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Change Notice No. 6 Contract No. 071B0200162 the State Of

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Change Notice No. 6 Contract No. 071B0200162 the State Of Form No. DTMB-3521 (Rev. 4/2012) AUTHORITY: Act 431 of 1984 COMPLETION: Required PENALTY: Contract change will not be executed unless form is filed STATE OF MICHIGAN DEPARTMENT OF TECHNOLOGY, MANAGEMENT AND BUDGET PROCUREMENT P.O. BOX 30026, LANSING, MI 48909 OR 530 W. ALLEGAN, LANSING, MI 48933 CHANGE NOTICE NO. 6 to CONTRACT NO. 071B0200162 between THE STATE OF MICHIGAN and NAME & ADDRESS OF CONTRACTOR: PRIMARY CONTACT EMAIL Evans Caseload, Inc. Darryl Evans [email protected] 2152 Danforth Avenue, Suite 200 TELEPHONE CONTRACTOR #, MAIL CODE Toronto, ON M4C 1K3 416‐762‐0236 STATE CONTACTS AGENCY NAME PHONE EMAIL CONTRACT COMPLIANCE INSPECTOR DTMB Toby Pittman 517‐636‐5428 [email protected] BUYER DTMB Joe Kelly 517‐373‐3993 [email protected] CONTRACT SUMMARY: DESCRIPTION: Enhanced Document Management - DIT INITIAL EXPIRATION INITIAL AVAILABLE EXPIRATION DATE BEFORE CHANGE(S) INITIAL EFFECTIVE DATE DATE OPTIONS NOTED BELOW April 12, 2010 April 11, 2015 5, 1 Year Option April 11,2015 PAYMENT TERMS F.O.B SHIPPED SHIPPED FROM N/A N/A N/A N/A ALTERNATE PAYMENT OPTIONS: AVAILABLE TO MiDEAL PARTICIPANTS P-card Direct Voucher (DV) Other Yes No MINIMUM DELIVERY REQUIREMENTS: N/A DESCRIPTION OF CHANGE NOTICE: EXTEND CONTRACT EXERCISE CONTRACT EXTENSION BEYOND LENGTH OF EXPIRATION DATE EXPIRATION DATE OPTION YEAR(S) CONTRACT OPTION YEARS OPTION/EXTENSION AFTER CHANGE No Yes April 11,2015 VALUE/COST OF CHANGE NOTICE: ESTIMATED REVISED AGGREGATE CONTRACT VALUE: $238,241.00 $3,400,568.55 Effective immediately, this Contract is hereby INCREASED by $742, 870.60 and the attached Statement of Work is incorporated. All other terms, conditions, specifications, and pricing remain the same. Per vendor agreement, DTMB Procurement approval, and State Administrative Board approval dated September 30, 2013. Change Notice Number 6 Contract Number 071B0200162 Article 1 – Statement of Work (SOW) Project Objective CaseLoad will approach this project armed with “best-practices procedures” for implementing their Commercial Off-the- Shelf Software (COTS) and customizing to meet the DTMB’s unique requirements. The following sections outline the various components to this preliminary plan and can be further modified in order to confirm to the SUITE methodology. Roles and Responsibilities For this project the required staff roles will be as follows: Michigan Team Name Agency/Division Title Role TBD Supervisor Executive Subject Matter Expert TBD Coordinator Executive Subject Matter Expert TBD Analyst/Programmer Executive Subject Matter Expert TBD Project Manager PM TBD Contract Administrator Contract Administrator CaseLoad Team Name Title Role Jason Cull Project Manager PM Skweda O’Bomsawin IT Manager Technical Manager Patrick Gibbs Data Analyst Data Analyst Ian Craig Business Analyst Business Analyst Dawn Yang QA Analyst QA Analyst Project Implementation Team The first committee is the Implementation Project Team (IPT). The core members will consist of a CaseLoad Project Manager, the DTMB’s Project Lead, and a representative from DTMB’s Information Technology department. There can be other representatives from various departments. The number of members should not exceed seven, including the CaseLoad Project Manager. The IPT will be contributing to the Joint Application Design (JAD) session, reviewing project documentation, conducting user acceptance testing, creating user training materials, and training the end users. We have found that a train-the-trainer approach will achieve maximum results, with minimum impact on your daily operations. Executive Steering Committee The second committee is the Executive Steering Committee (ESC). The core members are the CaseLoad Project Manager, and the Executive Subject Matter Experts. The ESC will discuss the project status on a monthly basis via teleconference call. Its primary purpose is to communicate directly with the project sponsors and to escalate issues that require resolution. Change Management Plan The change management plan exists to provide a formal process for: Submission and receipt of change requests Change Notice Number 6 Contract Number 071B0200162 Review and logging of change requests Determination of the feasibility of change requests Approval of change requests Implementation and closure of change requests CaseLoad will utilize the Change Control forms currently utilized by the State of Michigan for this project. Any changes in scope will be measured carefully to ensure the project milestones can still be met. Since time will be of essence during the project, using familiar Change Management procedures and forms should expedite the review process. Process 1. Written change request is submitted. 2. Project manager logs change request. 3. Project Implementation Team evaluate change request and estimate impact to scope, schedule, and cost. 4. Project manager takes change request to Steering Committee. 5. Steering Committee reviews change request and either approves or rejects it. 6. Project manager updates project change and decision log to reflect decision made by change review board. 7. Stakeholders, sponsors, and team members are notified of decision about change request. 8. If approved, the Contract Administrator will submit a request for change to the Department of Technology, Management and Budget, Purchasing Operations Buyer, who will make recommendations to the Director of Purchasing Operations regarding ultimate approval/disapproval of change request. If the DTMB Purchasing Operations Director agrees with the proposed modification, and all required approvals are obtained (including State Administrative Board), the Purchasing Operations Buyer will issue an addendum to the Contract, via a Contract Change Notice. Communications Management Plan This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change. The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are outlined below: Weekly Project Status Report Delivery Method: Email Format: In accordance to Michigan’s Project Status Report SUITE template Attendance: Implementation Project Team Components: Executive Summary of activity during the report period Accomplishments during the reporting period . Accomplishments indicate specific work started or completed and not work in process Deliverable status Schedule status Change Control Maintenance Activity (if any) Planned accomplishments during the coming report period . Planned Accomplishments indicate specific work started or completed and not work in process Action Item status Issues . The Log may be attached rather than material copied into the actual Project Status Report Change Notice Number 6 Contract Number 071B0200162 Risks Bi Weekly Performance Review Meetings Delivery Method: Teleconference Format: To Be Determined Attendance: Project Managers and Executive Subject Matter Experts Components: Review of the Project Implementation Team’s performance Security Assessment and Plan CaseLoad will work with the DTMB team to implement the Security Assessment and Plan. Initial Test Plan While any customizations are in development, the preparation of test plans will be prepared. Each test plan will follow the green/perfect path or various auxiliary paths based upon the development workflow models. The test plans will be prepared by CaseLoad and may be used by the IPT to perform their own User acceptance Testing. An example of a step within a test plan may look like this: # Action Steps Expected Result Actual Result 22.1.5 Generate letter is generated as PDF with address Acknowledgement of claimant Letter Acknowledgement Letter appears in Document List with Timestamp of today When a step is performed and the actual results differ from the expected results, the actual results will be documented or a reference number will be noted and cross referenced to the Issue Management System. Issue Management CaseLoad uses an Issue Management System for all client projects. All members of the Implementation Project Team will be provided with a user ID and password and invited to log issues and questions on the system for resolution. Since rolling out the system, CaseLoad has been able to efficiently track items in a central repository and report on their progress. This system will allow for the logging of the following components: Description of issue Issue identification date Responsibility for resolving issue (a single owner). Priority for issue resolution (to be mutually agreed upon by the State and the Contractor) Resources assigned responsibility for resolution Updates (indicating date and progress made towards resolution of the issue) Resolution date Resolution description Issues shall be escalated for resolution from level 1 through level 3, as defined below: Level 1 – Business leads Level 2 – Project Managers Level 3 – Executive Subject Matter Experts (SME’s) Change Notice Number 6 Contract Number 071B0200162 Project Plan and Implementation Assumptions The follow pages provide a general overview of what takes place in each phase, as well as the project schedule, the list of deliverables, and finally, the any assumptions. The project itself will be broken out into 6 phases. Each phase is described in detail below along with the resources that will be required from CaseLoad, MAHS and DTMB. Phase 1 – Planning and Base Software Delivery Description The first
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