HomeMy WebLinkAboutRESPONSE - RFP - 8225 MAXIMO CONSULTING SERVICESRESPONSE TO THE
CITY OF FORT COLLINS UTILITIES
REQUEST FOR PROPOSAL
RFP NO. 8225
MAXIMO CONSULTING SERVICES
February 2, 2016
February 2, 2016
City of Fort Collins Purchasing Division
215 North Mason Street, 2nd Floor
Fort Collins, Colorado 80524
via email at: purchasing@fcgov.com
Dear Ms. Johnson and Selection Committee:
Excergy Corporation (Excergy) is pleased to respond to your Request for Proposals (RFP NO. 8225) for Maximo
Consulting Services.
Our proposed personnel have enjoyed a very collaborative, productive, and successful relationship with the
Utilities team on previous projects, and we are excited to have the potential to work again with Utilities and the
Fort Collins community.
For the Maximo Consulting services, we’ve assembled a team of foremost experts with a proven track record of
success in utility asset management projects at municipal water, waste water, storm water and electric distribution
utilities. Our proposal is fully compliant with your requirements, and we took care to create a team that can scale
past Work Order #1 to meet any needs that arise from development of the project management plan deliverable.
Fort Collins has previous experience with our capability to address the technology, business, and human elements
of large projects to achieve success. In addition, we’ve rescued projects at other utilities that were not on a path to
success and turned things around to achieve successful outcomes.
Our vast experience, vendor independence, and history of positive project outcomes are tangible elements of the
benefits that the Excergy team brings. We also pride ourselves on intangible elements that are equally important to
success, such as being a collegial, reliable, and committed partner to Fort Collins.
Thank you for the opportunity to submit our proposal for your consideration.
Sincerely,
James A. Ketchledge
CEO & President
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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Table of Contents
Project Understanding & Value of the Excergy Team ........................................................................... 2
A. Consultant Information and Experience ........................................................................................ 3
B. Minimum Compliance Requirements ............................................................................................ 5
C. Conflict of Interest Disclosure ........................................................................................................ 7
D. Scope of Proposal ......................................................................................................................... 11
E. Cost and Work Hours ................................................................................................................... 25
F. Assigned Personnel/Firm Capability............................................................................................. 26
G. Availability .................................................................................................................................... 31
H. Sustainability/TBL Methodology .................................................................................................. 32
I. Additional Information ................................................................................................................. 32
Appendices
Appendix A: Attachment 1, Proposal Acknowledgement ......................................................... n/a
Appendix B: Resumes ............................................................................................................. 33‐50
Appendix C: Sustainability/TBL Methodology ............................................................................ n/a
Appendix D: Financial Statement (Confidential) under separate cover
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INTRODUCTION: PROJECT UNDERSTANDING & EXCERGY TEAM VALUE
We understand that Fort Collins desires a world‐class asset management system to foster a climate of operational
excellence and maximize asset performance while lowering costs, particularly maintenance costs. A well‐executed
asset management strategy can reduce unnecessary maintenance and downtime, track causes of failures, identify
repeat problems, provide root‐cause data and fault diagnosis, and recommend actions. It also detects failure
conditions in advance; eliminates manual actions, handoffs and paperwork; and reduces the time between problem
identification and resolution. Unfortunately, we also know that Utilities has achieved results that are less than desired
to date in the implementation of the Computerized Maintenance Management System (CMMS). Importantly, Excergy
has extensive experience in righting projects that were not on a successful path by implementing the structure,
discipline, and productive teamwork necessary for effective turnaround.
The Excergy team can deliver on the promise of a well‐
executed asset management system, while mitigating the
pitfalls previously encountered. Excergy’s approach revolves
around the following elements, which combine to make us
your trusted project delivery partner:
► Deep Maximo Credentials: The proposed Excergy team
has a combined 30+ years of Maximo experience
demonstrated clearly by successful implementations of
Maximo.
► The Right Team of Focused Experts: We have assembled
a team with the deep technical expertise in Maximo
needed for the project, as well as the other skills
necessary to put CMMS on the right track for successful
and efficient implementation, including project
management, organizational change management, and
business process/workflow expertise. We have purposely
created a team that has the depth to cover any conceivable future work orders needed for implementation after
the re‐planning exercise of work order #1 should Fort Collins elect to proceed.
► Proven Delivery Methodology: Excergy’s proven Integrated Delivery Methodology (IDM) drives efficient
development and execution of your project. Utilities previously experienced our IDM approach on the Advanced
Meter Fort Collins (AMFC) project. IDM will enable Fort Collins to attain more success and less waste, and achieve
greater results. Based on decades of experience and hundreds of successful projects, we meld the right amounts
of key technical services with industry best practices and knowledge obtainable only through hands‐on
implementation and integration experience. IDM’s holistic process blends state‐of‐the‐art project management,
technology expertise, business savvy, and personnel motivation to create a high performing project.
► Change/Communications & Business Process Transformation: Based on broad experience across the country, as
well as varied experience working with Utilities/City staff, we are aware of the drivers, motivations, and
considerations required to positively impact business process transformation in the Fort Collins Utilities
environment. Our work history, coupled with strong communications and change management methodologies
spanning from strategy to tactical implementation, means that Excergy can effectively lead the fundamental
business process transformation required during both implementation and on‐going maintenance. Excergy has
the cultural and organizational awareness, connectivity, and respect for staff to help the CMMS project realize its
full potential.
Bottom line: We are confident that the Maximo experience of the Excergy team, combined with our Integrated
Delivery Methodology, will attain project success and organizational value through a management, technology,
business, and people approach that achieves CMMS excellence.
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A. CONSULTANT INFORMATION AND EXPERIENCE
1. Primary contact information for the company including contact name(s) and title(s), mailing address(s), phone number(s), and email
address(s).
The authorized personnel on matters related to this proposal and potential contract are listed below:
Person Authorized to Obligate
Excergy Contractually
Secondary Contact Person for this
Proposal
Name James Ketchledge Lynn Adams
Title CEO & President VP & Executive Consultant
Address 3773 Cherry Creek North Drive, Suite 575
Denver, Colorado 80209
3773 Cherry Creek North Drive, Suite 575
Denver, Colorado 80209
Office (720) 316-7006 x700 (720) 316-7006 x709
Mobile (720) 988-4354 (303) 910-9985
Fax (877) 982-1414 (877) 982-1414
Email jketchledge@excergy.com ladams@excergy.com
2. Describe the Company’s business and background, including the size, location, capacity, type of firm, details about ownership and
year established.
Excergy is a Colorado‐based corporation that provides expert consulting and system integration/ implementation
services on a wide range of technologies, business, and customer topics and challenges that utilities face today. Our
particular business focus is municipal electric and water/wastewater/reclaimed water utility projects, from roadmaps,
business cases, vendor selection, and all phases of the system implementation life cycle. Excergy personnel trace their
heritage from leading consulting companies that were absorbed by larger firms who in our opinion then lost their focus
on customer service. This combination of personnel with decades of experience but laser focused on client satisfaction
is unique in the industry.
Our range of services span from initial
needs assessment and technology
roadmaps, to vendor Requests for
Proposal (RFP), all the way through to
successful implementation and “go‐live”
of a holistic and integrated systems.
Excergy Corporation personnel have
implemented or integrated virtually
every major utility information
technology system in the past 25 years,
including Enterprise Asset Management
(EAM), Customer Information System
(CIS), Advanced Meter Infrastructure
(AMI), Meter Data Management System
(MDMS), Geographic Information System (GIS), Mobile Workforce and Work Management System (MWFM/WMS),
Outage Management System (OMS), and Customer Portal and Communications.
We are aware of the unique drivers and considerations to plan and implement successfully in the Fort Collins
environment. Our personnel’s experience with your utility includes Advanced Meter Fort Collins (AMFC), technology
strategy, and various customer engagement projects. Through these projects we have gained a complete and thorough
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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understanding of the technologies, integrations, business processes, and utility personnel aspects required to meet the
scope and goals of the Maximo Consulting Services project.
For this project, we have teamed with two subcontractors that bring extensive Maximo experience and the ability to
scale up as needed for future work orders.
Crory & Associates are familiar with the current state of the Maximo implementation at Fort
Collins and bring an unparalleled track record of successful asset management and Maximo
implementations.
Hawksley Consulting is comprised of Maximo project management, business transformation,
and enterprise asset maintenance management experts. They are currently engaged with a
similarly scoped Maximo 7.6 redeployment and business process reengineering for Colorado Springs Utilities, which
has applicability to Fort Collins that enables re‐use and cost savings.
Excergy’s business model is that of a highly skilled, senior team with many individuals who are recognized leaders in
the industry. Excergy was formed in response to the market need for a customer focused and highly competent
consulting firm in the wake of mergers and acquisitions that had removed this type of firm from the industry. Formed
in 2011, the firm is employee owned and has grown to eighteen people, and only one person has voluntarily left the
organization since formation. Headquartered in Denver, Colorado, most of the personnel are based in Colorado with
some subject matter experts based out of state.
3. Describe the company’s structure, including an organizational chart, which illustrates leadership and roles.
Excergy is a private, Colorado‐incorporated business that is owned by the employees and has no outstanding debt.
Composed of senior personnel who average over 25 years of experience in the utility business, the management
structure is very flat. The organizational chart is shown in Figure 1.
Figure 1 Excergy Corporation Streamlined Organization
4. Complete the Proposal Acknowledgement form.
Our completed Proposal Acknowledgement Form is provided as Appendix A to this response.
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B. MINIMUM COMPLIANCE REQUIREMENTS
As demonstrated in the following table, the Excergy team proposed for this engagement meets or exceeds the
minimum requirements outlined in the RFP.
Minimum Requirement Compliance
1. Must have clearly demonstrated
successful implementation and
operational experience with similar
governmental utilities including
Maximo version 7.5 and familiarity with
7.6 applications. Must demonstrate
experience in a majority of the
following operational areas: water
distribution, wastewater collection,
storm water, electric power
distribution, water production, water
reclamation, supply chain, fleet
management and facilities
management.
Yes, the proposed Excergy team has a combined 30+ years of Maximo
experience demonstrated clearly by successful implementations of Maximo
version 7.5 including, but not limited to, the following operational areas:
Water distribution—City of Fort Collins, Freeport Regional Water Authority,
Sacramento County Water Agency and Santa Clara Valley Water District
Waste water collection—City of Fort Collins, City of Superior (WI),
Metropolitan Sewer District of Greater Cincinnati, Sacramento Area Sewer
District, Sacramento Regional Sanitation District and San Francisco Public
Utilities Commission
Electrical power distribution—Con Edison of New York, Calpine Corporation
Water production—City of Fort Collins, Freeport Regional Water Authority,
Sacramento County Water Agency and Santa Clara Valley Water District
Water reclamation—City of Fort Collins, Sacramento County Department of
Water Resources
Supply Chain—City of Fort Collins, City of Superior (WI) and City of
Manchester (NH)
Fleet management—Bay Area Rapid Transit
Facilities management—California Department of General Services and
Lawrence Berkeley National Laboratory
Crory & Associates also brings deep familiarity with Maximo 7.6 applications
through their work at City of Fort Collins and Greenleaf Energy Unit 1 and Unit
2 LLCs. Team member Hawksley also has this experience as demonstrated in
the project references for the Ashghal, Brunei, and Grand Coulee (Section F).
2. Demonstrated experience in
working with local government
organizations to understand local
government, values and goals.
Yes, the Excergy team is focused on municipal utility endeavors. Our previous
Fort Collins projects have given us a deep and thorough understanding of the
Fort Collins community, values, and goals. We have supported City initiatives
outside of Utilities involving communications expertise. Current municipal
utility projects include Huntsville Utilities, City of Clearwater, Memphis Light
Gas & Water, and Halifax Water.
Additionally, Excergy team member Crory & Associates has a combined 40+
years of experience working with dozens of local and federal government
organizations to understand their values and goals, including City of Fort
Collins, City of Roseville, CA, Sacramento County Department of Water
Resources, Los Angeles Department of Public Works, San Francisco Public
Utilities Commission, and Seattle Public Works.
Excergy team member Hawksley also has this experience with clients including
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Minimum Requirement Compliance
3. Demonstrated success in
implementing mobile solutions for
Maximo for utility field operations
applications.
Yes, the Excergy team brings more than 10+ years of combined experience
implementing Maximo mobile utility field operations solutions for both work
and inventory management. Client examples include, but are not limited to:
Water (Sacramento County Water Agency)
Wastewater (Sacramento Area Sewer District)
Storm water (City of Manchester, NH)
Power (Con Edison of New York)
Transportation (Bay Area Rapid Transit)
Marine (British Columbia Ferries)
Oil & gas (Chevron)
Facilities (Lawrence Berkeley National Laboratory)
4. Demonstrated capability and skill to
present varied aspects of the Maximo
project to various parties who are
interested and impacted by this
project. This audience at the City of
Fort Collins includes Utility employees
such as Field Operations personnel
and managers, executives in the
organization and citizen
boards/committees.
Yes, the Excergy team has implemented asset management and other projects
that impact many different internal and external stakeholders such as Field
Operations personnel and managers, executives in the organization, and citizen
boards/committees. Our work in customer engagement for the AMFC project
helped Fort Collins achieve recognition by the Department of Energy (DoE) as
the best customer outreach in their smart grid program.
Crory & Associates has the demonstrated capabilities and skills to present
varied aspects of the Maximo project to various parties who are interested and
impacted by this project. This includes direct experience with City of Fort
Collins Utility employees such as Field Operations personnel and managers as
well as executives in the organization. Additionally, Hawksley staff specialize in
working with all parts of an organization.
5. Demonstrated/verifiable successful
experience implementing Maximo
Spatial (or similar functionality) into
Maximo configuration decisions,
Maximo work flow processes, Maximo
use case implementations, data
verification, data analysis and
reporting.
Yes, Excergy team members have this demonstrated and verifiable experience.
Crory & Associates brings a combined 15+ years of experience successfully
implementing Maximo Spatial into Maximo configuration decisions, Maximo
work flow processes, Maximo use case implementations, data verification, data
analysis and reporting. Client examples include, but are not limited to the City
of Fort Collins, ONEOK, Sacramento Area Sewer District, Sacramento County
Department of Water Resources, Sacramento County Water Agency, and Santa
Clara Valley Water District.
6. Key Resources identified in
Attachment 3, Key Resources, are
substantive to consideration and
selection of Professional. Professional
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[RFP] ATTACHMENT 3
KEY RESOURCES
Professional should modify titles and or job descriptions to correspond to Professional’s terminology and for any proposed resources.
Title Job Description
Project Director Senior Executive with ultimate authority for large scale or turn key projects reporting to
senior executive sponsors. Industry known expert in utility project management. Industry
known expert in Project Director or Project Manager role.
Project Manager Planning and administration of day to day project activities, monitoring execution of project
schedules, routine status reporting, communicating risk and issues.
Solution Architect/
Developer
Technical expertise for business process analysis re‐engineering and integration analysis and
implementation for enterprise systems integration. Engineering expertise for ensuring the
proposer integration of related utility operational systems such as CIS, OMS, GIS, ERP, JDE,
and SCADA. At least one reference each in GIS and Maximo implementation projects serving
in the Solution Architect role.
Functional Maximo
Specialist – Crory &
Associates
Implementation, configuration and operational knowledge and experience with Maximo
applications in multi‐utility governmental organizations, implementation and operational
knowledge of a mobile platform that delivers IBM Maximo functionality and
implementation and operational knowledge of Maximo Spatial. Including User Interface,
Database Attributes, Start Centers, KPIs, Work Flows and Reporting. Create existing Legacy
reports into BIRT/COGNOS reports as needed. Update existing reports, QBR etc.
Functional Maximo
Specialist –
Hawksley Consulting
Implementation, configuration and operational knowledge and experience with Maximo
applications in multi‐utility governmental organizations, implementation and operational
knowledge of a mobile platform that delivers IBM Maximo functionality, and
implementation and operational knowledge of Maximo Spatial.
Change
Management
Specialist
Change Management guidance and structure to help insure effective training and long term
organizational understanding and engagement for successful operation of Maximo system.
Communications
Specialist
Change Management and support of overall project communications efforts. High degree of
knowledge of Fort Collins Utilities customers and communications approach.
Business Process
Manager
Develop Maximo business processes and use cases.
C. CONFLICT OF INTEREST DISCLOSURE
1. Disclose any current or recent (within the last two years) contractual relationship with any supplier of Maximo support technologies
and or vendors such as Mobile applications, Spatial and Mapping applications, etc.
Neither Excergy, Crory & Associates, nor Hawksley has had any contractual relationship with any supplier of Maximo
support technologies and or vendors such as Mobile applications, Spatial and Mapping applications, etc. Team
member Crory & Associates was a sub‐contractor to Aquitas Solutions for Fort Collins Utilities.
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2. Explain any “partnering” relationships with any Maximo support technologies and or vendors such as Mobile applications, Spatial and
Mapping applications, etc.
Neither Excergy, Crory & Associates, nor Hawksley has had any partnering relationships with any supplier of Maximo
support technologies and or vendors such as Mobile applications, Spatial and Mapping applications, etc. Excergy team
member Crory & Associates is a registered member of IBM PartnerWorld.
3. For the current company personnel only, cite their Maximo, Mobile applications, Spatial and Mapping applications experience.
As stated in Section B above, Excergy team member Crory & Associates has a combined 30+ years of experience
successfully implementing Maximo (including version 7.5 for 20 clients as well as Utilities with 7.6). They also bring 10+
years of experience implementing Maximo‐specific mobile utility field operations applications for inventory and work
management for 8 clients, and 15+ years of experience implementing Maximo spatial into Maximo configurations for 6
clients, including Utilities. Hawksley complements this experience as well, as shown in the table below.
Client
Maximo
Mobile
Spatial/
Mapping
Client
Maximo
Mobile
Spatial/
Mapping
Ashghal Road and Drainage Authority Freeport Regional Water Authority
Bay Area Rapid Transit Grand Coulee Power Organization
British Columbia Ferries Greenleaf Energy Unit 1 and Unit 2, LLCs *
Brunei Department of Public Works Lawrence Berkeley National Laboratory
California Dept. of General Services Los Angeles Department of Public Works
California Dept. of Parks and Recreation Metropolitan Sewer District of Greater Cincinnati
Calpine Corporation ONEOK
Chevron Sacramento Area Sewer District
City of Fort Collins * Sacramento County Dept. of Water Resources
City of Manchester, NH Sacramento County Water Agency
City of Roseville, CA Sacramento Regional Sanitation District
City of Superior, WI San Francisco Public Utilities Commission
Colorado Springs Utilities Santa Clara Valley Water District
Consolidated Edison Seattle Public Works
Crory Hawksley * Includes Maximo version 7.6
Additionally, the Excergy team has over 15 years of deep experience in GIS, spatial and mapping application system
experience, including ESRI, Smallword, Autodesk based technologies. During this time we have supported numerous
GIS‐related engagements, including Enterprise GIS Technology Roadmap and Business Case development, to product
customizations and application development. This includes being responsible for not only all typical Application
implementation activities such as Project Management, Requirements, Design, Development (both applications and
integration) and testing, but also the traditionally more complex and customer‐specific critical tasks of data modeling
and data migration activities. The Excergy team continues to be a strong member of the ESRI community, presenting at
both the ESRI User Conference and the ESRI Electric and Gas Utility conference numerous times over the last decade.
4. Cite experience in the investor owned/public power sector and familiarity with Maximo projects by other utilities.
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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Santa Clara Valley Water District). Hawksley has global and domestic experience with the City of Atlanta Department of
Water and locally, with their recent appointment to lead the redeployment of Maximo for Colorado Springs Utilities.
6. Describe other current Maximo project commitments and demonstrate that ample expert personnel are available to meet Utility’s
needs.
Rick Crory of Crory & Associates has been engaged with Fort Collins and anticipates no issues with continued support
for this new engagement. In addition, two other associates are ready to support future work after work order #1.
Hawksley (John Guilfoyle) is involved overseeing staff and subcontractors at Chelan County Public Utility District Asset
Management Project and Grand Coulee Dam CARMA (Maximo) Improvements Project but neither has started, and
others are performing the work. John is based in Broomfield. Glenn Fawcett is the project director at the Colorado
Springs Maximo Upgrade but is not anticipated to spend more than 30% of his time in Colorado Springs. Glenn is based
in Broomfield.
7. Provide a company/project organization chart and list. Discuss any recent gains or losses of technical, engineering, or management
personnel involved in Maximo implementation and operational support in the previous 18 months.
The Excergy team project organization chart is shown in Figure 2. Excergy’s team has been remarkably stable for a
consulting firm that historically are subject to high turnover. In fact, only one person has voluntarily left the firm since
formation 5 years ago.
Figure 2. Project Organization Chart
Team member Hawksley hired Atlanta‐based CMMS subject matter expert John Abrera within the last 18 months.
8. If a project team made up of individuals from more than one organization is being proposed, provide a project organization chart
clearly identifying separate individuals being proposed and related organizational affiliation of each.
Excergy has proposed a team that is broader and deeper than required for work order #1 to allow the best resources
from three companies to be applied to any future work orders. A project organization chart identifying separate
individuals being proposed and related organizational affiliation of each is shown in Figure 3 on the following page.
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Figure 3. Project Organization Chart by Firm
9. Discuss the impacts or changes associated with acquiring or being acquired by any other firm within the past 3 years.
Excergy has not acquired or been acquired by any other firm. Our company structure has purposefully been created for
long term sustainability and we have not incurred debt nor given up equity control, which demonstrates our intention
to be a stable and long term partner for Fort Collins.
Excergy Corporation was formulated by energy and utility experts formerly of Enspiria Solutions Inc., which had been
acquired by Black & Veatch and R.W. Beck, which had been acquired by Leidos/SAIC. We decided that the big,
impersonal firms that focus primarily on their internal success were not delivering value to clients, and the solo
consultants could not provide the broad coverage that Utilities need to craft a holistic solution. Therefore we decided
to team together and form Excergy, and have grown our team and revenue every year since formation in 2011.
Hawksley has recently acquired a firm (Burton & Associates) focused on water utility finance. The firm's staff, largely
based in the southeast, are currently being integrated into Hawksley. There should be no impact to Hawksley's ability
to deliver for Fort Collins Utilities.
10. Discuss experience with investor owned/municipal utilities of a size equal to or larger than the City of Fort Collins Utilities.
The majority of Excergy’s work is in the municipal utility sector. We believe this is because our culture that values
competence, collegiality, and commitment resonates with the values of public power and water. We have also
performed work at some of the largest investor owned utilities such as Consolidated Edison of New York. Our team is
deeply familiar with Maximo projects at other utilities, including best practices and lessons learned. Recent utility
experience at the size of Fort Collins or larger includes Huntsville Utilities, Memphis Light Gas & Water, and
Consolidated Edison of New York.
Crory and Associates has performed Maximo work at many municipalities, including Sacramento, Los Angeles, and
Seattle which are all larger than Fort Collins. Team member Hawksley has ample experience with mid‐and large‐sized
municipal utilities all over the country. Hawksley has worked on financial, strategic, asset management, IT,
organizational improvement, capital investment planning and business transformation projects for Prince William
County Service Authority, Colorado Springs Utilities, New York City DEP, the cities of Akron, Atlanta, Aurora, Baltimore,
Cleveland, Richmond, Sacramento, San Francisco, Santa Fe, and many more.
11. Disclose any current or past litigation, contractual disputes or early terminations as related to over payment or performance.
Excergy and its proposed team members have no current or past litigation, contractual disputes or early terminations
as related to over payment or performance.
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D. SCOPE OF PROPOSAL
1. Provide a detailed narrative of the services your firm proposes to provide if awarded the contract. The narrative should include any
options that may be beneficial for Utilities to consider.
The first service that the Excergy team will provide is execution of Work Order #1, which is focused on the
development of a Project Management Plan (PMP) to establish a path to success and establish project baseline so that
the CMMS project can be managed effectively. Elements that will be incorporated into the PMP deliverable include:
► Define project scope
► Develop schedule and cost baselines
► Develop requirements management plan
► Develop configuration management plan
► Develop change management plan
► Develop communication plan
► Develop process improvement plan
► Define project dependencies and risks
The PMP will ensure that technology, integration, business, and human elements are executed and controlled in a
balanced and holistic manner to enable project success. Excergy has templates for all these elements based on our
Integrated Delivery Methodology approach, and combined with our team’s knowledge of Fort Collins Utilities gained
from previous projects, we will be able to quickly produce a quality work product. See draft work order #1 on page 21
for more detail.
The following task list is a typical Excergy team project approach once the PMP is approved. We emphasize,
however, that the plan presented below is a representative plan, which will need to be tuned following
development of the PMP and a more complete understanding of Fort Collins’ Maximo needs, requirements, gaps,
constraints, etc. Some or all of these tasks would result in additional work orders beyond Work Order #1.
Task 1: System Architecture Design and System Implementation
The Excergy team will work with Utilities to build from the existing work. The main objective of this task is to install the
Maximo System, sub‐systems and modules.
The Excergy team will start by documenting the system design and architecture. We will collaborate with the
organization’s technical staff to identify major hardware and software sub‐systems and components, middleware,
operation systems, databases, organization business systems, third‐party software systems and technical
infrastructure. This effort will include developing hardware and software specifications for the CMMS and sub‐systems
and documenting any batch or on‐line processing requirements. Critical configuration information and agreement on
configuration will be obtained through discussions with key members of the organization information technology staff.
The configuration will be documented in a System Architecture documentation that defines the agreed‐upon
architecture and design. The document will include architecture, process and data flow diagrams showing information
flows, hardware and software needs, and middleware components required.
We will work with Utilities’ technical staff to install and initially configure the system according to the process defined.
When completed, the basic modules of the CMMS will be ready to be configured for each asset group. The
organization will receive an Installation Procedures documentation documenting the installation process and
requirements.
Deliverables
► Documentation defining the system architecture & integrations to be implemented
► Documentation defining installation procedures
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Task 2: Develop Detailed Asset Management Business Process
This task kicks off the implementation and will develop the existing high‐level business processes (described in the new
and existing business process use cases) into detailed work practice‐based business processes. The Excergy team’s
subject matter experts will educate Utilities on best management practices for each asset group and align the new
work practices to meet these needs. Our extensive team experience in environmental utilities, electrical distribution,
public works, parks and information technology enables us to quickly “speak the same language” as your experts in
each asset group. This task, when performed at the Milwaukee Metropolitan Sewerage District, resulted in a quicker
understanding of their current work practices, rapid identification of potential work practice changes and development
of implementation strategies that work the first time around. In addition, our subject matter experts and project team
are already familiar with many of Utilities’ current work practices and assets from our previous work with
Environmental Utilities that will also help streamline the development of improved business practices for the
organization.
The results of this task will be a set of improved business processes that standardize work practices across the
organization in alignment with asset management best practices and principles. These improved business processes
will be supported by specific and testable requirements used for configuring and testing the system, and key business
rules that govern how work will be completed for each asset group. This approach makes it easy for Utilities to
determine when the system configuration is complete and error‐free during implementation of their asset
management system.
The Excergy team understands that detailed business requirements have been previously completed and provided in
the EAM System Software Requirement Specification. Many of these requirements are sufficient for use here and will
just need to be verified. Others will need to be expanded into specific, testable requirements to be used for configuring
the system, converting legacy data, developing interfaces and testing the system.
Detailed Business Process documentation will be produced for each asset group, including detailed descriptions of the
work steps and detailed process models that will be used to configure and implement the system. This documentation
will include current and new (to‐be) business process models, descriptions of each business process, a final set of user
requirements, business rules that govern the department activities, reports and KPIs needed and logical data models
that describe data relationships needed for system configuration.
Deliverables
► Draft and Final Detailed Business Process documentation for the enterprise
► Draft and Final Detailed Business Practice documentation for each asset group
Task 3: Human Response/Change Management & Communications
Experience tells us that technology program implementation and realization of full potential depend largely on human
factors. For the Maximo project, Excergy will leverage cultural understanding and existing relationships to effectively
integrate change management across various stakeholder constituencies including Utilities and City executives/
management, staff, governing body and customers, as applicable.
The job of change management is to fundamentally manage the dynamic tension between restraining and driving
forces in order to assist both the organization as a whole—and notably impacted functions and individuals—transition
from the current state to the desired future state. The goal is to work as efficiently and productively as possible
throughout the disruptive middle phases of transition to a new equilibrium and ‘business as usual.’
Excergy will develop and apply tools and practices to prepare the Utilities organization for the new technologies and
processes, many of which will ultimately change how Utilities does business. The change management process
dovetails with the business process work and includes the following three phases:
► Phase 1: Prepare Strategy/Assess Change
► Phase 2: Manage/Implement Change
► Phase 3: Reinforce/Sustain Change
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Notably, building staff understanding and capability, as well as building and maintaining executive commitment and
visible support are critical elements covered with specific methodologies.
By developing an overall strategy, and then the communications, sponsorship /engagement, training and
reinforcement elements, Excergy will design and implement a set of tools and processes to assist staff as they grow
their understanding, desire and ability to use the Maximo technology so that Utilities realizes maximum benefit.
Deliverables
► Draft and Final Change Management and Communications Plans
► Implementation Support
Task 4: Configure and Customize System EAM Solution
The goal of this task is to configure and customize (only if necessary) the EAM System for each targeted asset group so
that it supports the to‐be business processes, detailed user requirements and business rules.
The Excergy team’s business process approach will enable Utilities to quickly standardize work practices across the
organization. This task will initially focus on planning the system configuration. The configuration planning component
will identify and document the necessary system configuration required to make the system easy to use for each asset
group. Prototypes consisting of sample Maximo screens, KPIs and reports will be made based on the established
business process analysis. We will conduct collaborative workshops with key Utilities participants for each asset group
to walk through the prototype Maximo screens and workflows to solicit updates and improvements needed to finalize
the system configuration. During these workshops, other key information, such as equipment lists, failure and repair
codes, procedures and other valid value lists will be identified and compiled by the Project Implementation Team.
Role‐based security and security requirements, performance goals and system capacity needs will also be developed.
This “rapid‐prototype” approach allows the organization to cost‐effectively configure their maintenance management
system to properly align with their business practices and promoted early system acceptance from the users. The
results of this effort will be documented in the EAM System Design Technical Memorandum for each asset group (if
applicable, multiple asset groups will be combined into one document).
Other important configuration planning workshops will establish the organizational hierarchy, define asset‐naming
conventions, develop asset hierarchies, establish asset classes and define parts and material organization. We will use
our subject matter experts (SMEs) and Peer Advisory Panel (if desired by Utilities) to provide recommendations on
these issues.
For example, asset classes, a crucial element of asset management, will need to be defined and categorized for
replacement planning, life‐cycle analysis, scheduled maintenance procedures and inventory management. In our
team’s previous work on organization projects, we have already established these classes for Environmental Utility
assets. We will build on this work by reviewing existing configurations in the organization’s legacy asset management
systems, evaluating the current business needs and making recommendations that draw upon previous experience.
Maximo configuration for each asset group will be documented in a Draft EAM System Design documentation with
assistance from the Project Implementation Team. The documentation will document all configuration elements
identified during prototyping and any customizations needed.
Once the Final EAM System Design documentation has been approved by Utilities, we will work with the Project
Implementation Team to configure the system as needed for each asset group. During this activity, The Crory Team
and designated organization staff will complete Maximo configuration based on the approved specifications in the
System Design documentation. Configuration implementation will cover screen configurations, reports, KPIs, security
and access control and population of valid value lists.
Deliverables
► Draft and Final EAM System Design documentation for each Asset Group
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Task 5: Convert/Migrate Data from Legacy CMMS Systems
The Excergy team will work with the participants representing each asset group to convert data into the EAM System
from legacy systems. We will focus on data that are determined to be important and useful to support the established
work practices. Our approach will evaluate all categories of legacy data, determining which need validating and
converting for use in the EAM System.
Initially, we will perform a brief evaluation to gauge the integrity, consistency and completeness of the data based on
its intended use as determined during business process analysis. An initial set of recommendations will be identified
for proceeding with the conversion. We will then meet with asset group participants to discuss these
recommendations and finalize the data conversion needs for the EAM System. Data gaps and conditioning will be
completed by the Project Implementation Team. Conversion strategies will also be established to identify the right
conversion timing.
The results of this analysis will be incorporated into a Data Conversion Plan document for each asset group and will
include data mapping into the new system, data conditioning, data gap population, converting valid values and
reorganizing as required to meet the to‐be business process needs and new EAM System data specifications. The plan
will also include data quality control and quality assurance steps necessary to verify conversion results.
Once the organization has approved the plan, we will work with the Project Implementation Team to perform the
conversion. We plan to use key organization participants to verify the converted data for accuracy and completeness.
Once the conversion has been completed to sufficiently meet Utilities’ business needs as specified in the data
conversion plan, Utilities will provide written notification that the conversion has been satisfactorily completed. We
have successfully used this approach on our previous and current projects to initially populate the asset database for
the organization’s Replacement Planning Model and during the plant condition assessment, which provided the
organization with a cost‐effective, maintainable and accurate inventory of organization assets.
When the conversion process has finished, the results will be documented in a Data Conversion Results document for
each data set describing the outcome of the conversion process. This documentation will describe the steps
completed, additional issues encountered and decisions made and QA/QC reports that verify data completeness and
accuracy.
Deliverables
► Data Conversion Plan documentation for each data set
► Data conversion results report for each data set
Task 6: Integrate EAM System with Utilities’ Business Systems
The Excergy team will work with the Project Implementation Team and business system custodians to integrate the
Maximo system with each of the other organization systems identified in the RFP. This process will be guided by the
existing finalized business requirements and business rules developed. These integrations present an ideal opportunity
to build user acceptance and enthusiasm about the system by illustrating how needed information will be easier to
obtain using the Maximo system.
One of the key strategies for successful integration is to engage the custodians (organization staff or departments who
are responsible for maintaining the other organization business systems) of the target enterprise application early and
establish a close working relationship with them so that they understand and embrace the project objectives,
deadlines and critical success factors. Itis also important for the CMMS project team to understand any constraints,
scheduling factors or workload considerations of the system custodians for proper implementation planning. This will
be accomplished through communication, individual discussions and workshops with the business system custodians
to obtain buy‐in that will set a clear implementation schedule and communication plan though collaboration and
teamwork.
We will develop integration designs and employ rapid prototyping (using Maximo and its integration tools) to
determine integration requirements and design specifications. The Maximo Integration Framework (MIF) will be used
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as the primary integration tool to connect to other enterprise systems. The MIF will allow Maximo to quickly connect
with the organization’s enterprise systems and exchange critical information with these systems in real‐time or
through batch processing. The MIF takes advantage of Service Oriented Architecture for integration deployment and
supports rapid integration by using flexible integration libraries and other standards. The MIF will be used for rapid
prototyping of integration points and has a complete integration development environment that will facilitate
integration development, configuration and deployment. The integration configuration will be documented in an
Integration Design document for each interface.
Upon acceptance of the documentation, we will initiate the integration process. We will work with the enterprise
system custodians and the Project Implementation Team to implement the design specifications, configure the EAM
System, and build the necessary integration connections. This will help ensure that the integration is completed as
planned. We will conduct joint testing/debugging meetings at critical dates to efficiently eliminate issues.
During the integration process, we will document necessary integration, configuration, and maintenance procedures
so that Utilities can properly manage the integrations. In addition, we will provide individual training for technical staff
to help ensure that you can maintain the integration configuration or make changes as needed. Upon completion of
this task, the integration elements will be ready to be tested by Utilities in preparation for final deployment.
Deliverables
► Draft and Final Integration documentation for each integration
Task 7: Develop and Implement Maintenance Plans
This task will assess current maintenance‐related practices and develop a detailed work plan for implementing
enhancements. Subsequent tasks will develop similar plans for each asset group. Throughout all phases of this effort,
we will engage your staff as active participants for both the assessment and implementation.
The on‐site assessment evaluation will focus on two primary activities: collecting data for analysis and evaluating
maintenance practices. We will collect data, interview key staff, observe the current maintenance approach and travel
with your maintenance teams to observe the current maintenance environment. The assessment will consider:
► Plant Management and Support Staff: We will identify improvement opportunities and potential roadblocks,
as well as recommend appropriate actions to increase visibility and value to the organization.
► Maintenance and Facility Work Management Process and Practice Review: We will review the status of
practices embedded in the Maximo system and provide feedback on opportunities to improve maintenance
using the system.
► Preventive Maintenance: We will evaluate existing electronic preventive maintenance records and estimate
labor expended on each type of maintenance (i.e., lubrication, inspection, adjustments and major
maintenance) to the extent this information is available. We will estimate a percentage of work that may be
more effectively accomplished using preventive maintenance technologies, extended frequencies or
elimination in areas where preventive maintenance activities may not be cost effective.
► Predictive Maintenance (PdM): We will review your existing PdM approach and evaluate the selection of
criteria applied to equipment assets for inclusion in your program. We will match equipment classifications to
specific PdM technologies and identify the percentage of equipment currently covered by Utilities’ PdM
technology.
► Condition‐Based Maintenance (CBM): We will interview key maintenance staff and evaluate the availability of
condition data and how it is currently used to influence both preventive and corrective maintenance activities.
► Reliability Centered Maintenance (RCM): We will identify potential failure modes of equipment and
countermeasures to minimize or eliminate failures. Few failures (14%) are age related; most failures occur
randomly. This is a methodical and time consuming process that is appropriate for systems which, if failed,
would result in a regulatory violation, costly repairs or safety consequence. This maintenance practice is
generally applied to approximately 20% of the total equipment assets that represent 80% of the reliability risk.
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► Inventory Management Practices: It is difficult to manage proactive inventory and store management within a
reactive maintenance environment. Our assessment team will evaluate the existing storeroom business
practices and document both current strengths and challenges and recommend potential changes. We will
align inventory control methods with the maintenance planning process.
► Craft Skills and Job Knowledge: We will document each craft person’s existing knowledge base and source‐of‐
knowledge acquisition. Most reactive environments employ on‐the‐job training methods. This method is often
referred to as “tribal knowledge” as it is passed down from one person to the next in an ad‐hoc manner. We
will review existing training plans and recommend as part of the assessment, an approach for increasing skill
levels should enhancements be warranted.
► Engineering and Technical Information Management: The availability of drawings, manuals and other
technical information is critical to the execution of optimized maintenance. We will document the availability
of technical information to the maintenance department and evaluate the relationship between maintenance
and engineering. This relationship is critical to standardizing equipment and the exchange of equipment
performance. The maintenance plans will describe direction for each asset group and provide templates for
each asset type. The maintenance template for asset types will include frequency, application, special
instructions, checkpoints, tools and materials. This task will:
Address maintenance methodology and strategies
Review criticality rankings
Review asset identification and documentation guidelines and format
Review implementation of work process and practices for each asset group
Identify approach for EAM System optimization
Identify materials and inventory management improvements
Provide a step‐by‐step plan for implementing a proactive maintenance program
Define the implementation steps for the PdM and preventive maintenance optimization process
Define the steps required to implement a critical machinery monitoring evaluation program
Deliverables
► Draft and Final Maintenance Plans for each asset group
Task 8: System Solution Testing
Once the system has been configured for each asset group, appropriate legacy data has been converted and the
enterprise system interfaces have been configured, the solution will be thoroughly tested to confirm that it performs
as defined. System solution testing will occur throughout the configuration and integration process and will test each
of the business requirements defined for the asset group. System testing is performed by both the Project
Implementation Team and other future system users.
System testing will occur in a dedicated testing environment and will include load testing and performance tuning. The
Excergy team will include asset group‐specific steps. With the assistance of the Project Implementation Team, we will
build asset group test cases that define specific testing steps and expected outcomes. These will be used by the testers
to verify that the established requirements and business rules have been met.
Bugs will be tracked in the bug‐tracking spreadsheet (and/or SharePoint) and will be and available to all authorized
team members. This central list will record the prioritization, status and change history of each error found during
testing and will be a communication tool for error resolution among the project stakeholders, the project development
team and the various testing teams.
The final step in system acceptance will be user acceptance testing (UAT). UAT is performed by a designated team of
organization staff not involved in the configuration of the system, to independently test the solution to determine that
all mandatory organization requirements have been met and that all data conversions and external interfaces work as
expected. The Excergy team will train the UAT team on system basics, how to conduct UAT, how to evaluate test cases
and how to record errors or enhancements. Errors identified during UAT will be categorized in terms of severity and
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impact to the business process so that higher priority errors will be addressed first. UAT will be complete when all
critical and high‐priority errors (i.e., software issues that cause the system to crash or prevent the completion of a
defined mandatory user requirement) have been fixed in the system.
When UAT is complete, the organization will approve delivery of the configured system for the specified asset
group(s). The system will then be ready for deployment into the production environment, and user training will begin.
Deliverables
► Asset Group Test Plans Error Tracking Database User Acceptance Testing Results for each asset group
Task 9: Training, Deployment and Knowledge Transfer
The goal of Training, Deployment and Knowledge Transfer is to successfully transition each asset group into production
using the new system, new work procedures and standardized asset management practices.
The first step in implementation focuses on training. Incorporating a variety of learning techniques enables our team to
provide the right level of training most efficiently accelerating the users’ acceptance of the system. There are several
types of training that will be covered, including basic training on the system fundamentals, end‐user training on
customized work practices, train‐the‐trainer training, administration training and system management training.
End‐user training will incorporate new work practices defined in the final work flow diagrams; and asset group‐specific
data entry screens, valid values, KPIs and reports. Train‐the‐trainer training will be provided for key individuals who will
be responsible for continuing the training program for each asset group once the initial participants have been trained.
We recognize that training requires reaching out to all types of students with different learning characteristics across
the organization. Our training approach will employ many techniques to address all types of learners. We will develop
a learning curriculum for each asset group that incorporates the following proven techniques:
► Provide a series of training sessions. Our curriculum starts with simple tasks and provides a means to achieve
early success. Once these are mastered, students will move on to more advanced training sessions that also
reinforce the basics.
► Provide a consistent linear process. Showing new users multiple ways to accomplish the same thing can
sometimes overwhelm, especially if he or she is not used to computers. We will establish a single approach
and be consistent.
► Show, Tell, Do, Review. This four‐step approach includes 1) Show: the instructor demonstrates the process, 2)
Tell: the trainees instruct the instructor through the same process, 3) Do: The trainees complete a written
exercise on their own under instructor supervision, and 4) Review: go over the exercise and discuss the
results. This approach covers all of the basic learning styles in the classroom setting for maximum effect.
► Provide simple instructions and cheat sheets. For example, laminated, customized cheat sheets can be created
for common procedures so that they could be taken into the field by system users without being destroyed.
► Provide ongoing training and self‐learning opportunities. Once formal training is over, we have found that
system acceptance greatly benefits from additional periodic refresher training and one‐on‐one drop‐in
training to reinforce procedures and tools.
While training is being conducted, the Project Implementation Team will focus on transitioning the system into the
production environment for active organization use. These asset group plans will be based on IBMs implementation
worksheet and will describe pre‐implementation conditions, system configuration requirements, implementation
steps, roles and responsibilities and final implementation steps. This will be developed in collaboration with the
organization IT staff, project stakeholders, enterprise system custodians and project team so that the process is clearly
understood by all involved parties.
Once the system is in production and the users are using it for their daily work, post‐production support will be
implemented for the asset group participants so that any unexpected issues are efficiently resolved with minimal
disruption to the users. This will help the Project Implementation Team efficiently solve unexpected post‐production
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system problems while configuring the system for other asset groups. Procedures to resolve unexpected issues
encountered in production will be established and a process for performing system updates will be formalized.
It is recommended to include a continuous improvement program in this or a separate task. The extensive number of
Maximo features and functions usually creates an opportunity to expand beyond the first implementation. This could
also be captured in a “Post Go‐Live Embedment” phase that incorporates the benefits monitoring and “health check”
audits to ensure we avoid roll back of use and are able to conduct the necessary refinements in process and QA/QC.
Typically, Excergy remains on contract for 12 months beyond go‐live to ensure implementation is successful.
Deliverables
► Draft and final training materials for each asset group
► Asset‐Group Deployment Plans
► EAM System Users Guide for each asset group
► EAM System Administrators Guide
► EAM System Management Guide
► Production EAM System Solution
Assumptions
► Installation of the basic system will follow the recommendations provided by IBM in their technical response
► The organization will provide access to personnel and necessary documentation to document business
process requirements and business rules
► Customization of the software will be minimal and only considered for critical business functions that cannot
be achieved by other means
► The organization’s electronic inventory of assets will be sufficiently complete for each asset group prior to
start of the configuration task and the maintenance plan implementation so that the configuration can be
successfully completed as scheduled
► Data conditioning and data gap resolution will be performed by the Project Implementation Team
► Representatives from organization business systems will collaborate with the Integrator for resources needed
and schedule commitments to perform the integration
► The project schedule assumes that there are no conflicts with other projects or initiatives underway for each
of the business systems during the integration task activities
► The organization will provide access to personnel and documentation including work order history and
activity‐based costs to the Integrator
► The organization will facilitate coordination of workshops and meetings
► The Integrator will collaborate with the organization to prioritize defects in order to address the most critical
defects first
► The organization IT staff will configure and install the system in the production environment under the
guidance of the Integrator
2. Describe how the project would be managed and who would have primary responsibility for its timely and professional completion.
One of the primary factors that distinguish successful Maximo projects is the quality of the overall project
management. In the Excergy model, our Project Manager (PM) works very closely with the utility project manager and
uses proven process, methodologies, and templates to produce a robust, flexible implementation approach. We have
found most vendors do not have the same high level of PM capabilities, and we are very experienced in helping a
multiple party team execute successfully to the project baseline.
Excergy teaches utility project management courses, and we have helped manage projects that won industry awards
for performance, collaboration, and innovation. Our process ensures a successful project implementation by managing
and controlling an execution that meets or exceeds requirements; delivering this solution on time, within budget, and
with the expected level of resources.
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As mentioned earlier, Excergy’s proven IDM drives efficient development and execution of your project—enabling
utilities to attain more success, less waste and achieve greater results on technology projects. IDM is based on decades
of implementation success at hundreds of successful projects, and melds the right amounts of key technical services
with industry best practices and knowledge obtainable only through decades of implementation and integration
experience. Our IDM’s holistic process blends state of the art project management, technology expertise, business
savvy, and personnel motivation to create a high performing project. Key elements include:
► Project Management. Based on a combination of industry best practices including Project Management
Institute and Agile approaches, and tempered through decades of successful project experience.
► Systems Engineering: An interdisciplinary approach which focuses on defining customer needs and required
functionality early in the development cycle and proceeding with design synthesis and system validation
within the context of the complete solution.
► Business Process Re‐engineering: IDM’s focus on the business element leverages the strength of the utility’s
chosen vendor solution, legacy technologies, and labor force capacity to transform how operations are
performed.
► Organizational Change Management: IDM facilitates the realization of benefits by managing the people
element to align teams, break down barriers, and create a culture of achievement.
► Technology Expertise: Excergy’s personnel are experts on utility technologies, how to maximize strengths and
minimize weaknesses, and how to effectively integrate new and legacy systems into a cohesive whole.
3. Describe the methods and timeline of communication of project status your firm will use with the City’s Project Manager and other
members of the Project team.
For the Maximo project, we envision a communication and management approach similar to AMFC. The Excergy PM
will support the Fort Collins PM who will jointly manage the project through the five phases of the project lifecycle:
Initiating, Planning, Executing, Controlling, and Closing. At project initiation, the Excergy team will review and finalize
the project plan elements at a kickoff meeting at Fort Collins’ offices. The kickoff meeting is used to introduce the
team, review initial project plans, start preparation for Work Order #1, share and refine the business process work, and
review the success metrics. The team will work together to clarify purpose, align systems, and unleash the talent of the
overall project team. The Excergy PM will be responsible for the typical project management activities described in the
table below.
PM ACTIVITY DESCRIPTION
Scope
Management
Ensure that the project plans outline all of the work required to complete the project successfully. Scope
management consists of initiation, scope planning, scope definition, scope verification, and scope change control.
Change
Management
Ensure that a baseline project plan is established at project initiation, and that a formal change control process is
in place to control changes to the baseline project plan throughout the project lifecycle.
Integration
Management
Ensure that the various elements of the project are properly coordinated. Integration management consists of
project plan development, project plan execution, and overall change control.
Cost
Management
Ensure that the project is completed within the approved budget. Cost management consists of resource
planning, cost estimating, cost budgeting, and cost control.
Procurement
Support
Acquire goods and services from outside the performing organization. Procurement support consists of
procurement and solicitation planning; solicitation; source selection; and contract administration and closeout.
Quality
Management
Ensure that the project will satisfy the needs for which it was undertaken. Quality management consists of quality
planning, quality assurance, quality control, and configuration management.
Reporting
Management
Ensure timely and appropriate generation, collection, distribution, and storage of project information. The project
manager also handles reporting and status information management consists of communications planning,
information distribution, performance reporting, and administrative closure.
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PM ACTIVITY DESCRIPTION
Time
Management
Ensure the timely completion of the project. Time management consists of activity definition, activity sequencing,
activity duration estimating, and schedule development and control.
Risk
Management
Identify and analyze project risks, and respond to those risks. The Excergy approach to risk management has
three components—identification, prioritization, and mitigation. Risks are identified at project inception, and
categorized based on probability and impact. A risk mitigation plan is defined to impacts should the risk occur.
The risk mitigation plan is continuously re-evaluated during the project lifetime. Once a risk actually occurs, it is
moved to the issue tracking process.
The Excergy PM will manage the
weekly project status cycle for Fort
Collins. On a project as large and
complex as this, it is important to
establish a regular cadence in
which progress towards the plan,
performance status, risk
management, items of concern,
and open action items are
managed regularly and
consistently. As shown in Figure 4,
the status cycle is initiated with
written project status reports; and
vendors and key project
organizations complete a report.
Excergy (with Fort Collins personnel
optional) will meet with the vendors in focused one‐hour meetings to ensure that the status is consistent and
understood. Excergy will then compile the status into a consolidated status report, update project action items and
risks, and prepare for a Fort Collins PMO meeting to manage the project.
Typically, the PMO meeting is run by Fort Collins, with Excergy as the consultant facilitating and assisting. Vendor PMs
or experts are only needed if deeper examination of status or important issues is on the agenda. The PMO meeting
assesses the overall health of the project and directs actions as needed. If an action item or PMO direction affects the
scope of the project (technical baseline, schedule, or cost), a separate Change Control Board (CCB) meeting takes
place. The CCB process is documented in the Configuration Management Plan deliverable.
4. Detail recent experience your firm and proposed team has related to the scope of work as described in this RFP.
As mentioned in Section B above, Excergy team member Crory & Associates has a combined 30+ years’ of Maximo
experience demonstrated clearly by successful implementations Maximo version 7.5 for water distribution,
wastewater collection, electrical power distribution, water production, water reclamation, supply Chain, fleet
management, and facilities management, as well as familiarity with 7.6 applications (including City of Fort Collins).
Project management, business process transformation, human change management, and customer communications—
coupled with the ability to effectively lead a multiple company team—are core skills of Excergy as demonstrated on
the Fort Collin’s AMFC project.
5. For Work Order #1, Attachment 2, provide a work plan, level of effort and related fees for the Work Order #1 as described herein.
Describe your recommended approach to the project and estimated hours for each proposed task. Detail risk factors to be considered,
major issues and significant dependencies to be considered.
Figure 4. Weekly Project Status Cycle
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8225 Maximo Consulting Services
Technical Consultant, Project Management, Change Management and Related Services
WORK ORDER #1:
I. Task Summary
1. Fort Collins Utilities’ project for the implementation of a Maximo asset management/worker order system for asset
lifecycle and maintenance management has lacked an adequately detailed Project Management Plan. The first task to be
supported by selected Professional will be to assist Fort Collins in developing this detailed Project Management Plan.
2. As described in the Background discussion included in this RFP a certain level of implementation has been completed and
substantially more remains to be completed. Implementation work yet to be completed includes final Maximo
implementation for Water Field Operations, selection and implementation of mobile application to support water and
electric field operations, integration of Maximo with Utilities Spatial strategy (a separate project from this Maximo project)
that requires a high level of coordination, understanding, and scheduling integration with this Maximo project,
implementation of Maximo for Utilities Materials Management (warehousing operations), and implementation of Maximo
for Light and Power Field Operations.
3. Work Order #1 is for the development of a detailed Project Management Plan to complete the implementation of a
Maximo assets management system for asset lifecycle and maintenance management for Fort Collins Utilities. This detailed
Project Management Plan shall include scope (deliverables), schedule and cost baselines, requirements management plan,
configuration management plan, change management plan, communication plan, and process improvement plan.
Significant dependencies and risks shall also be identified.
4. Include in this scope of work any additional tasks and reporting that Professional believes would be helpful for Fort Collins
Utilities management and staff to track and refine project implementation performance for successful implementation of
Maximo assets management system for asset lifecycle and maintenance management for Fort Collins Utilities.
II. Schedule
The period of performance for Work Order #1 is from March 15, 2016 to approximately June 20, 2016.
III. Project Execution
The output of Work Order #1 is a Project Management Plan (PMP) to complete the implementation of a Maximo
assets management system for asset lifecycle and maintenance management for Fort Collins Utilities. This detailed
Project Management Plan shall include scope (deliverables), schedule and cost baselines, requirements management
plan, configuration management plan, change management plan, communication plan, and process improvement
plan. Significant dependencies and risks shall also be identified. A combination of Excergy’s Integrated Delivery
Methodology processes, existing Fort Collins’ project awareness, and industry Maximo best practices supplied by Crory
& Associates and Hawksley Consulting will drive the execution and development of the PMP. The following activities
will be conducted by the Excergy team to support construction of the PMP:
► Information Collection & Program Review. Excergy recognizes the prior and ongoing effort Fort Collins has
invested in the CMMS Project, and based on the Water Treatment Plant implementation of Maximo, Fort
Collins will have a perspective on the successful (and/or not successful) components of that project. This will
include conducting sessions with existing Program Management, IT, and other team members involved in the
project, along with collection and review of existing materials (such as previous project schedules, use cases,
business process information, training materials, and technical specifications). Based on the above, Excergy
will construct a ‘lessons learned’ specific to the Fort Collins project to incorporate into our team’s extensive
experience for use as a guide for the PMP.
► Solicit input from Stakeholders. To establish high‐level business goals for the project, the Excergy team will
conduct sessions with business owners and other CMMS stakeholders (such as the Project team and IT
representatives) for establishing new goals, (both near and long‐term) for the program. This includes
representatives from groups that are targeted for new phases of implementation (such as Light and Power), as
well as those who have already implemented Maximo (Water Treatment) and are in the process of
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implementation (Water Operations) to ensure Excergy has an Enterprise‐wide view of objectives. This effort
will help inform the overall project objectives (scope and schedule), along with tasks required for the change
management and communication elements of the PMP.
► Develop High‐Level Requirements and Architecture. Having captured the overall business objectives,
stakeholder goals, and existing project material, Excergy will document a set of high‐level requirements and
target architecture for the proposed solution to create a ‘baseline’ with which to construct the PMP
objectives. These requirements will include categories such as business impact, priority, implementation
complexity, and risk (such as how well defined or understood this requirement may be). This and other criteria
will inform the PMP in terms of future tasks required to further refine the requirements, and when in the
project to do so. The architecture will capture not only existing and proposed technical details of the solution,
such as infrastructure impact and support requirements, but also integrations, dependent systems, data
migration sources, and related For Collins programs that may be impacted by the CMMS project. (A clear
example of this is the ESRI/Spatial project described in the RFP.) Excergy will review this information with Fort
Collins to validate the requirements and architecture prior to constructing the PMP.
► Construct a Thorough Project Management Plan. Based on the information collected above, along with our
team’s extensive prior Maximo experience, Excergy will construct the PMP and all elements described above.
The PMP will seek to define the schedule for the project to meet objectives and to provide a vision for project
success that both mitigates risk and strain on Fort Collins’ internal resources and prepares Fort Collins for
future operations of the system beyond project implementation.
IV. Project Timeline
A draft project timeline, to complete Work Order 1 with significant milestones based on a start date of March 15, 2016,
is shown below.
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V. Utilities Staff
Key utilities personnel or functional responsibilities that will be required to help ensure successful execution of Work
Order #1, their duties and responsibilities, and estimated level of effort required for planning purposes are tentatively
shown in the table below. This list will be refined with Utilities participation at the kick‐off meeting.
Utilities Role
Tentative
Assignment Description
Estimated
Hours
CMMS Re-Plan
Manager
Dennis Sumner Manager responsible for assessing and re-planning existing CMMS effort.
Guidance and approval of WO #1 plans, execution, and deliverables.
Attendance at planning meetings and deliverables review. Review and
approval of cost and schedule baselines. Review and input on projects
risks, risk mitigation, and issues.
80
CMMS PM Chris Parton Project Manager for the existing CMMS effort. Guidance and knowledge of
current Maximo implementation status, plans, and deliverables.
Attendance at planning meetings and deliverables review.
40
Applications IT
Manager
Mary Evans Manager responsible for Utilities IT Systems. Guidance and input on
legacy applications and integrations for Maximo. Attendance at planning
meetings and deliverables review. Review of requirements management
and configuration management plans and activities.
40
Senior
Database
Analyst
Brad Burke IT SME with knowledge of Utilities IT Systems Guidance and input on
legacy applications and integrations for Maximo. Attendance at planning
meetings and deliverables review. Review of requirements management
and configuration management plans and activities.
40
Internal
Communication
s
Diane Royvale
Lisa
Rosintowski
Managers responsible for reviewing and approving communications
materials planned for internal Utilities and City staff
40 total
Change
Management
TBD Internal lead to assist, review, and approve change management plans.
Experience in change management and thorough knowledge of Utilities
staff.
40
Fort Collins
Operations
Managers
John Haukass
Tim McCollough
Lance Smith
Others TBD
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Resource Duties and Responsibilities Hours
Rick Crory Lead Maximo SME contributing to all aspects of the PMP development. 167
Glenn Fawcett Maximo and business transformation SME responsible for planning, contributing, and
reviewing PMP elements.
27
John Guilfoyle EAM and utility systems SME responsible for planning, contributing, and reviewing PMP
elements.
27
Labor Services 622
VII. Estimated Professional Staff Effort (to be completed by professional as a part of response to RFP)
For the specific tasks and activities of Work Order #1, estimated hours by task for the period of performance of Section IV.
Task # Task Description
Estimated
Hours Resources Assigned
Task 1 Define project scope 116 Jim Ketchledge, Adam Tonkin, Rick Crory, Glenn
Fawcett, John Guilfoyle
Task 2 Develop schedule and cost baselines 122 Jim Ketchledge, Adam Tonkin, Lynn Adams, Mark
Hatfield, Rick Crory, Glenn Fawcett, John Guilfoyle
Task 3 Develop requirements management plan 67 Jim Ketchledge, Adam Tonkin, Rick Crory
Task 4 Develop configuration management plan 54 Jim Ketchledge, Adam Tonkin, Rick Crory
Task 5 Develop change management plan 54 Lynn Adams, Rick Crory
Task 6 Develop communication plan 54 Lynn Adams, Rick Crory
Task 7 Develop process improvement plan 63 Mark Hatfield, Rick Crory
Task 8 Define project dependencies and risks 92 Jim Ketchledge, Adam Tonkin, Rick Crory
VIII. Compensation (to be completed by professional as a part of response to RFP)
Excergy proposes to perform the required Tasks 1‐8 for a fixed labor fee of $133,822, excluding expenses. Travel
expenses are estimated to be $13,520, which will be invoiced monthly, at cost per the Fort Collin’s guidelines. Excergy
does not charge for time spent traveling. The table below summarizes the price per task. No reimbursable direct costs
are anticipated except for travel costs. MAXIMUM estimated compensation for both Professional’s time and
reimbursable direct costs is $147,342.
Task # Task Description Price
Task 1 Define project scope $26,141
Task 2 Develop schedule and cost baselines $28,084
Task 3 Develop requirements management plan $13,675
Task 4 Develop configuration management plan $11,036
Task 5 Develop change management plan $11,918
Task 6 Develop communication plan $11,918
Task 7 Develop process improvement plan $13,268
Task 8 Define project dependencies and risks $17,782
Labor Price $133,822
Reimbursable Expenses $13,520
Total Price $147,342
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E. COST AND WORK HOURS
Excergy, Crory & Associates, and Hawksley Consulting labor rates per the job descriptions and for five years after 2016
are shown below:
Excergy, Crory & Associates, and Hawksley Consulting Hourly Labor Rates
Excergy Team Resource 2016 2017 2018 2019 2020 2021
Rate Rate Rate Rate Rate Rate
Project Director/Project
Manager $233.00 $240.00 $247.00 $254.00 $262.00 $270.00
Solution Architect/Developer $212.00 $218.00 $225.00 $232.00 $239.00 $ 246.00
Functional Maximo Specialist –
Crory & Associates $150.00 $155.00 $160.00 $165.00 $170.00 $175.00
Functional Maximo Specialist –
Hawksley Consulting $328.00 $338.00 $348.00 $358.00 $369.00 $380.00
Communications/Change
Management Specialist $233.00 $240.00 $247.00 $254.00 $262.00 $270.00
Business Process Manager $233.00 $240.00 $247.00 $254.00 $262.00 $270.00
Junior Analyst – Excergy $140.00 $144.00 $148.00 $152.00 $157.00 $162.00
For Work Order #1, a breakdown by employee name and job title, hourly rate for each, and estimated number of
hours is shown below. Hours per milestone task, and estimates for reimbursable travel, and a total not to exceed cost
are shown in the previous section.
Resource Job Title 2016 Hourly Rate Hours
Jim Ketchledge Project Director $233 134
Adam Tonkin Solution Architect $212 113
Lynn Adams Change Management/Communications Specialist $233 100
Mark Hatfield Business Process Manager $233 54
Rick Crory Functional Maximo Specialist – Crory & Associates $150 167
Glenn Fawcett Functional Maximo Specialist – Hawksley Consulting $328 27
John Guilfoyle Functional Maximo Specialist– Hawksley Consulting $328 27
Reimbursable Expenses for Work Order #1 are estimated to be $13,520.00; breakdown as follows:
Airfare $1,600.00
Total =
$13,520.00
Number of Trips =
24
Lodging $7,280.00
Meals $2,600.00
Rental Car & Fuel $720.00
Airport Parking $360.00
Personal Mileage $960.00
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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F. ASSIGNED PERSONNEL/FIRM CAPABILITY
Identify key personnel who will execute the project and duties as identified in Attachment 3.
1. Include resumes (limited to 2 pages each) for each project participant.
Resumes for each of the proposed resources, as indicated on the organization chart (Figure 2, page 9), are provided as
Appendix B of this response. The job duties and roles of each are in accordance with those identified in Attachment 3
(Section B, page 7).
2. Provide a description of similar relevant work performed and contact person information. Include the following information for three (3)
or more recent references:
Excergy Reference 1: AMI Smart Grid Solution Services
a. Name of firm City of Fort Collins
b. Name and title of contact, phone number
and email address
Dennis Sumner, Project Manager; 970‐221‐6718; dsumner@fcgov.com
c. Relevant services provided Technical consultation, program management, and systems integration for
AMI Smart Grid solution acquisition and deployment; Business Case Update
and Validation; Stakeholder Outreach and Communication;
Plan/Implementation; Cyber Security Plan; Smart Grid/AMI Vision; Technical
Infrastructure/Architecture; Program/Project Management; Procurement (for
AMI, MDMS, Cyber Security, Customer Web Portal, DRMS, Endpoint
Installation); Systems Test Plan/Acceptance Testing; Implementation of
Multiple Project Components, including AMI, MDM, DR, Tropos
Communications, Web Portal; Change Management Plan/Execution; Project
Reporting; Transition/Training; Deployment Management; and Business
Process. Also engaged to re‐do the utility IT strategic roadmap.
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$2.5M encompassing multiple work orders. Two minor change orders to
extend time frame per client convenience and correct a paperwork error.
e. Original schedule and actual completion
time for each change order
08/2010 ‐ Present
Excergy Reference 2: AMI Business Case, Vendor Selection, & Implementation
a. Name of firm Huntsville Utilities (AL)
b. Name and title of contact, phone number
and email address
Stacy Cantrell, VP Engineering/Engineering Services Manager;
256‐535‐1312; stacy.cantrell@hsvutil.org
c. Relevant services provided Create the business case for AMI (and MDMS) as well as vendor selection for
those services; requirements definition and analysis of benefits, existing IT
infrastructure, meter populations, and vendor compatibility. Now engaged as
the program/system integrator for the entire project.
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$200k for first phase (Feasibility) and $1M for year one of program integrator
services. Change order N/A.
e. Original schedule and actual completion
time for each change order
07/2014 ‐ Present
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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Excergy Reference 3: AMR to AMI Roadmap
a. Name of firm Halifax Regional Water Commission (Canada)
b. Name and title of contact, phone number
and email address
Reid Campbell, Director, Water Services; 902‐490‐4877;
reid.campbell@halifaxwater.ca
c. Relevant services provided Evaluate the technology and economic feasibility of AMR Roadmap to moving
to AMI. Completed a needs assessment of AMI requirements; developed
economic/financial models for key strategies, including AMR throughout the
system, and AMI (including conversion to monthly billing). Developed a project
timeline for AMI including deployment strategies, equipment, materials,
financial and human resources implications, risk assessment, and mitigation.
The final work product was a comprehensive AMR/AMI technology assessment
and AMR Roadmap study report with conclusions, recommendations, future
course(s) of action, and a procurement/deployment plan.
In second phase was engaged to develop AMI requirements and perform an
AMI vendor selection based upon the previous feasibility study. Now in
negotiations as the program/system integrator for the entire project.
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$500K for phase 1 and 2. Change order N/A.
e. Original schedule and actual completion
time for each change order
05/2013 ‐ Present
Crory & Associates Reference 1: MAXIMO CMMS Project Implementation Phase 2
a. Name of firm City of Fort Collins
b. Name and title of contact, phone number
and email address
Dennis Sumner, Project Manager; 970‐221‐6718;
dsumner@fc.gov
c. Relevant services provided Project Management, System Architecture Design and System Implementation,
Develop Detailed Asset Management Business Process, Configure and
Customize System EAM Solution, Convert/Migrate Data from Legacy CMMS
Systems, Integrate EAM System with organization Business Systems, Develop
and Implement Maintenance Plans, System Solution Testing, Training,
Deployment and Knowledge Transfer
Users: 200+; Add‐ons: MAXIMO Spatial, MAXIMO Linear Asset Manager,
MAXIMO for Utilities; Interfaces: JD Edwards, GIS, CIS
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$56,000; Change order N/A
e. Original schedule and actual completion
time for each change order
7/1/15 ‐ Present
Crory & Associates Reference 2: Standard On-Call Consulting Agreement, MAXIMO
a. Name of firm Santa Clara Valley Water District
b. Name and title of contact, phone number
and email address
Sanjal Syal, Program Administrator; 408‐630‐3067;
ssyal@valleywater.org
c. Relevant services provided Project Management, System Architecture Design and System Implementation,
Develop Detailed Asset Management Business Process, Configure and
Customize System EAM Solution, Convert/Migrate Data from Legacy CMMS
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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Systems, Integrate EAM System with organization Business Systems, Develop
and Implement Maintenance Plans, System Solution Testing, Training,
Deployment and Knowledge Transfer
Users: 200+; Interfaces: PeopleSoft, GIS, Mobile, CARA, ICAM, FuelTRAK,
Access Valley Water, AKWIRE
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$177,000 (FY 2015/2016)
Change Order N/A
e. Original schedule and actual completion
time for each change order
7/1/15 – 6/30/20
Crory & Associates Reference 3: MAXIMO CMMS Operations Support for Water Supply
a. Name of firm Sacramento County Water Agency
b. Name and title of contact, phone number
and email address
Amy de la Salle, Associate Civil Engineer, Water Supply; 916‐874‐8291;
delasallea@saccounty.net
c. Relevant services provided Project Management, System Architecture Design and System Implementation,
Develop Detailed Asset Management Business Process, Configure and
Customize System EAM Solution, Convert/Migrate Data from Legacy CMMS
Systems, Integrate EAM System with organization Business Systems, Develop
and Implement Maintenance Plans, System Solution Testing, Training,
Deployment and Knowledge Transfer
Users: 60; Interfaces: GIS, Metering/Utility Billing
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$99,300 (FY 2015/2016), Renewed Annually
Change Order N/A
e. Original schedule and actual completion
time for each change order
Renewed Annually (July 1 – June 30)
Crory & Associates Reference 4: Upgrade MAXIMO to Version 7.5 and Implement MAXIMO Spatial
a. Name of firm Sacramento County Department of Water Resources
b. Name and title of contact, phone number
and email address
George Scott, IT Manager; 916‐875‐6949; scottg@saccounty.net
c. Relevant services provided Project Management, System Architecture Design and System Implementation,
Develop Detailed Asset Management Business Process, Configure and
Customize System EAM Solution, Convert/Migrate Data from Legacy CMMS
Systems, Integrate EAM System with organization Business Systems, Develop
and Implement Maintenance Plans, System Solution Testing, Training,
Deployment and Knowledge Transfer
Users: 120; Add‐ons: MAXIMO Spatial, MAXIMO Scheduler; Interfaces: GIS,
Metering/Utility Billing
d. Contract amount, cost at completion and
change order information (explain why the
change occurred and additional costs)
$325,600; No Change Orders
e. Original schedule and actual completion
time for each change order
March 2013 to Feb 2014
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Hawksley Reference 1: Ashghal Enterprise Business System (EAM/CRM) Implementation
a. Name of firm Ashghal Public Works Authority, State of Qatar
b. Name and title of contact, phone
number and email address
Ms. Abeer Al‐Hajri, Manager of Information Systems/Maximo Executive Sponsor;
+974‐4495‐0008; abeer@ashghal.gov.qa
c. Relevant services provided Waste water utility business process improvement (BPI) using LEAN Six Sigma
methods for operations & maintenance services, asset optimization and customer
service delivery based on ISO55000 and PAS55 asset management standards.
Replaced paper‐based processes and operations by new O&M business processes
configured and supported by Maximo 7.6. Created Key Performance Indicators
(KPIs) to measure and track business and services improvements.
Functional and technical design for Maximo 7.6 to support approximately 500
users; implementation of Maximo 7.6 and 7.5 Maximo Spatial; and integration
with ESRI GIS and Oracle E‐Business ERP suite.
Program management for the BPI project and Maximo design, configuration and
deployment. Organization Change Management (OCM) services throughout the
entire project and post go‐live activities for managing expectations,
communications, message campaigns, and staff feedback on enhancements. Used
Prosci and ADKAR and change management methods.
d. Contract amount, cost at completion
and change order information (explain
why the change occurred and
additional costs)
$10M (USD); Change Order 1, March 2015: To deploy Maximo 7.6 instead of
Maximo 7.5. Added 6 weeks to project schedule. No additional cost to total
project
e. Original schedule and actual
completion time for each change order
Original schedule: June 2014 to September 2015 including 60 days of post go‐live
support.
Actual schedule completion date including Change Order 1 and post go‐live
support: November 2015. Go‐live of Maximo 7.6 was on August 30, 2015.
Hawksley Reference 2: Brunei, Enterprise Asset Management (EAM) System Implementation
a. Name of firm Public Works Departmant (JKR), Brunei
b. Name and title of contact, phone
number and email address
Dr. Nor Imtihan, Director, Drainage and Sewerage Dept; +673‐222‐0290;
norimtithan.razak@gmail.com
c. Relevant services provided Hawksley professional Glenn Fawcett completed the business process re‐
engineering of maintenance management practices across JKR targeting
operational efficiency (people, process and technology) in responding to
unplanned incidents and outages, performing planned maintenance and
inspections, processing development applications, maintaining asset records and
information, and improving safety and accident reporting.
The team reviewed JKR’s existing management business processes in accordance
with the above and conducted a gap analysis against best practices. Key
performance indicators were identified to track the above business improvement
areas and baseline levels of performance and targets were established for each of
the agreed KPIs. Observed KPI improvements included: 70% reduction in crew
response times; 320% reduction in variability of response times; 15% reduction in
maintenance crew levels driven by response efficient and accountability; $430k
annual saving in non‐revenue water loss, and Sustained use and investment since
2006.
Core to the achievement of business improvement was the implementation of a
central EAM system consisting of IBM’s Maximo work management system and
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ESRI’s ArcGIS geographic information system. The EAM solution was deployed at a
centralized Data Centre and accessed across a secure government‐wide WAN to
over 30 network node points and 100 Maximo users. Over 1,000 departmental
users access the WebMap portal to interrogate asset data from their browser.
d. Contract amount, cost at completion
and change order information (explain
why the change occurred and
additional costs)
Contract Amount: USD$12M; Change Order to centralize department servers at
EGov Data Centre. No additional cost.
e. Original schedule and actual
completion time for each change order
Original schedule: June 2009 to June 2014 including 2 years post go‐live support.
Hawksley Reference 3: Grand Coulee Power Office “Use of CARMA” Improvement Initiative
a. Name of firm US Bureau of Land Reclamation, Grand Coulee Power Office (GCPO)
b. Name and title of contact, phone
number and email address
Dave Crockett, Operations Manager; 509‐633‐9315; dcrockett@usbr.gov
c. Relevant services provided Hawksley, along with subcontractor Maintenance Management Solutions Inc.,
evaluated GCPO’s “CARMA” (Maximo) deployment, for the purpose of
determining how the application, which has been in place for 20+ years, could be
better leveraged for operations and business purposes, including performing
planned and emergent work, predicting resource and materials needs, regulatory
compliance reporting, and asset performance / lifecycle cost optimization.
Fifty seven specific recommendations were condensed into five initiatives focused
on developing standard practices, improvements to reporting, training, data
administration and management, and materials management / inventory.
d. Contract amount, cost at completion
and change order information (explain
why the change occurred and
additional costs)
Contract Amount: USD$300K (part of a larger $1.5M+ task order), Cost at
Completion: USD$300K
No change order; follow‐on task order will implement the recommendations
e. Original schedule and actual
completion time for each change order
Original schedule: Spring 2015 to Fall 2015; Actual: Spring 2015 to Fall 2015
3. What experience does your firm have with the relevant legacy operational systems at Fort Collins?
The Excergy team has extensive, recent, and comprehensive knowledge of the legacy operational systems at Fort
Collins, both at Utilities and the City, gained through performance on projects over the past 5 ½ years. The two projects
which have primarily contributed to this knowledge is Advanced Meter Fort Collins and IT Strategy support. In addition,
both Crory & Associates and Hawksley Consulting have knowledge of the current Maximo work to date. This thorough
experience translates to a fast start on the project, cost effectiveness since the learning curve is minimal, and ability to
get it right the first time.
4. What additional relevant experience with Fort Collins operations, staff, etc. does Professional’s proposal include?
In addition to the projects cited above, the Excergy team brings extensive knowledge of Utilities culture, operating
environment, and personnel, as well as a high degree of awareness, relationships and credibility with executives in the
broader City government. Leveraging insights gained by completion of many and varied projects over 15 years of
service, including internal/external communications, foundational strategy development, grant acquisition, rate
support, market research, project management, stakeholder engagement, and change management work, Excergy
team members bring an unparalleled degree of depth and workplace familiarity that will enable rapid ramp up and
effective project completion.
The many projects completed over the years have allowed Excergy consultants to develop strong relationships and the
ability to connect across organizational levels. This is based on the highest degree of professional respect for the Fort
CITY OF FORT COLLINS UTILITIES RFP 8225 MAXIMO CONSULTING SERVICES
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Collins staff. These connections will be particularly important on this project for two reasons. First, the work content
will be enhanced by Excergy’s ability to effectively work with staff from all departments within the organization.
Secondly, the human factors work associated with the overall project—and specifically the associated change
management and internal communications necessary to re‐frame past efforts and develop receptivity to adoption—
hinges on the ability to integrate with staff from a basis of trust. Our extensive work with various departments within
Utilities provides this essential foundation.
On a project of the complexity and organizational impact of CMMS, such background and relationships directly
translate into more effective approaches that are more impactful within the organization. In short, the extent of our
previous experience means that you can count on the Excergy team on to deliver excellence in both project
management and organizational change management/communications.
5. If sub-consultants are proposed to perform a portion of these services, describe the sub-consultants that you have working
relationships with and that you propose to use under this award. Detail projects where you have worked with the sub-consultants
previously.
As stated throughout this proposal for Maximo consulting services, we have teamed with two subcontractors that
bring extensive Maximo experience and the ability to scale up as needed for future work orders. Crory & Associates are
familiar with the current state of the Maximo implementation at Fort Collins and bring an unparalleled track record of
successful asset management and Maximo implementations. Hawksley Consulting is comprised of Maximo and asset
management experts and is currently engaged with a Colorado Springs Utilities project that has applicability to Fort
Collins that enables re‐use and cost savings. Cory & Associates and Hawksley are working together at Colorado Springs
Utilities.
We purposely have proposed a team that is broader and deeper than required for Work Order #1 to allow the best
resources from the three companies to be applied to any future work orders. We anticipate that for any work order,
we will propose who we think is best given the defined scope, and will then engage Fort Collins in a dialogue and seek
approval for that team, and make any changes necessary.
6. If you are including a sub-consultant as part of your team, please provide answers as related to these sub-consultants to questions 1-5
in this section as well.
Complies, answers for all three companies in responses above.
7. Provide details on your firm’s commitment to quality and attention to detail. Explain the processes your team will use to assure delivery
of a high quality finished product.
Excergy’s proven Integrated Delivery Methodology (IDM) will drive efficient development and execution of the
Maximo project. IDM will enable Fort Collins to attain more success, less waste and achieve greater results. It is based
on decades of implementation success and hundreds of successful projects, and melds the right amounts of key
technical services with industry best practices and knowledge obtainable only through decades of implementation and
integration experience. IDM’s holistic process blends state of the art project management, technology expertise,
business savvy, and personnel motivation to create a high performing project.
A specific deliverable in the project management track of IDM is a Quality Assurance Plan that weaves industry best
practices, Fort Collin’s unique circumstances, and our experience over hundreds of implementations to ensure a
successful outcome. Fort Collins previously experienced our IDM approach on the successful AMFC project.
G. AVAILABILITY
1. How will Proposer’s team seamlessly engage with current project activities and tasks at Fort Collins?
Our previous Fort Collins projects have given us a deep and thorough understanding of the Fort Collins technologies,
integrations, business processes, human change management, and community aspects required to implement the
Maximo project successfully. The principal at our subcontractor Crory & Associates has supported the existing Fort
Collins Maximo efforts and knows in detail the present state and what corrections are needed. In addition, our
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subcontractor Hawksley is involved in a similar project at Colorado Springs and can leverage existing work products for
the Fort Collins project.
2. Describe the availability of project personnel to participate in this project in the context of the consultant firm’s other commitments.
Excergy has been fortunate to have worked with Utility staff on other projects, and any Fort Collins project is a
strategic priority for our Colorado based firm. Jim Ketchledge engages with projects that are strategic for Excergy and
has cleared his upcoming work calendar for the Fort Collins Maximo project. All other Excergy staff assigned in this
proposal have ability to prioritize and support the Fort Collins Maximo project as well, should we be awarded it. We
have received similar commitments from our subcontractors.
H. SUSTAINABILITY/TBL METHODOLOGY
Excergy’s Sustainability/Triple Bottom Line Methodology is provided as Appendix C of this response.
I. ADDITIONAL INFORMATION
Our proposed personnel have enjoyed a very collaborative, productive, and successful relationship with the Utilities
team on previous projects. You know our capability to address the technology, business, and human elements of large
projects to achieve success, and we trust you recognize the pride we take in the achieving the intangible elements we
believe are equally important to success, such as being a collegial, reliable, and committed partner to Fort Collins.
As stated in the introduction to this proposal and demonstrated throughout this response, the Excergy team can
deliver on the promise of a well‐executed asset management system while mitigating the pitfalls previously
encountered. Specifically, we bring:
► Deep Maximo credentials and expertise—gained from
30+ years of experience successfully implementing
Maximo.
► A carefully selected team of foremost experts with
firsthand knowledge of Fort Collins and proven success in
utility asset management projects at municipal utilities—
that can scale past Work Order #1 to meet any needs that
arise from development of the project management plan
deliverable.
► A proven, best‐in‐class Integrated Delivery Methodology
that blends state‐of‐the‐art project management,
technology expertise, business savvy, and personnel
motivation to create a high‐performing project—enabling
Fort Collins to attain more success, less waste, and
achieve greater results.
► Knowledge of the drivers, motivations, and
considerations required, as well as the cultural and
organizational awareness, connectivity, and respect for
staff necessary to positively impact and effectively lead the business process transformation in your
environment—required during both implementation and on‐going maintenance.
Unlike any other firm, the Excergy team will hit the ground running and be highly effective from Day One. Particularly
on a project with the challenges experienced to date, going in with broad organizational experience and trust in our
ability to perform immediately builds essential momentum and confidence. You can count on us to do whatever it
takes to provide Fort Collins Utilities with excellent service and the right expertise while making the project a peak
experience for the entire Utilities staff.
APPENDICES
Appendix A:
Attachment 1 Proposal Acknowledgement
ATTACHMENT 1
PROPOSAL ACKNOWLEDGEMENT
Consultant hereby acknowledges receipt of the City of Fort Collins Utilities’ Request for
Proposal and acknowledges that it has read and agrees to be fully bound by all of the terms,
conditions and other provisions set forth in the RFP. Additionally, the Consultant hereby makes
the following representations to Utilities:
a. All of the statements and representations made in this proposal are true to the best of
the Consultant’s knowledge and belief.
b. The Consultant has obtained all necessary authorizations and approvals that will enable
the Consultant to commit to the terms provided in this proposal.
c. This proposal is a firm and binding offer, for a period of 180 days from the date hereof.
d. I further agree that the method of award is acceptable to my company.
e. I also agree to complete the proposed Agreements with the City of Fort Collins within 30
days of notice of award.
f. If contract is not completed and signed within 30 days, City reserves the right to cancel
and award to the next highest rated firm.
g. I acknowledge receipt of addenda.
Consultant Firm Name:
Physical Address:
Remit to Address:
Phone:
Authorized Agent of Firm Name:
Signature of Authorized Agent:
Primary Contact for Project:
Title: Email Address:
Phone: Cell Phone:
16
1
Excergy Corporation
3773 Cherry Creek Drive North, Suite 575, Denver, CO 80209
3773 Cherry Creek Drive North, Suite 575, Denver, CO 80209
720-988-4354
James A. Ketchledge
Jim Ketchledge
President & CEO jketchledge@excergy.com
720-988-4354 720-988-4354
City of Fort Collins 8225 RFP Maximo Consulting Services
Appendix A: Attachment 1 Proposal Acknowledgement Excergy Page 1
Appendix B:
Resumes of Proposed Team
Mr. Jim Ketchledge, PMP, is one of themostexperiencedandsuccessfulutility
projectmanagersintheindustryandthefounder,PresidentandCEOofExcergy
Corporation.PriortoExcergy,hewasakeyexecutivewhohelpedgrowaSmart
Gridconsulting/systemsintegrationbusinessfromstartuptoacquisition,while
simultaneously helping dozens of clients with their complex projects. Mr.
Ketchledgehasbuiltacareeraroundsuccessfullydeliveringhighlycomplexand
multidimensionalprojectsrangingfromspacesatellitesystemstoelectricalutility
SmartGridprojects.Withmorethan30yearsofexperience,Mr.Ketchledgeisa
recognizedleaderintheindustrywhohashelpeddozensofclientsfromtheearly
stagesofprojectsthroughto“goͲlive,”aswellasrescuedtroubledprojects.He
meldsprojectmanagementskills,deeptechnicalandengineeringexpertise,along
with people and change management skills to manage all aspects of intricate
implementations. A sought after speaker,Mr. Ketchledge is an author of many
magazinearticlesandautilityconferencefixturewithworkshopsandcoursesrated
“Excellent.”
Work History / Project Experience
Excergy Corporation – 2011 to Present
CEOandPresident
Mr.KetchledgeisthePresidentofExcergyCorporation,responsibleforexecutive
leadership of the corporation. Excergy Corporation is a consulting and system
integrationcompanyfocusedonelectric,water,andgasutilities,andspecializing
in SmartMeteringandSmartGridprojects.Mr.Ketchledgealsoprovidesdirect
projectmanagementservicesforkeystrategicprojects.
High Summit Partners, LLC – 2011 to 2012
ExternalProjectManager
ExternalProjectManagerresponsiblefordeliveringtheAdvancedMeterproject
for the City of Fort Collins, which has won industry awards for Innovation and
Collaboration in planning and execution of Advanced Metering Infrastructure
(AMI), Meter Data Management System (MDMS), and Demand Response (DR)
components. Fort Collins was also named as one of the Top10 Cities Adopting
SmartGridTechnology,wherethe“SmartGridoftomorrowisarealitytoday.”Also
provided projectmanagementguidanceandassistanceinestablishingaproject
managementofficeforasoftwarecompanyfocusedontheSmartGrid.
Enspiria Solutions (a Black & Veatch Company) – 2004 to 2011
GeneralManager
PartofafourpersonmanagementteamwhichgrewastartͲupbusinessfrom
inception to successful acquisition by Black & Veatch, a $3.2B enterprise.
Simultaneouslyheldkeyrolesperforminggeneralmanagement,directingthe
Program Management Office (PMO), business development / sales, and
personallyleadingstrategicprojects.Akeyforcebehindbusinessdevelopment
effortstocreatewinstrategies,establishandgrowclientrelationships,develop
proposal responses, and close the sale. Adept at streamlining operations to
increaseefficiencyandcompetitiveadvantage.
JIM KETCHLEDGE,PMP
PROJECT DIRECTOR
Education
M.S.inElectricalEngineering,Drexel
University,Philadelphia,PA(1989)
B.S.inElectricalEngineering,Syracuse
University,Syracuse,NY(1986)
Certified,PMP;Member,PMI
Numerousprofessionaldevelopment
coursesincludingsixSigma
AreaofExpertise
> ProjectManagement
> CorporateManagement
> Consulting
> SystemIntegrationand
Implementation
Certifications, Awards &
JIM KETCHLEDGE
EstablishedandrantheEnspiriaPMO,withProfitandLoss(P&L)responsibilityforexecutionofallprojects,
includingSmartGridandrelatedtechnologyareas.Anexpertatprojectmanagementfrombothquantitative
(tools,techniques,bestpractices,methodologies)andqualitative(clientrelationship,teammorale,positioning,
anddefusingissues)aspects.DirectlyinitiatedmanyofEnspiria’sstrategicprojectsandsuccessfullymentored
other PMs. An innovator and creative thinker who developed and maintained many new approaches and
methodologiesrelatedtomanagingSmartMetering/Gridprojects.Broughtintorescueatroubled$140M
SmartGridproject;personallycreditedbyutilityexecutivesforthe“save”.
Schlumberger-Covergent Group – 2001 to 2003
Director,ProgramManagement
P&L responsibility for establishing an international / domestic PMO. Managed a team of 59 engineers /
informationtechnology(IT)professionalsinsoftwaredevelopmentandprojectdelivery.Directeda$17million
programforinternationalclient;oversaw40personneland4majorsubcontractors.
RAYTHEON-Hughes Electronics Information Systems Division- 1995 to 2001
SeniorProgramManager(1997–2001)andLeadSystemsEngineer(1995–1997)
P&L responsibility for PMO; managed $35 million in contracts and 75 IT / engineering professionals for
internationalsatellitegroundstationprojectsbasedinNorway,Japan,andIndonesia.Deliveredtheprojectson
timeandwithinbudgets.
Aydin Corporation – 1993 to 1995
Developed satellite control and communications products for an $80 million company, and conceived and
developed a unique standard product platform, which slashed costs while improving timeͲtoͲmarket.
ConcurrentlyactedasMarketingManagerforstartupTelecomDivision;revenuegrewto$1million.
General Electric (GE) – 1986
SeniorElectricalEngineer
Selected for GE's prestigious leadership training program including Edison and AͲBͲC Course Engineering
programs.Performedvariousdesign,test,andsystemengineeringrolesofincreasingresponsibility.
Publications
Authorandinstructorofover15articles,courses,workshops,andabook,including:
> “SuccessfulSmartGridImplementation,”PennWellBooks,June2015.
> “Smart Meter and Grid Project Management,” Utility University Course, DistribuTECH Conference,
February2013andJanuary2013.
> “IntegrationͲTheKeytoSmartGridProjectSuccess,”DistribuTECHConference,January2013.
> “SmartMeterProjectManagement,”UtilityUniversityCourse,DistribuTECHConference,January2011.
> “ManagingyourSmartGridProject,”EducationalWorkshop,UtilimetricsConference,September2010.
> “MDMS from Concept through Implementation to Integration: Burbank’s Experience,” Utilimetrics,
September2010.
> “ManagingyourSmartGridInformationArchitecture,"CSWeek,2010.
> “FutureProofingAMISystemstoSupportSmartGridAdoption,”ElectricityToday,September2009.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 34 -
Mr.Tonkinbrings20yearsoftechnicalexperienceacrossmanyfacetsofenergydelivery
relatedtechnologyprojectsincludingarchitecture/design,development,anddeployment.
His background includes IT consulting, project engineering, product development, and
systems analysis roles. He has acted as technical lead on numerous largeͲscale utility
programsinvolvingmultiplethirdͲpartyvendorsolutions,integrationplatformsandcustom
solutions, involving not only developing the initial architecture to support multiͲsystem
initiatives,butleadingsystemsintegrationteamsandcoordinatingeffortsofthirdͲparty
productvendors,serviceprovidersandinternalutilitystafftosupportsuccessfullargeͲscale
deploymentofthesesolutionsfrominceptiontocompletion.Hehasextensivearchitectural
experienceacrossbothapplicationͲlevelprojectsandmultiͲsystemstrategicinitiatives.
Work History / Project Experience
Excergy Corporation – February 2012 to Present
PrincipalConsultant,SmartGrid&EnergyIT
Providesexecutiveconsulting,solutionarchitecture,andfunctionalleadershipforExcergy
utilityclients,mostlyinvolvingGeographicInformationSystems(GIS),SmartGrid,andSmart
Meterprojects.HeiscurrentlysupportingExcergyeffortsatConsolidatedEdisonofNew
York.Otherongoingandpreviousprojectsinclude:Ͳ
FortCollinsUtilities,FortCollins,CO.Mr.TonkinservesasProjectEngineerandSolution
Architect supporting the SmartGridprojecttofullyimplementanadvancedSmartGrid
solution with AMI, MDMS, Demand Response (DR), Enterprise Service Bus (ESB), Data
Analyticsandportaltechnologies.ThisincludeddefiningITrequirementstosupporttheRFP
processforAMIandrelatedtechnologies,definingtheoverallSolutionsArchitectureand
integrationrequirementsforvendors(andinternalUtilitiessystems),coordinatingvendor
andinternalITteamsthroughdesign,delivery,testingandissueresolutionprocesses,and
definingallinfrastructuretechnologyandsupportneedsthroughouttheprogram.
Seattle City Light, Seattle, WA. Mr. Tonkin serves as Solution Architect supporting the
EnterpriseGISTechnologyProgramtoconstructaTechnologyITRoadmapforEnterprise
GIS, incorporating various organizational groups, business needs, future programs,
integratedtechnologyanddatasourceneedstoformacomprehensiveEnterpriseSolutions
ArchitectureandimplementationtimelineforSCL.
CityofLoveland,Loveland,CO.Mr.TonkinservesasSolutionArchitectsupportingtheAMI
ProgramLoadProfileinitiative,workingwithCityofLovelandinthedevelopmentofData
AnalyticssolutionstoaddressdatapresentationneedsfortheCityinsupportofBillingand
WebPresentmenttocommercialcustomers.
PortlandGeneralElectric,Portland,OR.Mr.TonkinservesasSolutionArchitectsupporting
the implementation of a Data Analytics solution providing AMI performance, event and
billingmetricsfortheir900kAMImetersonadailybasis.
Enspiria Solutions/Black & Veatch – March 2004 to February 2012
IT/SolutionArchitectConsultant/ProjectEngineer
Mr. Tonkin provided IT/solution architecture consulting and project engineering for
EnspiriaSolutions(acquiredbyBlack&Veatchin2010)anditsutility,cable,andother
clients.Representativeprojectsinclude:
ADAM TONKIN
SOLUTION ARCHITECT/
DEVELOPER
Education
B.S.inGeomaticScience
(Honors),Universityof
Melbourne,1994
AreaofExpertise
> ServingasSolutionArchitect
onamajorSmartGrid
ProgramsincludingAMI,
MDM,DR,andCustomer
WebPortaltechnologies;
responsiblefortechnical
deliverablesfortheprogram
> ServedasSolutions
Architect/ProjectEngineer
onavarietyofintegration
ADAM TONKIN
NV Energy, Las Vegas, NV. Responsible for the development of the overall Nevada Energy Advanced Service
Delivery(ASD)SolutionsArchitecturedocument.TheASDprojectinvolvesdeploymentofbothSmartMeters(and
supporting infrastructure) and home area network devices to NV Energy customers, supporting technologies
includingAMI,MDMandDRsystems,andextensiveintegrationwithexistingNVEnergySystems.
SouthernMarylandElectricCoͲoperative(SMECO).ResponsibleforthedevelopmentoftheRequestforProposal
developmentandresponseevaluationproposal(includingvendorselection)fortheMDMsolutionforSMECO’s
SmartGridProgram.
PacificGas&Electric(PG&E),SanFrancisco,CA.Providingconsultingandtechnicalservicesforthecreationofa
PG&E "SmartMeter" IT/Operations/Applications Dashboard—the SmartMeter Dashboard. The dashboard will
provide required KPIs, status, and summary information. Working collaboratively with PG&E to identify the
appropriatemetricsandlocatethesourcedata;tocreatethedashboarddesign,layout,andinitialpages;andto
deliverthesolutionintothePG&Eenvironment.
EONUS(EON),Louisville,KY.ResponsibleforoverallsolutionsarchitectureforEONUS'sESIntialOutageInternal
CommunicationsPortalImplementation,awebportalbasedspatialbusinessintelligencetoolthatprovidesoutage,
crew, criticalcustomer,andestimaterestorationtimedatatoEONresourcesforuseinstormrestorationand
analysis.
NSTAR, Boston, MA. Responsible (as part of an ESRI team) for conducting Enterprise GIS workshops and
documentation of “RequirementsValidation”–addressingallareasofOrganizational, Functional and Technical
requirements(includingArchitectureandIntegrationtasks),associatedwiththeirproposedGISupgradeplan.
Georgia Power Company (GPC), Atlanta, GA. Responsible for overall solutions architecture and technical
leadership for Environmental Systems Research Institute (ESRI) and Miner & Miner Designer implementation,
includingconfiguration,customization,andintegrationwithGPC'sEnergyDeliversystemusingSOA/webservices
basedapproach.
SouthernCompany(Southern),Atlanta,GA.Createdahardware/infrastructureplanforSouthern’sESRIͲbased
Enterprise GIS, includingworkingcloselywithSouthern'sTechnologyandArchitecturesubͲteamsanddefining
detailedenterpriseESRIGIShardwareandinfrastructurearchitecturesspanningthenext6Ͳ,18Ͳ,and36Ͳmonth
time phases, and associated estimated cost. The overall Enterprise GIS project supported Southern and its
operatingcompanies(AlabamaPower,MississippiPower,GeorgiaPower,GulfPower,andSavannahElectric)in
preparing a goingͲforward GIS business case and consolidation strategy, including architectures and
implementationplans.
Covergent Group / SchlumbergerSema – May 1999 to March 2004
ProjectionEngineer/TechnicalLead/ProductDevelopmentManager/SystemsAnalyst/PrimaryAuthor
Mr.Tonkinheldthefollowingpositionsduringhisadvancementinthecompany:
ProjectEngineer.TechnicalLeadfora$19MprojecttoimplementandintegrateGIS,OutageManagementSystem
(OMS),GraphicWorkDesign(GWD),MobileWorkforceManagement(MWM),andnetworkanalysistechnologies
forCampinasPaulistaForçaeLuz(CPFL),Brazil;responsibleforconfiguration,customization,integration,anddata
migrationforsixnewsystems,thescopeofwhichincludeddefinition,development,andconfigurationoftheENOM
datamodelmovingfromthelegacyPRODADIS/MainframesystemintoENOM,aswellasintegratingwithexisting
SAP/R3,CustomerInformationSystem(CIS),andSupervisoryControlandDataAcquisition(SCADA)systems.
TechnicalLeadfortheIntegratedDigitalEnergyEnterpriseArchitecture(IDEEA).Projecttopilotapproachesfor
useofvariousmiddlewaretechnologiesincludingMicrosoftBizTalk,IBMWebSphere,andBEAWebLogic,which
wasselectedforfullfundingasaSchlumbergerSemaresearchanddevelopment(R&D)project.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 36 -
RICKCRORY
FunctionalMaximoSpecialist
6800$5<2)48$/,),&$7,216
x More than 31 years’ experience in Asset/Maintenance Management
x More than 26 years’ experience in Project Management, 19+ years Information Technology (IT)
x More than 26 years’ experience in Government support (Federal, State and Local)
x More than 24 years’ experience in Computerized Maintenance Management Systems (CMMS)
x More than 17 years’ experience in Utilities (Energy/Water/Wastewater) and 13 years’ in Facilities
x More than 12 years’ experience with Maximo (Versions 4, 5, 6, 7, 7.5, 7.6)
x More than 7 years’ experience with DataSplice (Versions 3, 3.1, 4, 5, 5.1)
x Co-Founder/Vice President Crory & Associates, Inc.
x Founder/Leader of the Northern California MAXIMO User Group (NorCalMUG)
x Member of: MAXIMO Utilities Working Group (MUWG), Facilities Management Maximo Users Group (FMMUG), Society for
Maintenance & Reliability Professional, Project Management Institute (PMI), and Assoc. of Asset Management Professionals (AMP)
352)(66,21$/+,6725<
352-(&7)81&7,21$/$33/,&$7,210$1$*(5 0$<±35(6(17
&525< $662&,$7(6,1& 5RVHYLOOH&$
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:RUNV0HWURSROLWDQ6HZHU'LVWULFWRI*UHDWHU&LQFLQQDWL&LW\RI0DQFKHVWHU1+6DFUDPHQWR&RXQW\:DWHU$JHQF\%D\$UHD5DSLG7UDQVLW
&RQFRUGLD8QLYHUVLW\±0RQWUHDO6DQ)UDQFLVFR3XEOLF8WLOLWLHV&RPPLVVLRQ&LW\RI5RVHYLOOH&$2UDQJH&RXQW\6DQLWDWLRQ'LVWULFW
&KHYURQ6KLSSLQJ&RPSDQ\)UHHSRUW5HJLRQDO:DWHU$XWKRULW\&RQ(GLVRQRI1HZ<RUN&XPPLQV,QF6DQWD&ODUD9DOOH\:DWHU'LVWULFW
)RUW&ROOLQV8WLOLWLHV&DOLIRUQLD'HSDUWPHQWRI*HQHUDO6HUYLFHV
x Providing support for the Maintenance & Operations/Asset Management/Information Technology personnel consistent with industry
best practices and in alignment of organization business strategies. Asset Management: Performing technical support to the
systematic process of maintaining, upgrading, and operating physical assets cost effectively. Maintenance Management: technical
support in the planning and control of activities associated with maintenance activities (corrective/preventative/predictive) of linear
(underground) and vertical (facility) assets. Application Management: technical support for computer systems that schedule, track and
monitor maintenance activities and provide cost, component item, tooling, personnel and other reporting data and history. Project
Management: technical support in the application of knowledge, skills, tools and techniques to a broad range of activities in order to
meet the requirements of the particular asset/maintenance management project. Documentation: technical support in the creation of
information (data/documents) necessary to operate, maintain, repair, support and dispose of an asset throughout its life cycle.
x Provided application management, functional and technical analysis/support for the implementation of MAXIMO 6 including GIS,
CCTV/TVI, SCADA and Syclo mobile for the Sacramento Area Sewer District underground assets.
x Provided technical analysis / support for the MAXIMO 5 to 6 upgrade to Lawrence Berkeley National Laboratory (LBNL).
x Providing project management, application management, GIS, report and system administration support for Maximo 7.5 to the
Sacramento County Department of Water Resources (SCDWR).
x Provided project management, asset, functional and technical analysis/support for the implementations of MAXIMO 7 and MAXIMO
7.5 for the City of Superior, WI.
x Provided project management and technical analysis / support for the upgrade of MAXIMO 5 to 7 for Del-Jen Corp.
x Provided project management, asset, functional, report development and technical analysis / support for the implementation of
Freeport Regional Water Authority (FRWA) maintenance and operations requirements to MAXIMO 6 for the Sacramento Water
County Agency (SCWA).
x Provided project management and technical analysis / support for the implementation of DataSplice mobile inventory management to
MAXIMO 7 for British Columbia Ferries, Inc. and Los Angeles Dept. of Public Works (LADPW)
x Provided project management, asset, functional and technical analysis/support for the upgrade of MAXIMO 4 to 7.5 for the
Metropolitan Sewer District of Greater Cincinnati.
x Provided project management and technical analysis / support for the implementation of DataSplice mobile inventory management to
MAXIMO 5 for the City of Manchester, NH.
x Provided technical analysis, asset and functional requirements gathering and design support for the Bay Area Rapid Transit’s
DataSplice mobile work management program to include MAXIMO 7 Transportation and Linear Asset modules.
x Provided project management, technical analysis / support and training for the implementation of DataSplice mobile work order
management to MAXIMO 6 for Concordia University – Montreal.
x Provided project management, functional, technical analysis / support and training for Maximo 6 Safety and Lock-Out/Tag-Out
(LOTO) applications for the Lawrence Berkeley National Laboratory (LBNL).
x Provided as-needed asset, functional and technical support for the San Francisco Public Utilities Commission Wastewater Division
(SFPUC) Maximo 7 system.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 37 -
x Provided Maximo 7 / 7.5 Materials Management support services for the City of Roseville.
x Provided project management, functional, technical support and training for Maximo 6 implementation of Confined Space Safety
business process for the LBNL.
x Provided Maximo expertise to Orange County Sanitation District (OCSD) staff to develop technical scope of work for Maximo
Implementation RFP.
x Provided Maximo 7 and DataSplice Mobile production system asset, functional and technical support to BART.
x Provided project management, asset, functional, technical analysis / support and training for Maximo 6 Location/Asset Smart
Numbering and Confined Space Hazards/Precautions applications for the LBNL.
x Provided project management and technical analysis / support for the implementation of DataSplice mobile inventory management to
MAXIMO 7 for the Chevron Shipping Company and Cummins, Inc.
x Provided project management and technical analysis / support for the implementation of DataSplice mobile inventory and work
management to MAXIMO 7 for the Con Edison Company of New York.
x Provided project management, asset, functional, technical analysis / support and training for Maximo 6 Location/Asset Hierarchy, Job
Plans, Routes and Preventative Maintenance applications for the Advanced Light Source Division of LBNL.
x Provided project management, asset, functional, GIS and technical analysis / support for the upgrade of MAXIMO 6 to 7.5 for SCDWR.
x Provided project management, asset, functional and technical support for queries and reports of MAXIMO 6 for the FRWA, and of
Maximo 7 for the Santa Clara Valley Water District (SCVWD).
x Providing project management, functional and technical support for Maximo 6 and DataSplice mobile maintenance management
implementation of Fire Alarm / Fire Protection business process for the LBNL.
x Provided project management, functional, report development and technical analysis / support for the implementation of Smart Water
Meters into MAXIMO 7.5 for the SCWA.
x Providing asset, functional and technical analysis / support for the implementation of MAXIMO 7.5 for Fort Collins Utilities.
x Provided project management, asset, functional and technical analysis / support for the upgrade of MAXIMO 6 to 7.6 for the California
Department of General Services Building and Property Management Division.
x Providing project management, asset, functional, GIS and technical support of Maximo 7.5 for the SCWA.
PRINCIPAL PROJECT MANAGER/SENIOR ANALYST JULY 1999 – MAY 2007
LINDA ROGERS & ASSOCIATES, INC. Sacramento, CA
On contract to the County of Sacramento
x Developed Business Case Evaluation (BCE) to implement MAXIMO for County Sanitation District No. 1 Linear Crews replacing in-
House Custom Built / Hansen CMMS.
x Provided EAM / Maximo proposal/contract support: As-Is / To-Be development, requirements development, RFP development, RFP
response evaluation criteria development, evaluation of submitted RFP responses including Vendor presentations / demonstrations as
well as review/negotiation of Contract.
x Led a team to configure and implement MAXIMO 6 for County Sanitation District No. 1 Facilities Crews including Mechanical, Electrical,
Equipment and Control Systems; also led a team to configure and implement mobile mapping using ESRI ArcPad software for use
with MAXIMO 6 County Sanitation District No. 1 Field Crews.
x Provided asset, functional and technical support for the upgrade of MAXIMO 4 to 6 for the Sacramento Regional County Sanitation
District.
x Developed the Information Technology Strategic Plan for the County Sanitation District No. 1.
x Led a team to develop and implement CMMS Mobile Field Crew System for the County Sanitation District No. 1.
x Performed Enterprise Content Management (ECM)/Integrated Document Management (IDM) program/project management functions
for the Sacramento County Office of Communication and Information Technology (OCIT) department including: identification of
agency/department/division requirements, development of Internet/Intranet strategies, document/record inventories, proposal
development and acceptance, work process (workflow) modeling, hardware/software recommendations, development of
index/record/security strategies, system design, management of in-house/vendor integration services, development of project
schedules, system implementation, end user education and training, coordination of backfile conversion services, development of
disaster recovery plans and final system acceptance. Sacramento County Information Management Steering Committee (IMSC)
Educational Chair coordinating quarterly ECM/IDM & Workflow seminars and the annual ECM Conference.
x Received County of Sacramento award in appreciation of dedicated service to County ECM services.
('8&$7,21$1'75$,1,1*
PROFESSIONAL EDUCATION
x DataSplice: Certified Mobile Systems Integrator / Systems Administrator
x MRO Software: MAXIMO 6 System Administration, Actuate Report for MAXIMO 6, MAXIMO 6 Immersion Training
x PMI: Project Management Professional
x AMP: Certified Reliability Leader
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 38 -
ANDREWTAN
FunctionalMaximoSpecialist
SUMMARY OF QUALIFICATIONS
x More than 12 years in application/system development for Federal, State, and Local governments.
x More than 10 years in asset/maintenance management support.
x More than 9 years in Computerized Maintenance Management Systems (CMMS).
x More than 9 years in EAM systems experience, specifically with MAXIMO (V5.2 - V7.x).
x More than 10 years in Utilities (Water/Wastewater) and 9 years in Facilities management support.
x A strong and unique combination of MAXIMO functional and technical expertise.
x Expert in MAXIMO implementation, solution advisory and design, and deployment.
x Expert in application development (J2EE/JSP), database administration (SQLServer 2000/2005/2008), as well as report
development (Actuate 7.0/8.0+ and BIRT 2.2+) and Workflow development for various versions of IBM’s MAXIMO product
(v5.2/MXES 6.x/7.1+).
x Expert in analyzing business data problems and providing viable solutions on multiple scales.
x Expert in Business Intelligent data modeling, warehousing, analysis, and data mining.
x Member of Northern California MAXIMO User Group (NorCalMUG) and MAXIMO Utilities Working Group.
x IBM Certified Deployment Professional - MAXIMO Asset Management V7.1 (2009).
x IBM Certified Solution Designer – MAXIMO Asset Management Solutions V7.1 (2012).
x IBM Certified Solution Advisor – MAXIMO Asset Management Solutions V3 (2012).
TECHNICAL SKILLS
x SOFTWARE/APPLICATIONS: MS Visual Studio Family, VS.NET/2005, VB, MS Office Family, FrontPage, Macromedia Family,
Adobe Family, SQLServer 2005/2008 Business Intelligence Solution Tools (SSIS, SSRS, SSAS), Dundas 1.0+ Charting
(Charts, Maps, Gauges, and Calendars) for SSRS and .NET, EMC2
Documentum’s eRoom 7.0+, IBM’s MAXIMO 5.2/MXES
6.x/7.1+, Actuate 7.0-10.0+, Actuate BIRT 2.2+, Business Objects’ XCelsius and Crystal Reports v7.0+, Mobile Solutions
including DataSplice and Syclo, Asset Planning Solutions including RIVA Planning, etc…
x DATABASE: Paradox, MS Access 97-2007, Oracle 8i/9i, and SQL Server (2000/2005/2008)
x LANGUAGES: ASP/.NET 1.0/2.0, ADO/ADO.NET 1.0/2.0+, Java, J2EE, JSP/JavaScript, Servlet, SQL, SQL*Plus, CGI, PHP,
HTML/DHTML/VBScript, XML, C/C++/C#, Shell Scripting, Assembly Language...
x OPERATING SYSTEMS: Windows 3.1/95/98/00/NT/XP/Vista/7, Windows Server 2000/03, DOS,; UNIX/LINUX
x HARDWARE: Networking Architecture and PC Architecture
PROFESSIONAL EXPERIENCE
PRINCIPAL MAXIMO FUNCTIONAL/TECHNICAL CONSULTANT Jul 2009 – Present
INTELLISOLNS Sacramento, CA
Deloitte Consulting – NAVAIR (v6.2.2 Æ v7.1.1.8); VRT (v7.1.18) | Metropolitan Sewer District of Greater Cincinnati (v4.2 Æ
v7.1.1.7 Æ v7.5) | Bay Area Regional Transit (v7.1.1.6 w/ Transportation/Linear/ ACM) | IAP World Services – NASA Ames
(v6.2.2) | Pasadena Refining System Inc. (v6.2.4) | Sacramento Area Sewer District (v6.2.2) | Sacramento Regional County
Sanitation District (v6.2.2) | County of Sacramento Water Resources (v6.2.6 Æ v7.5); Freeport Regional Water Authority
(v.6.2.6 Æ v7.5)
x Providing functional and technical analysis support, as lead as well as team member, for multiple upgrade and/or
reimplementation of MAXIMO v6.x Æ v7.x.
x Providing functional and technical support for the Maintenance & Operations/Asset Management sections consistent with
industry best practices and in alignment with clients’ business strategies.
x Asset Management: Performing functional and technical support to the systematic process of maintaining, upgrading, and
operating physical assets cost effectively.
x Maintenance Management: Performing technical support in the planning and control of activities associated with maintenance
activities (corrective/preventative/predictive) of underground and facility assets.
x Application Management for MAXIMO (CMMS/EAM). Performing technical support for computer systems that schedule, track
and monitor maintenance activities and provide cost, component item, tooling, personnel and other reporting data and history.
x Go-live/post-implementation support included system administration, report administration and development (via ActuateiServer
and ErdPro8.0+), functional and technical expertise for MAXIMO application design, development, and maintenance,etc.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 39 -
x Functional support includes: application configuration/customization specifications; change management and documentations;
Business Processes and Workflow specifications; KPI specifications and documentations; Business Data Modeling (Business
Intelligences) with Actuate Reporting specifications.
x Technical supports include: base services and add-ons (Linear, Spatial, Scheduler, etc.) installations and upgrades,
application configuration, MAXIMO MBO customization, and development; system administration; Actuate report development
(8.0+) and administrator (iServer sp8.5); BIRT report development; database administration; MAXIMO Workflow designs and
development; MAXIMO Enterprise Adapter (MEA) Integrations; MAXIMO Integration Framework (MIF); etc…
x Integration support to MAXIMO-related 3rd
-party solutions: mobile solutions (Syclo, DataSplice, CUES [Granite XP]), etc.;
asset planning solutions (RIVA Planning); as well as scheduling tools (CIMS). Technical expert for streamlining system/data
integrations between MAXIMO and external systems/ applications.
SENIOR MAXIMO CONSULTANT Oct 2007 – Mar 2009
INTERLOC SOLUTIONS,INC. Various Cities, States
On contract to Nassituq of Ottawa, CANADA (v6.2.2); Sacramento Regional Waste Treatment Plant (v4.1.1 to v5.2 to v6.2.2);
Sempra Energy of San Diego (MXES 6.1); Department of Mental Health of Coalinga, CA (v5.2); Port of Tacoma, WA (v5.2 to
v6.2.2); California Department of Parks and Recreation (v5.2); etc…
x Provided functional and technical expertise and supports on various MAXIMO projects between Interloc Solutions, Inc. and its
vast clienteles across the United States.
x Go-live/post-implementation support included system administration (via MRO Control Center), report administration and
development (via Actuate iServer and ErdPro7.0/8.0+), functional and technical expertise for MAXIMO application design,
development, and maintenance, etc.
x Functional supports include: MAXIMO v5.2/MXES 6.x application configuration/customization specifications; change
management and documentations; Key Performance Indicators (KPIs) specifications and documentations; Business Data
Modeling (Business Intelligences) with Actuate Reporting specifications.
x Technical supports include: MAXIMO v5.2/MXES 6.x application configuration, customization, and development; system
administration; Actuate report development (7.0/8.0+) and administrator (iServer); database administration; etc...
x Provided post-implementation and onsite support for CAParks’ Computer-Aided Management Program (CAMP), in MAXIMO
v5.2.
x Served as subject matter expert to the client to resolve CAMP’s data issues and to ensure business objectives are reached,
and to provide business requirement for efficient process improvements/adjustments, change management, and system
enhancements.
BUSINESS SOLUTION MANAGER Jan 2006 – Oct 2007
COUNTY SANITATION DISTRICT #1 (CSD-1) - ASSET MANAGEMENT SECTION Sacramento, CA
x SME on business operations and systems to resolve data problems and to ensure business objectives are reached, and to
provide business requirement for future process improvements and system enhancements.
x Provided post implementation support, such as, problem resolution, adjustments to new procedures, and change management.
x Evaluated business process changes to identify and document business impacts and benefits.
x Researched, designed, developed, and implemented process improvements, procedures, and system changes.
x Worked with business stakeholders to develop business workflows and data management processes.
x Assisted business operations to improve operational process that impact daily data function and data quality.
x Established and developed business-level logics, criteria, and critical KPIs with data findings.
x Designed and developed business intelligence processes and dashboard solutions to meet business goals.
x Responded to, processed, and managed all user requests for routine and ad-hoc data, analysis, and reports, to be
documented and consolidated as critical business data needs and requirements
x Designed data warehouse processes and dimensional models with business-intelligence/object tools.
EDUCATION AND TRAINING
BACHELOR OF SCIENCE -COMPUTER SCIENCE Degree in Dec 2002
California State University, Sacramento Sacramento, CA
x Emphasis on Computer Graphics and Database Management
PROFESSIONAL EDUCATION
x IBM Tivoli Software: MAXIMO 5.2/MXES 6.x System Administration, Report Administration for MAXIMO 5.2/MXES 6.x,
Actuate Report for MAXIMO 5.2/MXES 6.x, MAXIMO 6.0 Immersion Training
x Actuate: Actuate Report Developer 7.0/8.0+, BIRT Report Developer 2.2+
x EMC2
Documentum: eRoom 6.0 Developer APIs
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 40 -
KEVINM.WILEY
FunctionalMaximoSpecialist
6800$5<2)48$/,),&$7,216
x More than 25 years’ experience in application/system development
x More than 13+ years’ experience in the utilities (gas/power/oil/water/wastewater) industry
x More than 11+ years’ experience in CMMS and EAM systems
x More than 10+ years’ experience in Government support (Federal and Local)
x Expert in application development (J2EE/JSP), Maximo Business Objects (MBOs), database administration (SQL Server/Oracle), as
well as report development (Actuate 7.0/8.0+, BIRT, SQR) for various versions of IBM’s Maximo product (v4 thru v7.5)
x Expert in analyzing business data problems and providing solutions on multiple scales and in interface development including Maximo
Enterprise Adapter (MEA)/Maximo Interchange Facility (MIF)
x Proficient with Business Intelligent data modeling, warehousing, analysis, and data mining
x Developed sustained relationships with internal management and employees and external vendors based on knowledge and trust
x Member of Northern California MAXIMO User Group (NorCalMUG)
352)(66,21$/(;3(5,(1&(
County of Sacramento, Department of Water Resources Project 5/2011 to present
Technical/Functional Consultant, Upgrade Project Manager Sacramento, CA
(Crory & Associates sub-contractor)
x Development and customization of Maximo 6.2 / Actuate reports and application.
x Data loading and integrations within Maximo 6.2 and the MEA.
x Enhancement to existing interfaces utilizing the MEA and other existing technologies. This includes EMA’s MaxGIS system interfaces.
x Maximo infrastructure administration on IBM WebSphere where the work includes migrating Maximo from a single server hosted app
to a multi-server clustered architecture.
x Managed Maximo upgrade from version 6.2 to version 7.5
x Architect and develop GIS/Maximo data synchronization solution.
City of Roseville Project 12/2012 to 2/2013
Technical Consultant (EMA sub-contractor) Roseville, CA
x Analyze possibilities of interfacing Maximo with CUES’ Granite XP system
Seattle Public Works Project 8/2012 to 3/2013
Technical Consultant (EMA sub-contractor) Seattle, WA
x Technical advisory position of interface solutions.
x Design and develop interface solutions.
Laclede Gas / PwC Project 4/2012 to 9/2012
Technical Consultant (GeoNexus sub-contractor) St. Louis, MO
x Design, develop and execute data conversions to populate Maximo 7.5 with legacy data.
Lawrence Berkeley National Labs / Crory & Associates Project 8/2011 to 9/2012
Technical Consultant (Crory & Associates sub-contractor) Berkeley, CA
x Design and development of customizations for Maximo 6.
x Oracle PL/SQL data loading within Maximo 6.
x Analyze and provide recommendations for client’s current Smart Numbering strategies within Maximo 6.
x Develop solutions to accommodate client’s Smart Numbering strategies within Maximo 6.
San Francisco Public Utilities Commission (SFPUC) / Carollo Project 7/2011 to 3/2012
Technical Consultant (Crory & Associates sub-contractor) San Francisco, CA
x Development of custom Maximo performance reports in IBM’s Cognos.
ONEOK / GeoNexus Project 3/2011 to 12/2011
Technical Consultant (GeoNexus sub-contractor) Tulsa, OK
x Architect and develop application customizations within Maximo 7 Spatial. Customizations include developing new Maximo Spatial
widgets to identify map features and to pass map feature data back to the related Maximo application MBOs.
x Troubleshoot various problems with Maximo 7 and Maximo Spatial.
BART (Bay Area Rapid Transit) / Interloc Project 9/2009 to 10/2010
Integrations Architect/Engineer Oakland, CA
x Architect, develop and deploy Maximo Integrations with PeopleSoft Financials 9.1 using MIF web services.
x Architect Maximo Integrations with various Transit Operational and Management Systems.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 41 -
Ǥ
x Implement Datasplice 3.1 amongst multiple instances with the Maximo Adapter.
x Reengineer various enterprise business processes.
x Design, develop and deploy financial configurations within Maximo to meet BART’s financial requirements.
x Develop and deploy custom application configurations to meet customer requirements.
x Configure and deploy Maximo to run on IBM WebSphere 6.1.
x Develop and execute data conversions to populate Maximo DB with BART’s legacy mainframe procurement, inventory, and
PeopleSoft financial data.
x Troubleshoot various problems with Maximo on IBM WebSphere 6.1 and with the implementation of PeopleSoft Financials.
Chevron Corp / IBM Project 1/2009 to 6/2009
Senior Applications Engineer Concord, CA
x Troubleshoot problems in Maximo Enterprise Adapter (MEA).
x Developed, enhanced, repaired Maximo enterprise Actuate Reports.
x Problem solved issues with Maximo Actuate Server implementation.
x Problem solved and developed solutions to Maximo application issues.
Calpine Corporation 2005 to 12/2008
Senior Software/Applications Engineer Folsom, CA
x Maintained and developed new interfaces between Maximo 4.1.1 and PeopleSoft Financials 7.5 (MRO’s MIG) and between
Maximo 6and PeopleSoft Fin 7.5 (IBM MEA).
x Developed and deployed interface between Maximo 4 & 6 to Sabrix Tax server (via HTTP XML).
x Developed many key reports for the company in Actuate and enlightened the company on the advantages of Actuate Reporting.
x Maintained and enhanced Maximo 6 MBO and MEA, as well as Maximo 4 SQR reports, SQR batch jobs, and all executables.
x Developed new solutions in Maximo 4 and 6.
x Developed and deployed many complex reporting solutions for Maximo 6 through Actuate 8.
x Participated in team to upgrade company’s Maximo version 4 to version 6 (aka MXES), where my greatest contribution was in
developing the interfaces to other systems.
x Developed, engineered and deployed solutions into Maximo to incorporate several groups’ business processes.
County of Sacramento / COMSYS Contract 2001 to 2005
Senior Software Engineer / Systems Analyst Elk Grove, CA
x Analyzed and re-engineered business processes of the Sacramento Regional Wastewater Treatment Plant’s (SRWTP) management
of equipment and drawings involved in capital improvement projects.
x Designed, developed, enhanced and maintained a web-based application, which leverages heavily on ASP, DHTML, XML, and SQL
Server database objects, to manage the equipment and drawing information for SRWTP’s large capital improvement projects.
Created integrated solution to populate the plant’s Maximo CMS with equipment data from an outside application.
x Worked to upgrade Maximo 4.1.1 to the web-based 5.2 version.
x Participated in many stakeholder groups to establish new guidelines for standard practices and procedures.
x Managed software development tools and libraries for a group of onsite developers.
AUTOVIA, Inc. 1999 to 2001
Project Lead, Software Developer, Webmaster, and Systems Analyst Sacramento, CA
x Analyzed, developed and managed integrations with multiple platform vendor systems. Through XML messaging and TCP
connections managed and built systems to process full end-to-end buying and selling of auto parts from the buyer’s management
system to a vendor’s POS system.
x Developed and implemented Internet based SDK for the development of our corporate partner’s integration software.
x Designed and developed multiple ASP applications (e.g., labor hour reporting system, software defect tracking system, and reporting
tools) and wrote many Visual Basic Service applications with Desaware’s NT Service Toolkit.
x Re-engineered vendor system analysis process reducing analysis and software development costs by approximately 80%.
('8&$7,21$1'75$,1,1*
California Polytechnic State University San Luis Obispo, CA
B. S., Business Administration with a concentration in Management Information Systems.
Cuesta College San Luis Obispo, CA
Completed courses for General Education Certification and Business Administration.
IBM Education: Basic and Advanced Java for IBM Maximo 6 Programmers; Customizing Business Components in IBM Maximo 6
Integration Using the IBM Maximo 6 Enterprise Adapter (MEA)
Oracle Education: Introduction to Oracle SQL and PL/SQL; Advanced SQL and SQL*Plus; Developing in Oracle PL/SQL
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 42 -
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Mr.Guilfoylebringsmorethantwentyyearsof
experienceworkingonstrategy,information
technology,infrastructuremanagement,and
businessprocessoptimizationacrossavariety
ofpublicandprivatesectorindustries,including
governmentagencies,cities,andutilities.In
capitalͲintensiveindustries,hehasexpertisein
allaspectsoftheassetlifecycle–planning,
engineering,projectdelivery,commissioning,
operations,andmaintenance.Whether
developingprogramsinassetmanagement,
organizationalstrengthening,ortheselection,
implementationandrolloutofbusinessͲ
enablingITsystems,Johnfocusesonpragmatic
andactionablesolutionsthatprovide
measureablevaluetohisclients.
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Duringhiscareer,John’sfocushasalwaysbeen
onsolvingrealͲworldproblemswithhighly
usable,technicalsolutionsthatarepractical,
affordable,andsustainable.Hespecializesin
modelingthecost,benefitsandriskof
competingsolutions,andinmakingtransparent
decisionsthattiebacktohisclients’vision,
missionandstrategy,emphasizingbestvalue.
Havingworkedinthemunicipal,Federal,and
utilitysectorssince2003,Johnhasdeep
expertisewiththepolicies,processes,systems
andproceduresneededtosupportstrong
programsincapitaldelivery,workandasset
management,financialplanning,decision
support,documentmanagement,business
intelligence,andperformancemanagement.He
hashelpedmorethanadozenclientswithwork
suchasstrategy,efficiency,systems
assessments,tripleͲbottomlineanalysis,ROI
models,andbuyvs.builddecisions.
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Ms.LynnAdamsprovidesbusinessandmanagementconsultingservicestoclients
astheyintegratebusinessstrategywithoperationaldemands.Shehasmorethan
25yearsofexperienceinthemunicipalandenergy/waterutilitysectors.Herwork
encompasses organizational change management, strategy development,
stakeholder engagement, and business consulting. Clients have recognized her
ability to create enduring strategy that impacts direction and leads to successful
implementation.
She helps solve client challenges through understanding core issues and then
applying bestͲinͲclassapproaches. Often starting with research and analysis, she
thencallsupontailoredtechniquesandresourcestodeveloptherightapproachto
meet specific needs. As a master facilitator, Ms. Adams leads groups—including
staff,governingbodies,andexternalstakeholders—throughdefiningcleardirection
andmakingeffectivedecisionsinanuncertainenvironment.
Ms.Adams’bookTheArtofStrategicLeadershipprovidesapracticalplanningguide
andmethodologytoaddressthemostchallengingaspectsofleadership.Thefocus
isondevelopingstrategytoconfidentlyleadanorganizationusinganapproachthat
aligns overall strategic direction, organizational performance and practical
execution.
Expertise: Strategy ~ Stakeholders ~ Organization
Ms. Adams has provided strategy and decision support to utility executives,
governing bodies and staff teams. These strategies have resulted in durable
organizational approaches, high customer satisfaction ratings, and multiͲmillion
dollar grant awards. Ms. Adams frequently provides stakeholder engagement
expertise for both internal and external constituencies such as staff teams,
governingbodiesandcustomers.Havingledsignificantorganizationalchange,both
asapartofexecutiveteamsandinvariousclientassignments,Ms.Adamsbrings
tacticalexperienceinhowtopositivelyimpactchange.Shehasassistedmanyclient
organizationsinbecomingbothmoreeffectiveinternallyandfocusedexternally.
Work History
Excergy Corporation – January 2011 to Present
VicePresident&ExecutiveConsultant
Ms.AdamsprovidesmanagementconsultingservicestoExcergyclients,aswellas
firmleadershipincludingmarketingandstrategyfunctions.
R.W. Beck, Inc. (acquired by SAIC in 2009) – 1989 to 2001; 2005 to 2010
VicePresident
Ms. Adams served in a variety of positions during her tenure at R.W. Beck/SAIC
includingvariousinternalleadershipandexternalconsultingassignments.Hermost
recentpositionwasVicePresidentfortheUtilityBusinessConsultingpractice;she
alsoservedontheBoardofDirectorsofR.W.Beck.
LYNN L. ADAMS
CHANGE MANAGEMENT/
COMMUNICATIONS SPECIALIST
Education
B.S.inCommunications,Cornell
University
CertificateinChangeLeadership,
CornellUniversity
AreaofExpertise
> ChangeLeadership
> OrganizationalChange
Management(OCM)
> StakeholderEngagement/
PublicRelations
> StrategicPlanning
> MarketingCommunications
> SustainabilityPlanning
> Facilitation/DecisionSupport
SelectPublications&
Conferences
³WaterUtilitiesLeveraging
LYNN L. ADAMS
Select Project Experience
FortCollinsUtilities,FortCollins,CO–AdvancedMeterFortCollins.Basedonapivotalorganizationaldirectionthat
Ms.Adamshelpedframe,sheassistedtheUtilitiesintheirsuccessfulbidfora$16millionfederalmatchingsmartgrid
grantundertheAmericanRecoveryandReinvestmentAct.TheclientthenaskedMs.Adamstojointheimplementation
team for stakeholder engagement support and other general project work as needed, including organizational
developmentandasignificantroleleadingtacticalimplementation.Duetothehighimpactnatureoftheproject,each
phaseinvolvedOCMtobuildbuyͲinandalignstaffrolesandresponsibilities.Workhasresultedinastrategythatclearly
definesbenefitsmessagingandaddressescustomerconcernswhilekeepingtheprojectontrack.Customersatisfaction
levels are regularly monitored and remain high. Business processes and staff engagement have been aligned and
supported throughout the project lifecycle to result in the necessary organizational change to optimize the new
technology.Foronecombinedelectric/waterutility,shecompletedmultipleprojectsoverthelast12years.TheU.S.
DepartmentofEnergyrecognizedthisprojectforexcellenceincustomercommunications.
Loudoun Water Authority, Leesburg, VA – Strategic Plan and Organizational Readiness. Project manager for a
comprehensivestrategicplanningeffortthatincorporatedtheBoardofDirectors,executiveteam,managementand
staff.Workhasincludedmarketresearchandtrendsanalysis,workshopfacilitation,communicationsdevelopment,
andinputtoassociatedorganizationalchangemanagement.LoudounWaterservesarapidlygrowingcommunitywith
thegreatestbaseofdatacentersintheUS.Facingopportunitiesandchallengesaswellasthechangingdynamicsof
thewaterutilityindustry,executiveleadershipembarkedonacomprehensivestrategicplanningeffort.Unlikeprior
planningwhichwasoperationalinnature,thisadvancedplanaddressedcurrentchallengesandwasalsoaimedat
guidingtheorganizationforthenextfiveyearstobecomingahighͲperformingutilityincommandofitsfuture.
Chino Basin Desalter Authority, Ontario, CA – Formation of New Organization, Roadmap, and Board Decision
Support.ConductedathreeͲphaseOCMefforttoincreasetheeffectivenessoftheeightͲmemberAuthority.PhaseI
analyzedthemeritsandcostsassociatedwithcreatingafullyautonomousorganizationphaseandconcludedwitha
summaryofpolicyandgovernanceimpacts,organizationalchangeneeds,andanimplementationtimeline.Ms.Adams
facilitated the inͲdepth analysis to understand the existing structure and to design an optimal independent
organization. In Phase II, she managed a proposal solicitation process to consider options, and facilitated Board
workshops,whichresultedinanendorseddecisionthatmettheirneedsforimprovedstructureandcosteffectiveness.
WorkduringPhaseIIIconsistedofmanagingtheprocessreportingtotheBoardtoselectaGeneralManagerandstand
uptheneworganization.
ConEdisonCompanyofNewYork–ChangeManagement/AMIProject.AsChangeManagementtrackleadforthe
AMIprogramplanningandimplementationphases,herworkincludesplanning,workshopsandcontentdevelopment
forexternalcustomerengagementandinternalorganizationalchangeaspectsoftheproject.
FortCollinsUtilities,FortCollins,CO–Utilitiesforthe21stCentury.ServedasProjectManagerforcomprehensive
sustainabilitystrategicplandevelopment;tasksincludedprogramdesign,OCM,facilitationofinternalandexternal
stakeholder groups, expert analysis of options defined, decision modeling, and integrated communications. She
introducedUtilitiestoanorganizationalanalysistoolthathasbeenusedinsubsequentyearstomonitororganizational
prioritiesandperformance. Sheprovidedregularbriefingstotheutilitygoverningbodyduetothehighdegreeof
visibility and broad interest in the project, including identification of key leadership metrics. Also, directed the
developmentofindustryͲleadingFortCollins’SustainabilityReport.
WesternAreaPowerAdministration,Lakewood,CO–StrategicRoadmapandOrganizationalChangeManagement.
Projectmanagerandleadfacilitatorworkingwiththeseniorteamtodevelopagency’sstrategicdirectionforthenext
decade.Workincludedcomprehensiveinternalandexternalstakeholderresearchtofeedmarketperspectiveintothe
planningprocess,conductingonlinesurveysandseveralpersonalinterviewsofstaffandcustomers.OCMworkincluded
creating organizational alignment with strategic direction at the individual, group, team, and departmental levels.
Conductedacomprehensiveinventoryofexistinginitiatives,programsandprojectstoalignwithstrategicdestinations.
Thiswasfollowedbyagapanalysisandprioritizationtodefinethetacticalactionplan,whichwillincludebudgets,
assignmentandmetricsinalignmentwithfiscalyeartargetsforsubmittaltotheDepartmentofEnergy.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 48 -
Mark Hatfield has 20 years of smart grid, advanced metering infrastructure (AMI),
meter data management (MDM), field automation, mobile workforce management
(MWM), and geospatial systems experience for electric, water and gas utility
operations. Skills include project management, strategic visioning, business process
modeling, requirements definition, business case development, vendor selection,
integration and implementation planning, system configuration, deployment
strategies, andprojectaudits.Assistsvendorsevaluatingproductroadmaps,project
implementationmethodologies,andbaseliningcurrentfunctionality.
Work History / Project Experience
Excergy Corporation – September 2012 to Present
PrincipalConsultant
HuntsvilleUtilities,Huntsville,AL.Providingprojectdevelopmentconsultingforthe
combined electric, water, and gas utility. This includes creation of the overall AMI
vision,phasedimplementationschedule,businesscasedevelopment,vendorselection
strategy,andRFPprocessforHuntsville’sAMIandMDMS.
FortCollinsUtilities(Utilities),FortCollins,CO.Providingconsultingandarchitecture
supportfortheacquisitionanddeploymentoftheCityofFortCollinsUtilities’electric
andwaterSmartGridSolution.Thisincludescomplete,endͲtoͲendresponsibilitiesto
fullyimplementanadvancedsmartgridsolutionwithAMI,MDMS,DemandResponse
(DR), and web portal technologies. Leading the MDMS track from vendor selection
through a multiͲphase design and implementation as well as integration with the
Customer Information System (CIS). Developing all Smart Grid Solution business
processes and ensuring implementation of the processes through design,
implementation,andtesting.
Black & Veatch (Enspiria Solutions, Inc.) – 2006 to 2012
PrincipalConsultant
Westar Energy, Topeka,KS. ServedasSolutionArchitectforthesystemintegration
team for Westar’s SmartStar AMI program and SmartStar Lawrence Program.
Responsible for the comprehensive, integrated design of the AMI and MDMS with
legacy systems and associated business processes. Delivered the overall integration
architecture; integration, functional, and detailed design specifications; business
processmodels;andbusinessprocessgapassessment.
CPSEnergy,SanAntonio,TX.ExecutedthecompetitivesolicitationoffourAMIand
MDMSvendorstoprovidethesesolutionsincludingvendortechnicalpreͲqualification
demonstrations, the vendor evaluation process, and contract negotiations with the
selected vendor. Built detailed functional requirements and integration architecture
betweentheMDMSandexistingCPSsystems.Organizedtheoverallimplementation
and risk management plan for deploying the selected solutions as well as change
managementandtraining.ServedasSolutionArchitectforthesystemintegrationteam
supportingCPSEnergyintheintegrationofAMIandMDMwithCPSEnergy’sSAPand
operationalsystemstoenablefullrealizationofAMIandMDMSvalue.
MARK HATFIELD
BUSINESS PROCESSMANAGER
Education
M.A.inGeography,Universityof
Illinois(1986)
B.S.inGeography,U.S.AirForce
Academy(1985)
AreaofExpertise
> StrategicRoadmap
Development
> RequirementsDefinition
> BusinessCaseDevelopment
> BusinessProcessModeling
> VendorSelection
> VendorManagement
> ProjectAudits
CareerNote
Duringhis10yearswiththeU.S.Air
Force,Mr.HatfieldservedasChiefof
MARK HATFIELD
SempraEnergy,SanDiego,CA.ServedastrustedadvisortoSempra’sOpEx20/20UtilityoftheFutureinitiative.
Reviewedtechnologystrategyandimplementationplans.DevelopedandevaluatedRFPstohelpselectasystem
integratorandmultipleworkstreamimplementationteams.Assistedintheevaluationofvendors’RFPresponses
and plans to deploy GIS, mobile GIS,MWM, workmanagementsystems, asset management, and all of the
integrationsrequiredtoachievethestrategicbusinesstransformationalvision.
SouthernCaliforniaGas(SoCalGas),LosAngeles,CA.SupportedSoCalGasSmartMeteringBusinessCaseproject
bybenchmarkingbenefitandcostestimatesagainstEnspiriaandindustryexperiences;developingspecifications
andRFPs;andsupportingvendorevaluationsforfourSoCalGassolicitationscoveringSmartMetering,MDMS,
SystemIntegration,ProgramSupport,andOperationalServices.AlsoanalyzedanddocumentedimpactsofAMI
onfuturebusinessprocessesandexistingITsystems.
Ontario Independent Electricity SystemOperator,Ontario, Canada. Developed and delivered aMeterData
ManagementRepositoryfortheIESO,theorganizationresponsibleforoperatingwholesaleelectricitymarkets
inOntario.Mr.Hatfieldwasresponsiblefordevelopingtheintegrationspecificationsandtrainingmaterialstobe
usedby90+utilitiestointegratewiththeprovincialMDMRepository.
KEMA – 2002 to 2006
ExecutiveConsultant
Southern California Gas (SoCalGas) Company, Los Angeles, CA. Served in a multiͲcontract, multiͲyear
engagement that began with identifying problems with current dispatching processes, creating a vision for
dispatching,andcreatingamultiͲprojectplantoresolvetheidentifiedproblems.Completedthesystemdesign
foranewmobileworkforcemanagementsystemtoincludefunctionalrequirements,integrationusecases,and
hardware and software component architectures. Conducted a mobile device form factor study identifying
usability,technical,andtotalcostofownershipissuesintheselectionofPocketPCversusamoretraditional
WindowsXPformfactordevice,whichincludedaformalbudgetreviewofthemobiledataterminalreplacement
projectattherequestoftheChiefInformationOfficer(CIO).
CinergyCorporation,Cincinnati,OH.SupportedtheMWMSystemReplacementStudy,includingdocumenting
currentandfuturedispatchingandfieldbusinessprocesses,documentingrequirementsforthereplacement
system, creating the RFP, assisting CinergywithshortͲlistingthevendorstoreceivetheRFP, conducting the
vendorscoringworkshop,andproducingalifecyclecostanalysisofvariousprojectalternatives.Followingvendor
selection,continuedwiththeimplementationprojectasthetechnicalprojectleadresponsiblefordesigning,
building,andimplementingallinterfaces;coordinatingdesigndecisionswithCinergy’sbusinessusers;hardware
selectionandprocurement;andcoordinatingdeploymentplandevelopment.
SchlumbergerSema (Convergent Group Corporation) – 1995 to 2002
PrincipalConsultant
VattenfallAB,Sweden.AmeterreadingͲtoͲbillingassessmentforthisderegulatedutility.Workincludeddetailed
processmappingoftheflowofmeterreadinginformationfromthemetertoretailsupplier.IdentifiedshortͲ
termprocessimprovementstoimprovedataqualityandbillingaccuracy,alongͲtermautomatedmeterreading
strategytosupportanewregulatorregime,andoverallbusinesscase.
RochesterGasandElectric(RG&E),Rochester,NY.ServedasthefieldautomationconsultantforaMWMsystem
implementation.Conductedtheinitialconsultingassignmenttobuildthestrategicvision,businesscase,and
implementation that successfully led toalongͲtermprojecttoprocureaMWMsystem.Completeddetailed
businessprocessmodelingandsystemconfigurationworkshopsinsupportoftheimplementationphase.
AlliantEnergy,Madison,WI.ServedastechnicalleadforthesuccessfulimplementationofaMWMsystem,
responsible for system configuration workshops and deliverables, integration specifications, factory
acceptancetesting,integrationtesting,andfinalacceptancetestingforatwoͲphaseproject.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 50 -
Appendix C:
Sustainability/TBL Methodology
Appendix C: Sustainability/TBL Methodology -1-
Excergy’s Sustainability/TBL Methodology
This document is provided in response to Section H of the City of Fort Collins’ RFP 8225 Maximo Consulting
Services.
Fort Collins Utilities has been a recognized leader in sustainability for many
years, staring with its Utilities for the 21st Century initiative. This ongoing
commitment at the Utilities and broader City level is illustrated in many ways,
including combining all three triple bottom line (TBL) elements—economic
health, environmental services and social sustainability—under one area, as
well as instituting several aligned practices and procedures. One such best
practice is to assess the entire supply chain in relation to the sustainability of
the firms seeking to do business with City departments, in compliance with
sustainability goal #9/sustainable purchasing.
In reflecting on its own business practices, Excergy Corporation has identified areas of strengths and
limitation as described below. As a consulting firm serving electric and water utilities, Excergy has high
awareness of the demands made on the earth’s natural resources. In fact, the advanced metering
infrastructure and other work we do helps minimize those impacts, and supports our corporate vision:
We believe in the transformative power of utility technology to
make people’s lives more productive, sustainable and enjoyable.
In addition, Excergy is a values‐led company and realizes that being mindful of TBL factors in how we
provide services does make a difference. Our goals and performance are summarized below. We will
leverage these practices on the Maximo project wherever applicable.
Environmental
Goal: Minimize our environmental footprint as we conduct our business.
As a consulting company, Excergy has less of a TBL impact overall in that we do not produce goods, but
rather provide services. That being said, Excergy displays strong alignment in the environmental area, as
follows:
► Equipment: Most of our staff uses Apple Mac Book laptops, which have earned the EPA Energy
Star rating for low power consumption.
► Paperless: We encourage the move to paperless, and the majority of our staff does most of its
work on computers and online. We also elect electronic submittal of proposals and work
products whenever acceptable to our clients.
► Office space: We employ a virtual office approach, thus eliminating daily commuting and
associated carbon emissions, as well as impacts on the built environment.
► Virtual meetings: We leverage technology to hold many meetings online, which eliminates the
need for automobile or air travel.
Appendix C: Sustainability/TBL Methodology -2-
However, consulting requires air travel, which has a significant carbon impact. Although the virtual
meetings mentioned above are helpful, it is challenging to mitigate this aspect of our business. Excergy
has staffed the project with Colorado‐based staff to the extent possible, thus reducing the
environmental impact associated with air travel.
Economic
Goal: Continue to grow and function profitably over time, thus contributing positively at the individual,
corporate and societal levels.
As a growing and well‐managed company, Excergy is creating jobs that contribute to the economy
overall, as well as the welfare of the places we live and work. In addition, the nature of the project work
we do often has a positive impact on the economic vitality of the communities we serve, both in terms
of the work itself, as well as the “business tourism” dollars we bring to local businesses when project
team members travel to client sites.
Social
Goal: Practice good corporate citizenship and high integrity in all of our relationships.
Excergy’s shared values—both together as a company and separately as individuals—drive us to be
mindful of the welfare and interests of the society in which we operate. One aspect of this is to practice
the highest ethical standards at all times—internally and in all client matters.
In addition, we practice good corporate citizenship in small, but meaningful ways. For example, following
the Colorado floods of 2013, Excergy held its corporate meeting in Estes Park, a town particularly
devastated; we have returned annually since that time. In addition, we are fully compliant with all
requirements, when applicable, to work with—and mentor—minority, disadvantaged and women‐
owned businesses on various projects throughout the country.
AirForceSpaceCommand’s
MultispectralImagerExploitation
Divisionresponsibleforrapid
prototypingcommercialimagery
sourcesandapplicationsinsupport
USAFworldwidecontingency
planning.
Inaddition,asAssociateProfessorof
GeographyattheUSAirForce
Academy,hecreatedand
implementedclassroomandlab
curriculumforgeographic
informationsystems,remote
sensing,GPStheoryandfield
applications,andregionalstudies.In
thiscapacity,hewasselectedasthe
“OutstandingEducatorinEconomics
andGeography.”
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 49 -
TechnologytoMoveBeyond,”
DistribuTECH2015
“TheArtofStrategicLeadership,”
R.W.Beck,Inc.2006
"JourneytoSustainability,"Public
Power.Vol.67no.2(MarchͲApril
2009)
"RoadmaptoEnergyEfficiencyfor
WaterandWastewaterUtilities,"
JournaloftheNewEnglandWater
WorksAssociation.Vol.123no.2
(June2009)
"GrantsasaFundingMechanismfor
SustainabilityStrategies,"Electric
EnergyT&D(September2009)
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 47 -
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Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 46 -
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Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 45 -
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Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 44 -
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Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 43 -
andproductimplementation
programs,fromOperational
Systemprojectssuchas
OMS/GISimplementations
toBIandDashboard
initiatives
SelectPublications&
Conferences
> Afrequentpresenter,
courseinstructor,and
panelleaderatmajor
industryeventssuchas
DistribuTECH,Autovation,
GridInterop,andthe
EdisonElectricInstitute
(EEI)Transmissionand
Distribution(T&D)group.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 35 -
Memberships
YoungEngineeroftheYearFinalist,
1991and1992,GreaterPhiladelphia
Region.
EdisonEngineerGraduate,General
Electric.
AͲBͲCEngineeringCourseGraduate,
GeneralElectric.
OutstandingPerformance
Commendation,NASA.
EtaKappaNu(ElectricalEngineering
HonorSociety).
PMIandUtilimetricsMember.
Appendix B: Resumes Fort Collins 8225 RFP Maximo Consulting Services - 33 -
DistribuTECH Executive Advisory
Committee Member.
Author
Successful Smart Grid
Implementation, PennWell Books,
June 2015
Guidance and attendance at planning meetings and deliverables review.
Review and approval of cost and schedule baselines. Review and input on
projects risks, risk mitigation, and issues. Business process input and
review.
40 total
SMEs TBD Utility subject matter experts as needed. 40 total
VI. Professional Staff
Identify key personnel who will execute the Work Order and briefly identify their duties and responsibilities.
Resource Duties and Responsibilities Hours
Jim Ketchledge Overall project director and lead author of system implementation plans. Primary responsibility
for project management aspects of the PMP, as well as management of the Work Order #1
activities.
134
Adam Tonkin Solution architect responsible for ensuring integrity of proposed Maximo solution with legacy
systems and integrations. Primary responsibility for IT elements.
113
Lynn Adams Communications specialist, responsible for both communications and change management
elements of the PMP.
100
Mark Hatfield Business process expert responsible for overall business processes and integrity of new
processes with legacy system processes.
54
Resource
Management
Ensure that qualified resources are available to perform each task defined in this SOW in accordance with the
baseline project schedule. As necessary, the project manager ensures that resources have been provided with
training to establish particular expertise required to perform tasks within the SOW. The project manager
reinforces the importance of establishing and maintaining professional working relationships among Utilities and
vendor team members, as well as monitors these relationships.
The majority of the Excergy team’s work is in the municipal utility sector. We believe this is because our culture, which
values competence, collegiality, and commitment, resonates with the values of public power and water. We have also
performed work at some of the largest IOUs such as Consolidated Edison of New York. Our team is deeply familiar with
Maximo projects at other utilities, including best practices and lessons learned, as shown in the table (item 3 above).
5. Cite experience in the public sector with Maximo projects by other public entities.
Team member Crory & Associates has extensive experience with public sector Maximo projects (City of Fort Collins,
ONEOK, Sacramento Area Sewer District, Sacramento County Department of Water Resources and Water Agency, and
shall contractually commit specific
individuals’ availability and continuity
to the Fort Collins project. Likewise,
Fort Collins reserves the right to
actively participate in changes to key
resources, such as removing key
resource staff from the Fort Collins
project when Fort Collins, at its sole
opinion, concludes the given
consulting resource does not provide
the maximum project benefits for Fort
Collins; and selection of any new Key
Resources staff that Professional
desires to bring to the Fort Collins
project.
Yes, Excergy commits the proposed team for the actual project and work.
Excergy always places the interests of the client foremost in everything we do,
and we acknowledge your right to actively participate and drive any required
changes or additions to key resources.
We purposely have proposed a team that is broader and deeper than required
for work order #1 to allow the best resources from three companies to be
applied to any future work orders. We anticipate that for any work order, we
will propose who we believe is best given the defined scope. We will then
engage Fort Collins in a dialogue and seek approval for that team, and make
any changes necessary. Excergy has extensive experience managing teams
comprised of different companies in an effective and collaborative manner.
Colorado Springs Utilities, Golden Spread Electric Co‐op, Grand Coulee Dam,
Bonneville Power Authority, the cities of Atlanta, Baltimore, Mobile, San Diego,
Sacramento and Richmond, NEORSD, and Prince William County Service
Authority.