HomeMy WebLinkAboutCORRESPONDENCE - GENERAL CORRESPONDENCE - PROPOSALCity of Fort Collins
Active Directory Design and
Architecture Proposal
July 15, 2003
N T E l l N K 2-710ink Grouproup, LLC
98 Inverness Drive East • Englewood, CO 80112
303-542-0100 . 303-790-0908
www.interlinkgroup.com
Contact: Lisa Wargo, Account Manager
This document contains proprietary information of Intedink Group, UC and CAy of Fort Collins. All information contained herein should be
considered Company Confidential CO of Fort Collins and heated as such.
City of Fort CoNns-Acme DIRECTDRYDEsIGN AND ARCNIrEc7uRE
PROPOSAL 0
In order to provide the City of Fort Collins with the highest quality services, on time and within budget, we have
based our proposal on the following assumptions.
• City of Fort Collins will appoint a project sponsor to oversee the direction of this project. The appointed
project sponsor will have decision -making authority over all aspects of the project.
• City of Fort Collins understands the success of this project is dependent upon the participation of two City
of Fort Collins full-time employees (FTE). They will become the conduits for knowledge transfer throughout
the project. Additional the City of Fort Collins resources providing unique skill sets may also participate in
specific phases of the project
• Interlink does not have detailed knowledge of all City departments and agencies. Interlink will attempt to
incorporate all known City government entities into the overall AD design, but may need to extend the
scope of this project if the number of entities or complexity of the City organization cannot be reasonably
assessed in the allotted time for this project.
• City of Fort Collins will review interim and final deliverables and report acceptance or discrepancy to
Interlink within the scheduled timeframe of the submission of deliverables.
• Interlink assumes that the City of Fort Collins will have the proper facilities, space, and equipment to
support the efforts of the joint project team.
• Based on previous conversations with City of Fort Collins, Interlink has assumed a high level overall Active
Directory design and architecture scope the city with additional design detail for four business units.
Changes to this assumption could impact the project's cost and schedule.
• It has been assumed that City of Fort Collins' existing backup system is capable of backing up the Windows
2003 servers and their system state. Changes to this assumption could impact the cost of this project.
• It is assumed that City of Fort Collins has a virus protection infrastructure in place that can be migrated to
the Windows 2003 environment. If City of Fort Collins does not have a virus protection infrastructure one
should be deployed. Changes to this assumption could impact the cost of this project.
• Interlink will make a best effort approach to Knowledge Transfer to City of Ft. Collins technical personnel
within the constraints of the project scope and schedule. This is by no means meant as a substitute for
formal training in Active Directory. Interlink strongly recommends that City of Ft. Collins technical staff
attend the appropriate training classes. Interlink will be happy to recommend courses to fill this need.
• Directory services such as Active Directory have wide ranging consequences in the event of a failure. While
AD is designed for fault tolerance and high availability; it is wise to have an AD management and
monitoring tool in place. It is out of the scope of this project to include this aspect in the design, but
Interlink can recommend solutions and will gladly assist the City in product selection, design and
deployment as an addition to project scope.
• The AD design will not address design of an Exchange 20OX infrastructure, but Interlink will make sure thJ
design accommodates an Exchange messaging environment in the future.
• This project assumes that Novell NDS directory services will independently co -existence with Active
Directory. Integration or synchronization of the two directory services is not in the scope of this project.
Interlink will be happy to provide assistance in this area as a separate project or scope addition if the City
require this functionality.
NT E LINK P pneWyandConfda0al July15,2003INS AD
CNy of Fort CoNns - Acnve DiREcToRY DesicN AND AacHiTEctuRE
PROPOML 0
SCHEDULE AND FEES
This is a good faith estimate based on the information provided to us by your organization. It represents our
estimated budget and schedule for building the functionality we think is necessary based on our understanding of
your business and technical environment. However, it should be noted that this proposal creates no obligation for
The City of Fort Collins to pay Interlink any amount beyond actual fees and expenses associated with work
performed. Time and materials invoices will be generated on a bi-weekly basis and are due net within thirty (30)
days of receipt. The rates set forth in this proposal are valid through December 31, 2003 and are limited to this
engagement only.
You should consider the following risks when evaluating this or any other estimate.
• The good faith estimate is based on what we think we know. The value of the estimate is directly related to the
accuracy and completeness of the information provided to us. As we discover issues with that information, we
will notify you of any discrepancies and their impact on our estimated budget and schedule.
• We often identify elements of functionality that are necessary, but for which we do not have the information
necessary to properly estimate the associated work effort. This functionality will therefore generate additional
costs that are not known at the time of the good faith estimate. We will identify each of these elements in our
estimate, and we will identify the information Interlink needs to provide an estimate for each element.
• Communication failures or changes in business requirements may result in scope elements that we either not
identified or are more complex, more interdependent, or that have external dependencies that were not revealed
during the estimation. In this situation, we will notify you as we find new scope elements, and we will provide
you with cost and schedule estimates (if possible at that time).
Professional Fees
Service Area
Estimated Duration
Estimated Fees
Phase I -Environment Review and Requirements
5 Days
$101"
Phase II - Architecture and Design
7 Day
$15,120
Total
$23,920
Fees Schedule
Resource
Hourly Rate
Technical Project Manager (Full Time)
$135
Windows 2003 AD Architect (Full Time)
$135
NT E LINK �t� a' d Confidential July 15, 2003INS AD
CAyofFort C Ms-AcnvEDIREGTGRYDESIGNANGARCNITECTURE
PRfWftqAL 0
Related Project Work
Interlink is extremely well qualified for the scope of services required by the City of Fort Collins. Interlink has a
proven track record of delivering similar solutions, highly skilled professional consultants, and strong
partnership/consulting relationships.
Interlink has extensive experience and has assisted several clients in designing and implementing enterprise -wide
infrastructure solutions that are functional, manageable, and reliable, since 1989. Specific to this proposal, Interlink
has provided the following engagement descriptions to supplement the City of Fort Collins' understanding of our
experience.
Woodmen Valley Chapel
Intedink successful designed and deployed Microsoft's latest Operating System, Windows Server 2003, for
customer Woodmen Valley Chapel. As one of 80 Microsoft partners worldwide selected to participate in an early
adoption program, Interlink's deployment for Woodmen Valley Chapel is the first in Colorado and one of the first
in the world.
Its successful track record of designing and deploying Microsoft solutions and its triple Microsoft Gold Certified
Partner status were among the reasons Interlink was selected for participation in the program. "This experience is a
real win -win -win for our customers, Microsoft, and Interlink," said Interlink CEO, Bart Hammond. "These
opportunities provide progressive technology organizations, such as Woodmen Valley Chapel, the latest and best
technologies with the full architecture, design, and implementation support of an experienced and pre -trained
Microsoft Partner. And, for Interlink, they provide the real world deployment experience that complements our
technology expertise and gives us a 3-6 month edge over the rest of the competition."
Before embarking on the customer deployment, Interlink architects underwent extensive training and deployed a
full Windows Server 2003 in their lab -environment, followed by a rollout to a production environment.
Colorado Springs -based Woodmen Valley Chapel, whose Windows NT4 infrastructure was being outpaced by their
desktop environment, was the selected customer for the early deployment of Windows Server 2003.
The project was completed on schedule and on budget with no disruption to business. "The security advancements
and sophisticated administration tools of Windows Server 2003 have brought us one step further in keeping up with
technology, without the bleeding edge' feeling of deploying a new product," commented Don Comer, Computer
Systems Administrator for Woodmen Valley Chapel.
As one of the first ministries in the world to implement live streaming video via a data network to broadcast their
service simultaneously in multiple locations, Woodmen Valley Chapel viewed this opportunity as "the next step in
keeping ahead of the technology curve". The ministry is already benefiting from improved management, system
reliability, and a simplified directory structure as a result of the Windows Server 2003 deployment.
N T E LINK PropWaryandOmfiden5al July 15, 2003 INS AD
CNy of Fart Collins-ACTNE DIRECTDRYDEsrA AND ARCHITECTURE
PROPOSAL 0
JUDICIAL1 OF CALIFORNIA
d � ADMINISTRATIVE OFFICE OF THE COURTS
�wze
Adminfstradve Office of the Courts
The Trial Court system in California, comprised of Courts of all sizes with varying degrees of technological maturity,
has made it difficult if not impossible, for Court managers, operations staff, Courtroom staff, and judicial officers to
share data and effectively communicate with one another. Realizing these inefficiencies and the need for
improvement the Administrative Office of the Courts (AOC), a state agency appointed to oversee the Superior
Courts in the State of California, was faced with the challenge of integrating older, legacy computing platforms with
little standardization, no central management no shared applications, limited Internet access, and no shared
messaging platform. The AOC selected six rural Trial Courts to participate in a pilot project to redesign and
standardize the network infrastructure and application hosting system in preparation for a Case Management
System (CMS) to be deployed in a service bureau environment.
Interlink recommended a solution to revolutionize networking services of the California Courts and to optimize and
streamline management of the systems, thereby reducing total cost of ownership (TCO) to the Courts and governing
agencies. To add the features and functionality that would provide every judicial employee with efficient messaging,
desktop management software deployment, application access, and Internet connectivity, lnterlink is architecting
and piloting a state-of-the-art centralized architecture based on the following products and technologies.
• Wide Area Network architecture consisting of Cisco routers, Cisco (Altiga) VPN concentrators, Nokia
CherkPoint firewalls, with scalable connectivity and satellite redundancy.
• Local Area Networks standardized on Cisco switches and Compaq servers for consistency and
supportability.
• Windows 2000 Active Directory architecture of a centralized, core infrastructure consisting of a single forest
and single domain allowing users access to network resources and shared data as well as scaling to meet the
needs of the anticipated growth of the network.
• Exchange 2000 messaging system accessible by all authenticated users both locally and remotely via secure
connection.
• Windows 2000 Professional Managed Desktops.
• Systems Management Server 2.0.
• Windows 2000 load balanced web servers with SQL server back end.
• Enterprise Management of the network infrastructure and systems utilizing HP Openview, NetiQ, Compaq
Insight Manager, Cisco Works 2000, Microsoft US, and Telamon Telalert.
The key feature of Interlink's solution consists of a centrally hosted infrastructure at a collocation facility with full
remote management capability. This solution, to be initially implemented at six pilot Courts in 13 locations, is
scalable to include the entire California Court system with minimal incremental costs and changes to the
configuration The AOC has adopted a'Service Bureau' approach to the infrastructure and systems that require 24-.
hour availability with a proactive approach to ensuring the expected quality of service.
NT E R L I N K PaTprW" and Confidential July 14 200INS AD
City of FM COW -AcTPiEDinEcreavDEsGNmoAa wroTune
PnOPM&
Arapahoe
County
ColomdNs f7rsf
Arapahoe County Colorado
Arapahoe County, Colorado was Colorado's first county and is one of the largest, fastest growing with a population
over 500,000. To assist meeting business goals and initiatives, Arapahoe County established an advanced technology
infrastructure throughout the organization, moving from a centralized, legacy -based approach to a geographically
dispersed, distributed computing model. To this end, Arapahoe County had already implemented Windows 2000
Active Directory and decided on a strategic implementation of Exchange 2000 to help further their messaging and
collaboration goals. To ensure the success of their first application within the County to fully utilize the Active
Directory, Arapahoe County engaged Interlink to leverage our discipline and experience to migrate to Exchange 2000
quickly by using Interlinles technology methodology (ADIM) to address the architecture and design,
implementation, and operational transition to support staff.
Arapahoe County was already utilizing Exchange 5.5 to provide email services for nearly 1,400 county staff
members. Exchange 2000 was a natural step for the county to integrate the messaging environment into the Active
Directory and to be able to take advantage of enhanced Outlook Web Access services for secure remote access. The
migration involved a detailed design session where a plan was established to prepare the current Exchange
environment for migration and to develop a plan for implementation of the new Exchange 2000 environment and
steps for the migration of Exchange 5.5 mailboxes to Exchange 2000. Once the design and implementation plan were
created, a testing plan and testing environment was created to simulate the migration process from Exchange 5.5 to
Exchange 2000 as well as verify the functionality of new features such as Key Management Services and Instant
Messaging. After testing was completed, the team began to prepare the current environment by implementing the
Active Directory Connector (ADC) to synchronize the Exchange 5.5 Directory with the Windows 2000 Active
Directory. Once the ADC was synchronizing both directories, Exchange 2000 servers were installed in the current
Exchange 5.5 organization and site in mixed mode and then configured using the plan that was established during
the design and implementation planning sessions. The team then began the mailbox migration using small pilot
groups of user mailboxes to ensure that all migration processes were working correctly. Shortly after the pilot group
was verified, the team moved forward with the production migration of all Exchange 5.5 mailboxes. Due to the
customer's efforts in managing mailbox sizes in the Exchange 5.5 environment the migration of mailboxes was
completed during a weekend migration period. once all users' mailboxes were moved from the Exchange 5.5
environment Exchange 5.5 was decommissioned and Exchange 2000 was promoted to native mode.
As a result of detailed planning and testing effort, the team was able to minimize risks and quickly migrate to a new
Exchange 2000 solution without affecting the user community.
Arehstone-Smith
As a result of the merger of Archstone Communities and Charles E. Smith, a leading owner, developer, acquirer and
operator of apartments in major metropolitan areas across the country, with a total market capitalization of $9.2
NT E L I N K fthatery a1d Confidential July 15, 200J Mi AU
City of Fort CD Ms-Ac?7vE DIREcToRyDmGNANDARCNREG1uRE
PROPOSAL 0
billion, a common network operating and electronic messaging environment had to be designed and implemented to
facilitate communications and ease of access to corporate information for users of the newly merged company.
Archstone Communities began on a Windows NT 4.0 network operating platform with Exchange Server 5.5 as the
messaging platform, while Charles E. Smith had already moved to Windows 2000 Active Directory and Exchange
2000. A solution had to be created to unify both environments for ease of management and to allow for easier
communications between users of the merged company.
To meet this goal, Archstone-Smith engaged in a strategic technology partnership with Interlink to design and
deploy a common environment to meet their aggressive merger timeline. The project migrated over 2,000 users
across a wide range of geographic boundaries from both disparate organizations to a single Windows 2000 Active
Directory Forest and a single Exchange 2000 organization.
One of the key requirements to the solution was to provide a design that delivered a centralized management
structure so that Archstone-Smith's Information Technology personnel residing in the merged organization's
Englewood, Colorado headquarters could manage all Windows 2000 Domain Controllers and Exchange 2000 servers
across the enterprise. The Charles E. Smith Company had an existing IT staff in their Arlington, Virginia
headquarters; however, the business decision was made to consolidate the IT staff in a central location while
maintaining only local support resources in Arlington.
Interlink recommended a solution that would enable Archstone Communities to migrate their current Windows NT
4.0 infrastructure to Windows 2000 Active Directory operating in a Native Mode followed by a migration of users
and resources from the existing Exchange 5.5 servers into a new Exchange 2000 organization containing the
Archstone-Smith name. This was accomplished by using Interlink's technology methodology (ADIM) along with
tools such as NetlQ's Exchange Migrator product.
Once the Archstone Communities platform was solidified, the Charles E. Smith Company had new Windows 2000
Domain Controllers deployed into their offices, while users were migrated to the new Archstone-Smith Windows
2000 forest, using NetIQ's Domain Migration Administrator (DMA) to facilitate the inter -forest migration using
SIDHistory. Exchange 2000 servers that are members of the newly formed Archstone-Smith organization were
deployed into the former Charles E. Smith locations. Directory co -existence and migration of mailbox data to the new
organization was achieved using a combination of Interlink custom developed ADSI scripts and the Microsoft
Exchange Mailbox Merge Tool (ExMerge).
Some of the unique challenges that were faced involved a rapid rollout of Windows 2000 Domain Controllers across
13 regional offices and the headquarters site in Englewood. The team also faced challenges of how to easily migrate
many users and data from a disparate Exchange 5.5 organization to a new Exchange 2000 organization and Windows
2000 Active Directory. The project was also one of the first of its kind, in that it dealt with a Windows 2000 Inter -
Forest merge along with Exchange 2000 to Exchange 2OW Inter -Organizational merge.
Through Interlink's vast design and migration experience and the solid commitment by the Archstone-Smith project
team, the project was a very important success to the merger of these organizations and helped Archstone-Smith
achieve a 10% reduction in IT operational costs. Because Interlink completed this project ahead of schedule and
under budget, Archstone-Smith has already communicated to Interlink that it desires to again leverage Interlink's
expertise for upcoming projects such as their Windows XP Managed Desktop project and Enterprise Systems
Management project in an effort to support the on going strategic and tactical goals of the newly merged company.
For additional information on Interlink's Microsoft solution for Archstone-Smith, please see the case study on
Microsoft's web site at http://www.microsoft.com/resources/casestudies/CaseStudy.asp?CaseStudyID-13250
"Archstone-Smith - Windows 2000 and Active Directory Services Provide Efficient, Cost-effective Network
Solution"
NT E R L I N K Ft"arya15 Confidential July 1A 2003INS AD
City of Fat Comes -Acme DIRECTORYDESIGN ANDARCHTECTURE AMyI/
PWNKML
J 3 V �I'
0 4„r
Denver Health and Hospbls Authority
In 1996, Denver Health and Hospitals Authority (DHHA) was seeking a technology partner that could assist with the
development of strategic and tactical plans related to Strategic Infrastructure Standards and Policies and Network
Stability. From this, Interlink stabilized the environment rebuilt the support organization, and has been an
outsourcing and strategic project partner ever since. The chronology of initiatives that Interlink has driven and/or
supported is listed in the following table.
1996 • Stabilized client's environment and built fast Technology Plan.
• Created organization structure to facilitate ownership of data infrastructure.
1997 • Standardized the environment to begin realizing support efficiencies.
1998 • Microsoft Exchange Implemented - Unified three electronic messaging systems onto the Exchange
platform.
• overhauled Data Center to create a 24X7 environment.
• Developed AppTrack - Created an Application Tracking system for Managed Care to increase
enrollment into benefit programs.
1999 • Data protection included implementation of IBM ADSM and supporting operational procedures.
• Network re -architecture, including a campus -wide SONET backbone with switched 10/100 MB
connectivity to the desktop to consolidate protocols and provide high-speed redundant connectivity
fnr vnio and data to critical clinics.
1998- • Project Managed Replacement of Imaging Systems - Project managed and implemented both Patient
2000 Accounting Imaging and the beta version of Medical Records Imaging.
• Managed Enterprise Implementation - Implemented an enterprise -wide enterprise management
solution, beginning with the desktop devices and servers.
• Systems Management Server - to provide automated application distribution, inventory and asset
management, and remote control of Intel -based devices
2000 • Intranet VI - Developed the initial phase of the hospital intranet (Pulse) offering to prove its ability to
facilitate information movement and reduce operational costs.
• Microsoft Windows 2000 Active Directory Migration - Developed Windows 2000 Active Directory
Design and migrated existing NT 4.0 domain to provide a solid foundation for the Exchange 2000
messaging platform and future application (Portal and Single Sign -On) initiatives.
• Microsoft Exchange 2000 Upgrade - Front Range's only Early Deployment Partner (EDP) for
Microsoft. Denver Health leverages the increased security features of Exchange 2000 by using the
improved KMS and Windows 2000 Public Key Infrastructure (PKI). Confidential E-mails containing
patient sensitive information are digitally encrypted and signed to insure that only intended recipients
can read e-mail. This decreases the possibility of customer confidentiality being compromised and has
put DHHA in a better position to attain HIPPA compliance.
• Encrypted Messaging - To prepare for upcoming HIPAA regulations, developed and implemented
architecture to encrypt patient information submitted via a predefined form and automatically filtered
out such data if a message was to leave the Denver Health network.
NT E LINK Proprietary and Confidential July 1Q 2003 INS AD
Cdy of Fort Coft-ACTIVEDtRECTQRYDEBMN,wD ARCHITECTURE
PRCRosa 0
2001 • Storage Area Network - Upgrade hardware infrastructure to improve data protection solution
• Business Continuity Planning - Developed a large effort to ensure systems availability, recovery, and
alternative processes to ensure potential issues and risks to the Information Systems environment does
not impact the ability to provide patient care.
• Single Sign -on Solution - A strategic project to assist the end user leveraging Active Directory for
authentication and advance SmartCard and biometric security devices.
• Portal - Extend Intranet solution to provide access to Siemen's mission critical applications leveraging
Single Sign -on Solution
• Voice over IP & Wireless LAN - Extended and leveraged network architecture to provide additional
network point solutions
For additional information on Interlink's Microsoft solution for Denver Health, please see the case study on
Microsoft's web site at httl2�//www microsoft com/servers/evaluation/casestudies/DenverHealth asp
For additional information on Interlink's Intemetworking solution for Denver Health, please see the case study on
Communications News' web site at htt2:/Icomnews.com/stories/articles/co900healing.htm
El Paso County Colorado - Department of Health
The El Paso County Department of Health's (DOH) purpose is to ensure all residents have the opportunity to be
healthy in mind, body and spirit. DOH staff believes personal and environmental health is inseparable. Most of the
DOH's work focuses on improving the health of the entire community rather than addressing individual health care
needs. The DOH recently announced its intent to separate its computing services from its current provider, El Paso
County (County).
Three years ago the DOH entered into an IT outsourcing agreement with the El Paso County IT department. For a
fixed yearly fee, the DOH received network infrastructure, file/print, and application support from the County IT
department. Additional services, such as application development and Internet access could be purchased for costs
above the yearly fixed fees. Over the course of the outsourcing arrangement with the County IT department, the
DOH became increasingly disillusioned about the quality of services being provided. Contention mounted, centering
on the issue of cost of services and the associated benefits derived. Annually the County IT department increased the
costs charged to the DOH, yet the DOH found their environment deteriorating. Third and fourth generation
hardware proliferated their environment and, as a result, application upgrade decisions were sidetracked because of
the infrastructure's inability to support the requested functionality. Network latency and inefficiencies required a
series of temporary workarounds that eventually became permanent. Low support quality and high costs had
pigeonholed the DOH into applications and services that could not meet their current and future needs, forcing the
DOH to re-evaluate their agreement.
The DOH determined that an autonomous computing service organization was needed to achieve thew clearly
defined business goals. Desired new service offerings required a state of the art computing infrastructure and
talented people to support it. With the events of September 11, 2001, the community's expectations for a
NT E L I N K Proprietary and Confidential July 15, 20031NS AD
CHy of Fort Wins -ACTIVE DIRECTORY DESIGN AND ARMTECT URE
PM»nw 0
comprehensive suite of services dramatically increased. To meet these ever-growing expectations the DOH
determined that it must control its own computing environment. The DOH interviewed several solution providers to
understand how they would approach the transition of computing services from the County IT department. The risk
inherent in such a separation of services was abundant. Not only did the DOH need a complete infrastructure, but it
also had no tolerance for the interruption of IT services needed to support the community. After an exhausting
search the DOH chose Interlink Group, Inc. (Interlink) to assist them in this endeavor. Interlink brought a unique
combination of technical expertise and disciplined development and migration approaches to the project.
Interlink designed a new and secure computing environment for the DOH encompassing all levels of the OSI model.
A high-speed, well-connected 10OMb switched LAN infrastructure was designed to replace an antiquated, shared
1OMb network. Frame -relay replaced fixed circuits to the DOH's remote sites allowing them to realize the benefits of
reduced costs and increased flexibility. Because secure access to and from the Internet was an essential design
requirement, Interlink used best -practices tools and process to secure the DOH web site and SMPT mail services.
Designing a Windows 2000 and Exchange 2000 infrastructure allowed the DOH the needed ability to leverage next
generation applications and collaboration tools. Current applications were tested and migrated to the new Windows
2000 platform where possible. Windows NT 4.0 servers hosted legacy applications that were not Windows 2000
compliant. Supporting services such as a comprehensive backup solution, WINS, DDNS, and DHCP were also
included in the design.
Implementation and migration risks were minimized by the effective use of Interlfnk's proprietary ADIM
methodology. The technologies and migration processes were developed and tested in a lab environment. A quasi -
production testing phase allowed Interlink to deploy the technologies and hone the migration processes without
impact to the DOH user community. These refined migration processes allowed Interlink to perform the transition
without interruption of services to any DOH user.
From project initiation to project closure the entire transition spanned a very fast -paced 10-week period. Designing
the architecture and implementation strategies occurred simultaneously. Testing proceeded in stages as the
technology and processes were designed. Vendor coordination was a key element to the success of the project as
hardware and software procurement was swift and coordination of circuit installations required extreme diligence
and perseverance.
Interlink spent two weeks of post migration time supporting the new environment and performing knowledge
transfer to the newly hired DOH IT staff. Interlink's knowledge transfer efforts allowed the DOH IT staff to quickly
become self-sufficient and able to support the new environment. This self-sufficiency was aided by Interlink's
comprehensive suite of documentation. This suite included Requirements and Design documentation,
Implementation Strategy documentation, and a thorough Operations Guide.
With little environmental knowledge prior to the engagement, Interlink successfully estimated the time and budget
necessary to complete the project. The project finished on -time and 5% under budget. Positive schedule and effort
variances were used to increase scope throughout the project allowing the DOH to receive more functionality than
originally estimated. Interlink leaves the DOH with a scalable computing environment able to meet their future
needs with minimal enhancements required.
N T E fl INK and Confidential J* 15, 20031NS AD
Gly of Fort Coft -AOTNE DREOTo4YDEsiGN AND AROM scruRE PROPO LL ll``(,(,CyJj
�`//JJ//
APPENDIX B - INTERLINK OVERVIEW
Who We Are
Interlink Group, LLC is an award -winning IT professional services firm with a proven business model focused on
built -to -order software products and network infrastructures. Founded in 1989, Interlink is headquartered in Denver,
Colorado and has a strong track record of serving clients locally, as well as throughout the nation.
We are in business to provide clients with the Technology Advantage that enables them to grow their revenues,
increase their productivity, or lower their costs. The four hallmarks of our differentiation are: better technology options
delivered in a client -focused manner by experienced specialists operating according to a proven model.
However, only results matter. Our strong track record of accepting accountability for clients' success is rooted in 13
years of superior delivery and exceptional customer service.
Experienced Specialists
Interlink invests in our people so that our clients are assured their projects are staffed with experienced specialists
working in optimized environments. All Interlink consultants are hired into one of Interlink's specialized
competency groups and specifically trained in our methods for applying their craft — meaning our clients can be
certain that each consultant is prepared for the specific role and task they are performing. Clients have greater
confidence in the probability of success because their solution is implemented by accredited experts with
certifications from premiere platform providers as well as from their Interlink competency group.
Proven Model
Interlink has a proven track record and a focused business plan that our clients can rely on. With the risks and
uncertainties companies face in business, it is vital to engage a technology partner that has the foundation to honor
its commitments. Interlink's executive team, with 83 collective years in technology management and development,
fosters a business model focused around our expertise rather than trying to be all things to all clients. With 11
consecutive years of profitable operation and strong financial backing, we offer clients a low -risk, dependable choice
for a long-term technology partner.
How We Ooerate
Interlink listens and we have tailored our business model to deliver client -specific solutions. We respect the
experience and knowledge of our clients and therefore focus on the outcomes they are seeking first — before
applying our reusable technology, templates, and best practices.
Interlink communicates frequently and manages with disciplined control procedures. Leveraging our dedicated
project management office, we provide regular Vital Signs reports to ensure our clients stay informed and
participate, when appropriate, for a successful project. I
Finally, Interlink emphasizes the personal and professional growth of our employees. We encourage their
development because we know that a well-equipped, well -trained, and motivated workforce is the key to satisfying
our clients' most demanding needs.
NT E LINK Pmpnetaryan�d Confidential July 15, 2003INSAD
CIIyOfFortCollins.ACTIVEDm cToRYDEmANDARCHITECTURE AID
PROPOSAL 0
TABLEOF CONTENTS......................................................................................................................................................._......2
EXECUTIVESUMMARY............................................................................................................................................................ u
Statement of Understanding 4
SOLUTION HIGHLIGHTS
PROJECT ASSUMPTIONS, EXCLUSIONS AND RISKS
10
SCHEDULEAND FEES.............................................................................................................................................................11
ProfessionalFees......................................................................................................................................................................11
FeesSchedule...........................................................................................................................................................................11
APPENDIXA - CASE STUDIES.................................................................................................................................._.........12
APPENDIXB - INTERLINK OVERVIEW....................................................................................................._......................19
TheInterlink Difference ..........................................................................................................................................................
20
Spotlighton Network Solutions............................................................................................................................................
22
ProvenApproach........................................................................................................................................................4.4.........
24
Partneringwith Interlink..............................................................................................................................................4.........25
APPENDIXC - ADIM METHODOLOGY ............................ ................................................................................
_.............. 27
APPENDIX D - SAMPLE CHANGE REQUEST FORM.....................................................................................................30
APPENDIXE - SAMPLE VITAL SIGNS REPORT ............................. .......................................................
_........................ 31
NT E LINK Proprietary and Confidedal July 15, 20031NS AD
City of Fon CDNns -ACTIVE DIRECTDRYDEsIGNAND ARCHmicruRE
PR wrm 0
Client Focus
Interlink doesn't force a pre -packaged, cookie cutter solutiorL In fact, our delivery philosophy is based on tailored
solutions and a guiding principle: Our clients are the experts in their business, we provide advice and counsel in our
areas of expertise. As a result of our deep technology and process expertise, our clients find that their core
competencies become competitive advantages.
We are best suited for clients seeking a stronger partner capable of sustaining a long-term relationship with superior
delivery. Our clients maintain control over the project to ensure the product is adapted to respond to their market
demands and opportunities. interlink supports planning and coordination efforts with an assigned product manager
who follows industry best practices for ongoing product release management. Interlink product managers give
clients the consistency and reliability that come with a single point of accountability - from technology planning to
application maintenance to end -user support.
What We Deliver
Technology aptitude and insight are Interlink's core business, and we are focused on applying that deep expertise to
give clients better technology options. Our specialties are centered around the related disciplines of Custom Product
software development and Network Solutions. Accordingly, we have developed comprehensive service models
within these two domains.
Interlink is uniquely positioned to be the single point of accountability for your technology needs. Whether you have
internally- or externally -facing needs, our Custom Product and Network Solutions services address key applications
and the quality foundation for them to run on.
Technology Options
We provide clients with evolving and cost-effective reusable frameworks, software components, and best practices
that are the basis for each Custom Product software solution we develop. Not only do clients benefit from the speed
to market and economies of scale that are typically only viable with generic packaged solutions, they also enjoy
reduced technological risk and long-term sustainability that are characteristic of custom solutions. Much of this is
due to deep technological focus on two key platforms - Microsoft and Java. Our strategic alliances with the dominant
platform players allow us to quickly adopt and apply the latest commercial standards for our clients' business needs.
At Interlink, we realize that a robust, scalable, secure network infrastructure to support an application is just as
important as the software solution. With strong competencies in infrastructure architecture and development,
derived from a line of business that has been dedicated to infrastructures for seven years, our clients will benefit
from our optimal application performance and reliability. Our Network Solutions suite of services, influenced by a
partnership with Cisco, incorporates the latest technology to bring cost -saving advantages to our clients.
The Interlink Difference
Interlink delivers competitive advantage through built -to -order software products and network infrastructures based
on proven technology and expertise. We have always been proud of our differentiated ability to provide excellence
in both application development and network related consulting. It is at the junction of these two critical components
where companies can discover true technology advantage in their businesses.
Stemming from our strong capabilities in both software and networks, Interlink offers fully integrated client
solutions in the following areas:
NT E LINK Propnetery 2nd 0 CDnfiden5al July 15, 20031NS AD
CNy of Fod CoWns-AcnvE DIRECTORYDESIGN ANDARCHITEc7vRE
PROPOSAL
Custom Products
• Develop custom applications
for unique product needs
• Automate unique differentiate
as web applications or web
services
Enterprise Infrastructure
• Plan Infrastructure strategies
• Lower TCO for enterprise
assets
• Enable new capabilities with
new technologies
Enterprise Portals
Provide portal access to
knowledge and systems
Mobile & Wireless
• Enable mobile access to
existing systems or products
• Develop new mobile solutions
for workforce automation
Internetworking & Security
• Maximize performance,
reliability, and scale
• Establish secure networks
• Extend network access
Today, more than ever, the dividing line between the application and the infrastructure has blurred. Solutions rely
on both capabilities to be successful. If your business is looking to apply technology to grow your business, increase
productivity, or reduce costs, Interlink can be singularly accountable to deliver the technology advantage you are
seeking.
Featured Services
Interlink offers packaged services through two programs. PROPEL9Ae Solutions accelerate the benefits from rapid
technology deployment. We offer a real business value quickly and at a tow cost by applying the lessons we've
learned from previous solutions- PROPEL. PRECISIONS"+ Solutions crystallize your vision for a sustainable
technology solution Leveraging proven methodologies, we gamer the relevant knowledge of your environment and
apply our expertise to immediately present a solid technology approach. The roadmap provided by PRECISIONS'^
enables you to build a reliable, longer term and more strategic solution
Every PROPELS and PRECLSIONS Solution features Interlink's proven approaches and rapid implementations
with fixed schedules, mats, and deliverables.
N T EH L I N K Pmpe*ary sZ Confidential
July la 20031NS AD
..,
CNy of Fat CoNns -ACmE DIRECrCRYDESIGN AND ARCHITECTURE
PpnPfML 0
Spotlight on Network Solutions
In this new business environment, reliability has taken a whole new
meaning. No longer can an enterprise network experience downtime.
With the new demands on the network comes a significantly increased
level of complexity and specialization that the enterprise cannot afford
to team their experiences "on-the-job." This is where a technically
experienced network consultancy with a strong delivery approach is of
most value to the enterprise that cannot afford to risk network
downtime.
Interlink has been helping companies plan, architect, implement, and
support business critical infrastructures for more than a decade. Today,
much of your business is predicated upon your employees, customers,
or partners effectively working with a key electronic system - internally
or via the Internet. What is the impact if those systems are not available
or secure?
Our perspective is that infrastructure, whether internally or externally facing, should enable rather than hinder the
strategy and operations of business. Accordingly, we have structured our capabilities and services to address client
needs at all layers of the network.
• Network - The intemetworking, security, and access solutions to ensure connectivity, reliability, security, and
performance at a physical network and transport level.
• Server - Your back office (file and print messaging, directory services, application and web servers) and data
center environments that are architected to run the core business, for ease of management, reliability, and
performance.
• Client - The cost-effective architecture, deployment management, and support practices for desktop, browser -
based, or mobile clients.
Network Solutions Model
Our Network Solutions Service Model shows our services broken into four main areas of expertise that enable
communications, maximize performance, and optimize cost.
Infrastructure Strategy - Getting Ahead of the Business. Consultative services focused on understanding the
present state of a client's network based upon industry best practices and Interlink experience, and a
planning service to create the infrastructure (all devices and services) blueprint based upon business,
technology, funding, and schedule needs.
Access, Transport, and Security - linking the Physical Network. Architecture and implementation services
oriented at the infrastructure "plumbing" of the business. The security services are full lifecycle strategy,
assessment, remediation, and support solutions to ensure business protection from internal and external
threats, and the Access and Transport services are oriented at establishing a manageable, reliable, and
scalable physical network to support business needs of the network.
Server, Messaging, and Hosting-Architecting the Back Office Platforms. A collection of services oriented at
designing and implementing business -critical platforms to support the business processes. Whether
electronic mail, file and print, application serving, or presenting the enterprise applications to the Internet, a
complex back office platform becomes the nucleus of the business computing environment.
N T E LINK RWnstaryand ConWemial Ady 15, 2003INS AD
City of Foit CdIIRs - ADnNE DIREcxRY DESIGN AND AROHITECTURE
PROPOSAL
Client Architecture and Support - Managing the Client Access Points. Services focused at providing access to
the enterprise systems via all of the necessary methods, as well as providing a standardized, streamlined
operating environment to optimize the expense of operations.
N T ER L I N K P>»r�3 conrdeana'
July 1$ 2003 INS AD
Coy of Fat Cains -AcTm DIRECTORYDESIGNANDARCNITECTURE
PRMCISAL _.
0
Proven Approach
With extended enterprises, companies cannot afford IT project failures, nor can they afford to implement a less than
superior solution. As a project company, we are very aware of these dynamics. We have found that effective project
management requires a balance between proven procedures, management and communication. Our proven, tested
approach manages risk effectively by utilizing the following.
Proven Best Practices
Our integrated methodologies and templates enable your solution to leverage the talents of more than 10 specialized
practice areas. This not only increases the quality and productivity of your outcome, but it also gives you the
confidence that the team is applying a proven best practice. Interlink also:
• Employs tightly monitored control procedures to manage escalation, risk, time/budget, scope change,
scheduling, and estimation. Careful management of each of these is imperative to successful project completion.
• Maintains a knowledge management repository. All of Interlink's methods, practices, and work products are
shared in a corporate knowledge management repository meaning that your specific team will benefit from the
collective experience of our organization. Discoveries of individual consultants are also shared across the
company so that clients benefit from Interlink's collective knowledge.
• Offers specific Centers of Excellence for certain functions such as software development, testing and support.
These centers are pre -configured to leverage our tools and enforce the use and evolution of our processes, pre-
built architectures and templates. These centers provide for an efficient, collaborative work environment that
produces high quality applications with quick delivery.
Proven Protect Management Tools
interlink uses a combination of off -the -shelf and proprietary tools to track project progress and to keep the project on
schedule. These tools include Interlink's proprietary project management process methodology, and software
applications for time, cost, and issue tracking. Interlink's approach to project management has proven to deliver
higher quality IT projects faster, while minirnfzing the risk to the client at the same time.
Proven Communication Plan
Interlink found that clients are more comfortable when they receive regular check -points on project status. To meet
that need, lnterlink involved its dedicated Project Management Office (PMO) to adhere to a strict set of internal
controls to proactively track and report on vital project metrics. Augmenting the efforts of the project manager(s), the
PMO provides a proprietary Vital Signs Report that gives our clients a snapshot of their projects' progress at any
given time. The Vital Signs Report is typically of the most interest to our clients because it answers the question
"where are we?" - and in an easy to understand fashion. It is essentially a dashboard of information that provides
quick and easy access to critical project information such as earned value, budgeted vs. actuals, milestone "hit rate,"
open issues, and open change requests. See A_onendix E - SamRle Vital Signs Report (page Ll) for details. Other
features of the PMO include project management reports such as issues logs, scope logs, and milestones reached, as
well as status meetings.
NT E 11 L I N K Proprietary and Confidential July 15, 2003 INS AD
Cil y of Fort CoWns-Ac77vE DiRECTQRYCEsiGN AND ARctnrecnurt•
PROPOSAL 0
Partnering with Interlink
An effective partnership works best with well -communicated roles and responsibilities. To this end Interlink has
developed these important aspects to partnering with Interlink that help us maximize your project's results.
Retainina Experienced Specialists
Interlink strives to consistently provide our clients with a strong, accredited and experienced team of consultants,
familiar with your industry, to build your solution. We strive to attract and retain quality consultants, ensuring
confidence that working with Interlink will result in a successful project. In fact, we have an industry -leading rate of
retention at close to 90 percent Since our experienced specialists are key factors to the quality we bring to clients, we
expect that our clients agree not to solicit or lire Interlink employees, consultants or provided independent
consultants during the term of our engagement and up to one year after the conclusion of the consultant's effort
Furthermore, our clients agree not to solicit or lure Interlink employees without first reaching a mutual written
agreement with Interlink.
Changing Project Scope
Our clients maintain ultimate control over projects we undertake. Often times throughout a project, our clients will
request changes or variations to the estimated scope of the project. To minimize any surprises or unexpected
outcomes, Interlink employs a formal process to monitor scope changes to the overall project plan. Any work
requested above and beyond the scope defined in this proposal will require an Interlink Scope Change form to be
approved by the Interlink and client project management team. Please see Appendix D - Sample Change Request
Form (page 330).
Invoicing
All invoices for the project will be sent to you and are due and payable net 30 days from invoice date. Any invoices
past due over 30 days will be charged interest at the greater of 18% per annum or the maximum rate allowed as
specified under Colorado law. Additionally, the client agrees to reimburse Interlink for any and all collection fees
associated with the collection of any past due invoices.
Marketing
Interlink's intention is to make each and every one of our client projects referenceable by striving for superior
delivery. We will do everything we can, including periodic client satisfaction surveys, to ensure that you achieve
your business objectives. Interlink's business has been built on referrals and repeat business and we want you to be a
reference for us. Therefore, to further grow our track record and reference base, please expect us to solicit your
feedback and a reference upon successful completion of this project. We may also elect to use non-proprietary client
information in relation to this effort for marketing and public relations purposes.
Pricing
Our success with your project depends on our ability to apply the best talent to your requirements. The labor market
for professionals is very competitive, especially in new technologies. To provide you with highly skilled IT
professionals, we reserve the right to raise our hourly rates once per quarter. However, the rates quoted in this
proposal will remain in effect for the duration of this project. Rate increases will vary based on the market conditions,
however, please anticipate that future proposals will include rates to reflect changing labor market dynamics.
and
INTEHLINK ftondary5�'��''�'
July la 20031NS AD
C#y of Fat CDIARS-AC7[VEDIRECTCRYDESIGN AND ARCHRECTURE
In addition, applying the best talent to each project will occasionally require consultants to travel from our regional
offices to the client location. If project success hinges on allocating the appropriate resources that must travel to work
on an engagement for the specific set of requirements, our clients agree to pay travel expenses for those Interlink
consultants. We have made an effort to predict these expenses, if necessary, in this proposal. However,
circumstances change rapidly and more or less travel may be required by the time this proposal is accepted. Such
travel expenses are generally small in comparison to the overall project cost, usually less than 10 percent.
N T E fl L i N K Ftoprist"endConBdeD6al JUly'A`W"IV,AU
26
a
CilyofFort CAns-ACRYEDIRECTORYDEwNAND ARCHITECTURE
PROPOWL 0
APPENDIX C - ADIM METHODOLOGY
Interlink uses a method -driven approach called Architecture Design and Implementation Methodology (ADIM) to
deliver high -value solutions to its customers (illustrated in Figure 11). By adhering to best practices, industry
standards, and leveraging Interlink's library of derivative works, clients save time and money with the appropriate
mix of resource allocation. Interdependent processes, facilitated work sessions, frequent quality checkpoints, and
milestones for client decision provide the necessary structure for project success. Detailed documentation and
knowledge transfer through client participation in each phase provides fast self-sufficiency at project completion.
Technobw
Dhaovar I—ii soft on wW I Caumut and I . I PNot I--ry Im kmam Opxaumal
J I EvaWtbn i Teal /I —"III / I p TnWHO n
shwepy
Figure 2 - Interlink's Architecture and Design Implementation Methodology
Discover - This is the most critical of all phases, because due diligence is performed in the client's best interest.
During this phase, a rapid environment assessment is conducted to understand the client's current state of
technology, process, and employee skills. Business and technical requirements are then identified to understand
the desired state of technology, process, and employee skills. It is important that consensus is reached on these
requirements, because they provide direction for subsequent phases. These activities provide a deeper
understanding of the client's objectives and constraints, which creates better advice to ultimately reach a
desirable business impact.
2. Technology Evaluation and Selection - Good consulting provides an objective approach, and Interlink's
methodology is product independent. In this phase, Interlink researches and qualifies vendors and products
against the client's business and technical requirements. The goal of this phase is to ensure that the client is
presented with the vendors and products most aligned to their requirements, while identifying any
assumptions, exclusions, and risks.
3. Architecture and Design - This is the core creative process, where the design must have an accepted standard of
excellence (e.g. secure, scalable, reliable, and maintainable within specific client constraints). With Interlink's
understanding of the client's current state and desired state gathered from previous phases, both a conceptual
and detailed design is created. Focus is placed on satisfying business and technical requirements, analyzing and
mitigating known technical risks, and establishing expectations for performance. It is important that the client
reach consensus on one of the architecture and design options presented before moving to subsequent phases.I
4. Implementation Strategy - To get from the client's current state to desired state, without significant risk or
interruption to their business, a "road map" is needed for introducing the changes in technology, process, and
employee skills. Focus is placed on creating strategies for hardware/software procurement, logistics, and
disposition; deployment processes and tools; project and constituent communications; employee training;
business and technical risk avoidance, deflection, or mitigation; and pilot and implementation scheduling.
5. Construct and Test - Industry and Interlink best practices demonstrate that solutions tested in a controlled
environment, prior to implementation, prevent many business risks and ensure that the desired state for
NT E LINK Proprietary and Confidential Auly 14 20031NS AD
a , 1, )
City of Fort Collins -ACTIVE DIREGToRYDEsiGNAND ARGHITEGTURE
PRtvnsAL
technology, process, and expected performance are met. Focus is placed on creating and executing test plans,
and documenting test results for the technical features, functionality, and performance of the architecture design
and deployment processes, procedures and tools. This phase is conducted iteratively with the architecture and
design, and implementation strategy phases until the solution is optimized for deployment.
6. Pilot— Industry and Interlink best practices also demonstrate that solutions tested in a quasi -production
environment, prior to full implementation, further prevent business risks and ensure that the desired state for
technology, process, and expected performance are met. Pilot testing flushes out and optimizes features and
functionality with production scenarios that can't be identified or tested in an isolated environment, while
allowing the client to make informed decisions on the trade-offs of performance and functionality to cost.
Interlink makes the necessary modifications or updates to the architecture & design, and implementation
strategy documentation before moving to the implementation phase.
7. Implement — Focus in this phase is on delivering a complete solution with project discipline. This phase begins
with the execution of the implementation strategy against a predetermined schedule, where project team
members conduct processes for communications, technology deployment and migration, risk monitoring and
response, procurement and logistics, and employee training. These processes can be performed for
implementations as simple as a single office in one location or as complex_ as multiple locations across countries.
8. Operational Transition — Good consulting provides a complete solution through a "dosed -loop" system, and
Interlink's methodology recognizes the importance of effective knowledge transfer in order for a client to
assume the long-term maintenance, support, and enhancement responsibilities of a solution. In this phase, focus
is placed on transferring the knowledge of a solution through a multi -disciplined approach that includes hands-
on participation by the client, creation and review of operation guides, and providing a complete documented
history of their project from the discover phase to the operation transition.
The ADIM is a project -based methodology founded on consulting principles and processes that cannot be delivered
without a Project Management framework (illustrated in Figure 12). Projects are delivered through the efforts of
people; effective effort management requires a balance between project vision, discipline and control, good
communications, and knowledge management. Collectively, these items allow Interlink to provide structure to
client engagements and better manage and report on our efforts thereby increasing client insight into our progress
and providing a measurement tool for our accountability.
Quest" I I "Vision Validation"
Figure 3 - Interlink's Project Management Methodology
1. Project Initiation — This is the most critical of all phases, because it provides the vision for how the client's
project engagement will fulfill its goals. in this phase, project processes are focused on defining client objectives
and constraints; identifying project risks and response strategies; setting expectations; leveraging best practices,
industry standards, and Interlink's library of derivative works; and establishing mutual consensus on critical
project policies and procedures.
2. Project Execuflon & Control — Good consulting provides excellence in all aspects of project delivery, and
Interlink's methodology applies structure and rigor to keep project teams focused on fulfilling the project vision
and goals. In this phase, project processes are focused on measuring and evaluating project progress,
N T E LINK "a d Cmridenhal July 15, 20031NS AD
City of Fort Collins - Ac77 vE D1REc roPY DESIGN mo ARchrTEc n wE
PROPOSAL
monitoring and responding to project risk and issues, managing project expectations and change, quality
assurance of deliverables, budget tracking and control, and most importantly — communications and status
reporting to project stakeholders.
3. Project Closure — Best practices, industry standards, and derivative works cannot provide value propositions to
future clients without knowledge management. In this phase, project processes are focused on measuring and
validating that the project vision and goals are realized. In addition, Interlink's methodology provides a
"closed -loop" system that captures best practices, industry standard updates, and derivative works through
client satisfaction surveys, "lessons learned" sessions, derivatives evolution, and project team member
evaluations.
Interlink's Technology Lifecycle & Project Management Methodologies are based on the premise that to solve
significant business problems, a skillful, disciplined approach and methodology are required. Attempting to solve
problems the same way as in the past while expecting a different result, is a strategy doomed to fail, especially when
also attempting to reduce the total cost of ownership. Like any realistic business decision, returns must be preceded
by an investment of both capital and commitment. There is simply no shortcut to success.
INTEHLINK "��'�o5a1
July 15, 20031NSAD
CNy of Fort Collins •AGAVE DIRECTDRYDEsiGN mDARDN/TECTURE
PRDPDs4t 0
Fort Collins was founded as a military fort in 1864 and incorporated as a town in 1873. Fort Collins is a home rule
city with a Council/Manager form of government. The Council is made up of six district council members who are
elected on a non -partisan basis for a four-year term and a Mayor who is elected at -large on a non -partisan basis for a
two-year term.
The City of Fort Collins has requested assistance with the analysis, design and planning stages for the migration of
their NT environment to Active Directory, Windows Server 2003. The City of Fort Collins is currently running
mixture of Novell Netware and Microsoft Windows NT as their network operating systems. Window NT is used for
some application servers and GroupWise is the current standard for their messaging applications.
The City of Port Collins is comprised of many different departments and Interlink understands that there are eleven
main business units. The City seeks to initially migrate four of their eleven business units to an Active Directory and
Windows Server 2003 environment. These four units will serve as a test case for the remaining seven units. The City
of Fort Collins is requesting that Interlink provide a quote for the architecture and design of the Active Directory
structure for the business units, namely, the Fire Authority, Utilities Department, City IT Department, and the
Transportation Department. Interlink believes that it is in the City's best interest to develop a flexible design that can
eventually accommodate the overall City organization, while meeting the immediate needs of migrating the existing
NT domains. Interlink will provide complete requirements and design documentation for these business units and a
high level Active Directory (AD) design that encompasses the current City of Fort Collins organization..
Once the enterprise wide design and architecture is complete, the City of Fort Collins' staff will test and implement
the Active Directory solution for the four business units. Contingent upon the success, the City of Fort Collins will
leverage the design deliverable produced as design templates to disseminate these templates to the remaining units
to design and deploy their own portions of the AD.
Interlink is pleased to provide the City of Fort Collins with the expertise, relevant experience, and proven process
they find to be so valuable when choosing a partner. A Proposal Summary, including recommended project
structure, high-level design information, assumption and exclusion highlights, schedule, and fee information appears
below. Details for each content area can be found in the document under the Solution Overview Section.
Why Interlink?
Interlink is uniquely positioned to help the City of Fort Collins with the migration of their current mixed
environment of Novell and Windows NT to Windows Server 2003, Microsoft's latest solutions for directory services.
Numerous national and global technology implementations with mixed environments, deep expertise in Microsoft
infrastructure, application, and management technologies, a mentoring focused approach, and Colorado's
headquarters make Interlink the ideal services firm to help the City of Fort Collins achieve the projected short term
cost savings and long term staff productivity benefits.
• Relevant Experience: Interlink has significant experience with national and global Active Directory and
Exchange implementations and migrations with four global projects completed within the last year.
Additionally, Interlink has helped over 30 companies implement Active Directory and Exchange 2000,
converting from various mixed environments. The City of Fort Collins benefits from this experience through the
leverage of the different designs we have used in unique situations along with standard process such as our
repeatable migration process. Interlink was also the only partner in Colorado to have successfully deployed
Windows 2003 with Microsoft for a production customers environment prior to the product launch.
N T E R L I N K Proprietary and CDRBderklal July M 2003INS AD
CpyofFort Copies-ACTIVEDRECTDRYDESIDNAND ARCNIMTURE
aw m¢u
Number dR p >
Date: <Date Initiated>
Status: ❑ Draft Date:
<Draft Date>
Title: <CR Title>
Requested by: <Requester Name>
❑ Final Date:
<Final Date>
Phone. <Requester Phone 0
❑ Accepted Date:
<Accept Date>
❑ Rejected Date:
<Reject Date>
Description:
<Provide detailed description of CR here>
Reason:
<provide reason/justification for CR here
Critical Items:
<Identify high-level impacts/risks to the project due to enacting this CR>
Non -Critical Items:
<Identify lower -level impacts/risks to the project due to enacting this CR>
Alternatives:
<Descrbe any alternatives solutions to enacting this CR>
Impact on Budget:
<Detail the impact to the project budget>
Impact on Schedule:
<Detail the impact to the project schedule
End Date to Complete: <Provide end date of task(s) related to this CR>
Persons) Assigned to: <List project personnel impacted by this CR>
Interlink Project Manager Date:
Approval•
Interlink Account Manager Date:
Approval•
City of Fort Collins Sponsor Date:
Approval•
NT E R L I N K Proprietary andConfidenpal Ady1,,2003INS AD
♦ •
Cdy of Fat ColGne-ACTIVE DIRECTCRYDESIGN ANDARCHITECTURE
PROPOSAL
APPENDIX E - SAMPLE VITAL SIGNS REPORT
Client: Ckeln Name Group Code LOB
Project: Project Name Date: Dunrsooa
PMO Anoint: PMO Analyst IGI Protect Manager. PM name
Executive Summary
SA.00D
$3.000
fA000
$2.500
$2.000
$1.500
111,001)
31100
w
wb
Schodule6d9l
e ne1R•
• CR Ukcc 0*1w%
- Taw Oar•
•CRR
•Tawk
%CanpMo
CV
CR
8%
eesree• tas uiq
Target Client Exesutwe Sponsor
• Bullet points providing enough Information to know whom project stands
• Direct Executive Sponsor to important points on the project and what needs to be done by Client
• to make Project Successful
project name
—M—Nes Bu•lir
W-W
opodtatb
,esb 2 b 037tr o3Mer ,eMat
•worn..: mowaom
O We1Rt
aeteYm dMpw
Tg OAT
Funned Budget 6tlm•bb
rg•b lacw6l Amud lO lbb Compbb
ESTIMATE AT COMPIEU
FWm•M
Fagneb at Vemb•w
Cgltpbeon CompMbn %V•Nne• Imwprwmlan
a 3.7m
a 3.000
s z3110
t 1,e00
s 3.=
3
a%tbdv
7
11
t
f
i
t
fOMOI
towns
t 3,ie0
7 3,0100
7 z=
$ 1.00e
f 3.300
f
e%u
Y
31
13
N
•
i%
A
31
13
M
f
-e%tkie•r
71%
3 Na
Coe undamn
6a0
a•Ieq Sbbub
1.1
L
FnemM•
as
F•w •M•
=11/ 1
i
0On
Sn o
Vhai Issuss Active Change Requests
Top 31•wb
I••w•Faabe me tlW
M•nxp,• read m•olvrn•,e rep• R•au«t • P n v w Compb%
3 CMnp IYauNt b•Mptlan nor ComplblT
wake (potential Issues)
n em1 Iwbp a pbn b
Ixaj.•t
Upcoming Milsaronss
Rbt mqw wa Y 11 wcw orYr pl•wT
caM kMYaM
July 1 A 20031NS AD
N
T
E R L
I N
K
P` l"ary Confidential
3d
4 y ,
City of Fat Co Nns -ADTNE DIREDTDRYDESIDN AND ARcmnzcTURE
PROPOSAL
Microsoft Expertise: Interlink's experience with Microsoft is unparalleled in this region Interlink was one of
Microsoft's first Gold Certified partners in the world. Today, Interlink is the only local Microsoft partner —and
one of only a handful worldwide --with three separate Microsoft Gold Certifications: Enterprise Systems, E-
Commerce and Security. While others may have these certifications across various regions, Interlink is certified
locally. Qualifications like these are why Microsoft recommends Interlink as their services partner for customers
needing migration assistance to Active Directory and Exchange.
More than technology, Interlink is a significant Microsoft business partner. Interlink is among one of a select
group of partners invited to participate on Microsoft's Partner Advisory Councils in Redmond. Interlink was
invited to participate on three of the councils, and they meet once per quarter as they are a strategic component
to Microsoft's solution offerings. Interlink was the only local participant in Microsoft's Rapid Deployment
program for Windows and Office 2000 and their latest Windows 2003 Server product. This partnership affords
Interlink quick access to Microsoft decision makers.
• Mentoring Approach: Interlink's methodology and documentation strategy ensure the organized and coherent
transfer of knowledge to the City of Fort Collins IT staff. Because of our methodology, Interlink consultants are
able to consistently pass on their experiences and real world "know how" through both hands on work together
and relevant documentation shared with your internal staff.
Here is how one recent client puts it: "Interlink has talented, creative, experienced and energetic people who
come on -board and work directly and seamlessly as part of our team. Their project rigor and technology insight
really sets Interlink apart in our eyes." Dan Amedro CIO, Archstone-Smith.
• Local Presence: Partnership and communication are critical to the success of any large project. Having quick,
personal access to the proper decision -making authorities makes for effective communication. Interlink is the
largest private IT services firm in the region and has the local people to complete this project By having locally
based resources, many who have already become familiar with your business, you ensure maximum
productivity with minimal travel cost.
Interlink is ready and equipped to take on the responsibility of supporting the City of Fort Collins' architecture and
design of Active Directory. Interlink's experience with national projects, deep Microsoft expertise, commitment to a
repeatable, transferable process and local presence allows Interlink to be the single point of accountability for this
critical project.
Statement of Understanding
City of Fort Collins' eleven departments provide individual support for core networking, computing, and
telecommunications services to approximately MW employees combined. The Utilities, Fire, Transportation and
City IT departments has asked Interlink to bid on assisting the City of Fort Collins in the design and architecture of a
Windows 2003 Active Directory (AD) environment that will co -exist with the existing Novell NDS directory service..
It is the City of Fort Collins' desire to obtain assistance from a vendor who has proven expertise in designing. of
Microsoft's new platform for scalable networks.
The scope of this effort is to provide the technical skills, assistance, and knowledge transfer of the design and
architecture of a Microsoft -based environment that incorporates the following:
• Design and architecture a Microsoft Active Directory that will greatly simplify user and resource management
while creating a scalable, secure, and manageable infrastructure for deploying additional Active Directory
enabled applications.
N T E fl INK Propnetaiyand ConSdedel July 15, 2003INS AD
Clly of Fort Collins -ACTIVE DIREGToRYDESIGN ANDARCRITECTuRE
PROPOSAL
S
S,,
• Knowledge transfer through joint Interlink/City of Fort Collins team participation. Interlink recognizes the
importance of effective technical knowledge transfer for our client's ability to assume the long-term
maintenance, support, and enhancement responsibilities for the technologies implemented during a project.
Interlink is skilled in performing knowledge transfer to client teams based on our extensive project experience so
that our clients are fully prepared to effectively assume support responsibilities after project close.
• Interlink will provide the City of Fort Collins with documentation for the a high level overall architecture and
design of the Active Directory solution for the City with more detailed design for the four business units. The
City of Ft. Collins can use this document as a template for the remaining units to design and plan additional
migrations.
NT E LINK 'a"and Owfidennal July 14 2003 INS AD
QyofFort C411na-AcnvEDiRECToRYDEvGNANDARCHmCTURE
PArnnsAi 0
Interlink recommends a phased approach for this Microsoft Active Directory Project. This phased approach is based
on our technology lifecycle Architecture Design and Implementation Methodology (ADIM) and Project Management
Methodologies and ensures that key tasks are accomplished, schedules and budgets are adhered to, and the risks
inherent in such a project are identified and mitigated. Additional details on Interlink's project management and
ADIM methodology can be found in Appendix C.
The phased approach includes validating and defining requirements, crafting the Conceptual and Detail design,
building and testing the new technology, and fully migrating to the new solution throughout the enterprise. Because
the City of Fort Collins only wishes to engage Interlink for the architecture and design phase, we will only address
the relevant steps of the ADIM approach. During the design, Interlink will define the optimal Active Directory
Directory Forest Tree and domain design domain controllers placements based upon network infrastructure
topology to provide authentication fault -tolerant environment.
The following phases describe in more detail Interlink's approach to partnering the internal IT team to deliver an
accurate plan and design for the City of Fort Collins' migration to Active Directory and Windows 2003. Partnering
with the City of Fort Collins, the joint Interlink-City of Fort Collins IT project team members will architect and design
a Windows 2003 Server solution and related processes that meet the City of Fort Collins' organizational structure and
business needs.
Phased Approach
For this proposal, Interlink has separated the Microsoft Active Directory project into two distinct phases comprised
of the planning aspects of ADIM.. The project will be comprised of the following phases:
• Phase 1: Rapid Environment Review and Requirements Identification
• Phase 2: Architecture and Design
Pricing for each of these tasks can be found in section Schedule and Fees (page 11).
Phase 1: Rapid Environment Review and Requirements Identification
To identify the relevant business and technical requirements, the project team must perform a rapid environment
review of the City of Fort Collins' existing computing infrastructure. This rapid environment review will also aid in
identifying hidden requirements, unknown risks, and site -specific constraints that must be addressed during the
architecture and design phase. The following technologies must be reviewed during this phase.
• City of Fort Collins' existing network infrastructure including the physical topology, circuits and current
utilization and TCP/IP address allocation services
• Existing Windows NT 4 domain model, PDC/BDC placement, NetBIOS name, etc
• Existing name resolution services with DNS and WINS
• Existing Windows member servers
• Current administration model
• Current backup and virus protection solutions
With an understanding of the current environment the City of Fort Collins and Interlink project team will identify
the specific business and functional requirements that will enable the project team to develop an architecture and
design for the Microsoft migration project. This step is expedited through rapid facilitated sessions that heavily
N T E LINK arya6 ConSdadal JDIy15,2003INS AL)
Cdy of Fort CoNns -AcwE DiREcrORYDEsrN AND ARCNnECTURE
PROPOSAL
M
leverage previous Interlink deliverables to ensure all relevant requirements are expeditiously identified. The
following business and functional requirements are among the many requirements documented during this phase.
• Benefits and functional requirements for each technology area
• Security, performance, and availability requirements that affect the AD
• Hardware and software components requirements that affect the AD
• Desired administration model
• Migration and coexistence requirements with the existing NT domain environment and migration that affect
AD.
• Co -existence with Novell products and environment
• Other relevant requirements that are identified during the Environmental Review and Requirements Phase
Phase I Architecture and Design
With a detailed understanding of the current system state, the project team will develop a complete technical
architecture solution to address business and functional requirements identified in the Environmental Review and
Requirements Phase. Interlink will facilitate discussions for design options and the tradeoffs of features to
performance and maintenance with the City of Fort Collins' project team. This type of facilitation provides sound
architectural concepts to guide engineers through the design process and will present a best -practice solution to the
City of Fort Collins based on expert knowledge of the technical options available. Interlink's library of derivative
works will be heavily leveraged to expedite the design process through reusable architecture templates. The
following content areas are addressed during this task.
• Design of the standard features and functionality of the Active Directory environment:
- AD Forest, Tree, and Domain design
- Windows 2003 site boundaries and replication design
- Configuration settings for Windows 2003 Servers that will be functioning as Domain Controllers/Global
Catalogs or serving other key roles such as DDNS, DHCP, or WINS servers
- Detailed architecture of the Organizational Unit (OU) plan for implementation of Group Policy Objects
(GPO) and administrative delegation, if appropriate
- Detailed architecture of the AD structure outlining the hierarchical naming structure, placement of
Domain Controller (DC) Servers, Global Catalog (GC) Servers and Flexible Single Master Operation
(FSMO) roles. Included also are design considerations to ensure that the recommended design
recommended addresses current as well as all future directory service needs.
- Architecture of the Organizational Unit (OU) plan for implementation of security based Group Policy
Objects (GPO) and administrative delegation, if appropriate (desktop level GPOs will not be
addressed).
- Consolidating and streamlining login scripts for mapping client machines to appropriate network
resources, if appropriate.
- Recommendations for leveraging existing backup,restore and virus protection strategy to protect the
Active Directory.
N T 10 L I N K PrwWary and Confiden5al July 15, 2003 INS AD
Cly of Fort Coft -ACmE DIREcrcRYDESIGN ANDARCHMIURE
PPrPOSRL
Operational Transidon
While not a distinct phase in and of itself, Interlink recognizes the importance of effective technical knowledge
transfer for City of Fort Collins's IT staff to assume the long-term maintenance, support, and enhancement
responsrbilities. interlink considers this and ongoing process throughout the project.
Interlink proposes the following task specifically for knowledge transfer.
• City of Fort Collins/Interlink Blended Team — the City of Fort Collins support, engineering, and
management staff will be part of the joint team during all phases of the project as these resources have an
embedded knowledge of the current layout and operations of the existing the City of Fort Collins
infrastructure and a vested interest in understanding the new environment's intricacies. Interlink will work
to ensure that the team is engaged throughout the project and will work to make sure that the team has a
good understanding of the design decisions.
To bring formal closure to the Microsoft Active Directory architecture and design project, Interlink will conduct a:
• Formal Document Update and Review — Interlink will deliver all documents to update the technology
library for each technology area and associated project information in a technology binder format initiated
during each ADIM step that will be accepted, via sign -off, by key the City of Fort Collins project personnel.
• Project Closure Agreement and Acceptance — Complete a closure and acceptance agreement that
demonstrates the City of Fort Collins' final acceptance of the Microsoft Active Directory architecture and
design project.
Deliverables
Interlink employs a repeatable process to ensure the completion of high quality deliverables. These deliverables
represent industry "best practices" and the lessons learned of past projects, operational experiences, and our
tecmology partnerships. Figure 1 illustrates Interlink's deliverable management process that ensures the project
documentation adds value to the City of Fort Collins' Active Directory solutions.
Figure 1— Deliverable Management Process
Leveraging this process, Interlink will provide a single project deliverable for City of Fort Collins' Microsoft
Windows Active Directory design project The deliverable will include the following sections and content areas:
Requirements Section — Details business and technical requirements for each solution. This document includes all
identified risks and constraints. Requirements are used to guide the design and test processes. All requirements are
mapped to test cases to ensure the solution has satisfied a particular requirement.
Architecture and Design Section — Covers the conceptual and detailed architecture and design of the all solutions.
Included is a current state review generated from the information gathered during the Environment Review and
Requirements Phase. Requirements, technical risks, and constraints are mapped to each solution to ensure a design
N T E R L I N K Proprietary and Confdenhal July la 20031NS AD
8
Cdy of Fart Collins-AcnvE DIREDTDRYDEwAAND ARCHIrccTuRE
PROPOSAL
which meets City of Fort Collins' needs. Conceptual and Detailed Design will be created for the Windows 2003
Active Directory
Knowledge Transfer - Interlink will work closely with the City of Fort Collins' technical personnel throughout the
project to ensure thorough knowledge transfer. The following items will help the City of Fort Collins gain
operational knowledge of the design and implementation of the new technologies.
"Hands On" Participation - Interlink believes that "doing" is as important as "seeing" or "listening" when it
comes to providing support against a set of recommendations. People tend to learn in different ways at different
stages in their lives. Interlink uses a multi -disciplined approach to transferring knowledge that includes both
hands-on activities and facilitated knowledge transfer sessions
Formal Sign -off and Acceptance - Interlink will deliver all documents and associated project information in a
predefined format that will be accepted, via sign -off, by the City of Fort Collins.
Project and Technology Binder - At the conclusion of this project, a comprehensive project history that will include
an updated project schedule, status reports, change requests, issues log, and the Technology Binder that serves as a
compilation of all technology deliverables.
NT E R L I N K P�oprietarya9Confidendal July la2003INS AD