Customer, Where Do I Turn For Support?
Telephone - (877) 399-7020
Customer support available during regular business hours - Monday -Friday, 6 a.m. to 6 p.m. MST.
Critical issue assistance available 24 hours a day, 7 days a week.
Fax - (801) 887-7064
E-Mail - customercare@amxinc.com
Web - www.amxinc.com (click on "iCare" - password to be provided quarterly)
What Happens When You Contact Us
The Support Assistant enters your information into our call management system and assigns you a call number. This number
references all activity surrounding your issue. Make note of this number to ensure that we can access your call as quickly as
possible. A Product Consultant will then be assigned to your issue.
When you contact us, please have the following information available:
Customer Number
System Code or Product Name
Release Level
Program ID
Call number (if the call is open)
How Our Consultants Handle Your issue
The consultant assigned to your issue will make every attempt to address your issue on the initial contact. However, it may be
necessary for the consultant to do additional research or testing and get back to you. Once you have explained your issue, it will
be assigned a severity level. This severity assignment will determine the timing of the response and communication plan for the
reported issue.
Standard Severity - A standard level of severity applies to those situations or questions that do not require immediate
attention to maintain your system's operations. The following examples typify standard severity situations: (1) A program is not
functioning but a work -around is available and easily used. (2) Clarification or
guidance is required for use of product documentation or online help screens. (3)
The issue occurs in a test or non -production environment.
Priority Severity - A priority level of severity means: (1) The issue does not have
an immediate impact on your business operations, but if not resolved could impact
your long-term operations. (2) An available work -around may be labor- intensive or
cost -prohibitive over a long period of time, but could be an acceptable short-term
solution.
APM Customer Support
iCare
i_ttical Severity - A critical level of severity means that a material function of a licensed product
is: (1) inoperable and cannot be restarted, (2) subject to intermittent failures that occur so
frequently the function is rendered inoperable, (3) having a substantial effect on business
operations, with no existing work -around available.
You and the Product Consultant will close an issue when no further action is required. The
following examples are typical of when issues are usually closed:
Issue Resolved
Workaround -Occasionally, there is no direct resolution to an issue, but a
workaround will bring satisfactory results.
SAR Defect or Enhancement Initiated
The following terms define AMX's roles and responsibilities
Ass star ce :v th error messages - If you encounter job logs or error messages, Support Consultants are available to help you
interpret the messages and answer your questions so you can continue your operations without further interruption.
"arlI cat on on progra:i function - You may encounter difficulties if you try to use the software in a manner in which it was
not designed to function. A Support Consultant will clarify the appropriate functions and steer you away from deviations.
When you require in-depth functionality training, the Support Consultant will refer you to PeopleSoft or AMX Education
Department to schedule training sessions at your convenience. Support Consultants cannot deliver such instruction during
your support issue.
uai fication on system .apabilities and features - If you have an idea about resolving an issue when you contact us, a Support
Consultant can help you determine if the proposed solution is feasible. If not, the Support Consultant will direct you to the
appropriate field or training resources.
IsoVation of suspe-ted defects and SAR subm`ttal - If you suspect the software is not operating as the documentation
indicates, a Support Consultant will work with you to test the suspected issue. If the condition is duplicated, the Support
Consultant enters a SAR into the online tracking system to request a fix.
.s.<:r ce „ith interpretation of system doconrentatier -Support Consultants are well trained to provide clarification and
assistance of the system documentation.
hr,.;: !ssi Hrjuh ear to di a,tcos s - When a Support Consultant is assigned to your Issue, every attempt Is made
to address your issue on initial contact. Sometimes this will include using remote diagnosis to determine your issue and
provide rapid information solutions.
Facilitate knowiedge sharing - AMX will provide Web Conferences on current topics of broad interest.
Issue escalation mar agerr.ent - Our staff serves as a liaison with our development team to analyze the software issues you
may encounter and provide software updates to you when warranted.
OAt'J. WCustomer Support Ware
What is not included:
011 ;re training - Support does not include in-depth training over the phone. If a Support Consultant determines that the
phone call is for training purposes, the Support Consultant reserves the right to bill (on a time and material basis) the
Customer for the time spent on such training at the then current AMX consulting rates.
. ssistarcc in the development of cuslornizatMl of the system - Support does not include assistance in developing your
specific customization requirements. Depending upon the nature and complexity of the consulting request, the Customer will
be referred to the AMX Services organization, Services can be provided but will be billed at the prices provided in the most
current services price list.
Assistance, .Ajith the installation and configufatior, of hardware including, but not limited to computers, hard disks, networks,
and printers - Support does not provide these services.
In'orr-riat,on and assistance on technical issues related to the installation, administration, and use of non-PeopleSoft or AMX
ena`blino techt nlcgies such as databases, computer networks, and comr-,unicatons - Support does not provide these services.
AMX Kare features and benefits:
Uus,orler Self-ser✓ice e,ection:c support, 24 hows a day, 7 days a weeK (24 x Documents are available in English only
and include information updates, tech flashes, breaking news, knowledge base documents, and the ability to log an issue and
view existing issues in the issue database.
Access to softwarp. updates - These updates include major releases, cumulative updates, service packs, untested quick fixes,
ESUs, ASUs, and code -change documents.
Access to "Hot Topics" Wob discussion groups - You can take part in an AMX or PeopleSoft Webinar. These online "how-to"
seminars allow you to interact with AMX Support Services experts on issues that surface regularly in your working
environment. One connection is provided,
P'OaCtiVe communications - Using interactive Web applications, we'll pass on valuable information about your AMX and
PeopleSoft software. We'll keep you informed about fixes, late -breaking news, updates for specific applications and more.
leephcll,.e support coverage - AMX iCare provides local customer support during regular business hours - Monday -Friday, 6
a.m. to 6 p.m. MST.
ln]14 response times - Issues received through telephone, the Web or e-mail receive an initial response from AMX within four
business hours.
Remote diagnosis - The AMX consultant assigned to the issue will assess each situation to determine those issues where
remote diagnosis would benefit you by saving you time and money.
Softy✓are deployment Planning services - We'll partner with you to make your
deployment process the best possible experience. Knowing your plans, and who your
contacts are will arm us with the necessary tools to provide you with proactive
information throughout your deployment. To accomplish this, one of our support
consultants will give you a pre -deployment call to discuss our plans, any known issues,
and provide an assessment report with appropriate support considerations.
AANIX pp
�.,.,..Customer Support iCare
Log arl issue You can do so via the web through AMX's website at www.amxinc.com.
AMX iCare is yet another strategic offering that enables AMX to provide our customers with complete enterprise solutions. With
AMX iCare you are certain to have the ongoing support necessary for a successful enterprise software solution. AMX's quality
consultants have been trained and certified in Oracle's JD Edwards and have expertise in resolving complex to simple software
support issues. Let the experts at AMX help make your AMX and Oracle's JD Edwards software solution a success!
iCare Inquiries:
AMX Customer Support
Customersupport@amxinc.com
877-399-7020
IMIX
in to rn a tl on a
Corporate Headquarters:
P.O. Box 50308, Idaho Falls, Idaho 83405
Phone: 208.523.3671 • Fax: 208.523.3683 • www.amxinc.com • amxinfo@amxinc.com
The materials contained herein are summary in nature, subject to change, and intended for general information only.
AMX InternationalTM is a registered trademark of AMX International-rM. The names of all other products and services of AMX InternationalTM
used herein are trademarks of AMX InternationalTM. All other product names used are trademarks or registered trademarks of their respective owners.
Background
Hr. McIntyre has eight years experience in information technology with more than five years in
-ligh Electronics and five years with JD Edwards Enterprise0ne software. His background includes
ietwork configuration, system administration and database management with expertise in
nterprise0ne installations, upgrades, administration, security, and troubleshooting.
Business Administration — Business Computing Co -Op Diploma, Capilano College
Microsoft Certified Systems Engineer
Microsoft Certified Professional + Internet
Ivant Experience
AMX International (Idaho Falls IDl — CNC Technical Consultant
Mr. McIntyre is responsible for the installation, upgrade and maintenance of PeopleSoft Enterprise0ne for his client
base. In addition, Dan provides remote support for many clients such as installing ESUs and service packs,
package builds, object promotion and troubleshooting. Dan's extensive experience with database and web
applications enables him to assist clients in quickly and effectively deploying the Enterprise0ne HTML client.
Hi Fibre Textiles (Sugoi) Ltd (Vancouver, SCl — OneWorld CNC DBA Network Administrator
In this capacity Mr. McIntyre was in charge of the technical aspects of OneWorld, CNC, Systems Administration,
Database Administration, Package Management and supporting Microsoft Terminal Services with Citrix Metaframe.
His responsibilities also included implementation of new technologies, network administration, hardware selection
and configuration, user support, and user training.
Health Management Resource Group (Vancouver, BCl Network Administrator
Mr. McIntyre was responsible for the setup, configuration and maintenance of a Microsoft NT Server designed for
Internet connectivity, Microsoft Exchange, Microsoft Proxy Server.
Jaciston Phillips Services (Coauitiam BC) Systems Administrator
Mr. McIntyre was responsible for the setup, configuration and maintenance of a Microsoft NT Server designed for
hosting of customer websites. He acquired leadership skills through working in a team environment.
Weizel & Associates Ltd (Winnipeg MN) — Independent Contractor
In this capacity, Mr. McIntyre developed and maintained the client's web site and interactive catalogue. He was
solely responsible for the design and implementation of the aforementioned tasks.
JD Edwards Experience
• Architecture and CNC
• Change Management(OMW)
• Installations and Upgrades
• Java Application Server
• Migrations
• Package Management
• Performance Monitoring and
Tuning
• Security
• Software Updates (ESU/ASU)
• System Administration
• Training
Industry Experience
• High Tech Electronics
• HR/Payroll
• Manufacturing
• Public Sector (3 Years)
• Sales/Distribution
Config/Tech Experience
• Windows NT, 2000
• MS Access 97, 2000
• Windows Terminal Servers
• Citrix Metaframe
• Internet Information Server
• Remote Connectivity
(RAS/VPN)
• Exchange Server
• Systems Management Server
• SQL Server 7.0, 2000
High Availability, Clustering,
Load Balancing
Client References
• American Licorice
• Amylin Pharmaceuticals, Inc.
• Aradigm Corporation
• Blue Cross of Idaho
• Blue Heron Paper
• Central Puget Sound Regional
Transit Authority
• Chinook Winds Casino
• City of Bellevue, WA
• City of Kent, WA
• City of Oceanside, CA
• City of Rochester Hills, MI
• City of Westminster, CO
• DisCopy Labs
• Distribution Control Systems
• Fairbanks Northstar School
• Golden Ram
• Hi Fibre Textiles (Sugoi)
Ltd.
• Illumina Inc.
• Jackson County, OR
• Jefferson County, CO
• Larsen Farms
• Metawave
Communications
• Nautilus Group Inc.
• North County Transit
District
• RS&I, Inc.
• Serveron Corporation
• TelalAska, Inc.
• The Weitz Company
• University of Washington
• � Cgitafjpd
PMeaaFaeul
/"fox 1 Appendix - Resumes
Background
Mr. Rybowiak is a highly innovative, goal -oriented professional with solid JD Edwards CNC
experience. He has 20 years of experience implementing technology solutions for clients. Mr.
Rybowiak developed technical classes for installing, configuring, and maintaining OneWorld
implementations. He has worked onsite assisting clients in installing and reconfiguring OneWorld
to best meet their business needs. He is very organized and possesses the ability to manage
multiple technical projects and meet deadlines. Mr. Rybowiak has an outstanding record of
achievement in troubleshooting and resolving Enterprise0ne client issues. Metropolitan State
College — Bachelor of Science, Management and Information Systems
• Certified OneWorld Installer NT B73.2
• Certified OneWorld Installer UNIX B73.2
• Certified OneWorld System Configurator B73.2
Selected Relevant Experience
AMX International, Inc. (Idaho Falls, ID) — Senior Technical Consultant
As a Senior Technical Consultant, Mr. Rybowiak has handled all CNC tasks/issues from initial install through go -live
(NT/MSSQL). He has assumed CNC responsibilities after the initial install for Financials Procurement, and Payroll
go -live (AS/400 coexistence with OneWorld Xe). Mr. Rybowiak has rebuilt production and prototype environments
after database integrity issues were found. He is proficient in troubleshooting performance issues caused by
database configuration/settings. He has also taken 2 clients from World and migrated them to OneWorld Xe.
J.D. Edwards World Solutions Comoanv (Denver, CO) —
Senior Technical Consultant - In this capacity, Mr. Rybowiak performed CNC services at various client sites,
including OneWorld upgrades, updates, package builds, environment creation and modification, JAS server
installations and troubleshooting. He was the lead technical consultant on internet architecture issues and
supported business partners/clients on critical issues that could not be resolved, both onsite and remotely. Mr.
Rybowiak assisted in interviewing new technical consultants. He organized and presented advanced product
training on various topics (OMW, package builds, etc.) to co-workers and business partners.
Technical Training Analyst - Mr. Rybowiak was responsible for writing and maintaining OneWorld technical
training classes, specifically in the Installation and Configuration areas of OneWorld: Maintained sections of the
System Administration and System Installation classes, Co -wrote the Java Server Installation class, and
Transformed/rewrote the existing stand-alone Software Mods class to a client -server class. He taught technical
classes to clients, employees and business partners.
Commerce Clearing House (Denver, CO) — Technical Su000rt Consultant
As a Technical Support Consultant, Mr. Rybowiak supported clients in both tax research and tax preparation
software.
ID Edwards Experience
• CNC services including:
• Enterprise0ne
Interoperability Solutions
• Enterprise0ne Package
Ma nagement/Deployment
• EnterpnseOne Software
Modifications &
Deployment
• Enterprise0ne System
Administration
• Enterprise0ne upgrades,
updates, package builds,
environment creation and
modification,
JAS server installations
and troubleshooting
• Wrote and maintained
EnterpriseCne technical
training classes for
Installation and
Configuration areas of
Enterprise0ne
Computer Skills
• Operating Systems:
Windows NT, Windows
2000, OS/400, UNIX, Sun
Solaris
• Software/Languages:
Oracle, Microsoft, SQL
Server, HTML, Java,
WebSphere 3.5, IIS
• Tom: OneWorld Toolset,
Microsoft Frontpage
Industry Experience
• Public Services
• Industrial Fabrication &
Assembly
• Consumer Packaged Goods
• Transportation
Client References
• Adams County, CO
• American Heart Association
• Amgen Inc.
• Central Puget Sound
Regional Transit Authority
• Chinook Winds Gaming
• City of Bellevue, WA
• City of Fort Collins, CO
• City of Lakewood, CO
• Coty of Overland Park, KS
• Illumina Inc.
• Jefferson County, CO
• Lavi Industries
• Montgomery County
DHHS, MD
• Montgomery County
DLC, MD
• New York State Bridge
Authority
• Robert Mondavi Winery
• SCO Family of Services
• The Weitz Company
• Woodside Group Inc.
AIN 2 Appendix - Resumes
111111 It I S. P.'I
Background
Mr. Hescheles has more than twenty years experience in systems integration, database
development, technical support, computer operations, and product management. He has created
successful applications in customer management, supplier management, sales forecasting, order
entry, inventory control, and financial management.
University of Colorado, Master of Science in Information Systems, Denver, CO
Northern Michigan University, Bachelor of Science in Business Administration, Marquette, MI
J.D. Edwards OneWorld Technical Curriculum, Microsoft NT/W2K Server, Visual Basic for
Applications, Structured Analysis and Design, Object Oriented Analysis and Design
Selected Relevant Experience
AMX International, Inc. (Idaho Falls, ID) — Industry Specialist
Successfully installed and configured JD Edwards EnterpriseOne ERP software for more than 30 clients. Database
administration provided for clients using SQL Server 2000, Oracle 8i, and Oracle 9i. Skilled at JD Edwards CNC
Architecture Analysis and Design for large enterprises. Experienced in configuring JD Edwards EnterpriseOne Web
Server and IBM WebSphere software. Technical project management experience providing leadership on large
public service installations. Facilitated technical installation and upgrade planning sessions.
Altitude Systems. Inc. (Boulder. CO) — President/Developer
Designed, created, and modified a work reporting system at AT&T using MS Access 7.0, MS Developers Toolkit, MS
Access 97, MS Access SQL, and Visual Basic 4.015.0. Modified the TSALMail application with Visual Basic 4.0 to
perform automatic application upgrades and sent technical support work information to an Oracle7/Sun database
system at AT&T. Created the 'Dashboard' application using Visual Basic 4.0 and Global Majic Software ActiveX
controls for graphic display.
Continuous Computing. Inc. (Boulder, CO) — Application Developer
Developed a work reporting system for over 250 technical support field engineers at AT&T with MS Access 7.0 and
Visual Basic 4.0. Created a custom Proforma Report Generator integrating Access 2.0, Excel 5.0, and Word 5.0 at
Security Capital Trust Investment. Project managers used the system to develop and make decisions on $10
million 'build -to -suit' commercial properties. Provided network -consulting services installing and configuring MS
NT Server and participated in Microsoft NT Server product certification training.
JD Edwards Experience
• Architecture and CNC
• Configuration Planning and
Setup
• Enterprise Report Writer
• Installation/Upgrade
• JDE Web Server Installation
and Configuration
• Technical Foundation
• Tools Development
Other Experience/Skills
• Microsoft NT/W2K Server
Installation and Configuration
• Hardware Platforms: AS/400,
HP9000, Intel, Sun Solaris,
Linux
• Database : DB/400, Oracle 8i
and 9i, SQL Server 2000, MS
Access
• Ooeratina Svstems:
OS/400, Microsoft W2K,
Unix, Linux
• Proarammina Lanauaae
C, C++, Pascal, COBOL,
Visual Basic for Applications
• Case Tools: Excelerator
• Data Modeling: ErWin,
BpWin
• Windows Development:
Visual Basic 4.0/5.0
Enterprise
Industry Experience
• Pharmaceutical
• Public Services
• Retail/Recreation
• Technology
Client References
• American States Water
• Amgen
• Atlas Copco Wagner
• Banc of America/Nations Banc
• CCL Label
• City of Fort Collins, CO
• City of Kent, WA
• City of Lakewood, CO
• City of Rochester Hills, MI
• City of Thornton, CO
• City of Westminster, CO
• Continuous Computing Corp
• Denver Water Board
• Distribution Control Systems
• Douglas County, CO
• El Paso County, CO
• Fairfield Properties
• Gowan
• Idaho Timber Corporation
• Inhale Therapeutics
• Jackson Enterprises
• Jefferson County, CO
• Kansas Pipeline
Operating
• King County Library
• Larsen Farms
• Montgomery County
DHHS, MD
• Montgomery County
DLC, MD
• Nomadix
• OZ Technologies
• Roseburg Forest
Products
• SCO Family of Services
• TrueTime
• Wagstaff, Inc.
• Washtenaw County
• Wiginton Fire Sprinkler, Inc.
/j M 3 Appendix - Resumes
I i I e e n d t; o n t.
Background
Mr. Mahon has over twenty years of General Accounting, Payroll and Human Resource experience.
He created and supported interfaces between various time/attendance systems and numerous
payroll packages. He installed, supported and trained a line of PC -based fund accounting software.
Mr. Mahon managed the accounting/payroll system for a large nonprofit organization.
B.S. Social Sciences/Office Technology - Eastern Michigan University
Relevant Experience
+1••GI IIP•IV IIVIi 1O•n •auanu rull� aV 1 — Jenlgr AODIICBLI00S GOnSUltant
Mr. Mahon is an Industry Specialist in both JD Edwards World and EnterpriseOne product suites with an emphasis
in the Payroll and Human Resources modules. Mr. Mahon's primary responsibilities include training and
implementation of Payroll, Human Resources, Human Resource Benefits, Employee Self -Service, Compensation
Management, Performance Appraisal, Report Writing, General Ledger and Accounts Payable modules for various
clients around the country.
Integrated Design, Inc (Ann Arbor MI) — Technical Support Analyst
Mr. Mahon's primary duties included the creation of interfaces between Kronos/Simplex Time and Attendance
Systems and over two hundred different payroll software applications. His duties also included support of vendor
representatives and end users, both pre and post sales.
MicroArizala Svstems, Inc. (Ann Arbor, MI) — Senior Technical Analyst
Mr. Mahon's primary duties included: trained new and existing customers on FundBalance Software; provided
technical support of all FundBalance applications; managed new customer account implementation planning and
consulting to attain a high degree of customer satisfaction; taught new and existing employees in various
software packages; performed quality tests of client data; managed and maintained Technical Support
Department schedule of client classroom and onsite training; assisted in product development, including system
design, documentation and product testing.
B'nai B'rith Hillel Foundations (Ann Arbor MI) — Comotroller
Mr. Mahon's primary responsibilities included: supervision of accounting practices of over thirty independent
student organizations; day-to-day financial operations including general ledger, payroll, payables,
reconciliation/control of accounts and budget preparation, maintaining and troubleshooting a small MacIntosh
computer network.
]D Edwards Experience
• Payroll
• Human Resources
• Human Resources Benefits
• Employee Self -Service
• Compensation Management
• Performance Appraisal
• General Accounting
• Accounts Payable
• Common Foundation
• Report Design Aid
• Address Book
Industry Experience
• Public Services
• Schools and Universities
• Government and Non -Profit
Agencies
Client References
• Alcosan
• Aretech Information Services
• Beringer Blass Wine Estates
• Blue Heron Paper
• Calhoun County, MI
• Central Puget Sound
Regional Transit Authority
• City of Amarillo, TX
• City of Bellevue, WA
• City of Fort Collins, CO
• City of Kent, WA
• City of Redmond, WA
• City of Rochester Hills, MI
• Community Consolidated
Schools #15
• Fairbanks Northstar Schools
• Fond du Lac County, WI
• Guam Power Authority
• Haooen Foods
• Haskell Corporation
• Hillsborough County
Sheriff's Office
• Jackson County, OR
• JDE Atlanta Training Center
• JDE Chicago Training
Center
• JDE Costa Mesa Training
Center
• JDE Denver Training Center
• JDE Houston Training
Center
• JDE New Jersey Training
Center
• King County Library System
• LOGIS
• Melaleuca
• Metropolitan Airport Commission
• Montgomery County DHHS, MD
• Murphy Oil Corporation
• O'Chadey's Inc.
• Orion Power Midwest
• SCO Family of Services
• TelAlaska, Inc.
• Washburn County, WI
• Washtenaw County, MI
• Worthington Cylinder
Other Experience/Skills
• Comptroller
• Training
Appendix - Resumes
Background
Ms. Bragg has over twelve years experience demonstrating, consulting, training and managing
implementations of JD Edwards software including General Ledger, Accounts Receivable, Accounts
Payable, Project Accounting, Fixed Assets, and Procurement with over 20 years in the public sector.
Her experience involves a comprehensive and unique combination of sales, business and technical
skills.
• Troy State University, Bachelor of Science — Accounting/ Business Administration
• Boston University - Graduate courses in Business
Relevant Experience
AMX International Inc (Idaho Falls ID) Senior Consultant and Proiect Manager
Ms. Bragg provides consulting services to clients in the Financials area of JD Edwards software. These services
include General Ledger, Accounts Receivable, Accounts Payable, Project Accounting, Fixed Assets, and
Procurement as well as others. She serves as a Project Manager and lead consultant at the Client sites.
3.D.Edwards World Solutions (Denver, CO) — Various as listed
Senior Solution/Marketing Consultant - Ms. Bragg provided presales support by incorporating industry
knowledge and experience to perform product demonstrations of J.D. Edwards products and solutions,
completing RFI's, and RFP's, conducting site surveys, and presenting site survey analysis. She worked with the
team to formulate effective teaming and sales strategy.
Proiect Manager — Ms. Bragg was responsible for managing implementations and contributing to the
achievement of client satisfaction, employee satisfaction and financial goals by being an expert resource for
product development, consulting, and training in post -sales activity. She ensured that all project milestones and
deliverables were completed efficiently and accurately.
Senior Consultant for the implementation of the financial and procurement modules. Provided specialty
consulting support to clients, affiliates on J.D. Edwards software, and conducting training classes.
City of Fayetteville (Fayetteville NC) — Manager of Accounting
Ms. Bragg managed a staff of 13 employees and supervised the accounting division in general ledger, accounts
receivable, credit/collections, and accounts payable departments. She developed and maintained a City-wide
accounting system; established accounting policies, methods & procedures; prepared instructions, directives &
manuals on accounting system; and prepared financial statements. She was the project team leader for the
implementation of the J.D. Edwards general accounting, accounts payable, and accounts receivable (including
Quadrant cash receipting interface) applications.
US Government Civil Service
Director of Resource Management — Budget
Analyst
In this capacity, Ms Bragg was responsible for day to day budget management and budget reporting. She also
briefed program managers of cost estimates.
JD Edwards Experience
North Carolina Electric
• Accounts Payable
Client References
Membership Cooperative
• Accounts Receivable
• American Heart Association
• Fixed Assets
• Ann Arundel County, MD
Awards/Other Experience
• General Accounting
• BellSouth Cellular, Inc.
• JDE National Consultant of the
• General Ledger
Caddo Parish Sheriff's Department, LA
Year — Public Sector 1997
• Procurement
City of Danbury, CT
• JDE Consultant of the Year — South
• Project Accounting
City of Fayetteville, NC
Region 1996
• City of Orlando, FL
• Performance Award — US Civil Service,
Industry Experience
• Lee County, FL
Directorate of Resource Management
• Mortgage
Hillsborough County Sheriffs Department, FL
• Summa Cum Laude —Troy State
• Public Services
Metropolitan Government of Nashville &
University
• Software Sales/Service
Davidson County, TN
• US Civil Service
Montgomery County DLC, MD
A�5 Appendix- Resumes
I1��/ 1NI I I4".
1 AMX
Polaris Implementation Approach
Overview
CERTIFIED
PARTNER
Executive Summary
October 13, 2006
Ed Bonnette, CPPB, C.P.M. Buyer
Purchasing Division
City of Fort Collins
215 North Mason Street
2ntl Floor
Fort Collins, CO 80524
RE: REMOTE CONFIGURABLE NETWORK COMPUTING (CNC)
Dear Mr. Bonnette:
AMX International is pleased to submit this proposal to provide Remote Configurable Network Computing
(CNC) support to the City of Fort Collins. This includes any necessary project management services,
application consulting, technical consulting, software installation and training that you may request.
AMX has worked consistently with the City since 1997 on a variety of JD Edwards projects. This includes
Application, Position Control, CNC and Payroll Consulting as well as a Needs Assessment. We are proud
to say we have provided 5,474 total hours over these years which we feel shows our dedication and a
unique perspective to the City of Fort Collins and your success with your JD Edwards Software. AMX
currently has Frank Mahon onsite at City of Fort Collins proving Human Resources application support.
As a breakdown we have provided:
5049 hours of Financial, Payroll and HR consulting services
66 hours with EAM
202 hours of Enterprise0ne technical support
157 hours of CNC support
AMX International has also sold and provided JD Edwards software support to other members of the
Colorado MAPO including Jefferson County.
With nearly 100 consultants dedicated to JD Edwards consulting and being the recipient of numerous JD
Edwards Business Partner of the Year Awards, AMX International is uniquely qualified to serve on this
important project. As you know, Oracle has long been an industry leader in providing advanced
integrated software solutions companies such as City of Fort Collins. We appreciate this opportunity to
describe how we can assist City of Fort Collins in your efforts to improve the functionality in your existing
system to allow you to further enhance your investment in JD Edwards' software.
I will be your main contact with AMX. If you have questions or would like clarifications regarding our
proposal I can be reached at 303-751-0445.
Sincerely,
Aaron Webb
Sr. Solution Manager
AAM 1 Executive Summary
Table of Contents
Introduction.................................................................................................. 3
Step1: Define......................................................................................... 5
Step2: Train........................................................................................... 8
Step3: Model.......................................................................................... 9
Step4: Configure...................................................................................13
Step5: Go Live.......................................................................................15
Step6: Refine........................................................................................19
ProjectManagement....................................................................................20
Project Team Roles and Responsibilities........................................................21
TechnicalPlan...............................................................................................27
Conversion and Interface Plan........................................................................33
Project Team Organization Chart....................................................................39
Change Management Methodology.................................................................40
Lessons Learned..........................................................................................46
!f e� 2 Appendix
♦ ���, ; „ Poians Implementation Approach
Introduction
AMX International follows the Polaris Implementation Approach to successfully implement ERP software.
Our primary objective is to put forth our best effort to help clients achieve their business objectives
rapidly, economically and predictably.
Polaris is a six -step process used to ensure successful implementations and upgrades. By understanding
this approach, you can feel secure in knowing what is scheduled to happen in each phase. The beauty of
Polaris is that it is flexible enough to be tailored for any type of implementation. This includes an
accelerated implementation approach if getting up to speed quickly is critical. This enhances your "time
to benefit" and can be accomplished using JD Edwards automated configuration tools, industry specific
templates and web -based training. And, this is all done within the existing structure of your JD Edwards
architecture. Our skilled consultants and managers are familiar with all of these tools and know how to
make them work for your implementation.
The strength of the methodology is in the proven success rate in delivery of on -time and on -budget
solutions. This methodology offers a wide range of flexibility at each step in the process. For example,
the ratio of client versus consultant support can vary based upon the expertise and availability of each of
your team members. Likewise, the level of AMX involvement in conversions, interfaces, end user
documentation, etc. can be easily altered to meet your requirements.
Much of AMX International's success as an organization is a direct result of our commitment to the AMX
Polaris Implementation Approach. Our team of expert project managers has extensive knowledge and
understanding of all aspects of a JD Edwards implementation to ensure that projects are successfully
completed on -time and on -budget.
AMX remains focused throughout the project upon effective knowledge transfer and an efficient
implementation to bring your system into production in the desired time frame. The following diagram
summarizes the primary implementation steps and the key deliverables associated with each activity.
The 6 steps of the Polaris implementation approach and their objectives are as follows:
1. Define will provide a successful project strategy.
2. Train is accomplished by training on the software.
3. Model simulates the future system (both software and procedures) in a prototype
environment.
4. Configure performs necessary programming and preparation for production.
S. Go Live! Is placing the system in production.
6. Refine provides for continuous process improvement and reviews.
/A\AMu 3 Appendix
-I . , „ , , , u , , Polans Implementation Approach
Train > Model
Go Live > Refine
Polarisalso spells out project roles and responsibilities for both AMX International and our customers. As
an example, Polaris recommends a Train the Trainer approach whereby customer project team members
receive formal JD Edwards training. This training along with the knowledge gained during the hands-on
testing phase will provide your staff the knowledge necessary to train your end users. Our overall
estimate and assumptions are based on utilizing the Polarisapproach and role definitions. At the end of
this document are examples of typical roles and responsibilities using the Polaris Implementation
Approach. Again, remember that these can be easily modified based on your organizations available
resources, skills, budget, etc.
The Polaris Implementation Approach is just one aspect of our overall implementation philosophy. Our
philosophy is directed towards establishing a firm understanding of your needs, available resources and
budget so that we can develop a successful work plan that's right for your organization.
The Polaris Implementation Approach methodology allows you to:
Set realistic expectations
y Minimize risk
y Enhance end user knowledge of the software
Effectively utilize resources to complete the project
Resolve implementation issues
Reduce implementation time
While variations will occur with each implementation, the methodology has a common set of
prerequisites, activities and deliverables.
AM" 4 Appendix
. 1 1, 1 1 u „ . Polaris Implementation Approach
Step 1: Define
This step is the initial start-up of the implementation project. It is designed to identify the organization
and resources needed to successfully complete the implementation on time and on budget. The
following activities encompass the key tasks and deliverables to be accomplished:
Document expectations to measure the projects success
Define the scope of the project to focus the team's resources
Agree on timing (phase) in which application will be implemented
Prepare a preliminary workplan of major tasks
• Schedule team training
• Estimate the effort required to accomplish the tasks, and balance the resources available
Gain agreement of who is responsible for each task
AMX has identified certain milestones within the implementation process which are critical planning or
review points which require AMX International direct involvement and expertise to ensure the most
effective implementations. The following activities are the key components:
• Initial Scope and Requirements Meeting
Project Planning Meeting
• Post Prototype Review
Readiness Assessment
Each of these activities is described in more detail in the following pages. Each activity may vary in scope
and content depending upon the combination of licensed products being implemented; the level of client
software implementation experience, and the existing project strategies and phasing plans. The size and
scope of these activities will be determined in the Initial Scope and Requirements Meeting.
Key objectives of these processes are:
To ensure that realistic expectations are set
To provide smooth transition from sales cycle to implementation cycle
• To provide for early identification of project risk
To provide checkpoints to ensure project is on schedule
• To promote successful implementations and client satisfaction
* �+�/ 5 Appendix
. , „ „ , 11� Polaris Implementation Approach
1. Initial Scope and Requirements Meeting
The Initial Scope and Requirements Meeting is typically a one to two day event that occurs after software
demonstrations and before the License Agreements are finalized. The primary purpose of the event is to
introduce the Polaris implementation approach, begin identifying project scope, timing and resources,
and to develop estimated work efforts and project implementation costs.
Balance Project Triangle:
• Time
• Scope
• Resources
The workshop will be divided into the following sections:
Overview of Polaris Implementation Approach
- Po/arisImplementation Approach
- AMX Project Management Office role
Definition of Project Scope
Applications to be implemented
- Known concerns, constraints and issues
- Organization structure and departments affected
- End users to be trained
Merced County Project Team
- Project team structure, members and time commitments
- Project team member roles and responsibilities
- Project team training plan
Implementation Approach
- Phasing and roll out strategy
- Project timeline
Technology and CNC Approach Overview
CNC Components and Requirements
- Deployment Server (Required)
- Enterprise Server (Required)
- Client Workstations (Required)
- Windows Terminal Server (Optional)
- Web Server (Optional)
Question and Answer/Wrap Up
ANAI NX 6 Appendix
, „ , , , „ „ n Polaris implementation Approach
2. Project Planning Meeting
This is usually a two to three day event that picks up where the Initial Scope and Requirements Meeting
left off. The meeting takes place shortly after AMX has been selected and the contract completed.
During this event AMX International resources will be on site with your project implementation team. The
meeting is a formalized and structured event that serves as a project kickoff. The goals of the event are
to finalize project strategy, project resources, and project scope and to finally develop a high level
implementation plan.
Your key project team members should be in attendance and will assist in building consensus on your
business issues, concerns & constraints, and the workplan and staffing for your implementation.
The AMX International facilitator, which is very experienced in software implementations, will insure that
consensus among the team members is reached.
3. Post Prototype Review
This is a critical project milestone. After completing this implementation step, and before continuing with
technical work and the remaining project steps, it is imperative that all issues coming out of the Model
step are analyzed to determine the impact on the remaining schedule.
Experienced AMX International consultants will work with your project team addressing these issues and
reviewing the project plan to ensure all activities and timeframes are accurate and will lead you to a
successful implementation. The results of these sessions will be documented by your client manager in
the form of an Implementation Strategy Document (ISD). This process takes two to three days to
complete and a written report is issued outlining the results of our analysis.
4. Readiness Assessment
This event answers the critical question, "Are we ready to go live?"
AMX International consultants perform an in-depth assessment of the project's status in the context of
your implementation plans and goals. This assessment addresses all areas of your implementation
project and open issues to identify risks when going live. A readiness assessment is performed for each
major phase and application group. Each one takes two to three days to complete and a report is issued
based on the findings and recommendations.
AAWW 7 Appendix
.., .. I a. I I N 11. Po/ans Imp/ementarion Approach
Step 2: Train
Training is an integral part of a successful implementation.
JD Edwards has built a training organization staffed with both full-time training professionals and field
consultants. The consultants add meaningful real -life client examples to the courses. Only certified
instructors lead classes. Trainers must successfully complete a rigorous training program prior to
becoming certified.
Given this commitment to training, JD Edwards has dedicated substantial resources toward developing its
training network. As a result, JD Edwards is able to offer hands-on classes in regional training centers
across North America.
Each of these facilities offer on -site computer resources, certified instructors and personalized attention.
In addition, AMX can conduct the same certified classes at your location. This is often preferable due to
the reduced cost of not sending your staff off -site for a week at a time. In addition, on -site classes can
be customized to your needs and we have the added benefit of arranging it so that the instructor will also
be your on -site consultant later. This adds to the overall efficiency of the training process.
1. Technical Training
Technical training covers both operational issues and JD Edwards technical issues. The JD Edwards
technical courses offer the new JD Edwards user an inside look at the application structure and
standards. This knowledge is critical whenever modifications to the software are necessary. For a
complete review of all JD Edwards courses and schedules, please visit the JD Edwards web site.
1. Core Systems Training
Core Financial Applications include General Accounting, Accounts Payable, Accounts Receivable, Address
Book and Report Writer applications. A thorough understanding of these applications is necessary
because of their interaction with other JD Edwards application software.
3. Industry Specific Training
Application training, just as in Core Training, is critical to an implementation's success. Client members of
the implementation team must have enough application knowledge to be able to identify set-up related
issues for testing the prototype scripts and final application configuration. AMX believes upon completion
of the implementation, users should have the knowledge to maintain their systems without on -site, day-
to-day support from AMX International.
U 8 Appendix
polaris Implementation Approach
Step 3: Model
Major Objectives of the Model Phase
The overriding goal of the Model phase is to facilitate a high level of knowledge transfer between the
AMX consultants and your project team. Three major objectives are identified and accomplished during
this phase of the implementation approach.
1. Give the team a clear understanding of how standard 7D Edwards software can fit their
specific environment.
Sales presentations, JD Edwards training classes, preliminary planning and product
documentation have given you a feel for the function and features of the software. The objective
is to focus on the specific way your organization chooses to run its business. Processing options,
soft coding, report writer options, etc. will be configured to emulate as closely as possible the
actual business operations.
2. Provide a forum for handling issues not directly addressed by standard JD Edwards software.
No package software will precisely match the way a client wants to operate its business. These
differences are usually proposed to be handled in several ways, as follows:
Workarounds Different keying sequences, menus or other aspects of the standard
software which, while not a precise copy of the current method, will
meet your needs.
Modifications: Changes to the reports, videos, processes or databases.
External. Developed and implemented concurrently.
Deferrals: To some late point after implementation
This step offers detailed reviews of the proposed alternatives showing how workarounds operate
further defining modifications and allowing the review of decisions to be deferred or externally
solved.
3. Provide a knowledge base to the project team for the requirements, which will need to be met
as the implementation proceeds.
JD Edwards products are delivered with user guides, on-line help, training and other tools to assist the
client. Beyond those, there are needs, which are normally met by the client during implementation.
Some examples are: User policies and procedures, changes in reports, and training end users.
Deliverables Within the Model Phase
1. Business Process Workshops
In the model phase, the implementation team will define, in detail, the functional requirements necessary
to solve the business issues identified in both the sales cycle and interview process. The interviews are a
series of predetermined questions specific to each JD Edwards application. Consultants experienced in
the public sector will conduct these interviews and become knowledgeable about your specific operations.
This knowledge is combined with the consultant's knowledge of our software and his past implementation
experience. The information obtained in this step will become the basis for development of the detailed
workplan.
f^X 9 Appendix
Polaris Implementation Approach
2 Detailed Work Plan Development
A workplan is a prerequisite for effective project administration and control. The workplan must clearly
identify all tasks to be performed and the personnel to perform them. A detailed workplan provides
the basis for reviewing the progress of personnel, reporting project status, and ensuring the
reasonableness of the original time estimates for each major project segment.
3. Create Prototype Scripts
Once the detailed workplan and functional requirements have been defined, the criteria for the prototype
test can be documented. The test, when fully completed, is designed to provide the implementation
team with a business prototype configuration.
4. Test Prototype Scripts in Model Environment
The overall concept of this step is to use standard JD Edwards software and actual client data in a
controlled environment to prototype the future business functions. The test is managed by a team
knowledgeable in specific products and client personnel that have completed ]D Edwards training. The
client personnel must also have a thorough knowledge of their business, and the capability to made
decisions about issues brought to surface during the functional analysis phase of the implementation.
The test is normally completed prior to detailed design and conversion planning phases of the project.
Steps In Testing Prototype System in a Model Environment
1. Select Sample Data
The first task to be completed in the test step of the implementation is the development of a test
data model. The implementation team will need to develop a database containing realistic test
data.
The data development must completely test crucial processing conditions identified for the test
model. For example, if a multi -level pricing discount structure is necessary in order entry, we
need to create customer orders to completely test the established pricing structures configured
during software setup.
2. Set Up Systems Constants
This task deals with system configuration, or switch setting. The issues identified in this task
relate to one-time system set-up parameters such as the Automatic Accounting Instructions
(AAI's). Decisions based on these issues often become the basis for the establishment of user
procedures to be developed in later phases of the implementation. For example, the use of
batch data entry controls can be turned on or off.
Constants configuration will provide these people with their first real life hands-on experience
with the package. At this point, system ownership will really begin to accelerate.
3. Plan Coding Structures
Coding structure set-up is the third task in the test step of the implementation. The objective of
this task is to develop a comprehensive organizational reporting structure across all application
software modules purchased.
For example, decisions relating to cost center definition and consolidation need to be made.
Questions such as, which region does cost center A belong to? Do managers have cost center
responsibilities outside their formally defined regions?
A&W 10 Appendix
Polans Implementation Approach
4. Set Up Master Files
The fourth phase of the test addresses master file set-up issues. The team will identify the
appropriate master files, the appropriate fields on the master files and the proper terminology for
those fields on the master files.
S. Set Up Entry and Processing
The fifth step involves the actual set-up of the software in preparation for the execution of the
test.
The result of this task will be documented transaction entry and processing flow through the JD
Edwards applications. Menus will also be configured to meet individual user needs as indicated
by their positions within the organization.
6. Set Up Test Reports
The sixth task in the test step covers the identification and creation of reports. The objective is
to provide a reporting structure that is easily maintained while providing the most efficient use of
the report writers and CPU time to generate reports.
7. Perform the Prototype Test
The major activities of this phase are:
• To verify the fit of our software to your organization's needs
• To identify areas where our software might not fit, and to provide solutions to those
areas
• To develop procedure outlines
In addition, the Test Prototype phase will provide the first exposure to JD Edwards for most of
your organization's members. Eventual end users will be able to view and possibly process
transactions through the system. User buy -in at this time can begin to be established.
S. Review Test
An analysis of the results of the test is necessary to determine the degree of functional fit, tie
identification of potential modifications and the accuracy of the set-up completed.
9. Refine and Reprocess
This step covers the multiple iterations necessary to correct issues identified during the Prototype
Test phase.
10. Review and Accept Test
Upon completion of this final task, you will have obtained the approval of top management to
proceed to the next step. Solutions to fit issues will be described, and a workplan to implement
those solutions will have been established. Data conversion planning will also have been
completed.
From this task the workplan and cost estimate for the remaining implementation can be updated.
The project team will have a clear vision of what the final system should look like.
' 11 Appendix
Polaris Imp/ementaton Approach
Company Experience
Attach a brief history of your firm's experience in this type of business, including name, location, and
resume(s) of key person(s) who will be directly involved with this contract. Please include a summary of
your firm's experience in JDE Consulting and Remote Support, in particular.
Founded in 1988, AMX International is a leader in providing streamlined enterprise application solutions
for value -driven buyers worldwide. The Company is known for superior systems integration of JD
Edwards software applications. Over 500 customers have turned to AMX for the company's complete
solutions that integrate the industry's best vendor applications with highly cost effective implementation
consulting services, complimentary software products and custom development.
Consulting Services
AMX Products
Project Management
AMX IQ
Migration Services
AMX UtiligyTM
Technical Consulting
AMX PolicyProT"
Application Consulting
AMX PayPointTM
ASP Solutions
AMX eBill ePayTM
IT Services
Custom Develooment
Integration Solutions
Web Development
JD Edwards World
JD Edwards EnterpriseOne
Complementary Applications
AMX International is known for its superior systems integration of JD Edwards World and EnterpriseOne
applications, AMX WirelessTM — fully integrated mobile applications for the agile enterprise, AMX
Application AdaptersTM - a comprehensive suite of adapters that automate the integration of third -party
vendor applications and technologies, and AMX UtiligyTM - a pioneering next generation solution for the
utilities industry.
Headquartered in Idaho Falls, Idaho, AMX International operates a major development, training, and
customer care center in Salt Lake City, Utah that includes an EnterpriseOne lab. AMX also operates a
Resource Center designed to provide customers with a single source for project resource requirements
and access to information on our consultants including skills matrix, resumes and availability. Every AMX
customer receives value through the application of our complete enterprise solutions. Furthermore,
through the application of world -class digital project management solutions, we offer assurance that our
projects will be delivered on time, on budget, and at the highest level of quality.
AMX's consultants assess each project individually and oversee the delivery of services in the following
areas:
• IT Planning — customized to match the specific needs of clients, planning services from AMX
accommodate legacy systems as part of sophisticated, customized enterprise solutions.
• Implementation Services — unique application and technical knowledge and project
management services that deliver on -time and on -budget solutions for rapid return on
investment.
• Product Development — with JD Edwards as the backbone, AMX provides the interfaces
between essential software and system components, and the interoperability that makes it all
work together.
• Application Hosting — true end -to -end enterprise management from a team of ASP solutions
experts offering a complete package of hosted applications and seamless IT services with a
single point of accountability.
• Web Practice — strategic web development for the connected enterprise and quality web
related services integrated with the JD Edwards back -end.
Aa�Y 2 Executive Summary
ap4tt tt asti nak".
Step 4: Configure
Detailed data conversion, interface, and modification plans help ensure a smooth and orderly transition to
the new system.
1. Data Conversions
The conversion procedures are the main tools used to perform the work steps in the conversion plan.
Most of the procedures deal with the creation of conversion files, including the maintenance of new files
until the system is fully converted.
Other significant conversion procedures relate to control, backup and contingencies. Contingencies
outline the actions necessary if the system cannot be converted by the expected date.
AMX International prefers to work with your programmers as much as possible on data conversion
workplan tasks. A joint effort helps pass along our technical product knowledge to client technical
personnel. Upon completion of conversion programming, client personnel will have become familiar with
AMX International standards.
AMX International technical consultants will help define file field translations and suggest or design
conversion approaches. AMX International is prepared to provide the level of support requested by the
client.
1. Interfaces
Many projects include the need to interface one (or more) JD Edwards applications to non JD Edwards
software applications in order to meet the specific requirements of the implementation.
The design methodology used in modifications is the same as the one used here in interface design.
3. Modifications
Modifications may be necessary, and if so the project team reviews the functional requirements
developed in the system design and Model phases of the implementation, This review will identify a
programming sequence. Each technical analyst conducts a structured walk-through of the design. This
review ensures the design meets the functional requirements of the system, and the programmer
understands the technical requirements. Code and unit test of each modification will be followed with
complete documentation.
4. Develop Procedures
Successful usage of the new system requires that everyone is clear on how to perform the functions
(both functional and technical) on the new system. Procedures provide a guide for effective performance
and help to avoid mistakes that are made due to lack of knowledge of the new system.
5. Tune the Environment
During the Model phase, set-up was completed for a selected sample of your organization. Adjustments
to the model set up may result from issues that were identified and documented.
It is now time to begin setting up the entire production environment.
Completion of Master File Set up
Finalize AAI Set up
Finalize Processing Options
• Make Softcoding Changes
AA1WX 12 Appendix
t , . , Polans implementation Approach
Set up user specific menus, profiles and security
Set up complete reporting package
6. Train
End user training is conducted for the benefit of the day-to-day users or owners of the system. The
implementation team was trained prior to the Model phase. End user training occurs near the end of the
implementation, but prior to going live. Users will be trained in their environment with the software
configured to their organization's needs. Additionally, users will be trained to adhere to the policies and
procedures developed specifically for the new system. Finally, topics not pertinent to a particular group
of users do not have to be taught.
7. Test
The Integrated Acceptance Test is really comprised of three tests: the Integration test, the User test and
the Stress test. All three tests are designed to ensure modifications meet the functionality needed,
conversion was completed accurately, and user procedure development and end user training was
thorough.
The integration test must prove the new system performs according to the functional requirements and
specifications. It must also demonstrate cohesion between all the different application modules installed.
For example, have the Automatic Accounting Instructions been established correctly? Do the procedures
for end -of -day processing in sales order entry ensure the proper updating of the general ledger and sales
order entry history files?
The user test simulates the actual working conditions of the new system. Extensive user involvement in
this stage of testing provides the user with invaluable training in operating the new system. The test will
also uncover potential problem areas prior to going live. This involvement encourages the user and
operations personnel to complete their buy -in to the new system.
The stress test identifies potential bottlenecks in the system, and permits an analysis of how the system
can perform internally and in conjunction with other systems.
S. Conversion and Interface Methodology
The approach for data conversion and interface activity is driven by a 5-step approach, Planning,
Analysis, Design, Construction, and Delivery & Install. As described in the introduction to this section JD
Edwards EnterpriseOne interoperability architecture will provide you with a number of options to address
the projects data conversion and interface requirements. Depending on the volume of anticipated
conversion and interface activities, an AMX technical manager will be assigned to manage the technical
projects related to this activity. To insure success AMX will require the support of your technical staff
that are familiar with the data base structures as well as project team members that are familiar with the
data itself. During the Project Planning Meeting we will identify "owners" for each of the interfaces that
will be part of the project. Additionally, at that time, we will identify which files will require conversion
and what the appropriate volume of data is for each file to be converted.
/ rAINX 13 Appendix
n l e . n d , .... 4 Polans Implementation Approach
Step 5: Go Live
The objective of this step is to begin using the new system in the day-to-day operations of your
organization. This requires that all the processes be in place to ensure success and to minimize the
impact on your critical business functions.
Going `live' is a process of making sure that all preparations are completed and working through any new
issues that arise. AMX International is very supportive of your team at this time.
The tasks include: contingency planning, complete end user training and final data conversion.
Users will take control of the system and its support on a day-to-day basis. The users will begin to use
the ID Edwards response line to resolve software issues as they occur. AMX International consultants
will continue to be available if needed. However, the quality of the implementation can be determined
based on the amount of time the consultant is needed after going live.
An implementation wrap-up meeting should be held to review outstanding issues, determine a time frame
for resolving these issues and obtaining final project signoff. Other issues such as software reinstallation
and PTF installation should be addressed. AMX International consultants are available to assist in these
tasks.
14 Appendix
�, Polaris Imp/ementaPon Approach
Step 6: Refine
This step of the methodology is designed to focus on continuous business process improvement, help you
keep abreast of the JD Edwards software development process and to increase the economic value of the
software through upgrades.
Upgrading activities include: analyzing the new features, developing an upgrade plan, the upgrade itself
and training the users on the new features.
The periodic end -user and technology reviews will maximize your satisfaction through identifying areas
where your team can improve application of the software to your needs.
Conducting periodic system reviews six to twelve months after implementation and periodically thereafter
(i.e. annually) allows you to be sure they know how to make the best use of the software.
Reviews also ensure that changing business needs and weakness in the system are identified and
addressed. The review addresses both technical and application usage.
AAINX 15 Appendix
y y . I , v .. Polaris Implementation Approach
Project Management
AMX International offers complete Project Management services through Polaris- a powerful set of tools
to help guide our clients through the complex process of implementing, and evaluating enterprise
technology projects in the Internet age. Polaris represents a unique and comprehensive method for
customers to benefit from e-Business solutions more quickly and more easily than has ever been possible
with paper -based, decision support methods.
Digital Knowledge ManagementT"'
Polaris is a web -based digital knowledge management system that enables companies to administer the
many complex issues related to IT project management. Polaris empowers project managers to
navigate the implementation process quickly and efficiently, using precise budget controls, streamlined
communications, increased resource availability, and enhanced project status reporting.
AMX's Web -based Enterprise Implementation Methodology
Polaris complements the Implementation Approach using a set of proven industry standards, with
certified project managers, to ensure rapid implementation, on -time and on -budget delivery, and
immediate return on investment. Our implementation approach provides sound solutions that are custom-
tailored to clients' specific needs, while meeting JD Edwards' rigid specifications and standards of quality.
Polaris features the following on-line implementation tools for clients:
• Polaris Implementation Methodology — proven techniques for successfully implementing
enterprise systems
• Project a -Room — on-line project management tools.
• Remote Control — our ability to provide clients with off -site consulting services and value -add
solutions.
• Status Reporting — on-line project status reports.
Secure access to Polaris is provided through AMX International's Web site and login procedures. When in
Polaris, clients, consultants and partners have user -defined on-line access to their specific project
information including project plans, budgets, project status, project team, issues log, and plan to actual
reports.
/AA 16 Appendix
rt 1 � Y � . l I. . Polans Implementatlon Approach
Application Project Team Roles and Responsibilities
One of the important facets of any implementation is a crisp delineation of the roles and responsibilities
assigned to everyone involved. The following will give you an idea as to how specific tasks are typically
broken out in support of the Polaris Implementation Approach. As discussed previously, these can be
easily modified based on your organizations available resources, skills, budget, etc.
Customer Team
Executive Director / Steering Committee
Provide overall project direction and management support
Approve project strategy
Resolve major implementation policy decisions/bottlenecks
Provide resources and management commitment to the project
• Approve all program modifications
Regularly scheduled meetings (i.e. at least monthly)
Project Manager
Must have full support of management
• Develop and ensure implementation of project strategies
Develop and update high level and detailed project calendar
• Develop and update implementation schedules and plan
Develop and update issues log
Monitor and track budget to actual and hours to actual
• Communicate high level status of the project regularly to the Executive Director/Steering
Committee
Facilitate execution of the project plan through regularly scheduled team meetings as well as
informally on a daily basis
• Oversee design and implementation of communication plan; serve as liaison to leadership team;
bring issues to project steering committee as appropriate
• Oversee development and execution of internal training strategy for internal training of end -users
• Resolve routine resource/issue bottlenecks
• Organize the foundation activities
Plan activities for the Project Team
Application Project Team Members
Attend application training
• In depth knowledge of assigned JD EDWARDS applications, procedures, people and requirements
• Typically `key' individuals
• Ideally 50% or more of time dedicated to the project
• All departments and locations represented
Work with AMX International consultants to begin system set-up
Developer of the Model Fund
Assist the Project Managers in implementing and maintaining the Model Fund
• Driver of policy changes
• Develop and maintain procedures
Act as focal point for issues affecting their application area
• Interface to other application leaders
• Trouble shoot issues in their application area
Develop test plans and scripts
Test prototype scripts in model environment
Educate end users regarding reasons to avoid modifications
Develop end user training materials
Train end users
• Maintain the system and support the end users
l NAM 17 Appendix
,. , , , � . 1 . u u . Polaris Implementation Approach
Assist in designing and testing conversions, interfaces, etc.
Technical Project Team Members
Attend technical training
In depth knowledge of the current hardware, infrastructure, desktops, operating systems and
data base
Refer to the skills matrix following this section for additional information
See additional information in next section
AMX Team
Project Manager
Central contact point for the Project Director
• Assist Customer project manager as needed
• Ensure the right resources are provided at the right time
• Coordinate the different AMX International or Business Partner organizations
• Work with the customer project manager in developing the detail work plan
Identify and bring issues to customer project manager as needed
Provide guidance to AMX team members in the development of deliverables
• Review interim and completed deliverables for quality
• Ensure uniformity of product across all project teams
Review and respond to quality assurance plans by implementing appropriate action
Implement issue resolution plan and issues log
Manage toward an on -time and on -budget implementation
• Assist client project manager in design of training plans for module owners and other team
members
Consultants
Ensure the right resources are provided at the right time
• Act as a coach and guide, leaving the actual data entry, testing, documentation, etc. to the
customer team members
• Conduct analysis and process Improvement Workshops
• Manage toward an on -time and on -budget implementation
AAWK 18 Appendix
.. I , , III, ; „ , Polaris Implementation Approach
IT Project Team Roles & Responsibilities
The following roles and responsibilities are critical to the success of an EnterpriseOne implementation.
Some of these roles are necessary for general infrastructure support while others are specific to
supporting EnterpriseOne. In some cases several roles can be filled by a single individual, but each is
listed separately for completeness.
EnterpriseOne System Administrator
EnterpriseOne's Configurable Network Computing (CNC m) architecture provides great flexibility in the
configuration of the system. A skilled EnterpriseOne System Administrator must learn to install and
upgrade EnterpriseOne, apply Service Packs, configure data and logic distribution, security, transaction
processing, and replication, tune the enterprise server and administer the EnterpriseOne environment. It
is beneficial to designate an individual with strong technical systems background to this position. This
position requires 50% - 75% of the assigned individual's time during the Technology Implementation
Project, and typically less time after Go Live.
EnterpriseOne Deployment Analyst
This individual is responsible for learning the processes for deploying EnterpriseOne software to the
workstation, to the Enterprise Server, and to remote Workgroup Servers. This individual should evaluate,
learn and implement appropriate deployment strategies (Just -In -Time -Installation, silent installation,
third -party deployment options) should learn and implement custom package build procedures, and
object maintenance and management processes. This individual is also responsible for applying software
modifications (i.e., ESU's, Paper Fixes) to EnterpriseOne. It is usually beneficial to designate an individual
with an applications support background to this position. This individual will provide back-up support to
the EnterpriseOne Administrator. This position requires 25% - 50% of the assigned individual's time
during the Technology Implementation Project, and typically less time after Go Live.
Other Technical Support responsibilities to consider:
Network Administrator
EnterpriseOne is a TCP/IP based product that requires a well -planned, reliable network infrastructure.
The Network Administrator provides support in the areas of LAN/WAN configuration, desktop and server
TCP/IP configuration, addressing and name resolution.
NT Server Administrator
Several EnterpriseOne services run on the NT Enterprise Server. Additionally, batch applications and
business function logic can be configured to execute on the Enterprise Server. The NT Server
Administrator supports and maintains EnterpriseOne code base, EnterpriseOne middleware services, print
and process queues, operating system functions, nightly backups, etc.
SQL Server DBA
EnterpriseOne uses SQL Server in the case of the Deployment Server to store Central Objects for
development, and in the case of the Enterprise Server, to store Business Data and Control Tables. The
viability of these databases is critical to a reliable EnterpriseOne system. The SQL Server DBA supports
and maintains these databases, provides reliable backups in case of corruption, and performs database
performance tuning functions.
Desktop Support Coordinator
EnterpriseOne supports client workstations running Win95, Win98 Win2000 or WinNT Workstation.
These workstations require a variety of 3rd party software to interact with EnterpriseOne. These
packages could include IBM Client Access, SQL Server Client, Oracle Client, C++, MS Access and others.
The Desktop Support Coordinator provides installation and configuration support for all EnterpriseOne
workstations.
4 AM 19 Appendix
n � , , . Polaris implementation Approach
EnterpriseOne Technical Skills Matrix
The implementation and ongoing support of EnterpriseOne requires specific roles:
• CNC Administrator
Application Developer
Application Project Leaders
Third Party hardware, software and network vendors
The following skills assessment outlines the skills and tasks required for the CNC administrator to setup
users, security, and distributed processing. Also they are responsible for the setup and maintenance of
version control, testing of various CNC configurations and deployment of modifications throughout each
environment. We have further broken down the role of a CNC Administrator to include 3 roles: CNC
Administrator, System Administrator, and Database Administrator. The matrix below describes in detail
the responsibility and importance of each skill and task. Please note that these responsibilities and tasks
will be shared and may overlap in many circumstances.
AAWK 20 Appendix
n . , 1.1 , , Po/ans Imp/ementaton Approach
OneWorld
Skill j Tmk
Admin=
CNC Skills
` Admin '..
&Tasks
CIafA
Admin
Matrix
Monad I GukHe
Administration - Server
1
2
Server & Workstation Administration Manual
Administration - Workstation
1
2
Server & Workstation Administration Manual
Database - Backup and Restore procedures
2
2
1
SQL Server Admin & Implementation
Database - Configuration and Optimiration
3
3
1
SQL Server Admin & Implementation
Database - Security
3
3
1
SQL Server Admin & Implementation
Database - Commands and Syntax
2
2
1
SQL Server Admin & Implementation
ESU - Installation and Configuration
1
2
Software Updates Guide
Menu - Design
2
1
ISystem
Administration
OCM - Working with Object Configuration Manager
1
2
Configurable Network Computing Implementation
OMW - Modification Rules
2
1
System Administration
OMW - Object Management Workbench
2
1
System Administration
OneWcrld - Backup and Restore procedures
2
1
System Administration
OneWorld - Printers
2
2
System Administration
OneWorld - Security
2
1
System Administration
OneWorld - User Profiles
2
1
System Administration
Packages - Building Packages
1
2
Package Management Guide
Packages - Deploying Packages
1
2
IPackage Management Guide
Packages - Package Management planning and setup
1
2
Package Management Guide
Scheduling - Job Scheduling
2
2
System Administration
Troubleshooting - Server
2
1
Server & Workstation Administration Manual
Troubleshooting - Workstation
2
2
Serve & Workstation Administration Manual
Understanding of Data -Sources
1
1
2
Configurable Network Computing Implementation
Understanding of Media Objects and Imaging
1
1
System Administration
Understanding of Middleware
1
1
Configurable Network Conputing Implementation
Understanding of Object Storage (Central Objects)
1
2
2
Configurable Network Computing Implementation
Understanding of Object Storage (Replicated Objects)
1
2
Configurable Network Computing Imputation
Understanding of Pathcodes and Environments
1
1
2
Configurable Network Computing Implementation
Understanding of the Data Dictionary
1
1
System Administration
Understanding of User Defined Codes
1
1
Foundation
Understanding of User Overrides
2
2
Foundation
Understanding of Vmabulary Overrides
2
2
System Administration
Understanding the jd!.ini file
1
1
System Administration
UTB - Using the Univesal Table Browser
1
1
Required Skill Level / Responsibility
1 - High, 2 - Medium, 3 - Low
AkAffiX 21 Appendix
, „b p m polaris Implementation Approach
"AMX International's ability to deliver and implement JD Edwards software on -time and on -budget made
this an easy decision" - J.D. Edwards announcement
AMX International received the J.D. Edwards Business Partner of the Year Award for four consecutive
years. Whether it's the responsibility for an entire project, supporting an alliance partner implementation,
or providing strategic resources to a key customer, Oracle continues to turn to AMX International when
experience and expertise matters the most. In the past year the AMX International team has been called
upon to provide a full range of services, including application consulting, technical consulting, project
management and CNC services. With our wide range of expertise, AMX International deploys the right
team with the right skill set for any situation.
AWInternationai.• The #1 J.D. Edwards Business Partner
100% Dedication to JD Edwards
When it comes to focus and mission, no one is more concise than AMX International. Founded in 1988
with the sole purpose of providing implementation services for users of JD Edwards' software, AMX
International stands as one of the largest consulting firms dedicated 100% to supporting JD Edwards
software solutions. Oracle has designated AMX International one of only a handful of "Select Business
Partners" in the country because of our ability to effectively manage entire projects successfully.
Our Experienced Consultants
AMX International is able to deploy a consulting team with experience in all application suites — financial,
manufacturing & distribution and payroll/human resources. The strategy is to provide focused support in
a consistent manner. The AMX practice is comprised of an elite group of consultants who have a
tremendous amount of experience and success in implementing projects on -time and within budget. Our
consulting staff is made up of professionals educated in business, accounting, computer science, and
other related disciplines. Many of our consultants hold advanced degrees, JD Edwards World and
EnterpriseOne certifications and other professional designations. AMX International also utilizes the
Po/arisimplementation approach in managing successful on -time and on -budget projects.
AMX's consulting professionals possess the following qualifications:
■ A minimum of five years of experience with JD Edwards software.
• An average of ten years industry -specific and vertical experience.
• Our Area and Project Managers possess an average of more than eight years of experience with
JD Edwards software and 10 plus years of industry -specific experience.
• Many of our consultants have earned advanced degrees, professional designations and JD
Edwards certifications.
Depth of Knowledge
AMX International has consultants with a depth of knowledge in implementing all EnterpriseOne software
application suites for JD Edwards customers, including:
Financial: General accounting, accounts payable, supplier self-service, accounts receivable, customer
self-service, financial modeling and budgeting, fixed assets and time entry distribution.
Manufacturing: Capacity requirements planning, bulk stock management, work order processing,
configuration management, product data management and shop floor control.
Distribution: Inventory management, procurement, equipment management, work order management,
job cost/project management, sales order management, warehouse management, plant & equipment
maintenance and facilities planning.
/l MAX 3 Executive summary
. n l e 1 11 1 1 in 1 y.
Sample Technical Plan
The technical plan is based on the EnterpriseOne platform and database of your choice. This is intended
as a sample of what the technical implementation may include:
Define
This phase of the project consists of meetings and activities, which will culminate in the installation of
EnterpriseOne on the Deployment Server, deployment of EnterpriseOne objects, and data files to the
Enterprise Server, and deployment of EnterpriseOne client software up to ten client workstations.
Typically the first of the CNC planning activities is a Technical Project Planning Meeting to finalize
decisions critical to the initial installation of EnterpriseOne software. During the meeting specific
assignments of responsibility are made and target dates are established for major project tasks. AMX will
conduct the Technical Project Planning Meeting with your project members to identify team members,
assign task responsibilities, establish milestone dates, and agree on EnterpriseOne configurations to be
used at installation time. A significant goal of the meeting will be to confirm assumptions that are made
in this proposal.
Upon completion of the prerequisite infrastructure preparation by the client and completion of the Project
Planning Meeting, a CNC Pre -installation Audit is conducted by AMX to verify that all hardware, software,
and facilities are ready for the installation of EnterpriseOne. Specific tests will be performed to ensure
that hardware and software are properly installed and configured and to ensure that all prerequisite items
are ready for EnterpriseOne software installation to occur. Any deficiencies will be identified and a plan
will be developed to rectify deficiencies. Once the CNC Pre -installation Audit is completed and all
deficiencies have been corrected, the actual installation of EnterpriseOne is scheduled. Subsequent
sections of this document will detail specific installation tasks and specific installation validation and
verification tasks.
EnterpriseOne Installation Activities
AMX will install EnterpriseOne software to conform with CNC design specifications contained in this
document and in the subsequent detailed Initial Scope and Requirements Meeting recap document.
Installation tasks will include the following major activities:
• Installation and tuning of the database.
• Installation of EnterpriseOne on the Deployment Server.
• Execution of EnterpriseOne Installation Planner module.
• Execution of post -Installation Planner procedures.
• Execution of EnterpriseOne Installation Workbench module.
• Execution of post -Installation Workbench procedures
• Deployment of EnterpriseOne client software to development workstations.
• Validation of installed environments on development workstations.
• Deployment of EnterpriseOne client software to EnterpriseOne end -user client workstations.
• Validation of installed environments on end -user client workstations.
EnterpriseOne configuration and installation assumptions:
• JD Edwards standard naming conventions and recommendations will be used wherever possible.
• No existing customer data will be imported into EnterpriseOne for the pilot project.
• Data replication will not be turned on for initial installation.
• Tiered deployment will not be turned on or configured for initial installation.
• Package builds will not be done as part of the initial installation.
• UDC tables will be mapped to the Enterprise Server for all EnterpriseOne environments.
• Menus will be mapped to the Enterprise Server for all EnterpriseOne environments.
• Network printer will be configured as an EnterpriseOne printer to support the CRP.
• Generic user ids will be used to support initial CRP activities.
• Perform one backup of the Deployment Server and Enterprise Server after the installation is
completed.
A WK 22 Appendix
r, „ . , Polans Implementation Approach
CNC Installation Personnel Resources
• Customer will identify and train or otherwise engage at least one CNC administrator who will be
responsible to provide ongoing support and EnterpriseOne administration after initial
EnterpriseOne installation.
• Customer will identify and train or otherwise engage at least one EnterpriseOne Deployment
Analyst who will be responsible to manage deployments of EnterpriseOne software and
modifications after initial EnterpriseOne installation.
Model (aka Conference Room Pilot)
Because this phase involves evaluations, decision -making, and documentation of procedures that are
directly related to the production rollout of EnterpriseOne, your CNC Administrators and EnterpriseOne
Administrators should be very involved in this phase of the project. AMX will provide medium -level
involvement including management and some detailed involvement with performing specific tasks.
During this phase the CNC team should methodically evaluate options related to the infrastructure and
underlying technical components of EnterpriseOne. The team should develop and document procedures
which support the Application CRP and which prepare for the eventual production installation phase for
EnterpriseOne. A critical goal of this phase is to identify, document, and correct any infrastructure
problems or EnterpriseOne configuration problems that will impact the ultimate production rollout.
Other tasks that are part of this phase include the following:
• AMX will conduct periodic pilot evaluation sessions to identify any technology problems or
EnterpriseOne configuration issues that may be impacting the Application CRP.
• AMX will work with customers CNC Administrator and Deployment Analyst to conduct methodical
tests and evaluations of the following with respect to network performance and functionality:
• Data replication strategies will be evaluated, configured, and tested to assess and identify any
volume constraints, frequency constraints or requirements, schedules, and problems with the
initial replication design.
• Execution of UBEs and BSFNs either on the Enterprise Server and on local workstations will be
evaluated to assess and identify any constraints on where UBEs and BSFNs should be executed
and to ensure that performance and queue structure on the Enterprise Server are adequate to
meet the loads that will exist upon full roll -out.
• EnterpriseOne security will be implemented and tested to insure that appropriate access is
available to designated application users, CNC administrators, and developers. Specific user ids
will be tested to insure that EnterpriseOne security files are not compromised by ODBC
connections, etc.
• Performance data will be gathered and evaluated on NT servers and the NT and appropriate
tuning adjustments will be made.
• Object version control maintenance and management procedures will be developed and tested.
• Object deployment strategies will be tested and documented.
• EnterpriseOne system administration procedures will be developed, documented, and tested.
• A CRP Review and Production Planning meeting will be conducted with to identify technology
issues affecting the Application CRP and to begin the process of planning for the full production
rollout.
• NT operational procedures will be established and documented.
AINx 23 Appendix
„ . , s t u . Polaris Implementation Approach
Configure
CNC Production Planning and Roll -out
Because this phase involves evaluations, decision -making, and documentation of procedures that are
directly related to the production rollout of EnterpriseOne, customer IT staff (CNC Administrators and
Enterprise0ne Administrators) should be very involved in this phase of the project. AMX will provide
medium -level involvement including management and some detailed involvement with performing
specific tasks.
This phase follows the CRP phases and precedes the production rollout of Enterprise0ne. The tasks that
are performed during this phase are directed at preparing all locations for full rollout of production
versions of EnterpriseOne. During this phase, customer staff should take the lead in performing tasks as
much as possible. AMX's involvement is directly related to the level of participation requested by
customer but should be gradually reduced during this phase.
The following assumptions and recommendations are made for this phase of the project:
• AMX will participate in a Production Plan Review meeting in which a detailed analysis of the
Production Plan that was developed during the Technology CRP and the Application CRP is
performed to identify outstanding tasks, assign responsibilities, and develop a plan to complete
tasks that are required before the rollout to production EnterpriseOne. This proposal assumes
one formal meeting but also estimates additional time for status meetings during the ramp -up
period before production rollout.
• AMX will work with customer staff to insure that the following tasks are completed satisfactorily
prior to production rollout. The following tasks must be conducted at all locations involved in the
production roll -out:
• Gather and analyze additional performance data and continue tuning adjustments to prepare
servers for production rollout.
• Conduct systematic integration testing to ensure that all components required for production
rollout are installed and functioning properly.
• Conduct stress testing of object deployment strategies and procedures.
• Conduct stress testing of server processes and queue designs.
• Test procedures for adding new users to NT, to EnterpriseOne, to database security tables, etc.
• Test instructions for installation of all software on workstations.
• Test object version management and object deployment procedures.
• Test security (NT security, Enterprise0ne security, database security, etc.).
• Test imaging processes and media object functionality.
• Test disaster recovery procedure for all platforms.
• Test workflow.
• Perform final preparation procedures for production sites including production package
deployment to Enterprise Servers and production package deployment to all production user
workstations.
• AMX will participate in a final Production Readiness Assessment.
• AMX will be on -site during the execution of the final Production Plan and will provide on -site
assistance to during the week following the production rollout.
1� 24 Appendix
Po/ans Implementation Approach
Conversion and Interface Methodology
The approach for data conversion and interface activity is driven by a 5-step approach, Planning,
Analysis, Design, Construction, and Delivery & Install.
As described in the following paragraphs, JD Edwards Enterprise0ne interoperability architecture will
provide you with a number of options to address the projects data conversion and interface
requirements. An AMX technical manager will be assigned to manage the technical projects related to
this activity. To insure success AMX will require the support of your technical staff that are familiar with
the data base structures as well as project team members that are familiar with the data itself. During
the Project Planning Meeting we will identify "owners" for each of the interfaces that will be part of the
project, Additionally, at that time, we will identify which files will require conversion and what the
appropriate volume of data is for each file to be converted.
Interoperability Options
C language Application Programming Interfaces (APIs) allow direct synchronous access to virtually all
functionality within JD Edwards Enterprise0ne. These APIs are the same APIs used by JD Edwards
Enterprise0ne application programmers so there is consistency in usage. Bi-directional asynchronous and
batch processing can be accomplished via z-file exchange tables.
A JD Edwards Enterprise0ne middleware foundation has been built which today allows seamless, secure,
and scalable access to JD Edwards Enterprise0ne functionality via COM/DCOM, CORBA, Java and XML.
Also, native interfaces to IBM's MQ Series and Microsoft's MSMQ will be delivered in our B733.3 release.
Consistent Implementation
All interoperability options utilize the same underlying component architecture used by JD Edwards
EnterpriseOne applications, which provides a consistency in implementation. JD Edwards Enterprise0ne
interoperability interfaces can be immediately created for any new or modified application. Therefore,
services such as security and database management are implemented consistently.
General Comments
During the Initial Scope and Requirements Meeting the Project Planning Meeting and detail project
planning activities the AMX International technical team will discuss numerous options as they relate to
data conversion and interface of the legacy information. Based on the phasing approach agreed upon for
the implementation, AMX International will help you identify solution alternatives to address the multiple
central and departmental interfaces that will affect each project phase. AMX International will provide a
solution that provides the lowest risk alternative for each of the data conversion and interface activities
identified for the project. The following are some of the items to be considered when planning for data
conversion and interface projects.
• A good rule to follow when converting data is to convert what is needed, but only what is
needed. If information will be accessed only rarely, or is of questionable integrity on the legacy
system, perhaps it should not be converted. Alternatives to conversion include printing out hard
copy reports from the legacy system, leaving the legacy system up for a period of time to allow
continued access to it, or downloading legacy data to a data warehouse.
• Legal/regulatory requirements in some cases dictate what data must be available and for how
long. If in doubt, check with your auditors.
• Prior to conversion, be sure to purge or consolidate old data; there is no point in converting
unneeded records.
• Clean up the data that is to be converted. Look for invalid codes, duplicate records, and
incomplete records, Customer masters, vendor masters and inventory files are often in the
greatest need of review and cleanup. The old axiom holds here re: garbage in = garbage out
later is still valid.
• Remember that "conversion" does not necessarily mean using a program. Manual data
conversion is sometimes an option.
A4 AIW 25 Appendix
,. -I v ... , Polans Implementation Approach
• One determining factor is the number of records to be converted. A rule of thumb (certainly not
hard and fast) is that for less than 2,000 records, convert manually; for over 2,000 records, a
program may be a better solution.
• Another determining factor is the state of the data to be converted. If it is known to require
significant clean-up, then manual data conversion may be a good way to review and clean data
while converting, if record volume isn't too great.
• Keying the data into JD Edwards EnterpriseOne, if practical, can be used as a means of end -user
training.
• If the decision is made to use a program, converting, for example, three times as much data
does not take three times as much effort. It will take some additional work to prepare the data
for conversion and to review converted data, but the design and writing of the program should
not take more time. This fact may influence the amount of data to be converted.
Tools Available to Assist in Converting Data
• Batch File Processing, or Z-File (because of their naming convention) Processing exists for some
applications in JD Edwards EnterpriseOne: GL balances and detail, budgets, open AP, open AR,
open Sales Orders, Time and Attendance. A program or other table population tool is used to
populate the appropriate Z-file in JD Edwards EnterpriseOne. These files are holding files, not
actual production files. Programs are then run which edit the data and populate the actual target
files. Edit logs are generated.
• Electronic Commerce (EDI) can be used to convert data. Data is put into ANSI transaction sets
(JD Edwards EnterpriseOne supports about 15) via value-added software (typically a PC package)
that transmits the data, usually over a VAN, to the target machine where the JD Edwards
EnterpriseOne software is running. JD Edwards EnterpriseOne' programs then map the ANSI
format to JD Edwards EnterpriseOne files in the EDI system. They are then edited and posted
almost like the Batch Interface "Z" files. This approach can be used for inventory account
balance information. Note that the use of EDI is for data only, and is not a replacement for
setup, which must be done first.
• The Universal Batch Engine (UBE) facility can be used for'table to table' conversions, interfaces,
or Z-file population. There is a "wizard -like" driven Table Conversion tool within UBE that will
handle simple conversions
• If no Batch File Processing exists, and/or the UBE can't be used for the conversion, then the
conversion may require manual effort or a custom -written JDE toolset program. This is
commonly the case for manufacturing and most distribution system files, for which no conversion
tools exist.
Conversion or Interface?
Conversion programming and interface programming share lots of similarities; the tools above still are
applicable, table -to -table column mapping (a.k.a. file to file field mapping) still takes place, and so on. It
is often said that a conversion program is an interface that is run once. For these reasons, the consulting
estimates in the table below apply to both conversion and interface efforts.
About our Consulting Estimates
• These estimates assume the data to be converted from already exists as a table in the same data
base (i.e. DB/2, Oracle, M/S SQL Server) on the same enterprise server that contains the
JD Edwards EnterpriseOne tables being converted to. Or, alternatively, there needs to a standard
simple method to make the legacy data accessible to JD Edwards EnterpriseOne. The format of
the data needs to be in a delimited or fixed column format.
• There is an economy of scale that is not apparent by viewing the estimates alone. Often a single
conversion program can be written to handle multiple functions. For instance one program could
be written so as to convert customers and vendors, or one G/L "Z" file program could handle
balance forward, ledger activity, and budgets. Or when it is known that two G/L "Z" file
programs have to be written, the second one often takes less time. The feasibility of multi-
function programs or look -alike programs cannot be determined until the Analysis and/or Design
phase.
AAWIX 26 Appendix
. , u „ . Polaris Implementation Approach
It is usually not economically justified to write programs to convert everything, so more often
than not the table will be converted manually as long as the volume of data is manageable.
Often a single table in the Legacy systems will be multiple tables in JD Edwards Enterprise0ne.
"Z" file driven conversion estimates are not significantly less than non-"Z" file estimates because
critical functions like Planning, Analysis, Design and Testing take the same amount of time. The
difference is in Construction (programming) where non-"Z" file programs take longer because of
the integrity editing that has to be built into the program.
The large range between the minimum and maximum day estimates is due to the wide variety of
conditions and complexity that exist such as:
• The volume of incoming data and its integrity
• The compatibility of the old database and the JD Edwards Enterprise0ne database.
• The level of knowledge or suitable documentation about the tables and columns in the old
database. The estimates could also significantly increase due to unexpected issues from the
above items.
Data Conversion Tables Required
Suite
3D Edwards
Which
Method
Days
Comment
EnterpriseOne
Rows
(Manual,
Tables
Z-file or
Program)
Finance
Account Master
Typically
Manual
10-20
Generally a manual
F0901
All
effort
Account Balances
Balances
Z-file
10-20
Batch Journal Entries
(F0902)
Forward
(Z-file) or PC Budget
Upload
G/L Detail
Z-file o
10-20
Batch Journal Entries
T0911), current
(Z-file)
year and history
G/L Budgets
Z-file or
10-20
Batch Journal Entries (Z-
(F0902, with
Program
file) or PC Budget Upload
ledgertype)
Open A/P
Typically
Manual or
10-20
Printout checks to
(F0411)
All
Z-file
eliminate open A/P
records, then run
Voucher Batch Z- file
A/P History
_X_
Program
15-25
Often not required.
(F0411,F0413,
months
F0414
A/P Vendors
Manual or
15-25
Sometimes done
(F0401, A/B files
Z-file
manually. Can also use
F0101, F0111,
Batch Address
F0115, F0116,
Processing (Z-files)
F0117 F0150
Open A/R
Typically
Manual or
10-20
Can use Batch Invoice
(F03B11, F03B13,
All
Z-file
(Z-file)
F03B14
A/R History
_X_
Program
15-25
Custom program.
(F03BII, F03B13,
months
F03B14
Customer Master
Manual,
15-25
Can use Batch Address
(F0301, and A/B
Z-file
w (Z-file).
files F0101, F0111,
F0115, F0116,
F0117 F0150
Fixed Assets
Z-file
10-20
Can use Batch Fixed
various
Asset Z-file
lh UX 27 Appendix
n ,, . P q , Polaris Implementation Approach
Suite
311) Edwards
Which
Method
Days
Comment
EnterpriseOne
Rows
(Manual,
Tables
Z-file or
Program)
Dist/
Item Master
Z-file
10-20
Can use Batch Item
Log.
(F4101),
Master (Z-file)
Item Branch
Public Services clients
Master (F4102),
typically don't convert
Item Location
all inventory activity
(F41021),
tables.
Item Costs
(F4105)
Open PO Header
Typically
Z-file for
10-20
Use Z-file for open.
(F4301)
All Open
Open PO lines
Often PO conversion
Open PO Detail
PO
only
is Manual.
(F4311),
PO History
_X_
Program
20-30
May or may not be
F43119
months
converted.
Vendor
Manual
N/A
At least part will be
Purchasing
done manually.
Instructions
F4305
HRM/ PR
Employee
Manual,
15-25
Master, History, and
Masters
Z-file or
Enrollment are
(F060116 &
Program
separate functions.
A/B), Tax
Most HRM
Exemption
and Payroll
(F06017)
conversions
HR History
are done manually due
(F08042)
to complexity. To
bring
Balances forward at
'go -live' a check is
created bringing YTD
balances forward.
Employee
Manual or
20-30
History
Program
(F06116,)
Deductions,
Benefits,
Accruals
F0609
AUM 28 Appendix
„ , ... Polaris Implementation Approach
Executive
Steering Committee
Executive
Sponsor
AMX Project
Client Project
Oracle
Manager
Manager
Engagement Manager
ME
Client Team Leader
Client Team Lead
Client Team Leader
Human Resource/
Client Team Leader
Client Team Leader
Financials
Purchasing/Inventory
Payroll
System Administration
Technical Solutions
Client Functional
Client Functional
Client Functional
Client EnterpriseOne
Client Analyst
Representative
Representative
Representative
System Administrator
Interfaces
Client Functional
Client Functional
Client Functional
Client EnterpriseOne
Client Analyst
Representative
Representative
Representative
Deployment Analyst
Conversions
AMX Lead
AMX Lead
AMX Lead
Client
Client Analyst
Application
Application
Application
DBA
Work Flow
Consultant
Consultant
Consultant
AMX Lead
AMX Lead
CNC Consultant
Technical Consultant
Change Management Methodology
Introduction
Change Management covers a variety of topics and activities within an implementation project. As
described in the following section, Change Management Methodology, Customers can expect change in a
variety of areas during the implementation of any ERP system. Change within business process,
organizational design and of course information technology will be most visible to you during the
implementation process. Our holistic approach to organizational change management will engage the
executive leadership of your organization to provide sponsorship for changes identified before, during and
after the implementation process. In our experience, obtaining executive sponsorship for change leads
to greater acceptance within the organization and a higher level of success for the implementation as a
whole.
We feel strongly that executive level support for implementation -related change is critical to the
successful roll out of those changes in an enterprise. Our experience indicates that a lack of customer
ownership is the chief reason for failure in the implementation process. As such, customers who possess
a high level of ownership for the implementation and the changes related to it are far more successful in
achieving their short and long-term implementation goals. For that reason AMX International will work
closely with the project management team to insure that ownership is developed through every layer of
the organization.
Since change management is such a critical element to the success of any project, AMX International and
customer project management teams will be charged with overseeing and facilitating this process. We
will utilize consulting resources, managed by our project management teams, to facilitate and document
Leadership Workshops and Business Process Workshops, and to identify, plan and execute the necessary
organizational, business process and technology changes that will be part of your implementation.
Our recommended approach to change management is consistent with our overall methodology -
knowledge transfer and leveraging customer staff and resources. While change management is part of
everything that we do, we do not pretend to be experts when it comes to the science of change
management. However, we feel strongly that our expertise in navigating the waters of a JD Edwards
implementation, coupled with your knowledge of your organization, we can partner together in
developing an effective plan.
Also, as part of the Initial Scope and Requirements Meeting, we will be asking you to designate team
members that are responsible for coordinating key areas such as documentation, training, security, etc.
We may want to consider designating someone as the coordinator for change management.
Change Management Methodology
AMX International utilizes a basic approach in addressing major change in an organization: one that
considers all elements of an organization's business, namely, its business and customer strategy,
organization and people, processes and technology (see Figure 1 showing this "Business Management
Framework" below). Our experience is that these elements must be in alignment to facilitate
achievement of intended goals and objectives of the transformation initiative.
Corporate Headquarters P.O. Box 50308 • Idaho Falls, ID 83405 • p; 208.523.3671 • f: 208.523.3683 • www.amxinc.com
Rev. 1 (06101/01)
Or aniza�tion Delserves
Business Context
T�usiness Context should
a process centric,
Do me driverr o the operating
Information -driven business
framework. Process, UT and
model by:
organization design exist to
• Minimizing the
serve business context needs
transaction costs
Organization
of coordination
• Aligned
Process Centric
• Maximizing•
Efficient
Organization Process
Processes should be
communication
.Focused on
n
Design
9
t et-} center of the
and organizational
People
operating framework.
learning
performance
Work of the business
Change
should be organized in
Management
terms of process
requirements which, in
Info
Irr
turn, are defined to
Of
Enabled
serve customer needs.
anization Processes
Effective Change
Mana ement helps
companies address arriere
Information
to process, UT, and
Technology
organization transformation,
and to build capabilities and
commitments around new
ways of operating.
1/T enables effective process
management by employing
sophisticated tools to collect,
organize, analyze, manage,
and distribute information.
Figure i Business Management Framework
AMX International realizes that your organization is about to undertake a daunting task. Accomplishing
major change is challenging work. AMX recommends an Organization Change (OC) Competency that can
address the organization and people issues associated with your ERP implementation initiative. The
scope of the OC competency (shared area above) includes Organization Analysis and Design and Change
Management. Organizational Analysis and Design defines the proposed new organization based on the
redesigned processes. This task takes into account an assessment of the current organization and the
"to be" process design.
The "to be" organizational design defines the new organizational structure, behaviors (e.g. job
responsibilities and skills) and organizational enablers (e.g. performance management systems, skills
management systems, education/training programs, etc.) required to achieve the vision.
Change Management
AMX Internationals approach to Change Management helps to minimize the depth and length of
disruption brought on by the introduction of major change (see Figure 2 below). Organizations that have
tried to achieve major business or technology transformations have found that the process of
implementing change leads to a temporary drop in productivity. This is often a consequence of change.
As the organization learns new ways of operating, there must be some time investment (which impacts
normal work patterns) by the organization and its people to, for example, learn new operational
procedures, make adjustments to organizational changes, acquire new skills and/or learn new systems
through training.
31 Appendix
Polaris Implementation Approach
Human ResourceslFayrolk Applicant tracking, skills database, user defined employee profile, employee
history and turnover information, COBRA management, employee self-service, manager self-service, open
enrollment, benefits administration, flexible pay types and position control.
Job Cost. Time -sensitive inquiries: by job, by project, in multiple columns; time -phased budgeting;
contract billing, not -to -exceed rules, schedule of values, fixed fee, T&M milestones; sophisticated markup
tables; transfer pricing; revenue recognition rules; and invoice generator.
➢ Best Business Practices
The key to a successful implementation is in understanding how our customers operate their
organizations. AMX International has developed Best Business Practices for numerous functional areas.
By utilizing our unique and highly effective Best Business Practices delivery model in conjunction with the
software, you are able to accomplish the following concurrently with your implementation:
• Process evaluation and improvement through workflow
• Produce award -winning output using CAFR reporting templates
• Conduct performance measurements
• Utilize state -of -the art technology including web enablement, e-business, data warehousing and
executive information systems.
Technical Consulting
AMX is known for superior technical consulting and support for JD Edwards Enterprise0ne and World
solutions. This includes all platforms and versions, including:
• Wireless solutions
• Web applications and development
E-government solutions
• ASP solutions
• Configurable network computing (CNC) services
• Application and systems development
• New installations and upgrades
Cost Effective Remote Work Solutions
• Retrofits and conversions
• Custom modifications and enhancements
• Interoperability, collaboration and
interfaces
• Enterprise and financial report writing
• Technical training
• Technical writing & user documentation
Since any development performed by AMX International is 100% compliant with all EnterpriseOne
programming standards, our professional staff can support you by being on -site or working remotely.
Customers will benefit from remote worksolutions, a service that allows consultants to service customers
anywhere in the world via dial -in access. By using our successful remote work solutions, we can save
you a significant amount in travel related expenses.
Other Services Available
AMX International is able to provide all of the initial and ongoing support services required for a
successful project. These include the following:
• Custom on -site classes
• Change management
• Business process review
• Project planning sessions
• Project management services
• Strategic planning
• Readiness assessments
• Upgrade planning sessions
• Post implementation support
• Post implementation audits
• End user training
AAA 4 Executive summary
a Y't'11.1111 1
This drop in productivity can be managed through an organized approach and a sophisticated
understanding of the change process and of the mechanics of making change work. Our Polaris
implementation methodology is designed to minimize the impact of this change.
The figure below provides a model (developed by ODR Inc.) that assists in understanding these
mechanics. The key is to move the organization and its people from the current state of operating to a
new way of operating or future state in the shortest time possible, thereby minimizing productivity
declines as the organization make this "transition." The figure below suggests ways of effectively
managing change and facilitating a successful ERP implementation by creating a common vision and a
sense of urgency (pain) required to achieve the desired state, identifying risks to achieving the desired
state and developing strategies for mitigating these risks (plan), and monitoring and proactively
addressing the risks to achieving the desired state (remedy). Again, we will work on this jointly with your
team members as we move forward, starting with the Polaris implementation methodology.
Sponsors, change agents, and target audiences (front line employees) all play a role in the change
process. All have a frame of reference that must be considered in the planning to effectively manage the
change.
/"MX 32 Appendix
''It" , n a' , n „ , : Polaris Implementation Approach
SYNERGISTIC
RELATIONSHIP
TRANSITION RISK AREAS
�.� SPONSOR
COMMITMENT
Ilk R
��
" . P` �E
TARGET EE A' AGENTMESKILLS `°RESISTANCE E_g a DESIRED '
E ' N y STATE
E d • .� P,
0 • CULTURAL •.�
ALIGNMENT ,
PLAN
TIME
Copyrighted ODR, Inc.
rigure a mange Management Mechanics
In order to mitigate productivity declines during the implementation of JD Edwards systems throughout
the organization, we will work jointly to focus on change management strategies and plans to accomplish
the following objectives:
• Help people understand the reasons for change.
• Gain involvement and build insight.
• Create understanding of and commitment to the change, whether it is the development of a new
business model or organizational structure or introducing ERP, an enterprise -wide application.
• Provide the people who are going through change - from the top to the bottom - with the
capabilities to make necessary adjustments, including developing the organizational framework
which supports the change,
• Track the process of change and ensure that it takes hold.
AMX International can assist your organization in moving from its current state to its desired future state
by aligning people, processes, and IT during the transition through employing effective organization
change management practices to minimize the time, energy and money required to make the transition.
These are some of the strategies that AMX International will employ to achieve these objectives, thereby
effectively addressing the productivity issue:
Initiate change management activities at the beginning of the project. Change management is
an integral part of project management that assists in accomplishing project milestones on time and on
schedule and helps to mitigate overall project risk. During the Define step of the implementation, we
focus on mobilizing the leadership, gaining employee involvement, and identifying key implementation
risks.
Appendix
Polaris Implementation Approach
Mobilize the Executive Leadership early in the project. During the Define step of the
implementation, key executives are engaged to gain early awareness of the need for the change and gain
an understanding of the critical role sponsorship must play to facilitate successful change. Leadership
Workshops would continue to be held at strategic points (e.g. key project milestones) throughout the
project.
Enlist core team members and extended team members as "change agents." As part of team
building during project startup, core and extended team members are appraised of their role and
responsibility as "change agents" to help facilitate the change. Change tasks and activities would be
leveraged to tie the various process, functional, technical, and organizational change initiatives together.
Execution of change management activities would be a shared responsibility by all team members (who
are responsible for process/functional, technical, and change management). Change team members
would actively participate in appropriate process and technology activities.
Use a proven approach, tools and techniques to assess your organizations change readiness
and develop action plans to address barriers and/or resistance to change. A proven approach
will be applied to identify and address issues that might limit or preclude successful implementation. The
Polaris methodology will be used to assist the project team in visualizing and implementing changed
business processes. AMX International will also apply lessons learned from its extensive experience
working with clients in both the public and private sector.
Engage as many people in the change initiative as possible. Experience has proven that involving
people at all levels of the organization (sponsors, change agents, and employees who will be affected by
the change) builds awareness and engenders support and buy -in for the change. Various approaches will
be employed to involve your personnel, including participation in focus groups, and communication
programs. We would leverage the core and extended team members to assist in establishing a change
network consisting of representatives from throughout the organization.
Develop a well thought out communication strategy and plan and initiate communications
early. Communication has proven to be a critical success factor in successful change initiatives. We
would analyze your requirements and identify communications requirements by stakeholder group at key
project milestones. Communication programs will be aimed at building awareness and buy -in and will
begin early in the project life.
Develop and implement an integrated Change Management Plan.
Findings and conclusions from organizational assessment, change readiness assessment, communication
requirements assessment, training assessment, process workshops, and technology tasks and activities
would be used to develop an integrated change management plan. This plan would be initially developed
in the planning phase of the project and would be updated and enhanced throughout the project as new
information is acquired and/or needs dictate. This plan would be designed to facilitate the alignment of
people and organizations with the process and technology changes. Team members participate in
appropriate process and technology activities to maintain an understanding of the overall project status
and direction. Employee feedback mechanisms would be established to facilitate continuous evaluation
and update to the change management and communication plans throughout project life.
MX 34 Appendix
I., , n a , Polans Implementation Approach
Lessons Learned
The five biggest mistakes top -management can make during a major change.
Excerpt from the report "Best Practices in Change Management"
What are the biggest mistakes a top -management sponsor can make during a major change?
1. Not being directly involved with the project
2. Sending inconsistent signals or not communicating enough
3. Ignoring the impact of change on employees
4. Shifting focus or changing priorities too soon
5. Not providing adequate resources
Mistake #1— Not being directly involved with the project.
Similar to the 1998 study, the top -management sponsor mistake cited twice as frequently as any other
was "not being directly involved with the project." This mistake occurred when the sponsor failed to keep
informed of the project's progress, delegated sponsor roles to others, and did not intervene soon enough
when problems arose. Teams reported that sponsors:
"did not help remove obstacles"
"thought they could pass the buck to a 'champion' to fix it"
"lost interest once the project started"
Mistake #2 — Sending inconsistent signals or not communicating enough
The second most frequently cited top -management mistake was inconsistent or insufficient
communications. The following errors are typical of those cited:
"tried to control things using old style of command - the message was mixed."
"failed to communicate adequately with the staff'
"dictated change without communicating the benefits"
Mistake #3 — Ignoring impact of change on employees
The third mistake of top -management sponsors was ignoring the impact of changes on employees.
Teams reported that top management tends to focus on the business issues and neglect the employee
side. Employees can become fearful and confused without adequate information and guidance.
Mistake #4 — Shifting focus or changing priorities too soon
The fourth mistake cited by teams was top -management sponsors changing their priorities midstream in
the project, or diverting their attention to other areas before the project was through implementation.
Projects can incur high resistance and require strong sponsorship throughout (not just at the beginning)
of implementation. Mistakes cited include:
• Lostinterest
• Forgot the reason to change
• Distracted by other projects
• Lost track of the project
Mistake #5 — Not providing adequate resources
The fifth mistake cited by teams was that top -management sponsors did not provide adequate resources
(people, time, money) and failed to engage all management levels in the change. Teams reported that
sponsors:
"under mined efforts by not resourcing appropriately"
"under estimated the amount of sponsorship time and effort required"
35 Appendix
Polans Implementation Approach
Key factors to a successful ERP implementation include the following:
Success°;F�i
AMX and° Cusl er:
Executive Commitment
Customer executive management is committed to this
project and its success.
Client Project Ownership
Customer team members have accepted responsibility
for the project and its success.
Other Commitment and Buy -In
Customer and AMX will address through change
management Drocess.
Dedicated Project Team
Customer implementation team will empowered to make
key policy decisions on behalf of the entire organization.
This means your'best and brightest' must be on the team —
those individuals you cannot afford to take away from their
daily duties.
Set Reasonable Expectations
An Initial Scope and Requirements Meeting will be attended
by AMX and Customer executive team and will mutually
agree to on an initial high level plan regarding team
members, commitment levels, timeline, initial risk
assessment, known constraints, hardware/software plan,
roles and responsibilities, detail specifications for
conversions and interfaces, etc.
This will be followed up by a Project Planning Meeting
attended by all project team members.
Comprehensive Training
Polaris includes a multi -phased approach for formal
training, including project team, technical, end -user, etc.
No customization
Using Polaris, a separate change management process
will be utilized for any such requests.
l 36 Appendix
Polans Implementation Approach
Structured Implementation Approach
The Polaris implementation methodology will be followed.
Key components of Polaris include:
o Primary Goal: An on -time and on -budget
implementation along with a knowledge transfer
approach that assures the users will be self-sufficient at
the end of the project
o extensive up -front planning sessions
o a train -the -trainer approach
o zero customization policy
o effective and seamless knowledge transfer by AMX to all
team members
o pre -defined communications plan
o incorporates a quality assurance plan
o intensive planning sessions that will lead to a detailed
project plan; then, execute and work the plan
o comprehensive training for everyone that needs it — no
compromises here
o extensive testing of the proposed solution by end users
o development of end user documentation that reflects
process changes that are also being implemented
o tools include a -Room access for project team members
Scope Control / Project Management
Customer and AMX will provide experienced project managers
Thorough Preparation and Testing
This will be accomplished using the Polaris
Implementation approach.
Detail Work Plan / Work the Plan
Adhering to the project timeline established by AMX and the
Customer and subsequent project plan and tasks will be the
highest priority of everyone on the project.
Overall fit of Organizations
AMX and Customer share a similar culture re: openness,
honesty, integrity, fair and considerate.
Communication
Polaris tools include a communication plan template.
On -Time and On -Budget Objectives
This is a prima oal of Polaris and each task within it.
Train the Trainer and Knowledge
Another key ingredient of Polaris.
Transfer Approach
jA eMX 37 Appendix
r I , ,, ; y , , Polans Implementation Approach
AMX Products
AMX International is also known for its development of complementary software products. These
applications include:
• AMX UtiligyTm — a powerful next generation CIS, billing and customer care solution for public
and private utilities
• AMX IQT°' — an All -in -One Pure Internet Architecture Business Intelligence, Portal, Analytics,
Reporting and Data Transformation Solution
• AMX PayPointT" — a fully integrated cashiering solution for local government and utilities
• AMX eBill ePayTm — a complete web -based billing and payment solution for local government
and utilities
• AMX PolicyProTM — a web -based collaborative policy and procedure management solution
➢ AMX Partners
AMX aligns itself with hardware or platform experts to add computing power and speed to our systems.
In other cases we team with companies whose software enhance and add value to our total solutions. In
still others, our partner offerings enable AMX to enhance our project management and implementation
capabilities. In all cases, these partnerships enable AMX to build best -of -breed performance into our
application and technical consulting practices.
AMX Partners Include:
• Oracle
• Agile Software
• WTS, Inc.
• IBM
• Dell
• HP
Industry Recognition
• Createlform
• Seagull Software
• Quadrant Software
• Computer Associates
• HAHT Commerce
• Meridian Project Systems
Since announcing the formation of a national JD Edwards consulting practice dedicated to supporting JD
Edwards, AMX has received numerous awards for excellence including:
• J.D. Edwards Public Services Area Business Partner of the Year; four consecutive years.
• J.D. Edwards U.S. Central Area Business Partner of the Year.
• J.D. Edwards Genesis Reseller & Marketing Channel Business Partner of the 4th Quarter.
• J.D. Edwards West Area Business Partner of the Year; two consecutive years.
• J.D. Edwards Midwest Area Highest Revenue Producing Business Partner.
Summary: AMX International is a Proven Solution
Companies are placing increased importance on cost effective, reliable and lasting solutions for their
information system needs. By following a proven methodology, providing comprehensive
implementations services and utilizing experienced consultants, AMX International will continue to be the
JD Edwards Business Partner of choice.
/n �iY 5 Experience and Background
Key Personnel
We feel that AMX International is uniquely positioned and best qualified to complete this project on -time
and on -budget in several respects.
First of all, AMX International is 100% dedicated to implementing JD Edwards software. This means
our consultants are only trained on ]D Edwards software and implementation approach - they do not
have to learn other ERP software, thereby diluting their focus on JD Edwards.
As a Certified Oracle Partner AMX International and our employees have access to the following:
• Training— AMX consultants are able to attend training classes that are tailored for professional
consultants. Ongoing training is necessary for consultants to stay abreast of changes and
improvements to EnterpriseOne.
• Certification — AMX consultants are certified to ensure a high level of competency to provide
superior services with guaranteed skills.
• Tools — AMX consultants have access to state of the art information and tools designed to
provide a swifter and less risky project implementation. The information access ranges from
participating in product strategy sessions with Oracle to having access to a special business
partner website for partner specific information. AMX consultants have total access to both the
Oracle and AMX response line teams for backup and escalation, if needed.
• documentation — Oracle only provides training manuals and technical documentaton to their
customers, employees and certified business partners.
• Software— Current and prior versions of JD Edwards software are installed at our labs in Salt
Lake City and our employees laptops so that we can become as familiar with the product as
possible. This allows our consultants the ability to simulate and test a scenario before putting
it on your system.
• Close relationship with Oracle— Oracle and AMX consultants frequently train and work side -by -
side. As a certified business partner, we are actively involved in most Oracle sponsored
events.
We feel it is vitally important that City of Fort Collins have the opportunity to personally evaluate our
consultants to insure that there is a skill and competency as well as a personality fit for your project. For
that reason we have included several consultants that you will be able to choose from. If AMX is selected
as the finalist for your project we will arrange for an opportunity for you to evaluate the consultants and
determine which ones are the best fit for your organization.
A summary of some of our consultants is provided below with complete Consultant Profiles included in
the Appendix section of our response. AMX International and our team are ready to provide City of Fort
Collins with the best system there is today.
CNC Support Resources
Dan McIntyre — CNC Specialist
Mr. McIntyre has eight years experience in information technology with more than five years in High
Electronics and five years with JD Edwards EnterpriseOne software. His background includes network
configuration, system administration and database management with expertise in EnterpriseOne
installations, upgrades, administration, security, and troubleshooting.
Rob Rybowiak- CNC Specialist
Mr. Rybowiak is a highly innovative, goal -oriented professional with solid JD Edwards CNC experience.
He has 20 years of experience implementing technology solutions for clients. Mr. Rybowiak developed
technical classes for installing, configuring, and maintaining Enterprise0ne implementations. He has
worked onsite assisting clients in installing and reconfiguring EnterpriseOne to best meet their business
needs. He is very organized and possesses the ability to manage multiple technical projects and meet
deadlines. Mr. Rybowiak has an outstanding record of achievement in troubleshooting and resolving
Enterprise0ne client issues.
AAM 2 Company Information
-.1..1..1 .'a.
C J. Hescheles — CNC Specialist
Mr. Hescheles has more than twenty years experience in systems integration, database development,
technical support, computer operations, and product management. He has created successful
applications in customer management, supplier management, sales forecasting, order entry, inventory
control, and financial management.
Application Resources
Frank Mahon — HR/Pavroll Consultant
Mr. Mahon has over twenty years of General Accounting, Payroll and Human Resource experience. He
created and supported interfaces between various time/attendance systems and numerous payroll
packages. He installed, supported and trained a line of PC -based fund accounting software. Mr. Mahon
managed the accounting/payroll system for a large nonprofit organization.
Susan Bragg — Financial Consultant
Ms. Bragg has over twelve years experience demonstrating, consulting, training and managing
implementations of ]D Edwards software including General Ledger, Accounts Receivable, Accounts
Payable, Project Accounting, Fixed Assets, and Procurement with over 20 years in the public sector. Her
experience involves a comprehensive and unique combination of sales, business and technical skills.
1 3 Company Infommation