The URL can be used to link to this page

Agenda 04/12/2022 Item #11C (Awarding RFP #21-7936 to Phoenix Business Consulting)04/12/2022 EXECUTIVE SUMMARY Recommendation to award Request for Proposal (“RFP”) # 21-7936, “Professional Services for SAP S/4 HANA Implementation,” to Phoenix Business, Inc. d/b/a Phoenix Business Consulting in the amount of $1,658,245.60, and authorize the Chairman to sign the attached agreement. OBJECTIVE: Recommendation to award RFP # 21-7936, “Professional Services for SAP S/4 HANA Implementation,” to implement required upgrades to the current SAP Financial Management System. CONSIDERATIONS: The Board, in partnership with the Clerk of Courts and Comptroller’s Office (the “Clerk”), began using SAP as its Enterprise Resource Planning (“ERP”) software in 2003. When SAP announced the impending end of support in 2027 for the current version of its ERP software (ECC 6), the County and Clerk began a due diligence study to ascertain the best course of action for the future of the systems used for accounting, procurement, personnel, and other processes. On October 13, 2020, the Board approved Agenda Item 16(E)2 recommending the continuation of SAP as the County’s ERP Financial System and authorized staff to issue a Request for Proposal seeking implementation services for an upgrade to SAP version S/4 HANA. On October 25, 2021, the Procurement Services Division released RFP #21-7936, Professional Services for SAP S/4 HANA Implementation, and the County received eight proposals by the December 10, 2021, submission deadline. All eight proposers were found to be responsive and responsible. Three firms were contacted to resolve minor irregularities due to incomplete and/or missing documents. A selection committee (the “Committee”) made up of County and Clerk staff, met on January 10, 2022. The primary evaluation criteria included the proposers’ ability to comply with the Scope of Services, Implementation/Plan of Approach, Cost of Services to the County, Specialized Expertise of Team Members, Experience and Capacity of the Firm and Local Vendor Preference. The RFP required a minimum of three references from the proposers from clients on projects of a similar size for which the firms provided services similar in scope and complexity within the past five years. After review of the proposals and deliberation, the Committee scored the proposals and shortlisted two firms to move on to oral presentations. On January 28, 2022, the Committee reconvened for presentations and ranked the remaining firms as follows: Company Name Final Ranking Phoenix Business, Inc. dba Phoenix Business Consulting 1 Labyrinth Solutions, Inc. dba invenioLSI 2 Award is recommended to Phoenix Business, Inc. d/b/a Phoenix Business Consulting, Inc. (“Phoenix”) to be immediately effective upon Board approval. Phoenix is based out of Sarasota and was founded in 1998. Phoenix is an SAP Gold Partner and since its inception, the public sector has remained a strong focus of its business. Phoenix has successfully completed over 100 public sector SAP implementations across North America. Collier has experience with Phoenix as it has previously successfully assisted with SAP-related projects over the last several years. As such, the recommended vendor understands Collier’s existing data landscape. The S/4 HANA implementation project is expected to be completed within 13 months. 11.C Packet Pg. 347 04/12/2022 FISCAL IMPACT: Sufficient budget is available in County-Wide Capital Projects Fund 301, Project 50017 - “SAP Financial System”. No budget amendment or further appropriation is necessary. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for Board approval. -SRT GROWTH MANAGEMENT IMPACT: There is no Growth Management impact associated with this Executive Summary. RECOMMENDATION: To award RFP # 21-7936, “Professional Services for SAP S/4 HANA Implementation,” to Phoenix Business, Inc. d/b/a Phoenix Business Consulting, in the amount of $1,658,245.60, and authorize the Chairman to sign the attached agreement. Prepared by: Derek M. Johnssen, Finance Director, Office of the Clerk of the Circuit Court and Comptroller ATTACHMENT(S): 1. 21-7936 - Solicitation 2. 21-7936 - Phoenix Business Consulting Proposal 3. 21-7936 - Final Ranking 4. 21-7936 - Notice of Recommended Award - Executed 5. 21-7936 - Vendor Signed Agreement - Phoenix Business Consulting 6. 21-7936 - Insurance - Phoenix Business Consulting ATTACHMENT(S) 1. 21-7936 Solicitation (PDF) 2. [LINKED]21-7936 Phoenix Business Consulting Proposal (PDF) 3. 21-7936 Final Ranking (PDF) 4. 21-7936 Notice of Recommended Award-Executed (PDF) 5. [LINKED]21-7936 Vendor Signed Agreement - Phoenix Business Consulting (PDF) 6. 21-7936 Insurance - Phoenix Business Consulting (PDF) 11.C Packet Pg. 348 04/12/2022 COLLIER COUNTY Board of County Commissioners Item Number: 11.C Doc ID: 21875 Item Summary: Recommendation to award Request for Proposal (“RFP”) # 21-7936, “Professional Services for SAP S/4 HANA Implementation,” to Phoenix Business, Inc. d/b/a Phoenix Business Consulting in the amount of $1,658,245.60, and authorize the Chairman to sign the attached agreement. (Derek Johnssen, Clerk's Office Director of Finance and Accounting) Meeting Date: 04/12/2022 Prepared by: Title: – Clerk of the Circuit Court Name: Erin Roxberry 04/05/2022 12:32 PM Submitted by: Title: Senior Staff Assistant – Clerk of the Circuit Court Name: Jennifer Milum 04/05/2022 12:32 PM Approved By: Review: Clerk of the Circuit Court Derek Johnssen Additional Reviewer Completed 04/05/2022 4:45 PM County Attorney's Office Scott Teach Additional Reviewer Completed 04/05/2022 4:53 PM Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 04/06/2022 8:18 AM County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 04/06/2022 8:24 AM Office of Management and Budget Susan Usher Additional Reviewer Completed 04/06/2022 8:50 AM County Manager's Office Dan Rodriguez Level 4 County Manager Review Completed 04/06/2022 10:25 AM Board of County Commissioners Geoffrey Willig Meeting Pending 04/12/2022 9:00 AM 11.C Packet Pg. 349 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS REQUEST FOR PROPOSAL (RFP) FOR PROFESSIONAL SERVICES FOR SAP S/4 HANA IMPLEMENTATION SOLICITATION NO.: 21-7936 BARBARA LANCE, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8998 Barbara.Lance@colliercountyfl.gov (Email) This solicitation document is prepared in a Microsoft Word format (Rev 8/7/2017). Any alterations to this document made by the Vendor may be grounds for rejection of proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. 11.C.1 Packet Pg. 350 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 2 SOLICITATION PUBLIC NOTICE REQUEST FOR PROPOSAL (RFP) NUMBER: 21-7936 PROJECT TITLE: Professional Services for SAP S/4 HANA Implementation PRE-PROPOSAL CONFERENCE: November 5, 2021 @ 10:00 am LOCATION: PROCUREMENT SERVICES DIVISION, CONFERENCE ROOM A, 3295 TAMIAMI TRAIL EAST, BLDG C-2, NAPLES, FLORIDA 34112 DUE DATE: December 10, 2021 @ 3:00 pm PLACE OF RFP OPENING: PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FL 34112 All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: https://www.bidsync.com/bidsync-cas/ INTRODUCTION AND OVERVIEW The Collier County Board of County Commissioners is partnering with the Collier County Clerk of Courts and Comptroller, as well as other Departments, (collectively referred to as “County”) have issued this Request for Proposal (hereinafter, “RFP”) with the intent of obtaining proposals from interested and qualified Contractors in accordance with the terms, conditions and specifications stated or attached. The Contractor, at a minimum, must achieve the requirements of the Specifications or Scope of Work stated. The intent of this RFP is to obtain a qualified contractor specializing in SAP S/4 HANA conversions/transformations, with public sector experience and leverage their expertise to ensure a successful, on-time migration. The services sought are conversion/transformation of the current SAP ERP 6 EhP 7 system to SAP S/4 HANA 2020 on Premise (or newer based on final project timeline). The final objective is to be running S/4 HANA with all necessary conversions/transformations of current and historical data (2003 – present) to fully leverage the capabilities of S/4 HANA. The configuration and data conversion/transformations should be based on SAP Best Practices as much as possible to ensure future upgrades are as trouble-free as possible. Future upgrades include the planned use of SuccessFactors and move to Universal Journal. The County has strived to keep its systems as close to standard as possible since the original implementation in 2003. There are minimal customizations or enhancements to the delivered system and most custom code is related to system reporting needs. Most of the County’s financial business processes are mature and defined and are not anticipated to change as a result of this project. Some processes will have to be updated/modified as a result of migration and may require an analysis/fit gap discussion as identified in the Scope of Work, and others may be identified during the project. However, beyond those listed, the County does not expect a significant process analysis effort during this project. A direct conversion/upgrade from our current ERP system is not possible because the County is using Classic Ledger with Special Ledger for Document Splitting, and SAP does not have active plans to develop a conversion option for this configuration. The final solution must include document splitting as part of the New General Ledger (New G/L) to continue to support our fund accounting requirements. BACKGROUND In 2001, SAP was selected by Collier County to support the County’s financial transactions. The SAP “go live” date was January 1, 2003 with R/3 version 4.6c with ISPS 4.62. SAP R/3 functionality implemented at “go live” or added since includes Finance, Controlling, Funds Management/Public Sector Management, Fixed Assets, Materials Management, Human Resources, Payroll, Grant Management and Project Systems, including the following: • In 2007, the 4.6C system was upgraded to ERP 6. • In 2012, Collier County implemented Dolphin invoice management, subsequently upgraded to Serrala FS 2 AP (Serrala), release 1907. • In 2015, the ERP 6 system was upgraded to EhP 7. • XiBUY / Xponential version 4.1.1.12 11.C.1 Packet Pg. 351 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 3 The County currently uses Classic Ledger with Special Ledger for Document Splitting based on our Funds Management requirements (Public Sector Extension). Collier County applies patches and support packs on a regular basis to keep the system current and up to date. TERM OF CONTRACT The contract term, if an award is made, is intended to be for current needs only. Prices shall remain firm through the life of this contract. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing s tructure. The County Manager, or designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred eighty (180) days. The County Manager, or designee, shall give the Contractor written n otice of the County's intention to extend the Agreement term not less than ten (10) days prior to the end of the Agreement term then in effect. All goods are FOB destination and must be suitably packed and prepared to secure the lowest transportation rates and to comply with all carrier regulations. Risk of loss of any goods sold hereunder shall transfer to the COUNTY at the time and place of delivery; provided that risk of loss prior to actual receipt of the goods by the COUNTY nonetheless remain with VENDOR. DETAILED SCOPE OF WORK 1. Intent. The purpose of this RFP is to solicit proposals from firms capable of providing the requisite services. The successful contractor will develop a project plan, with key milestones and timelines, including known pitfalls and recommendations, if any, to improve the timeline and ensure a successful migration. The project is expected to start in early 2022 with timelines to be negotiated with the selected contractor. As part of this project, Collier County plans to implement and roll out to key users the embedded analytics capabilities native to the S/4 application, specifically within the General Ledger and Funds Management/Public Sector modules. Other new or significantly improved functionality will be considered on a case-by-case basis for inclusion in the S/4 HANA project or as part of a subsequent project. 2. Scope of Work. Historical conversion/migration of the general ledger data from the Classic Ledger/Special Ledger tables to the New G/L is required with a possible future migration to Universal Journal to be considered. As part of the transformation effort, the County is interested in exploring the enhancement of several master data elements. The current fund number was originally configured to 3 digits and the current cost center and fund center numbers, respectively, were configured to 6 digits in length. The County desires to explore the extension of these fields in order to provide additional reporting capabilities. The County desires to renumber certain General Ledger Accounts/Commitment Items and assess populating the Segment field with data derived from the cost center for additional reporting capabilities. This project will also include: • Business Partner/Customer Vendor Integration configuration/conversion/transformation. • Business Partner/Employee/Business User Integration configuration/conversion/transformation. • New Asset Accounting configuration from Classic Asset Accounting. The County has run SAP Readiness checks, simplification checks, and has done as much preparatory clean-up as possible. 2.1 S/4 HANA Migration: The Contractor is to provide expertise/guidance/tools and services in the following areas: o Expertise on and resolution of known issues when performing S/4 HANA conversions/migrations. o Required data migration and transformation processes, initial testing and validation, specifically with General Ledger data. o Potential conversion of Fund, Cost Center and Fund Center to increased digits (Cost Center and Fund Center are two different data elements however the County keeps a one-to-one relationship between them). Cost Center and Fund Center would be a one-to-one mapping from the current digit structure with no splitting or combining of records. 11.C.1 Packet Pg. 352 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 4 o Potential remapping of certain General Ledger accounts/Commitment Items to new numbers. Most General Ledger accounts/Commitment Item numbers will not change; however, issues with several master data elements must be resolved. o Adding Segment data to historical transactions to enable additional reporting options. The County understands the Segment field can be derived from the Cost Center. o Successful migration of Serrala and XiBuy functionality to S/4 HANA. o Business Partner configuration, migration and initial testing and training for Customer, Vendor, Employee and system users. o Necessary configuration to enable embedded analytics for FI and FM/PSM. o New Asset Accounting configuration required as part of S/4 HANA. o Preparing organizations for implementation of SuccessFactors or equivalent functionality for Human Resources/Payroll. o Expertise with integrations to SuccessFactors for currently used technology platforms that will remain as part of the County’s landscape. o A role-based training curriculum that would prepare Collier to take advantage of the advanced capabilities of S/4 in areas such as reporting, monitoring, and system administration. o Considerations regarding potential implementation of SAP modules such as Analytics, Extended Warehouse Management and Qualtrics. o Project Systems configuration to support centralized enterprise project management. o Other issues identified by Collier County before the start of the project will be communicated to the selected Contractor. 2.2. The Contractor is expected to provide the following: 2.2.1 The County has expertise in ABAP programming to address Custom Code Remediation for S/4 HANA and changes to custom programs and interfaces as a result of the fund/cost center/fund center field length change. The successful Contractor must have ABAP resources available within their organization and include hours for ABAP support as needed in proposal submitted in response to this RFP. 2.2.2 The County has expertise in Basis / NetWeaver Administration. The successful Contractor must have Basis resources available within their organization and include hours for Basis support as needed in their proposal submitted in response to this RFP. 2.2.3 Security Role creation and updates will be the responsibility of Collier County with support, if necessary, from the selected Contractor. Changes to Validation and Derivation Rules as a result of the potential change of fund/cost center/fund center field length change will be the responsibility of Collier County. 2.2.4 Contractors responding to this request should have consultants versed in Change Management available within their organization. Hours for this type of support should be included in the proposal to provide guidance to County staff on best practices and communication timelines. 2.2.5 Knowledge Transfer. The successful Contractor will provide knowledge transfer and detailed written documentation to the County. 2.3 Collier County S/4 HANA Conversion. The County is currently assessing requirements/needs related to the conversion/transformation of the current SAP ERP 6 EhP 7 system to SAP S/4 HANA 2020 on Premise. To date, the County has completed minimal tasks related to the conversion to S/4. However, research and lessons learned from those activities completed have identified additional topics that will need to be addressed as part of this RFP. Overall Impression • The majority of the functionality used by the County will work the same in S/4 HANA as it does in the current ERP 6 system; there may be changes to the screen or how data is displayed, but the overall function processes the same. New General Ledger Configuration • Collier County needs assistance in completing the configuration necessary for New General Ledger functionality, including document splitting, and migrating the complete transactional history from 2003 to today, to the new general ledger tables before converting to S/4 HANA. The County would like the complete transactional history included in the conversion, if possible. Business Partner Configuration • Business partner configuration and conversion of Customer Master, Vendor Master, Employee Records and system users is required in S/4 HANA. The County will need guidance on how to configure the Business Partner functionality to meet our business needs. 11.C.1 Packet Pg. 353 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 5 New Asset Accounting • S/4 HANA will require some Asset configuration changes to enable the new Asset Accounting functions. The County will need guidance on how to configure the current state Asset configuration to S/4 HANA. Existing Functionality • The County desires to continue its use of Serrala or equivalent functionality for invoice workflow purposes and XiBuy for Procurement card processing. The County will need guidance on how to ensure the success of this migration. 3. Currently Implemented SAP Modules Include. FICO, Special Purpose Ledger, Fixed Assets, Funds Management, Budget Control, Cash Journal, Project Systems, Material Management, A/P, A/R, PY, HR, Org Mgmt and Business Workflow. 4. Current Systems Environment. The County is currently operating with the following standard SAP environments: • SAP ERP ECC 6.0 with Enhancement Pack 7 SP 21 • SAP Solution Manager 7.2 SP 12 • Adobe Document Services 7.50 • SAP Content Server 7.53 (Archiving FI attachments) • BSI Tax Factory 11 (Payroll taxes) The Production Database is approximately 820GB. The County plans to acquire the necessary hardware to support a parallel landscape (DEV/QAS/PRD) during this project. 5. Testing. Initial testing will be coordinated between the Collier project team and the successful Contractor. Acceptance testing of the migrated system will be the responsibility of the County. The County will assume the responsibility for employee training and communic ating the impacts of the system changes to the organization. Collier County will assign an internal Project Manager, and additional staff as necessary, to work with the Contractor’s project manager and ensure tasks and milestones are completed on time. 6. Known Challenges. The County currently uses Classic Ledger with Special Ledger for Document Splitting for Fund Accounting. SAP is not providing a direct conversion/upgrade path to S/4 HANA from this configuration so New General Ledger configuration will most likely be required. New Asset Accounting configuration changes. The County currently uses Classic Asset Accounting but the current configuration is not consistent with SAP Best Practices. Collier will consider recommendations for improvements as part of this RFP and migration process. Migration of Serrala and XiBuy platforms to S/4 HANA or equivalent functionality. Data inconsistencies compared to actual state in the Organizational Management and Personnel Administration modules. Migration from processing time entries without clock times to with clock times. 7. Clerk/County Project Team. The following County staff will be available to work with the Contractor on the successful completion of this project. Their relevant skills, and responsibilities: • Senior SAP Basis Administrators (Clerk’s Information Technology Department) o 20 years with SAP Basis experience in all related areas, DB, OS, security, ABAP, JAVA, NetWeaver, SOLMAN etc. o Availability =TBD • Senior SAP ABAP Developer (Clerk’s Information Technology Department) o 10+ years with SAP 11.C.1 Packet Pg. 354 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 6 o Availability =TBD • SAP Security Administrator (Clerk’s Information Technology Department) o 10+ years with SAP o Availability = TBD • SAP Finance Director (Clerk’s Finance Department) o 20 years SAP experience at Collier County. Functional expertise in all implemented FI/CO areas. o Availability = TBD • SAP Finance Operations Manager (Clerk’s Finance Department) o 10+ years SAP experience. o Availability = TBD • SAP Sr. Finance Accountant (Clerk’s Finance Department) o 5 years SAP experience. o Availability = TBD • SAP Sr. Finance Budget Analyst (County Office of Management and Budget) o 20 years SAP experience in implemented functionality. o Availability = TBD • SAP Trainer (Clerk’s Information Technology Department) o 5 years SAP experience in implemented functionality o Availability = TBD • HR Director (County Human Resources) o 20 years SAP experience in implemented functionality o Availability = TBD • S/4 Project Manager (Clerk’s Information Technology) o Availability = TBD • Director of Continuous Improvement (County Managers Office) o 10+ years’ experience in software system development o Availability = TBD • Applications Analyst (County IT) – TBD resource o Availability = TBD Additional resources will be available for testing the implemented functionality. 8. Project Start Date. The County anticipates starting this project in the first half of calendar 2022. REQUEST FOR PROPOSAL (RFP) PROCESS 1.1 The Proposers will submit a qualifications proposal which will be scored based on the criteria in Evaluation Criteria for Development of Shortlist, which will be the basis for short-listing firms. The Proposers will need to meet the minimum requirements outlined herein in order for their proposal to be evaluated and scored by the COUNTY. The COUNTY will then score and rank the firms and enter into negotiations with the top ranked firm to establish cost for the services needed. The COUNTY reserves the right to issue an invitation for oral presentations to obtain additional information after scoring and before the final ranking. With successful negotiations, a contract will be developed with the selected firm, based on the negotiated price an d scope of services and submitted for approval by the Board of County Commissioners. 1.2 The COUNTY will use a Selection Committee in the Request for Proposal selection process. 1.3 The intent of the scoring of the proposal is for respondents to indicate their interest, relevant experience, financial capability, staffing and organizational structure. 1.4 The intent of the oral presentations, if deemed necessary, is to provide the vendors with a venue where they can conduct discussions with the Selection Committee to clarify questions and concerns before providing a final rank. 1.5 Based upon a review of these proposals, the COUNTY will rank the Proposers based on the discussion and clarifying questions on their approach and related criteria, and then negotiate in go od faith an Agreement with the top ranked Proposer. 1.6 If, in the sole judgment of the COUNTY, a contract cannot be successfully negotiated with the top-ranked firm, negotiations with that firm will be formally terminated and negotiations shall begin with t he firm ranked second. If a contract cannot be successfully negotiated with the firm ranked second, negotiations with that firm will be formally terminated and negotiations 11.C.1 Packet Pg. 355 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 7 shall begin with the third ranked firm, and so on. The COUNTY reserves the right to negotiate any element of the proposals in the best interest of the COUNTY. RESPONSE FORMAT AND EVALUATION CRITERIA FOR DEVELOPMENT OF SHORTLIST: 1.7 For the development of a shortlist, this evaluation criterion will be utilized by the COUNTY’S Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Implementation/Plan of Approach 20 Points 2. Cost of Services to the County 20 Points 3. Specialized Expertise of Team Members 30 Points 4. Experience and Capacity of the Firm 20 Points 5. Local Vendor Preference 10 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty-four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County’s financial system of record. The tie breaking procedure is only applied in the final ranking step of the selection process and is invoked by the Procurement Services Division Director or designee. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director before at least three (3) witnesses. ---------------------------------------------------------------------------------------------------------------------------------------------------------- Each criterion and methodology for scoring is further described below. ***Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed or your proposal may be deemed non-responsive*** EVALUATION CRITERIA NO. 1: IMPLEMENTATION/PLAN OF APPROACH (20 Total Points Available) In this criteria, include but not limited to: • Proposed implementation plan, project timeline, including milestones. • Contractor performance benchmarks. • Contractor to describe ability to maintain schedules and meet deadlines . • Contractor to describe ability to manage the project cost (minimize change orders). • Contractor to describe close out process (no incomplete items upon turnover, warranties, training materials, operating manuals, etc.). • Contractor must describe and explain any circumstances or portions of their proposed solution that does not conform to the requested scope of work. • Contractor must describe any specific needs or requirements with respect to computer hardware. Contractor should provide relevant documents and diagram(s) that show the systems, interfaces, and hardware and software products architecture of the proposed solution. • Provide a summary of proposed optional services recommended. EVALUATION CRITERIA NO. 2: COST OF SERVICES TO THE COUNTY (20 Total Points Available) In this criteria, include but not limited to: • Contractor may opt to provide a Not-to-exceed pricing proposal and/or a Fixed pricing proposal. The County will evaluate either or both to determine the proposal that provides the best value to the County. • Please also include: o Total estimated price for the migration of the current SAP ERP 6 EhP 7 system to SAP S/4 HANA o Hourly Rate of Resources by skill/assignment, including ABAP and Basis resources support. • Provide an outline of deliverables and major tasks and sub-tasks. • Travel Costs: o Pricing should include all travel costs. 11.C.1 Packet Pg. 356 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) 8 EVALUATION CRITERIA NO. 3: SPECIALIZED EXPERTISE OF TEAM MEMBERS (30 Total Points Available) In this criteria, include but not limited to: • Contractor to provide number and nature of the professional staff to be assigned to the project on a “full-time” basis. o Contractor to provide resumes including all recent relevant experience of all proposed assigned staff, using the proposed technologies on their performance on these projects in terms of time, budget and provision of deliverables. • Contractor to provide number and nature of staff to be assigned to this project on a “part-time” basis. o Contractor to provide resumes including all recent relevant experience of all proposed assigned staff. • Contractor to provide number and nature of staff to be as signed to this project in the event contractor staff leave or are reassigned to ensure project continuity. • Contractor to identify which work activities that must be done onsite, and which can be done remotely. • Identify the supervisory and management staff who will be assigned to the engagement. • Contractor to provide job titles for the person doing each task. • Contractor to provide skills required for each task. EVALUATION CRITERIA NO. 4: EXPERIENCE AND CAPACITY OF THE FIRM (20 Total Points Available) In this criteria, include but not limited to: • The Contractor shall specialize in SAP S/4 conversions/transformations, with public sector experience. • The Contractor must have ABAP resources available within their organization . • The Contractor must have Basis resources available within their organization. • Provide information that documents your firm’s and subcontractors’ qualifications to produce the required deliverables, including abilities, capacity, skill, financial strength, and number of years of experience in providing the required services. • Describe the various team members’ successful experience in working with one another on previous projects. • Contractor to provide three (3) references from past successful implementation of previous clients. • The Contractor shall include a listing of projects describing their experience designing, developing and implementing (including lessons learned) of at least three (3) similar projects. The County requests that the vendor submits no fewer than three (3) and no more than ten (10) completed reference forms from clients during a period of the last 5 years whose projects are of a similar nature to this solicitation as a part of their proposal. Provide information on the projects completed by the Proposer that best represent projects of similar size, scope and complexity of this project using form provided in Form 5. Proposers may include two (2) additional pages for each project to illustrate aspects of the completed project that provides the information to assess the experience of the Proposer on relevant project work. EVALUATION CRITERIA NO. 5: LOCAL VENDOR PREFERENCE (10 Total Points Available) Local business is defined as the vendor having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanen t physical business address located within the limits of Collier or Lee County from which the vendor’s staff operates and performs business in an area zoned for the conduct of such business. VENDOR CHECKLIST ***Vendor should check off each of the following items as the necessary action is completed (please see, Vendor Check List)*** 11.C.1 Packet Pg. 357 Attachment: 21-7936 Solicitation (21875 : RFP S/4 HANA Implementation) Phoenix Business Consulting Response to Solicitation #21-7936 for: PROFESSIONAL SERVICES FOR SAP S/4 HANA IMPLEMENTATION DUE Date: December 10, 2021, 3 PM EST PHOENIX BUSINESS CONSULTING 6021 Midnight Pass Rd, Unit 3 Sarasota, FL 34242 Tel: (626) 375-3994 rfpteam@phoenixteam.com WWW.PHOENIXTEAM.COM RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 2 Table of Contents Transmittal Letter ...................................................................................................................................... 8 1 EVALUATION CRITERIA NO. 1: IMPLEMENTATION/PLAN OF APPROACH ............................................ 12 Executive Summary ......................................................................................................................... 12 Response to RFP DETAILED SCOPE OF WORK .................................................................................. 13 High Level Plan ................................................................................................................................ 22 Strategy .................................................................................................................................... 22 Scope ........................................................................................................................................ 22 Project Schedule & Activities ................................................................................................... 36 Project Activities by Phase ....................................................................................................... 37 Phoenix Team Level of Effort (LOE) .......................................................................................... 38 Project Team Roles / Responsibilities ....................................................................................... 40 Responsibility Assignment Matrix (RACI) ................................................................................. 40 Deliverables/Milestones Schedule ........................................................................................... 45 Assumptions ............................................................................................................................. 47 Project Management Methodology ................................................................................................ 53 Introducing the Phoenix Management Methodology .............................................................. 53 Issue Management Procedure ................................................................................................. 57 Introducing the Phoenix Implementation Framework ............................................................. 61 Risk and Cost Management Strategy ............................................................................................... 66 Close Out Process ............................................................................................................................ 66 Nonconformance to Specifications .................................................................................................. 67 Hardware Requirements ................................................................................................................. 68 Systems, Interfaces, and architecture ............................................................................................. 69 Optional Services ............................................................................................................................. 73 2 EVALUATION CRITERIA NO. 2: COST OF SERVICES TO THE COUNTY .................................................... 74 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 3 Project Implementation Costs ......................................................................................................... 74 Hourly Rate Schedule ...................................................................................................................... 75 Deliverable Payment Schedule ........................................................................................................ 75 Travel Costs ..................................................................................................................................... 76 3 EVALUATION CRITERIA NO. 3: SPECIALIZED EXPERTISE OF TEAM MEMBERS ...................................... 77 Project Team Introduction .............................................................................................................. 77 Project Team Resumes .................................................................................................................... 77 Introducing your Key Project Team Members .......................................................................... 77 Part Time Staff ................................................................................................................................. 87 Staff Composition ............................................................................................................................ 87 Project Team Onsite and Remote Work Activities ........................................................................... 88 Onsite ....................................................................................................................................... 88 Offsite ...................................................................................................................................... 88 Supervisory and Management Staff ................................................................................................ 89 Team Skills and Experience Summary ............................................................................................. 89 4 EVALUATION CRITERIA NO. 4: EXPERIENCE AND CAPACITY OF THE FIRM ........................................... 90 Phoenix Team: Leaders in SAP S/4 HANA Conversions/Transformations ..................................... 90 (re) Introducing Phoenix Business Consulting .......................................................................... 90 Introducinhg CBS, Inc. .............................................................................................................. 98 Resource Availability and Bench Depth ........................................................................................... 99 Phoenix Team s Qualifications ......................................................................................................... 99 Introducing CBS, INc. ............................................................................................................... 99 Phoenix Team’s Experience Working on Previous Projects .......................................................... 100 References ..................................................................................................................................... 101 Los Angeles World Airports .................................................................................................... 101 Orange County Public Schools (OCPS) .................................................................................... 102 Case Studies with Lessons Learned ............................................................................................... 105 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 4 Case SAtudy: OCPS ................................................................................................................ 106 Case Study: Los Angeles Unified School District .................................................................... 110 5 EVALUATION CRITERIA NO. 5: LOCAL VENDOR PREFERENCE ............................................................ 114 6 Required Forms ................................................................................................................................ 115 General Bid Instructions Acknowledgement/Acceptance ............................................................. 116 Collier County Purchase Order Terms and Conditions Acknowledgement/ Acceptance ............... 117 Form 1: Vendor Declaration Statement ......................................................................................... 118 Form 2: Conflict of Interest Certification ....................................................................................... 119 Proof of status from Division of Corporations - Florida Department of State ................................ 120 E-Verify Registration ...................................................................................................................... 121 Form 3: Immigration Affidavit Certification ................................................................................... 122 E-Verify Memorandum of Understanding or Company Profile Page ............................................. 123 Form 4: Certification for Claiming Status as a Local Business ........................................................ 124 Form 5: Reference Questionnaires ................................................................................................ 125 REFERENCE # 1: Brevard County, FL ...................................................................................... 125 REFERENCE # 2: Dunn County, WI ......................................................................................... 126 REFERENCE # 3: Miami Dade County Public Schools (MDCPS) .............................................. 127 REFERENCE # 4: Arapahoe County, CO .................................................................................. 128 Form 6: Grant Provisions and Assurances Package ....................................................................... 129 W-9 Form ...................................................................................................................................... 130 Insurance Requirements – Current Insurance Certificate at Collier ............................................... 131 Bid Schedule .................................................................................................................................. 132 Licenses and/or Certifications ....................................................................................................... 133 SAP Gold Partner Certification ............................................................................................... 133 SAP S/4HANA Migration Certification .................................................................................... 134 SAP Concur Certificate of Partnership .................................................................................... 135 Addendums ................................................................................................................................... 136 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 5 Addendum #1 ......................................................................................................................... 136 Addendum #2 ......................................................................................................................... 137 Addendum #3 ......................................................................................................................... 138 Addendum #4 ......................................................................................................................... 139 Addendum #5 ......................................................................................................................... 140 Addendum #6 ......................................................................................................................... 141 Addendum #7 ......................................................................................................................... 142 Appendix 1 - Letters of Recommendation ................................................................................................ 143 Orange County Public Schools .................................................................................................................. 143 Houston Independent School District (HISD) ............................................................................................ 145 Miami Dade County Public Schools (MDCPS) ........................................................................................... 145 Dunn County, WI ...................................................................................................................................... 147 County of Bernalillo, NM .......................................................................................................................... 148 County of San Luis Obispo, CA .................................................................................................................. 149 Sedgwick County, KS ................................................................................................................................ 150 University of Nebraska ............................................................................................................................. 151 City of Houston, TX ................................................................................................................................... 152 Los Angeles Community College District, CA ............................................................................................ 153 City of Toledo, OH .................................................................................................................................... 154 Texas State University, San Marcos .......................................................................................................... 155 UNICOR, Bureau of Federal Prisons .......................................................................................................... 156 University of Kentucky ............................................................................................................................. 157 City of Phoenix (Reference Questionnaire) .............................................................................................. 158 Appendix 2 – Sample SAP Roadmap ........................................................................................................ 159 Appendix 3 – Project Team Resumes ....................................................................................................... 160 A3.1 S/4HANA Migration Team ............................................................................................................... 160 A3.2 Data Transformation Team ............................................................................................................. 161 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 6 Table of Tables Table 1: Phoenix Team Requirements Mapping to County Goals ............................................................ 14 Table 2: Phoenix Team LOE .................................................................................................................... 39 Table 3: County S./4HANA Migration Project RACI ................................................................................ 40 Table 4: Deliverables/Milestones Schedule ............................................................................................ 46 Table 5: Project Assumptions ................................................................................................................. 47 Table 6: Data Transformation Assumptions ........................................................................................... 52 Table 7: Cost Drivers and Mitigation Strategies ..................................................................................... 66 Table 8: Estimated Hardware Sizing Details ........................................................................................... 68 Table 9: SAP Application Release Information ........................................................................................ 69 Table 10: S/4HANA Migration Project Pricing ....................................................................................... 74 Table 11: Hourly Rate for Resources ....................................................................................................... 75 Table 12: Deliverable Payment Schedule ................................................................................................ 76 Table 13: Phoenix Public Sector Client Portfolio (sample) ........................................................................ 96 Table of Figures Figure 1: Phoenix Management Methodology –Phases and Workstreams ............................................. 53 Figure 2: Phoenix Issues Identification and Escalation Process ............................................................... 57 Figure 3: Issue Management Process ..................................................................................................... 59 Figure 4: The Phoenix Implementation Methodology ............................................................................. 62 Figure 5: SAP Activate Roadmap for S/4HANA ....................................................................................... 64 Figure 6: Future SAP S/4HANA Landscape .............................................................................................. 70 Figure 7: SAP Systems/Environments ..................................................................................................... 72 Figure 8: Profile of Phoenix Service Offerings .......................................................................................... 93 Figure 9: Phoenix SAP Solutions .............................................................................................................. 93 Figure 10: Phoenix Offices Worldwide ..................................................................................................... 94 Figure 11: Phoenix Organizational Structure ........................................................................................... 95 Figure 12: Phoenix Partners .................................................................................................................... 95 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 7 Figure 13: Phoenix Master Services Agreements ..................................................................................... 96 Figure 14: Phoenix’s Public Sector Experience (sample) ........................................................................... 98 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 8 TRANSMITTAL LETTER Attn: Barbara Lance, Procurement Strategist Procurement Services Division 3295 Tamiami Trail Est, BLDG C-2 Naples, FL 34112 Re: Solicitation #21-7936 - Professional Services for SAP S/4HANA Implementation Dear Ms. Lance, Phoenix Business, Inc. dba Phoenix Business Consulting (“Phoenix”)and our partner Corporate Business Solutions (CBS) Inc., the “Phoenix Team”, are pleased to present to Collier County (“the County”) our response to your solicitation for Professional Services for SAP S/4HANA Implementation. Combined, our joint capabilities offer the County the unique opportunity to engage a powerhouse team of S/4HANA Business Transformation specialists. We are proud to say that the Phoenix Team is setting the standard for S/4HANA Business Transformations. In the following pages, we are confident that we have provided you a compelling response to your stated requirements. WHY THE PHOENIX TEAM? As a valued SAP Gold Partner, Phoenix is a recognized industry leader of SAP for Public Sector; possessing a proven track record of project successes, deep SAP domain expertise and extensive knowledge of Public Sector Best Practices. In fact, we are SAP’s “go-to” partner in Public Sector and offer an extensive array of SAP solutions that we specifically tailor to meet the unique requirements found in the Public Sector. We are also the only SAP Partner in Public Sector that has the ability to offer our al SAP products, implementation, and ongoing support services such as: S/4HANA On-Premise, S/4HANA Cloud (ES and EX), SAP Business ByDesign, Ariba, SuccessFactors and Concur. Since our founding in 1998, Phoenix has been committed to serving the specialized SAP implementation/support requirements of the Public Sector. Over our 23+ year history, we have provided SAP implementation, staffing, and support services to over 100 Public Sector agencies, and are one of the leading providers of SAP Implementation and Support services to Public Sector organizations in the country with over 100 successful implementation projects. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 9 Phoenix has also been one of the County’s current SAP Support vendors (Since 2018). Phoenix projects at the County include: ✓ Changes to and New Benefits Plans for 2019 ✓ Time and Attendance Assessment ✓ SAP Payroll (FRS) ✓ SAP Roadmap (Complimentary Service) We are also headquartered in nearby Sarasota and have provided SAP implementation, staffing, and training services in Florida. Our Florida clients include: ✓ Orange County Public Schools o SAP Modernization Project/Support ▪ Recently completed (See Reference Letter) ✓ Miami Dade County Public Schools o SAP ERP Implementation/Support ▪ Recently selected for upcoming SAP SuccessFactors Project ✓ Brevard County o SAP Support ▪ Recently selected for Brevard County’s SAP HANA Migration Project o Gainesville Regional Utility ✓ State of Florida o Florida Department of Management Services Information Technology Staff Augmentation Contract (ITSAC) Services ▪ State Staffing Contract Phoenix also supports SAP Germany on testing S/4HANA Public Sector functionality and we provide feedback to the SAP development team. Phoenix was part of the original development of the Public Sector solution and continues to work with SAP in advancing Best Practices in SAP implementations. Phoenix staff (Joe Thompson) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 10 includes the SAP Public Sector Product Manager for SAP Germany for 7 years. Phoenix is currently working with SAP executives on initiatives to educate Public Sector customers about S/4HANA and to help them migrate their ECC systems to S/4HANA. Phoenix has a lot of experience in implementing solutions on HANA and S/4HANA. Phoenix implemented the very first Public Sector HANA project in 2013 and has been involved in numerous HANA database upgrades and S/4HANA software upgrades in both Commercial and Public Sector clients. Our staff is continually educating themselves on the most current information regarding HANA upgrades. Some of our Hana database and S/4HANA upgrade and implementation customers include: Los Angeles Unified School District, Monroe County, New York Housing Authority, InMusic, Certified Collectibles Group, WC Bradley, Houston Independent School District, Los Angeles Community College School District, Houston Independent School District, Avnet and many others. Phoenix meets and exceeds Brevard County’s requirements for an experienced HANA Upgrade implementer. Phoenix is also Lenovo’s SAP HANA upgrade partner. Lenovo uses Phoenix when a customer requires an implementer for a HANA database upgrade or an S/4HANA implementation or upgrade. Phoenix evaluates the customer’s hardware requirements, basis, security and functional requirements and helps Lenovo customers around the US perform their Hana database and S/4HANA implementation and S/4HANA migration projects. Phoenix also offers many value-added services for our clients at no additional charge. For example, Phoenix’s Value Series Webinars are held regularly to help our clients understand and adapt to the rapidly evolving SAP landscape, especially as many of our clients are in the process of planning for their migration to SAP S/4HANA. Another value-added service that many of our clients have taken advantage of is our complimentary SAP Roadmap assessment. Our approach involves holding Discovery sessions with our clients to generate a report to help then merge their goals/objectives with SAP’s future developments. Phoenix has performed dozens of free SAP Roadmaps to Public Sector customers. A sample roadmap has been provided in Appendix 2 – Sample SAP Roadmap. SUMMARY Phoenix brings a perfect blend of value, expertise, and experience to implement the functionality and scope identified in the RFP. Phoenix is already very familiar with the County’s IT environment, business processes, goals, pain points, and Vision for the future upgrade to S/4HANA. Phoenix can provide all of the functionality RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 11 and expertise required for the project. By selecting Phoenix as your implementer, it enables the County to leverage our vast knowledge of Government solutions and Public Sector Best and Leading Practice s and will ensure the County gets the most out of its investment in SAP HANA. You contact for this RFP is as follows: Name / Title John Eagles, Proposal/Contracts Manager Address 6021 Midnight Pass Road, Unit 3, Sarasota, FL, 34242 Phone: 626-375-3994 Email: rfpteam@phoenixteam.com The County is one of Phoenix’s most important customers. The County is not just another customer to Phoenix, we intend to provide the highest possible levels of service and attention. This means that the County will get our best resources and immediate attention to any issues or problems that may arise during the project. We will be flexible in our approach to working with the County and operate as true partners in ensuring the success of the project. We are very excited with this opportunity to work with the County and can guarantee you our utmost attention to the success of your project. You have my personal assurance that I will do everything possible to ensure that your implementation initiatives are an immediate and long-term success. Please do not hesitate to contact us if you have any questions or require further assistance. We look forward to hearing from you and thank you for the opportunity to partner together. Respectfully, Hanif Sarangi, President, Phoenix Business Consulting rfpteam@phoenixteam.com RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 12 1 EVALUATION CRITERIA NO. 1: IMPLEMENTATION/PLAN OF APPROACH EVALUATION CRITERIA NO. 1: IMPLEMENTATION/PLAN OF APPROACH (20 Total Points Available) In this criteria, include but not limited to: • Proposed implementation plan, project timeline, including milestones. EXECUTIVE SUMMARY The Phoenix Team understands that Collier County is seeking a highly experienced firm to support the migration of the County’s SAP ECC system to SAP S/4HANA 2020 on-Premise. This effort is expected to begin early/mid- 2022 and includes providing guidance in the following areas: ✓ Expertise on and resolution of known S/4HANA migration issues ✓ Required data migration processes, testing and validation ✓ Business Partner configuration, migration and testing ✓ Configuration to enable embedded analytics for Public Sector Finance (e.g. – FM/GM) reporting ✓ Early identification of potential issues prior to the start of the project The planned target production system is to be transitioned to S/4HANA. To prepare for this, we plan to switch the County to New G/L and the introduction of the Business Partner. Our approach is based on a Selective Data Transition (SDT) approach, which enables the County to accomplish the migration to S/4HANA in a single step. The approach is enabled due to the innovative approach, methodologies, and tools contained in our proposal. This approach is being co-developed with SAP as part of the S/4HANA Selective Data Transition Engagement initiated by SAP. This was the same approach we applied at Arapahoe County. The County’s project was a great success with Arapahoe County “going live” on S/4HANA in March 2021. Please refer to Section 6, Subsection - 6.10.4 - REFERENCE # 4: Arapahoe County, CO for a video testimonial from Arapahoe County. The Phoenix Team intends to work closely with the County to coordinate the S/4HANA Migration/Transformation (our High-Level plan is found in Section 1.3 - High Level Plan). We understand that the County will be assigning many key staff to support this with at least a 50-75% commitment of their time. Phoenix will provide knowledge transfer to assigned County staff, and we have included recommendations on SAP training in our response. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 13 RESPONSE TO RFP DETAILED SCOPE OF WORK The Phoenix Team plans a one-step migration from ECC to S/4HANA and plan to map the County’s existing roles assignments to our Public Sector Best Practice-Based Roles. This includes mapping transactions to the most current S/4HANA Fiori Apps during the project, demonstrating each app to the County project team, and having the County decide which apps you would like to implement. Phoenix will also enable Embedded BW, activate necessary services, setup search models, activate the appropriate analytical apps provided by SAP S/4HANA and adjust them for currency settings, thresholds (for smart business apps). Phoenix understands the importance of bringing custom dimensions (Z fields) or measures (Calculated KPIs) to these reporting models and have estimated the appropriate project hours towards potential customizations. SAP S/4HANA has many analytical applications powered by embedded Business Warehouse in Finance, Sourcing and Procurement, and Public Sector Accounting. These will be documented in the Implementation Blueprint Document. Our team will enable S/4HANA features which have to migrate to S/4HANA. Understood. Please see our High-Level plan in Section 1.3 - High Level Plan. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 14 Understood. Please see our High-Level plan in Section 1.3 - High Level Plan. Understood. Table 1: Phoenix Team Requirements Mapping to County Goals County Goals Phoenix Team Comments o Expertise on and resolution of known issues when performing S/4 HANA conversions/migrations. The Phoenix Team’s successful S/4HANA Migration project at Arapahoe County be invaluable to then project. The Phoenix Team’s experience at other clients, such as Monroe County, also provided us with valuable lessons learned. Although this S/4HANA Migration project did not go live, a primary aspect of the project to be aware of is he scope of the Fiori implementation. The County must have sufficient resources to support the additional testing, training and/or organizational change management efforts that come from increased Fiori scope. o Required data migration and transformation processes, initial testing and validation, specifically with General Ledger data. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 15 County Goals Phoenix Team Comments o Potential conversion of Fund, Cost Center and Fund Center to increased digits (Cost Center and Fund Center are two different data elements however the County keeps a one-to-one relationship between them). Cost Center and Fund Center would be a one-to-one mapping from the current digit structure with no splitting or combining of records. Data transformation during the migration will be accomplished via an ETL tool developed by our partner, CBS. We will advise the County on Best Practices field lengths for Fund, Cost Center and Funds Center (10 digits). o Potential remapping of certain General Ledger accounts/Commitment Items to new numbers. Most General Ledger accounts/Commitment Item numbers will not change; however, issues with several master data elements must be resolved. o Adding Segment data to historical transactions to enable additional reporting options. The County understands the Segment field can be derived from the Cost Center. Incorporating the Segment field requires the use of the Profit Center. Profit Centers are assigned to master data like Cost Centers, WBS Elements, Orders and Segments are determined from the Profit Center. We recommend that the County follow Best Practices field lengths for Profit Center and Segment (10 digits). o Successful migration of Serrala and XiBuy functionality to S/4 HANA. Serrala & XiBuy solutions are certified to work with S/4HANA. The County can continue to use Serrala for invoice capture and use S/4HANA for payable analysis and clearing of the invoices. Similarly, the County can continue to use XiBuy from Paymetric for processing PCard spend and settlements. Both these solutions leverage standard APIs to post financial entries in SAP S/4HANA and, post-migration, they will generate entries into the universal journal. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 16 County Goals Phoenix Team Comments o Business Partner configuration, migration and initial testing and training for Customer, Vendor, Employee and system users. Business Partners with CVI (Customer Vendor Integration) and Employee / Business User Integration are required for S/4HANA and will be performed by CBS’s transformation tool. o Necessary configuration to enable embedded analytics for FI and FM/PSM. We will map the County’s existing roles to our Best Practices Roles and their transactions to the most current S/4HANA Fiori Apps during the project, demonstrate each app to the County project team, and have the County decide on which apps the County would like to implement. o New Asset Accounting configuration required as part of S/4 HANA. New Asset Accounting is required with the migration to S/4HANA. New Asset Accounting can be done in ECC, but the County would be required to implement the ledger-based public sector solution (i.e., modified accrual in one ledger, full accrual in another). The recommended approach is the accounts- based public sector solution, which is only possible in New Asset Accounting in S/4HANA. o Preparing organizations for implementation of SuccessFactors or equivalent functionality for Human Resources/Payroll. We are currently working with a number of other Counties to migrate them to SAP’s newest offerings such as S/4HANA and SAP cloud products such as SuccessFactors. In 2021 Phoenix signed new contracts with counties such as Sedgwick County, County of Williamsburg and Tarrant County to perform these services. We were also recently selected for the SAP SuccessFactors project at Mimi Dade County Public Schools. o Expertise with integrations to SuccessFactors for currently used technology platforms that will remain as part of the County’s landscape. o A role-based training curriculum that would prepare Collier to take advantage of the advanced capabilities of S/4 Our approach captures this requirement. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 17 County Goals Phoenix Team Comments in areas such as reporting, monitoring, and system administration. o Considerations regarding potential implementation of SAP modules such as Analytics, Extended Warehouse Management and Qualtrics. The Phoenix Team has a good understanding of the County’s SAP landscape and will take this into consideration. o Project Systems configuration to support centralized enterprise project management. Our approach captures this requirement. o Other issues identified by Collier County before the start of the project will be communicated to the selected Contractor. This will be performed during the Prepare Phase of the project. The Phoenix Team has extensive ABAP/BASIS capabilities and will provide the resources needed to support the County’s ABAP requirements. We will map existing County roles (and their transactions) to our Best Practices roles and use the most current S/4HANA Fiori Apps during the project. We will then demonstrate each app to the project team and discuss with the County decide which apps will be selected for implementation. Security, authorizations and role-based training will be developed based on our Best Practices roles, updated for any changes introduced with (a) the increase in field length of the Fund, Cost Center and Funds Center field, (b) transformation of Cost Center and General Ledger Account/Commitment Item values, and (c) inclusion of the Profit Center and Segment fields. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 18 The Organizational Change Management (OCM) effort will depend on the number of Fiori Apps the County chooses to implement, the extent to which the existing master data fields are transformed and impact existing business processes and reporting, and the use of the new Profit Center and Segment fields. We will discuss our experience at Monroe County where the County tried to do more than they were ready to support. Our initial migration approach is to minimize the number of Fiori apps implemented. This reduces project cost, risk, and complexity. See comment above. Understood. County users will receive the Knowledge Transfer needed to support the system. We will map existing County roles (and their transactions) to our Best Practices roles and use the most current S/4HANA Fiori Apps during the project. We will then demonstrate each app to the proje ct team and discuss with the County to decide which apps will be implemented initially. Security, authorizations and role-based training will be developed based on our Best Practices roles and updated for any changes introduced with (a) the increase in field length of the Fund, Cost Center and Funds Center field, (b) transformation of Cost Center and General Ledger Account/Commitment Item values, and (c) inclusion of the Profit Center and Segment fields. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 19 This will be accomplished via a one-step migration from ECC to S/4HANA. This would be the logical approach based on the opinion of our SMEs in this area. The Phoenix Team will perform the S/4HANA Data Transformation and Migration using CBS’s System Migration Tool. Business Partners with CVI (Customer Vendor Integration) and Employee / Business User Integration are required for S/4HANA and best done during the migration process using the CBS transformation tool. New Asset Accounting is required with the migration to S/4HANA. New Asset Accounting can be done in ECC, although the County would be required to implement the ledger-based public sector solution (i.e., modified accrual in one ledger, full accrual in another). The recommended approach is to use the accounts-based Public Sector solution, which is only possible via New Asset Accounting in S/4HANA. Understood. Note that HR/Payroll testing in S/4HANA primarily involves payroll. The Phoenix Team will assess whether we can “decluster” payroll results to make reporting easier. In addition, certain changes in the FI dimensions will have to be analyzed and tested in HR/payroll. Finally, our team intends to perform parallel testing with the RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 20 understanding that no new HR/payroll functionality. This approach will facilitate integrating HR/Payroll with any changes to FI design and ensure that key programs work properly within S/4HANA. Understood. Understood. Understood. The Phoenix Team understands these challenges and has addressed them in our response. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 21 • Senior SAP Basis Administrators (Clerk’s Information Technology Department) o 20 years with SAP Basis experience in all related areas, DB, OS, security, ABAP, JAVA, NetWeaver, SOLMAN etc. o Availability =TBD • Senior SAP ABAP Developer (Clerk’s Information Technology Department) o 10+ years with SAP o Availability =TBD • SAP Security Administrator (Clerk’s Information Technology Department) o 10+ years with SAP o Availability = TBD • SAP Finance Director (Clerk’s Finance Department) o 20 years SAP experience at Collier County. Functional expertise in all implemented FI/CO areas. o Availability = TBD • SAP Finance Operations Manager (Clerk’s Finance Department) o 10+ years SAP experience. o Availability = TBD • SAP Sr. Finance Accountant (Clerk’s Finance Department) o 5 years SAP experience. o Availability = TBD • SAP Sr. Finance Budget Analyst (County Office of Management and Budget) o 20 years SAP experience in implemented functionality. o Availability = TBD • SAP Trainer (Clerk’s Information Technology Department) o 5 years SAP experience in implemented functionality o Availability = TBD • HR Director (County Human Resources) o 20 years SAP experience in implemented functionality o Availability = TBD • S/4 Project Manager (Clerk’s Information Technology) o Availability = TBD • Director of Continuous Improvement (County Managers Office) o 10+ years’ experience in software system development o Availability = TBD • Applications Analyst (County IT) – TBD resource o Availability = TBD Understood. During the Prepare Phase, the Phoenix Team will discuss availability and timing of County resources and refine our plan as needed. See Section 1.3 - High Level Plan. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 22 Understood. Understood. Our current plan assumes an April 2022 start. Should we need to adjust the start date, we can work with the County to ensure that project timing is optimized. HIGH LEVEL PLAN • Proposed implementation plan STRATEGY The County is planning to migrate to SAP S/4HANA 2020 on premise. For this purpose, the planned target production system is to be transitioned to S/4HANA as fast as possible to avoid any delays on the modernization roadmap. However, to be able to convert the production system to S/4HANA some preconditions need to be met, like for example the switch to New G/L and the introduction of the business partner. Phoenix Team proposes a Selective Data Transition (SDT) approach, where the preliminary work as well as the conversion to S/4HANA are combined into one project with one go-live. This approach is being co-developed with SAP as part of the S/4HANA Selective Data Transition Engagement initiated by SAP. This will be the same approach as the one applied at Arapahoe County, with resulted in a successful go-live in March 2021. The project approach adopted by Phoenix allows for flexible task sharing between the Phoenix Team and County Team. Ranging from purely technical support through to comprehensive project support, several combinations are conceivable. SCOPE Data migration to S/4HANA With the SDT Migration approach, the data is migrated between the ECC system and the S/4HANA system. This process is repeated during the test phases and at go-live. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 23 One key difference in this approach is, that the new S/4HANA system can be prepared as part of the normal project work in parallel while the original productive system is still operational. The preparation includes: 1. The conversion to the new HANA database, 2. The conversion to S/4HANA 3. Any adjustments to the configuration (e.g. New G/L) 4. Any adjustments to custom-code 5. Users and authorizations and roles 6. Interfaces. During the downtime, only the application data is migrated to the new system. Considering the system size of approximately 820 GB, this leads to a significant reduction in downtime and avoids risks associated with complex cutover plans. The data migration is facilitated by the Phoenix Team Enterprise Transformer. Where the data structures between source and target system are equal, an easy 1:1 data migration will be applied. Where data structures have changed, the Phoenix Team Enterprise Transformer will generally utilize the conversion routines provided by SAP but is a flexible way to ensure that the SDT content is converted, too. Main requirements The main requirements are listed below: 1. Collier County is currently using Classic Ledger with Special Ledger for Document Splitting. The offered solution will include document splitting as part of the Universal Journal to continue to support the fund accounting requirements. 2. Historical migration of general ledger data from the Classic Ledger/Special Ledger tables to the Universal Journal is required to be able to leverage the embedded analytics on the complete general ledger history. 3. Enhancement of master data elements: a. Extension of cost centers from 6 to 10 digits (aligned with SAP for Public Sector Best Practices) b. Extension of fund centers from 6 to 10 digits (aligned with SAP for Public Sector Best Practices) c. Extension of funds from 3 digits to 10 digits (aligned with SAP for Public Sector Best Practices) d. Renumbering of GL Accounts e. Renumbering of Commitment items f. Update of Segment field with data derived from the cost center (from profit center assignments) for additional reporting capabilities. g. Business partner renumbering h. MRP and Material Ledger updates required as part of S/4 HANA RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 24 Data transformation to New G/L The creation of New G/L documents will be done for all data available online in the system. All data of the classic G/L (documents and balances) will be transferred into the structures of the New G/L and Universal Journal. This ensures a consistent reporting. Ledger-Design 1 ledger (US GAAP) will be implemented. All items and balances will be transferred to the leading ledger 0L (US-GAAP). Additional ledgers are not required. Implementation of document splitting Collier County is currently using Classic Ledger with Special Ledger for Document Splitting. The offered solution will include document splitting as part of the Universal Journal to continue to support the fund accounting requirements. The document splitting feature in the New G/L enables complete balance sheets based on splitting entities. To split existing documents, Phoenix Team uses SAP standard reports and function modules. This approach ensures that every document being split during the transformation will be identical to a document posted online. We assume that the document split will be implemented based on the following dimensions: Split dimension Zero balance Mandatory field Fund Yes Yes Grant Yes Yes Segment Yes Yes The following documents will be split ex-post: Document Relevant since Approx. Line items RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 25 All documents + open postings from prior years From due date 10/01/2022 TBD Funds and grants are currently used in Special Ledger tables. In a first step, the enrichment of FI documents with funds and grants is necessary. For this step, the County is providing mapping rules for the derivation of funds and grants based on e.g., accounts/controlling elements or other criteria. Profit centers and segments are currently not in use and need to be enriched in FI documents. Collier is providing mapping rules for the derivation of segments from profit centers assigned to cost centers. Funds, grants, profit centers, and segments will be enriched for all transactional data in FY 2023 and open FI documents with due date of September 30, 2022. To minimize manual re-work, Phoenix Team recommends using the New G/L posting logic in the productive system at least at due date of New G/L activation. For the period of time between the due date and go live, the validations of FI documents are recommended to ensure correctly posted documents. Dimensions in documents posted prior to the due date will be enriched according to the CO account assignments within the documents. If a pre-enrichment is not possible, the document will be manually enriched after the split or a dummy entry will be implemented. Phoenix Team will handle the ex-post document splitting as follows: • Initial document splitting for all relevant documents – predecessor documents, open items, documents of the current fiscal year • Provision of an error log to the Phoenix Team with the following content: o Errors due to missing account assignments o Errors due to wrong (splitting) customizing o Errors due to hidden fields (e.g., funds, profit centers, segments) • Customer will handle all customizing related issues. After adjustments, Phoenix Team will split the documents again. • Documents that could not be split due to missing predecessor document or missing CO assignments will be updated via a default profit center (which can be defined in customizing) and (technically) split again. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 26 Splitted documents Number of iterations Action after iteration 1 Action after iteration 2 Predecessor documents 2 Provision of an error log by Phoenix Team Adjustment of customizing errors by Phoenix Team Update of fields with dummy funds and grants and (technical) re-split. Open items 2 Provision of an error log by Phoenix Team Adjustment of customizing errors by Phoenix Team Update of fields with dummy funds and grants and (technical) re-split. Documents of current fiscal year 2 Provision of an error log by Phoenix Team Adjustment of customizing errors by Phoenix Team Update of fields with dummy funds and grants and (technical) re-split. Phoenix Team is offering the execution of document splitting for all historical data (2022 and before) as an option. Renumbering of objects As part of the project, the County would like to renumber the following objects: Object Activity Cost centers Renumbering from 6 to 10 digits (aligned with Best Practices) Funds centers Renumbering from 6 to 10 digits (aligned with Best Practices) Funds Renumbering from 3 to 10 digits (aligned with Best Practices) G/L accounts Renumbering to be defined RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 27 Commitment items Renumbering to be defined Business Partners Renumbering to be defined The County will provide a mapping for the mentioned objects. The renumbering (1:1 mapping) will be executed for all historical data. MRP and Material Ledger updates required as part of S/4 HANA Material ledger is currently not in use and will be technically activated to satisfy the needs of S/4HANA. Production system affected The following live source systems and target systems will be part of the transformation: System Source Target Information/Release PROD X SAP ERP 6 EhP 7 HANA 2.0 PROD X SAP S/4 HANA 2020 on Premise Other transformation -relevant systems For the target system landscape, we anticipate the following transformations: System Transformation Approach Project System (target) An empty copy the PROD converted to S/4HANA as the target system. This is an exclusive test system for the project. The Phoenix Team ET Enterprise Transformer® will be used to transform the system in test cycles (unit tests and integration tests). Project System (Source) A complete copy the PROD on ECC as the static source system. Development System System copy of the project system after the conversion to S/4 by the ordering party. This system will become the new Development System once S/4 is live. QA System System copy of the production system after the go-live by the ordering party RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 28 In addition to the aforementioned ERP systems, there is no provision for further conversions by Phoenix Team in other systems. Transformation method To facilitate transformations in SAP systems, the Phoenix Team ET Enterprise Transformer® supports several approaches, which essentially differ in terms of the downtime duration and the Customizing effort associated with the Enterprise Transformer: Transformation method Standard ET Customized ET Customized ET + NZDT System consolidation General approach Downtime Downtime Near-zero downtime Zero downtime ET content Pre-delivered content Adjusted to Phoenix Team requirements (object definition, object splits, and so on) Customer-specific (using delta handling) Customer-specific (using delta handling) Database handling Standard Adjusted to Phoenix Team requirements (view generation, index optimization, and so on) Adjusted to Phoenix Team requirements (view generation, index optimization, and so on) Adjusted to Phoenix Team requirements (view generation, index optimization, and so on) SAP Basis consulting by Phoenix Team No Yes Yes Yes Customer required to optimize hardware? Usually not Yes Yes Yes Performance monitoring during the transformation No Yes Yes Yes Considering the predefined number of transformation objects and the associated volume, we anticipate that the "Standard ET" method will be used to minimize downtime. If, during the project, it comes to light that the downtime available is less than expected or that the transformation itself will take longer than planned, an alternative approach can be used. However, this does not form part of this proposal. By using the Phoenix Team ET Enterprise Transformer® you gain the following benefits: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 29 • Transformation date can be freely defined. The date is completely independent from fiscal year end / beginning. • Phoenix Team is providing customized, Phoenix Team specific transformation instead of fixed scenarios. Transformations are combinable with other transformations e.g., New G/L implementations, chart of account transformation, etc. • Transformation of historical data into S/4HANA and new G/L structures is ensured. All historical documents appear as posted in S/4HANA. Phoenix Team is also able to enrich historical data e.g., profit center, functional areas, document split. After the migration, you can switch off old systems. • The ET® tool enables automated reconciliation process of totals and balances and offers specific analysis tools for identifying wrong posting logic, missing or incorrect master data • No separate SAP New G/L migration service needed. Downtime during the live transformation In the context of this proposal, we anticipate a technical downtime (exclusive use of the system by Phoenix Team) of approximately 48 hours for the transformation. Preparatory and downstream activities performed by the Phoenix Team (for example, backup, validation, and function tests) will not form part of the downtime specified and will need to be added to determine the total downtime. The downtime refers to the complete system. In other words, entities not affected by the transformation (e.g., other SAP clients, non-affected company codes, all interfaces) will also not have any access to the system during this time. An initial estimate of the actually required downtime will be made after the transformation of the first integration test has been executed and specified in concrete terms iteratively (that is, from test cycle to test cycle). RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 30 Upon request, Phoenix Team can provide support for a (partly) automated conversion if this is commissioned separately. Selection and Mapping Both the selection complexity and logic as well as the mapping complexity and logic are key cost drivers in a transformation project. Any changes to these parameters during the project frequently incur additional costs and greater risks. Therefore, an initial, stable definition is one of the success factors for a transformation project. Selection complexity The selection specifies which system data forms the content of the transformation. In the simplest scenario, all system data is considered. In other words, there are no restrictions. The Phoenix Team ET Enterprise Transformer® provides the option to specify, on a Phoenix Team or project basis, which data will form part of the selection. In particular, at the upper levels of an SAP organizational structure (for example, the company code), it is relatively easy to map the selection. On the other hand, very specific selection criteria (for example, selected profit centers, product groups or similar) increase the complexity of the selection. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 31 The following table describes the selection complexities defined as a basis for this proposal, along with their percentage distribution: Selection Complexity Description Percent- age Low • No restriction of the selection logic for each transformation object. For each object, either no data or all data is transferred. 100% Medium • Restrictions pertaining to organizational data (for example, certain plants only, company codes, materials, vendors and so on) • Restrictions at header level of the transformation object • Low to medium dependencies on other transformation objects 0% High • Restrictions pertaining to other characteristics (for example, fiscal years) • Restrictions at item level of the transformation object • High dependencies on other transformation objects 0% Very High • Same criteria as "High"; the effort associated with implementing the selection for one object exceeds two days 0% Mapping complexity The mapping complexity determines the effort associated with the technical implementation. Simple mappings are based on structured mapping tables that assign a new value to old values. More complex mappings are dependent on conditions or require specific programming of the logic to determine the target value. The following table describes the various mapping complexities. The percentage distribution underlying this proposal is also shown: Mapping Complexity Description Percent age Low • Fixed value assignment or 1:1 assignment (single target field depends on precisely one source field at the same hierarchy level) • Set a prefix or suffix. 50% RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 32 Mapping Complexity Description Percent age Medium • Mapping refers to more than one source field at the same hierarchy level or at a superior hierarchy level (for example, MRP controller depends on the plant and material group). 50% High • Programming of the mapping required • Reading of data from other objects/database tables required • Data from subordinate hierarchy levels is required for the mapping (for example, item category defines the order type). • Enrichment of incomplete table structures (for example, enrichment during a transformation from classic General Ledger Accounting to General Ledger Accounting (new) or enrichment of historical data from non-SAP systems) 0% Very High • Same criteria as "High"; the effort associated with implementing a single mapping exceeds two days 0% Additional assumptions Defining specifications regarding selection and mapping complexity at the start of the project will ensure a high- quality transformation. Nonetheless, it may be necessary to change these parameters during the project. Depending on the extent of these changes, this may result in fundamental changes to the setup of the transformation software. To ensure that successful implementation of the live conversion and adherence to the timeframe are not endangered, such adjustments are permitted only up to a certain time. The following list describes the framework conditions that need to be observed: • Mapping and selection adjustments: Changes to the mapping logic and selection logic are no longer permitted after the second last test cycle • Changes to the mapping content are no longer permitted after the acceptance test RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 33 • Timeframe for mapping content: The information required for the mapping content must be provided no later than two weeks before the start of each transformation • There will be no release upgrade of an SAP system involved in this project during the project runtime A differing procedure can only be selected after discussion and risk estimation with the responsible Phoenix Team project manager. Tests and Go-live NUMBER OF TEST CYCLES The following tests form part of this proposal: • One unit test • Two integration tests • One acceptance test • No performance test The following list describes the various test cycles based on the following criteria: • Content • Persons responsible for conducting the tests • Volume of data migrated • Suitability of data migrated for further processing • Post-test mapping changes • Volume of custom developments transferred • Authorizations • Cutover issues • Acceptance relevance Test Objective Criteria Unit Test Technical check of data by Phoenix Team and Phoenix Team IT • The tests are conducted by Phoenix Team consultants and – if possible - Phoenix Team's IT employees. • The tests aim at verifying the details of the migration concept on an object by object basis. An overall integration of the migrated data cannot be ensured. • The tests can be performed on parts of the data – no full load is in all cases required. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 34 Test Objective Criteria • The transformed data is not always suitable for further processing. Integration Test 1 Content- related check of data followed by a process test • The test is conducted by the Phoenix Team's user department. • All master data, selected transaction data, and selected historical data is transferred. • Further processing of the master data is fundamentally guaranteed. • Transformed transaction data can be processed further to a limited extent only. • This test is used to perform a complete evaluation of the functional implementation requirements and detects incomplete functional requirements or functional requirements that have not been agreed between teams. • Extensive authorizations form part of this test implementation. • The test system is prepared using the first draft of the cutover plan. Integration Test 2 Content- related check of data followed by a process test • The test is conducted by the Phoenix Team's user department. • All master data, transaction data, and historical data is transferred for the integration test. • Further processing of all data is guaranteed. • After the test, fundamental changes to the mapping logic and selection logic are no longer permitted. • Test errors are categorized accordingly and resolved before the start of the acceptance test. • This test is used to perform a complete evaluation of the functional implementation requirements and detects incomplete functional requirements or functional requirements that have not been agreed between teams. • The test is conducted with the relevant target authorizations. • The test system is prepared using a refined draft of the preliminary cutover plan. Acceptance Test Simulation of the go-live • The acceptance test is conducted by the Phoenix Team's user department. • For the acceptance test, all master data, all relevant transaction data, and all relevant historical data is transformed. • Further processing of the master data is guaranteed. • Transformed transaction data can be processed further. • Changes to the mapping are no longer permitted. • Test errors are categorized accordingly. After the test, category 1 errors are no longer permitted (refer to the "Acceptance" section for information about the various error categories). • The test is conducted with the relevant target authorizations. • The test system is prepared using a refined draft of the preliminary cutover plan. • Test result are accepted by the user department. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 35 Go-live and support Once it has been released for the go-live, Phoenix Team will perform the technical transformation in the production environment in the same way as the conversion previously conducted for the acceptance test. The relevant standards and logs required to ensure that the conversion is audit-compliant will be considered and created respectively. After the go-live, Phoenix Team will provide go-live support during a 6-week stabilization phase in accordance with the scope described in the project plan. Transformation documentation Next to the SAP standard reports the transformation documentation includes the following documents/logs created by CBS’s ET Enterprise Transformer® as standard: • Transformation logs: o Log files o Spools o Copies of the relevant database tables generated within the scope of the transformation • Comparison files (for example, balances before and after the transformation) • Migration concept A detailed definition of the documentation scope will be described in the migration concept and agreed with the Phoenix Team. System Prerequisites Providing the test environment and performing test transformations are important success criteria for a transformation project. This proposal is subject to the following system landscape prerequisites: • A target SAP system with Release S/4HANA 2020 must be available at the start of the project. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 36 • Two isolated sandboxes / test systems will be available in addition to the normal SAP environment (one target system on S/4 and one source system on ECC) • To ensure that the source and target can be reconciled with one another, the source system for transformation tests must not change for verification purposes. In other words, the source system must be locked against changes during testing. • The test systems must reflect the latest developments and data. • The ordering party will provide a process that will enable Phoenix Team to independently perform transports from the development system to the test systems within a maximum timeframe of 15 minutes. • The test systems will be refreshed from the production systems prior to every test cycle. 4 test system refreshes have been agreed upon. • In order to obtain verifiable information about data transformation runtimes, tests must be executed in a test system of similar configuration and performance corresponding to the production system. • Reliable statements in relation to transformation runtimes cannot be made until after the first integration test. The volume of data to be implemented and the performance of the hard- and software (server, database, file system access) used are the two most important factors here. The cost and effort associated with measures to improve performance are not part of this proposal. • For the duration of the project, Phoenix Team consultants will be assigned the SAP_ALL role or a comparable Phoenix Team-specific role for all project-specific test systems. • Phoenix Team and Phoenix Team ET Enterprise Transformer® specific roles will be assigned to Phoenix Team employees based on specification by the Phoenix Team project manager • The Phoenix Team will perform a system backup before the start of the live transformation. • The Phoenix Team will provide a sufficiently large downtime window for the technical conversion and system reconciliation by the Phoenix Team's user departments. • Authorizations for the live transformation will be provided in a similar way to authorizations for the test systems. PROJECT SCHEDULE & ACTIVITIES project timeline The project is expected to take 13 months to complete (includes 6 weeks of post Go-Live support). In the following Figure, we present the tasks and activities mapped to project phase (e.g., - Preparation, Explore, Realize, Deploy, and Support). Please refer to the Figure below for Project Activities by Phase. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 37 PROJECT ACTIVITIES BY PHASE APR MAY JUNE JUL AUG SEP OCT NOV DEC JAN FEB MAR Prepare Deploy Support Go Live Data Harmonization Go Live S/4HANA Migration Explore Realize 2022 Project Initiation Governance Kickoff H/W Sizing Data Migration Strategy Landscape Deployment Plan Interface Inventory Data Harmonization Fit-Gap Analysis Gaps and Deltas Data Volume Plan Design Reviews Verify and Accept SBX System Data Harmonization (SBX) Interation Setup & Design Stakeholder Analysis EUT Strategy Backlog Business Scenario Design Detailed Design (RICEFW) Baseline Build Security Plan DEV System Data Harmonization (DEV) Testing Strategy Release & Sprint Plan Security Build EUT Prep EUT Delivery Configuration Development (Sprints) Scenario Test QAS System Data Harmonization (QAS) Integration Test UAT PRD System Data Harmonization (PRD -DRY RUN) Technical Test Data Harmon ization Cutover S/4HANA Cutover & Go-Live Post Go-Live Support RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 38 Note that detailed scheduling of the project phases will take place bilaterally (between the Phoenix Team and Phoenix Team) no later than at the start of the project. PHOENIX TEAM LEVEL OF EFFORT (LOE) The Table on the following page provides the estimated Level of Effort (LOE) of our resources to complete the migration. We have also identified our resources and their respective roles on the project. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 39 Table 2: Phoenix Team LOE M01 M02 M03 M04 M05 M06 M07 M08 M09 M10 M11 M12 M13 Prepare Support Resources Roles Resource Project Management Office M01 M02 M03 M04 M05 M06 M07 M08 M09 M10 M11 M12 M13 Hrs Project Executive Hanif Sarangi 4 4 4 4 4 4 4 4 4 4 4 4 4 52 Project Manager Vikas Pathak 20 20 20 20 20 20 20 20 20 20 20 20 20 260 Best Practices (Public Sector - SME)Joe Thompson 20 40 40 20 20 20 20 20 200 Technical Architect Madhu Kolla 20 40 40 40 40 20 20 20 20 20 20 20 20 340 Finance SME (Public Sector - FM/GM )Bart Callaway 20 80 80 40 40 40 40 40 40 40 40 40 540 Finance SME (Public Sector - Core )Matt Wing 40 80 80 40 40 40 40 40 40 40 40 40 560 Finance SME (Public Sector - Project Systems )Krishna Anumandla 40 80 80 40 40 40 40 40 40 40 40 40 560 HCM Lead Prem Juvvadi 20 80 80 80 80 80 80 40 40 40 40 40 700 Logistics Lead Siva Kondubhatla 20 80 80 80 80 80 80 40 40 40 40 40 700 BASIS Mohammed Waheed 40 80 80 80 80 40 20 20 20 20 20 500 Security Vijay Gundda 20 40 40 40 40 40 40 20 20 20 20 20 360 Developer - Fiori Sharath Panugant 160 160 160 80 40 40 40 40 40 760 Developer - Analytics Anil Cherukuru 160 160 160 80 40 40 40 40 40 760 Developer - Code Adj.Padma Pendyala 160 160 160 80 40 40 40 40 40 760 OCM Dedra Lavallais 40 40 40 40 40 200 DATA TRANFORMATION TEAM (COMBINED TEAM LOE)CBS (DAYS)16 36 39 30 34 28 32 0 2 28 32 35 2496 Transformation Manager Johannes Semel 40 40 60 80 60 60 60 60 60 40 40 32 632 Public Sector SME Zenub Rauf 20 20 60 80 60 60 60 60 60 40 40 32 592 PM Joerg Potthoff 40 40 60 40 40 40 40 40 40 40 40 36 496 SC FI/CO Tim Beigel 20 40 40 40 40 40 20 20 20 20 20 40 352 US Richard Sams 20 40 40 40 40 40 20 20 40 40 20 24 384 Deploy Data Harmonization and S/4HANA Migration Project Explore Realize Collier High Level Project Plan RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 40 PROJECT TEAM ROLES / RESPONSIBILITIES RESPONSIBILITY ASSIGNMENT MATRIX (RACI) The following table identifies the primary responsibilities of each respective project team for each task/deliverable: Table 3: County S./4HANA Migration Project RACI Phase Task / Deliverable Description Phoenix County Prepare Project Organization and Governance The purpose of this deliverable is to ensure an efficient management framework is in place for successful project execution. The project manager together with PMO defines the project organization, governance structure including roles and responsibilities. Lead Assist Project Schedule, Budget and Management Plans Define the work schedule to be followed, the resources, and associated time commitments required for the project and its phases. Include the processes involved in estimating, budgeting, and controlling costs associated. The information should be compiled using a common framework to coordinate all the planning efforts (time, cost, quality, risk, stakeholders, etc.). Lead Assist Project Standards and Policies The purpose of this deliverable is to provide consistent means of executing and governing project work in an efficient and effective manner. The key objective of Project Standards is to identify, define, approve, and communicate standards related to project execution. Where and when applicable, the current customer processes and procedures, related to the project standards should be taken into account when defining the most suitable standards for the project Lead Assist RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 41 Phase Task / Deliverable Description Phoenix County Define OCM Roadmap and Training Strategy The purpose of this deliverable is to identify key stakeholders, define the change management approach, roadmap, and approach for key user and end user training Assist Lead Project Team Infrastructure The purpose of this deliverable is to establish the tools and resources to support the project. One of the most vital project tools is the SAP Solution Manager, the centerpiece of SAP’s Application Lifecycle Management tools. Assist Lead Technical Infrastructure Requirements and Sizing The purpose of this deliverable is to determine the technical architecture and guiding principles for the integration aspect (e.g. all interfaces through PI). The agreement needs to be determined on DB, OS, security setup, UI technology, and sizing of the system landscape. Assist Lead Data Migration Approach and Strategy The purpose of this deliverable is to evaluate current state ("cleanliness" and quality) of master and transactional data. Determine data elements, migration strategy, archiving, source, and target architecture. Assist Lead Explore Baseline Build The purpose of this deliverable is to fine tune the Sandbox system prior to the fit/gap analysis workshops. The project team together with key business users will determine which user stories will be implemented in the system prior to the fit/gap workshops and which ones will be visualized. The decision process is based on customer requirements, understanding of the solution, and complexity of the setup and availability of proper visualization tools. The result of this key deliverable is a working system with functionality that will be used for the fit/gap analysis workshops. Lead Assist Change Impact Analysis and Communication Plan The purpose of this deliverable is to analyze the impact of the changes triggered through the implementation and to prepare plan for communication and management of these changes. Assist Lead RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 42 Phase Task / Deliverable Description Phoenix County Validation Workshops including Gap Validation The purpose of this deliverable, also identified as Workshop A (WS A), is to validate the predefined scenarios, processes and enhancements; identify potential gaps between delivered product and customer requirements. The deliverable only captures requirements for gaps, it follows an iterative approach, existing documentation and models can be altered, changes have to be marked, and documented in SAP Solution Manager. Lead Assist Backlog Prioritization Documentation The purpose of this deliverable is to prioritize the items that are within the scope of the current implementation and qualify for Delta Design. Lead Assist Design for the Gaps and Deltas The purpose of this deliverable is to design, identified as Workshop B (WS B), in detail, the to-be solution for those business scenarios/processes where the SAP Standard Solution cannot fulfill either customer needs (gaps) or new business models (user stories). Lead Assist Legacy Data Migration Design and Plan The purpose of this deliverable is to develop the designs, plans, and procedures to support the migration of legacy data during the implementation of the SAP Solution, including quality and security requirements. Assist Lead Technology Design and Setup of DEV Environment The purpose of this deliverable is to install a viable, correctly configured technical development environment that is available for use by the project team to begin the realization phase (set up the infrastructure to run the Realize phase). Assist Lead Test Strategy and Plan The purpose of this deliverable is to create project related test frameworks, including the guidelines and methodology for user acceptance. Assist Lead Release and Sprint Plan The purpose of this deliverable is to define how the team prepares a prioritized backlog and defines the release plan Lead Assist RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 43 Phase Task / Deliverable Description Phoenix County Realize Organizational Alignment The purpose of this deliverable is to ensure: • A smooth transition process towards a new way of working. This includes the alignment of roles and responsibilities and activities to ensure that all employees are fully aligned to the goals of the project and organization. Assist Lead User Enablement The purpose of this deliverable is to develop the end user training materials, provide train the trainer training to skilled instructors, provide the framework for training environment, and logistics infrastructure. Assist Lead Technology Setup for QAS including Security and Authorizations The purpose of this deliverable is to install a viable, correctly configured, technical environment to perform QA Testing (QAS). Assist Lead Technology Setup for PRD including Security and Authorizations The purpose of this deliverable is to install a viable, correctly configured, technical environment to support productive operations of the delivered solution (PRD). Assist Lead Sprint Execution (1 through n) The purpose of this deliverable is to ensure the configuration associated with bridging solution gaps is implemented, tested, and documented. This process will follow the Agile approach building the solution in increments with frequent inspection points to increase the visibility on the build progress, and help to get earlier acceptance of the solutions. Lead Assist Integrated Solution Testing The purpose of this deliverable is to execute the Testing Strategy in the following areas: • Integration Test, ensures functional correctness. Integration Test is the integration of SAP solutions with non-SAP applications and interfaces and can be executed in an iterative manner. Assist Lead RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 44 Phase Task / Deliverable Description Phoenix County User Acceptance Testing The purpose of this deliverable is to execute the Testing Strategy in the following areas: • User acceptance Test (UAT), is the last test cycle of an SAP solution implementation and is an essential part of gaining end-user acceptance of the software system Assist Lead Performance Test The purpose of this deliverable is to execute the Testing Strategy in the following areas: • Performance Test, ensures the applications meet the performance goals set during the project. Assist Lead Legacy Data Migration The purpose of the legacy data migration deliverable is to develop, implement, and test the data migration programs and processes. In case, either there are no tools for automatic migration or the volume of data does not justify to develop any tool, the Team will develop the approach for manually bringing legacy data into the SAP database. Assist Lead Data Cleansing and Extraction The purpose of this deliverable is to extract, cleanse, and prepare the legacy data files for loading in the SAP system Assist Lead Cutover and Transition Plan The purpose of this deliverable is to define and document the strategy, scope, and timelines for moving from the "as-is" solution to the "to-be" solution and the Hypercare period immediately following go-live. Lead Assist Technical Operations Setup Plan The purpose of this deliverable is to define the strategy to handover operations of the solution landscape using Run SAP like a Factory approach. Assist Lead RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 45 Phase Task / Deliverable Description Phoenix County Deploy Organizational and Production Support Readiness Check The purpose of this deliverable is to take the pulse of the organization, prior to go-live, to determine the general comfort level with the upcoming changes. If that comfort level is not there, it is critical to determine where additional OCM work needs to be focused. In addition, the check of production support readiness is to ensure that the resources and processes are in place to support the solution after cutover. Assist Lead Pre Go-Live End-User Training Delivery The purpose of this deliverable is to provide a checklist summarizing end user training delivery to ensure readiness for adoption of the solution. In the checklist, items governing training delivery, communications, and future planning clarify the status of all aspects of the training initiative. Assist Lead Setup Operational Support The purpose of this deliverable is to establish the required organization to support the solution post go-live. Assist Lead Cutover to Production The purpose of this deliverable is to perform the cutover to the production software and go live. At this point, the organizational, business, functional, technical, and system aspects of the project are ready to be used in production. Lead Assist DELIVERABLES/MILESTONES SCHEDULE • Contractor performance benchmarks. The following shows our deliverables schedule mapped to phase. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 46 Table 4: Deliverables/Milestones Schedule APR MAY JUNE JUL AUG SEP OCT NOV DEC JAN FEB MAR Prepare Deploy Support Tasks and Key Deliverables Del # Project Organization and Governance X Project Schedule, Budget and Management Plans X Project Standards and Policies X Project Team Infrastructure X Technical Infrastructure Requirements and Sizing X Data Migration Approach and Strategy X Prepare Phase Completed KD01 X Baseline Build X Validation Workshops including Gap Validation X Backlog Prioritization Documentation X Design for the Gaps and Deltas X Technology Design and Setup of DEV Environment X Design Completed KD02 X Test Strategy and Plan X Release and Sprint Plan X Technology Setup for QAS including Security and Authorizations X Custom Development Unit Testing completion KD03 X Sprint Execution (1 through n)X Integration Test (Cycle 1) completion KD04 X Cutover and Transition Plan X Technology Setup for PRD including Security and Authorizations X User Acceptance Testing X User Acceptance Test completion KD05 X Pre Go-Live End-User Training Delivery X Training Execution completion KD06 X Cutover to Production X Go-Live (Production Cutover)KD07 X 1 Month Hypercare Stabilization Support KD08 X High Level Tasks and Key Deliverables Explore Realize RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 47 ASSUMPTIONS Our Timeline, LOE, and NTE cost were generated with the following assumptions taken into consideration: Table 5: Project Assumptions # Assumption General 1 The quoted price is based on the scope and schedule outlined in the scope section of this SOW. Any changes to scope will be managed via the project change control process and may be subject to changes in price. 2 All commercial offers outlined in this proposal assume that County awards Phoenix Team the work package in its entirety. However, we understand that there are situations where Arapahoe County might want us to work with other vendors which are not part of our original bid. 3 The price quote for this proposal assumes that the project starts as scheduled and runs without break in schedule (other than weekends and holidays) for the proposed term of the project. 4 We are proposing a combination of both onsite and offsite resources in the staffing plan. Methodology 5 The Project will follow SAP’s Activate methodology. In addition, the County will be open to adopting the Best Practices in SAP Public Sector implementation and use Phoenix Team's business accelerators, systems, and procedures to address the County's requirement. 6 The developed solution will follow standard functionalities based on leading practices. Any deviation from standard functionalities will be subjected to change control. 7 County will implement decision-making and problem resolution processes in order to achieve on-time, on-budget project completion. It is expected most decisions and/or problems will be resolved within a two-day time period. County agrees to make all reasonable efforts to make decisions within a two (2) day window. It is understood that not all decisions may be resolved in the two (2) day timeframe; however, County agrees there is a one (1) week maximum timeframe. If the timeframe is not met, the project schedule and associated costs may be impacted RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 48 # Assumption 8 County will identify and empower process owners for core process areas accountable for owning the process vision and driving the adoption of common processes across the organization. 9 County will review project deliverables and sign-off on deliverables in line with mutually agreed schedules. 10 County will create a design control board with the responsibility of maintaining the integrity of the developed design. The design control board will be responsible for reviewing business requirements that cannot be met by standard SAP. 11 County will ensure that requests for additional functionality that are outside the agreed scope of the project are rejected unless agreed levels of additional resources are made available to the project and managed through the change control process. 12 County will ensure that effective mechanisms exist to manage potential scope creep, (addition of incremental tasks, activities, etc., outside of the designated scope change management process), to minimize the risk to cost, resources and timeline, which could risk the implementation timescales of this project. 13 Where decisions cannot be made by the defined program structures, County will provide an effective escalation route, including a decision maker of last resort, agreed at the start of the project. Necessary Delegation of Authority will also be put in place in case of unknown circumstances decision maker is unavailable. 14 Phoenix Team assumes County currently has controls in place that meet their reasonable assurance that their operating objectives are being achieved and applicable laws and regulations are being complied with. Any project delays due to County Internal Audit or similar compliance function to review and sign-off that the process and systems design to comply with internal standards will be managed via the change control process. 15 County will notify Phoenix Team of any change in circumstances that may lead to a change in requirements, scope or approach. 16 Steering Committee will oversee the project and Phoenix Team will be represented on the Steering Committee by the Phoenix Team Project Manager 17 County will be responsible for ensuring sufficient representation to workshops during the fit gap phase. Non- compliance could lead to decision making and design delays which could negatively impact the vendor which is not covered under the fixed amount for fit gap. Delays RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 49 # Assumption caused by the lack of County resources to complete the fit gap will be for the account of the County Software & Third Party Systems 18 For this Project, County is responsible for procuring the licenses to implement the project. Should there be any discrepancy in licenses, County is responsible for procuring all software licenses. County will be responsible for any additional costs and project delay costs due to lack of needed software and/or software license compliance activities. Phoenix Team will advise County if during the course of the project that additional software may be required prior to installing or using such software. 19 County will provide access to all systems, information and staff required to perform the defined services. Where these systems, information or staff are managed or held by third parties, County will ensure that appropriate access rights are agreed with these third parties. 20 The County will adopt the software implementation strategy for the 3rd party software in accordance with the Phoenix Team methodology. Facilities & Support Hours 21 County will make available necessary facilities for Consultant personnel while on-site including: · Office space and supplies · Internal and external telephone service · Email, internet and network access · Administrative support as required (i.e., large volume copying or word processing) · Remote access to the systems. 22 County will ensure that Phoenix Team staff has reasonable access to all relevant County sites and 3rd party partner locations. 23 Both parties agree to work overtime when required to meet project timelines; significant overtime resulting from County’s delays will follow the change control process. General Resources 24 County will staff the project with an agreed number of personnel as specified in this proposal. They should have in-depth understanding of County’s existing operations. 25 County’s staff will be, as much as possible, dedicated to this engagement. with appropriate back-fill being provided for their previous business roles. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 50 # Assumption 26 Phoenix Team on site Team members and County project Team members will be co-located for the duration of the project. 27 County will empower its project Team members to make decisions, especially as they relate to process changes. 28 All staff is expected to take normal vacation and holidays throughout the course of the engagement except during stages of the project where their presence is critical. All vacation and holiday requests will be approved by the joint project managers. 29 When appropriate, Phoenix Team consultants may work from an off-site location. RICEFW Development 30 The proposal has a fixed number of hours reserved for the project implementation (see high level resource plan) RICEFW Estimates will be validated during the Explore / Fit Gap stage. Data Migration 31 County will be accountable and responsible for validation of the transformed, pre-load and loaded data. Data Migration Strategy and Conversion will need to be approved by County. 32 Major support will be required from County during all the phases of data migration (mapping, transformation, etc.). 33 Any manual conversion and/or additional data acquisition necessary will be performed by County personnel. Phoenix Team will advise of additional data needs and formats. 34 County will be responsible for providing data in agreed timelines during trial cut over runs and go live cut over. Phoenix Team will not be held responsible for delays in go live due to bad or incomplete data. 35 Integration 36 Legacy analysis, programming or remediation which will be performed by and managed by County staff or client controlled third parties. 37 County will be responsible for integration testing of the end-to-end interface. 38 The effort and costs related to the decommissioning of the legacy environments will be County’s responsibility 39 County will be responsible for providing data in agreed timelines during trial cut over runs and go live cut over. Phoenix Team will not be held responsible for delays in go live due to bad or incomplete data. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 51 # Assumption Testing 40 County will be responsible for securing licenses for any tools for testing. Phoenix Team will provide suggestions on what is the best tool to purchase if necessary. 41 Integration testing is the responsibility of the County resources. Phoenix team will provide guidance in this process. 42 The project will follow the Phoenix Team methodology for testing, escalation and resolution of issues. 43 Unit testing, integration testing, and configuration testing are included and will be in according to Phoenix Team's testing methodology. 44 Integration testing includes one cycle of testing only. 45 We will have a testing cycle dedicated for users called user acceptance testing. 46 Security features testing will be included in Integration Testing Training 47 The project will follow the Phoenix Team methodology for training. Phoenix Team's training methodology incudes 2 broad types of training - project team training and end user training. 48 The project will adopt the Train-the-trainer approach. 49 Technical training and customization training will be done as part of knowledge transfer to County staff. Knowledge transfer will be in a form of on-the-job training where the team will be shoulder-to-shoulder working on the configuration and issue resolution. Others 50 We are expecting that during the contract negotiation portion of the project that we will be given the chance to clarify some of our assumptions. We feel that we can save County or defer some investment after we give our opinion on how to better approach the implementation. 51 Our team will be onsite as required for the project This includes onsite time periods during Explore phase for design work and during Realize phase for testing 52 Our team will be onsite as required for the project This includes onsite time periods during Explore phase for design work and during Realize phase for testing 53 County will be responsible for Integration testing, and UAT The following table shows our Data Transformation Assumptions: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 52 Table 6: Data Transformation Assumptions # Data Transformation Assumptions 1 The County will ensure, that all business functions and add-ons are compatible to S/4HANA. The Readiness Check will show any incompatibilities. 2 The County will take ownership to provide solutions for the “must dos” identified by the Simplification Item list. CBS does offer consulting support to conceptualize and configure solutions as part of a contingent of consulting time. Any data related adjustments will be part of the migration services. 3 New G/L will be implemented with document split. The document split is performed for the current fiscal year. No zero-balancing is being considered, but can be added. 4 New Asset Accounting will be introduced. – this is pure configuration and should be handled by the partner. Customer must provide mapping for the ledger migration. The County plans to remap some GL accounts/ commitment items and will provide a mapping of old versus new accounts. Phoenix Team will merge these accounts during the migration. 5 Funds management is a separate ledger and will require a new report. This subledger will be handled separately. 6 Material ledger is currently not in use and will be activated to satisfy the needs of S/4HANA. 7 In finance and logistics, the entire history of data is migrated. 8 The scope of modules is as follows: FI CO, SL, FA, FM, BCS, CJ, PS, MM/IM, AP, AR, PY, OM, and Business Workflow. 9 HR module will be handled separately as it concerns to the migration of data and should be completed by County or primary contractor. 10 Code adaptation to S/4HANA is done by the County. 11 Details of the system landscape for the project, development freeze and parallel maintenance will be clarified during the planning phase of the project. 12 The target release is S/4HANA 2020. 13 The database size of the current system is approximately 820 GB. 14 The system is converted in a big-bang approach. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 53 15 Business Partner will be implemented by partner in ECC prior to the transformation activities and will be migrated 1:1 into SAP S/4HANA®. PROJECT MANAGEMENT METHODOLOGY • Contractor to describe ability to maintain schedules and meet deadlines. Phoenix has successfully executed dozens of Public Sector projects using our proven methodologies approach. Details are provided below: INTRODUCING THE PHOENIX MANAGEMENT METHODOLOGY As shown in Figure 1: Phoenix Management Methodology –Phases and Workstreams the Phoenix Management Methodology was developed to provide our clients with quality project execution to reduce risk, as well as to achieve scheduled milestones during the required timeframe and within the available budget. Figure 1: Phoenix Management Methodology –Phases and Workstreams RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 54 The Phoenix Management Methodology is consistently applied across all phases of an engagement and includes the six work streams described below. MANAGING PROJECT STAFF AND STAKEHOLDERS Phoenix recognizes that people are critical to project success. This includes consulting team members, client business process owners and project stakeholders. Our philosophy goes far beyond developing a short-term vendor-client relationship. We believe in forming an enduring partnership and strive to become intimately familiar with our clients including their goals, environment and pain points. Each client is unique and the following components of our project staff and stakeholder management process allows us to tailor our approach to our clients to repeatedly produce outstanding results: • Human Resource Management includes the activities required to staff, organize and manage the project team. We identify qualified personnel and assign roles. During the project, we conduct team member appraisals and evaluations. We ensure that all team members, especially those who are new to the project, understand project objectives and have access to performance development opportunities. We document team member performance information which is reviewed when a team member leaves the project. • Project Communications Management is our internal communications plan that outlines the processes required to achieve timely generation, distribution, storage and retrieval of project information. We use our project communications plan to effectively manage internal project communications and related documentation. • Stakeholder Communication Management is our external communications plan outlining the type and frequency of communications between Phoenix team members and the Steering Committee, business process owners and client project team members. We use a straightforward and transparent client communication approach by conducting regular meetings to provide status and relevant information including the following: o Progress of work performed o Delayed tasks o Problems encountered and corrective action taken o Project work plan updates incorporating mutually agreed-upon revisions o Upcoming tasks and staff responsibilities o Potential risks and planned mitigation activities MANAGING ORGANIZATIONAL CHANGE AND KNOWLEDGE TRANSFER Managing organizational change is an important element of any technology implementation. When new technologies, processes and procedures are introduced, end-users can easily become overwhelmed and reluctant to adopt the changes. Phoenix is focused on mitigating risks related to organizational change and RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 55 knowledge transfer, which is why we have committed substantial resources to develop and maintain our knowledge transfer approach described in Section Error! Reference source not found. - Error! Reference source not found.. RISK MANAGEMENT Risk mitigation is a major component of our project management methodology. If risks are not properly identified and addressed, a project may experience cost overruns, delays and/or client dissatisfaction. We ensure that all risks are identified and addressed using a risk identification and mitigation process managed by project management. We also use our Risk Management Plan to define how often risk reviews are conducted and determine how risks are identified, analyzed and mitigated. Each identified project risk will have a corresponding mitigation plan that will be carefully monitored. High-risk items with the potential to impact the project are escalated to the Steering Committee for evaluation and/or assistance with resolution. Risks are documented using a Risk Register Log, which tracks all risks affecting the project and the risk mitigation strategies identified by the project team. This log provides comprehensive control of, and visibility into, project risks, impacts and mitigation strategies. QUALITY MANAGEMENT Phoenix recognizes the importance of quality management. Our approach includes a rigorous Quality Management Plan that outlines the specific organization, processes and services needed to ensure the highest quality results for a project. We also assign our most knowledgeable and experienced personnel to projects to fulfill the following critical quality management roles: • Project Executive provides additional project management support, participates in Steering committee meetings and accepts responsibility for resolving problems escalated by the client’s project manager. This role is often filled by Hanif Sarangi, Phoenix’s President and founder. • Quality Assurance Manager works closely with our project executive and project manager to establish and maintain project quality standards. This role is also responsible for conducting internal project quality reviews to assess project progress, obtaining feedback from client team members and leadership, assisting with analyzing and resolving issues and risks, monitoring change management progress and managing deliverable quality. This role also fosters excellence by encouraging and guiding teams to adopt best and leading practice solution to address client requirements and pain points. CHANGE CONTROL AND ISSUE MANAGEMENT We ensure that all projects establish and use the following processes critical to proper system change control and issue management: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 56 • Our Integrated Change Control Procedure provides a method of controlling and monitoring project changes that include any activity that alters project scope, schedule, deliverables, value or cost. Our change control procedure includes a description of the proposed change, options considered, assessment and recommendation, benefits and potential impacts if the change is not implemented. We use the following tool to document and manage changes: o Our Change Request Log provides a consistent, comprehensive approach to managing the lifecycle of a potential change. It describes the nature of the change and impact on scope, schedule and dependent tasks; the resources and estimated effort required to complete the change; and the estimated incremental cost to the project. If the change is accepted by Phoenix and the client, the change request will be approved and implemented. • Our Issue Management Procedure provides a consistent, comprehensive approach for managing and resolving project issues that include project situations, actions, problems or questions that the project team cannot resolve efficiently or effectively. Our issue management procedure supports logging and assigning an issue to the individual responsible for resolution the issue, including the date the issue is expected to be addressed which is used to manage timely issue resolution. We use the following tool to document and manage issues: o Our Issue Log is supported by SAP Solution Manager to formally document all project issues and enable the multiple levels of analysis, review and decision making necessary for resolving these issues. We provide effective issue management that includes determining the appropriate level of management to make decisions, as well as tracking progress towards issue resolution. The issue log is formally finalized and closed with other project controlling documentation during project completion activities. Detailed information about our issue management approach is available in Section 1.4.2 - Issue Management Procedure. SCOPE AND CONFIGURATION MANAGEMENT Phoenix recognizes that poor scope control represents a major risk to projects and, accordingly, we have developed a comprehensive Scope and Configuration Management Plan to maintain tight control over potential scope changes. This plan includes the following: • Business Blueprint Document defines project scope and is used as the definitive reference point for controlling project scope. Any scope changes or change control requests will be aligned with the Business Blueprint Document. • Change Request Log included in our change control procedures to manage all changes affecting project scope will be used by project leadership to manage identified changes. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 57 • Development Management Procedure managing standard software gaps and proposed custom developments to address these gaps. Because custom development objects are managed and maintained by clients, we rigorously analyze proposed customizations and potential alternatives. If customizations are deemed to be necessary, we initiate a formal process that includes making an informed and consensus-based decision and escalation to the Steering Committee for review and approval ISSUE MANAGEMENT PROCEDURE One of the key differentiators between Phoenix and other firms is that Phoenix is highly-attuned to our client needs. We work very closely with our clients to ensure the smooth execution of projects activates over the duration of our engagement. This operating principle and our pre-defined processes have been proven to minimize and/or eliminate many common issues. ISSUE TYPES AND ESCALATION PROCEDURE When issues are identified, Phoenix has well-established processes and procedures to ensure that they are addressed and resolved quickly and satisfactory for all parties. We manage issues using the following classifications: • Operational • Relationship • Strategic Figure 3 depicts our issue identification and escalation process: Figure 2: Phoenix Issues Identification and Escalation Process RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 58 Our lean organizational structure enables our clients, as needed, to quickly escalate issues to the highest level of Phoenix senior management: Hanif Sarangi, President of Phoenix. Although most issues will be resolved by our support team leads and assigned Account/Project Manager, we take pride in the fact that client issues can receive the necessary level of attention to ensure quick attention and resolution. ISSUE TRACKING AND RESOLUTION PROCESS Phoenix recognizes that issue tracking and resolution is critical to any engagement. An issue is a specific, fully- identifiable event that may have a negative effect on at least one project objective including scope, time, cost or quality. Issues usually have one of the following characteristics: • They were not anticipated • They are normal tasks that cannot be completed • They are external factors that need to be overcome Please refer to Section 1.4.1 - Introducing the Phoenix Management Methodology where we have described issue management and our overall issue management approach, including the Issue Log we use to address and resolve engagement issues. PROCEDURES As shown in Figure 3: Issue Management Process issue management is a continuous process that includes planning, identifying, resolving and monitoring issues throughout the project. These four issue management procedures are described in detail below. Issue ID Issue Resolution Issue Planning Define Issue management approach in the project Identify, categorize and document Issues Regularly review the issues and make sure the issues are actively monitored Define processes to resolve issues in a timely manner Issue Monitoring RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 59 Figure 3: Issue Management Process STEP 1 – ISSUE MANAGEMENT PLANNING Issue management planning involves deciding how to approach and conduct issue management activities for the project. Planning will ensure that the identification, type, priority and visibility of issues are commensurate with both the issue and importance of the project and client; that sufficient resources are available to address issues; and that an agreed-upon basis is used to evaluate issues. Issue management planning is an essential responsibility of project management and is critical to the success of an implementation. STEP 2 – ISSUE IDENTIFICATION Issue identification determines which issues might affect the project and documents their characteristics. Issue identification may be performed by the project manager, project team members, relevant SMEs, end-users, stakeholders, etc. An issue should only be documented if it affects or requires the following: • Scope o System design and integration o Decisions outside of the project scope and charter o Dependencies with other projects or business units • Cost o Budget o Resources • Time • Quality Normal day-to-day project problems that can be resolved by responsible team members within a reasonable timeframe should not be considered an issue for follow-up. STEP 3 – ISSUE RESOLUTION Issue resolution includes identifying, prioritizing, resolving and/or preventing issues. Issues must be resolved before completing a project phase completion and before beginning the next phase. Timely issue resolution is achieved by closely monitoring and managing issues based on the expected resolution date assigned when the issue was logged. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 60 Escalation Management: We use the following detailed procedures to address issues that cannot be addressed on a timely basis or require additional attention: • Expedite – An issue must be expedited by project management if an issue is not resolved by the forecasted date and the lack of resolution will affect other project steps. Our project manager evaluates the reason the issue is not resolved and defines what is required for resolution. The project manager works with the person responsible for resolution, attempts to address bottlenecks preventing issue resolution, involves additional team members as required and determines if additional attention and resources will assist with resolving the issue. The project manager may need to increase issue prioritization and rearrange the project schedule to accommodate issue resolution based on business and project goals. • Escalation – If an issue that significantly impacts the project will not be resolved as expected, our project manager will escalate it to the appropriate project and client leadership. Issue Status We use the following statuses to classify and manage issues: • New – This status is assigned when an issue is created, requiring minimum documentation requirements as defined in our issue management plan. • Valid or Invalid – The project manager or resource assigned to an issue will determine if an issue truly a project issue and update the status accordingly. Issues determined to be invalid by project management will be closed. • Escalated – If the resource assigned to an issue cannot resolve the issue by the expected resolution date, our project manager may escalate the issue and update the issue status accordingly. Project management will manage escalated issues as described previously. • Deferred – Project management may decide, based on project status and priorities, to defer an issue until post Go-Live and will update the issue status accordingly, including documenting the reason for deferment. • Resolved – Upon resolution, the resource assigned to an issue will update the issue accordingly and project management will validate that the issue has been satisfactorily addressed. • Closed – If an issue has been satisfactorily addressed or has been determined not to be a true project issue, our project manage will close the issue. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 61 • Critical – If an issue has an immediate, detrimental impact on the project (e.g., a critical system is no longer accessible), our project manager will immediately determine the impact to the project and update the issue status accordingly. if possible, our project will implement a workaround and, if required, immediately escalate the issue to project leadership. STEP 4 – ISSUE MONITORING Issues will be monitored using our Issue Log including standard SAP Solution Manager reporting, weekly team status reporting, weekly team status meetings, weekly project risk/issue review meetings and monthly steering committee meetings. Weekly project risk/issue review meetings will include Phoenix and client project managers, project team leads and all resources assigned to address open issues. Project management will review issues that have a significant impact on the project with the Steering Committee during monthly steering committee meetings. Issues may remain open past the Go-Live date. Because these issues may eventually affect the post implementation, they need to be monitored closely and project team members must determine when each issue impact system support activities and develop a tactical plan for to resolve the issue. INTRODUCING THE PHOENIX IMPLEMENTATION FRAMEWORK Phoenix is at the forefront of business process reengineering and implementation. Our consultants look beyond standalone solution implementations and focus on the entire integrated business process - including design, configuration, system enhancements and comprehensive testing – a holistic approach that we call the Phoenix Implementation Framework (PIF). RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 62 Figure 4: The Phoenix Implementation Methodology As shown in the figure, the PIF is comprised of four steps, described in detail below. SAP ACTIVATE METHODOLOGY OVERVIEW SAP Activate methodology is a modular and agile framework for implementation or migration to SAP S/4HANA. It builds on its predecessors: ASAP® methodology and SAP Launch methodology. With SAP Activate, the County will have a coherent, integrated implementation experience for its business processes. SAP Activate consists of: • The combination of SAP Best practices, tools for an assisted implementation, and agile methodology to simplify the adoption of SAP S/4HANA • Delivers ready to run business processes optimized for S/4HANA with a reference solution • Provides best practices for migration, integration, and configuration for S/4HANA • Supports different starting points for County’s to support S/4HANA - new implementation, system conversion, landscape transformation • Accelerates the initial implementation of S/4HANA and is designed for continuous innovation The three pillars of SAP Activate are: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 63 I. SAP Best Practices a. Ready to run business processes optimized for S/4HANA containing OLTP and OLAP, delivered with the product b. Delivery of a reference solution in the cloud for a fast start c. SAP Best practices for integration and migration to S/4HANA d. SAP Best practices for extensibility to enhance SAP process or create own processes II. Guided Configuration a. Tools for an assisted implementation for the initial implementation and to innovate continuously and adapt agilely even after go-live b. Empowers business and IT through user assistance and business process affinity c. Content awareness and history - know content context and what has been configured III. Methodology a. Start with SAP Best Practices for any implementation b. ONE agile methodology for any deployment mode - cloud, hybrid, on-premise, mobile c. Phases: Discover, Prepare, Explore, Realize, Deploy, Run d. Designed for partner extensions and SAP's premium engagement (e.g. safeguarding, etc.) The benefits of using the SAP Activate Methodology include: • Enables consistent project delivery, reduces complexity and increases quality by providing common framework and language for all SAP projects • Broad product coverage, including support for all transition scenarios to SAP S/4HANA • Scalable, supports all sizes of projects, from small fast cloud deployments to comprehensive global deployments in on-premise or hybrid environment • Prescriptive and comprehensive - provides guided work procedures for project team members, deliverables for project managers and accelerators like how-to documents or templates for all users • Accelerates project delivery through use of SAP Best Practices, fit/gap analysis, agile project management, application visualization and use of cloud technology • Methodology foundation fully aligned with proven project management practices of Project Management Institute, like form Quality, Risk and Issues Management SAP ACTIVATE PHASES There are four phases in the SAP Activate methodology: Prepare, Explore, Realize, and Deploy. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 64 Figure 5: SAP Activate Roadmap for S/4HANA PHOENIX LEADING PRACTICES MANAGEMENT METHODOLOGY Over the years, Phoenix has developed a set of industry-leading practices for Public Sector business process transformation initiatives. These Leading Practices, created and codified by Phoenix’s founder Hanif Sarangi, are a key differentiator of Phoenix from other firms in the industry and are called the Phoenix Leading Practices Management Methodology. Our Leading Practices Management Methodology, successfully utilized at over 80 Public Sector organizations, represents a fusion of operating principles, work products and guidance that has been proven to lead to true value creation for our clients. Incorporating and managing these Leading Practices during the implementation allows us to bring valuable experience to our clients. Our methods embody our core values and allow us to provide a proven approach to implementing SAP Solutions for Public Sector organizations with consistent delivery, quality of service and measurable value that is aligned with SAP’s ASAP Methodology and PMI’s Project Management Body of Knowledge (PMBOK) [described in 4) below]. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 65 The Phoenix Leading Practices Management Methodology has provided our clients with the following benefits: • Reduced total cost of implementation by embedding Integrated Service Delivery (ISD) principles into a streamlined ASAP implementation roadmap • Transparency of value delivery through consistent business case reflection • Effective project governance and quality management • Tighter adoption of leading procedures within the Public Sector operational value chain • Reduced risk, managed scope and high quality throughout the entire project life-cycle, from evaluation through delivery • A strong, cohesive working relationship and partnership with Phoenix INTEGRATION-FOCUSED BUSINESS PROCESS MANAGEMENT Most SAP for Public Sector implementations are designed using an SAP component (functional) approach (e.g., budget management, general ledger, accounts payable, accounts receivable, asset accounting, purchasing, inventory management, etc.), which often results in system integration issues that are not identified or understood until integration testing is performed. Consequently, there may be a significant amount of unplanned re-design and re-work necessary to address these integration issues or a less-than-optimal system may be placed into productive use, which often results in even more resources to re-integrate or re-implement the system. Phoenix relies on Integration-Focused Business Process Management which focuses on SAP for Public Sector end-to-end business process efficiency improvement. Discussions and analyses highlight the underlying integrated business requirements, supporting functional activities and overall Public Sector accounting and control integration. This approach results in more comprehensive initial design of the system and minimizes re- design and re-work during realization, testing and productive use. PMBOK GUIDE COMPLIANT The Phoenix Implementation Framework is centered on the best practices set forth in the Project Management Body of Knowledge (PMBOK) Guide. These practices represent a set of principles that provide a standardized methodology for achieving excellence for initiating, planning, controlling, executing and closing a project. Not only does this framework significantly reduce the risk to an implementation project, it also has an intrinsic capacity to improve the operations of an organization as a whole. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 66 RISK AND COST MANAGEMENT STRATEGY • Contractor to describe ability to manage the project cost (minimize change orders). Phoenix is highly experienced in controlling a project’s cost. Major factors which can influence a project’s cost are: Table 7: Cost Drivers and Mitigation Strategies Cost Driver Mitigation Factor Project Scope Experienced Project Manager Proven Implementation Methodology Well Defined Blueprint Project Timeline Experienced Project Manager Experienced Resources Proven Implementation Methodology Regular Status Meetings We can assure the County that we have taken these factors into consideration to mitigate risk for the project. CLOSE OUT PROCESS • Contractor to describe close out process (no incomplete items upon turnover, warranties, training materials, operating manuals, etc.). Prior to closing out a project the Phoenix Project manager ensures that all project activities have been completed and that the objectives set forth in the at the beginning of the project have been met. The activities undertaken by our project manager can be divided both client-side and internal activities: CLIENT SIDE CLOSE-OUT TASKS The Phoenix Project Manager performs the following closeout activities specific to the client side of the project: • Ensuring all documentation (config. docs, technical specs, user guides, change management docs, etc.) are up-to-date and all deliverables have been provided RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 67 • Client sign-off for all project Deliverables have been received and formal acceptance by the client has taken place • All Knowledge Transfer and Change Management tasks are completed • All outstanding cost items have been applied to the project • Accounts that are no longer needed are closed AS WITH ALL OUR PROJECTS, PHOENIX WISHES TO ENSURE THAT OUR CLIENTS ARE HAPPY WITH OUR SERVICES AND DELIVERY. THE ACTIVITIES LISTED ABOVE ENSURE THAT BOTH PHOENIX AND THE CLIENT ARE IN ACCORDANCE, THAT ALL CONTRACTUAL ITEMS ARE DELIVERED, AND THAT OUR MUTUAL GOA OF SUCCESSFULLY DELIVERING THE PROJECT HAS BEEN ACHIEVED. PHOENIX CLOSE-OUT ACTIVITIES (INTERNAL) In addition to performing close out activities on the client side, the Phoenix Project Manager performs internal activities following a project’s close: • Final acceptance and sign-off document has been received • All open items are closed • Analysis of projected vs final project cost has been performed • Archiving of project information (e.g. – documentation, contractual items, etc.)is complete • Lessons Learned have been documented and reviewed by the team • Personnel are reassigned to other projects WARRANTY Phoenix ensures that all our development work is functioning as designed. Once development work on an object is completed, we test the object internally prior to providing to the client. Once it has passed our inter nal testing, we pass the object to our clients for final testing (e.g. – integration testing, UAT, etc.). Any defects discovered during the testing process are corrected by our team and re-submitted for testing. Once the object has passed our joint testing efforts, there should no longer be any defects. NONCONFORMANCE TO SPECIFICATIONS • Contractor must describe and explain any circumstances or portions of their proposed solution that does not conform to the requested scope of work. Please refer to our assumptions in Section RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 68 HARDWARE REQUIREMENTS • Contractor must describe any specific needs or requirements with respect to computer hardware. Contractor should provide relevant documents and diagram(s) that show the systems, interfaces, and hardware and software products architecture of the proposed solution. Phoenix understands the existing and future needs of the County to manage SAP applications effectively and proposes the infrastructures below on any virtualized environment. Below is our estimated sizing based on the information provided in the RFP. During the Explore phase of the project, Phoenix will perform the sizing the exercise to ascertain the true hardware sizing requirement. Note that current ECC, BSI applications will be eliminated and Solution Manager & Third-party applications will continue to be operation in its current state. Table 8: Estimated Hardware Sizing Details System Estimated Sizing Operating System vCPU RAM (GB) Storage in GB Sandbox Environment     S4 Single Stack (ABAP)   8 32 512 Linux Gateway - External (Optional)   4 16 256 Linux HANA DB Sandbox   16 438 1536 Linux         Development Environment     S4 Single Stack (ABAP)   8 32 512 Linux Gateway - External (Optional)   4 16 256 Linux HANA DB Dev   16 438 1536 Linux         Quality Assurance Environment     S4 Single Stack (ABAP)   8 32 512 Linux Gateway - External   4 16 256 Linux HANA DB QA   32 875 2048 Linux         Production Environment     RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 69 System Estimated Sizing Operating System vCPU RAM (GB) Storage in GB S4 Single Stack (ABAP)   8 32 512 Linux Gateway - External   4 16 256 Linux HANA DB Prod   32 875 2048 Linux         DR       S4 Single Stack (ABAP)   8 32 512 Linux Gateway - External   4 16 256 Linux Hana DB DR   16 438 2048 Linux The table below summarizes the release information of various SAP applications that will be installed during the project with the required Add-ons to support County’s near future needs (SuccessFactors). Table 9: SAP Application Release Information System Release Add-Ons S4 Single Stack (ABAP) S/4HANA 2021 FIORI FES 2021 for S/4HANA SAP GATEWAY 2.0 SAP SCREEN PERSONAS 3.0 SUCCESSFACTORS HCM INTEGR 3.0 Gateway - External (Optional) SAP S/4HANA FOUNDATION 2021 FIORI FES 2021 for S/4HANA HANA DB Sandbox HANA 2.0 SP45 SYSTEMS, INTERFACES, AND ARCHITECTURE systems, interfaces, and hardware and software products architecture of the proposed solution. The Figure on the following page shows the County’s high level system landscape with SAP applications post SAP S/4HANA transition. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 70 Figure 6: Future SAP S/4HANA Landscape RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 71 Notes: • Existing ECC SAP application will be transitioned to S/4HANA and will support all existing core functions of County including Financials, Procurement and Human Capital Management • S/4HANA will be running on a Linux (RHEL or SUSE) platform using HANA Multi-Tenant database. One database tenant will be storing SAP S/4 application data and another tenant will be used as BSI database. • S/4HANA will be deployed on embedded model with Front End components to run Fiori applications (Fiori Frontend Server) The Figure on the next page shows various environments supporting project implementation phases and SAP applications in each of the environment. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 72 Figure 7: SAP Systems/Environments RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 73 OPTIONAL SERVICES • Provide a summary of proposed optional services recommended. The Phoenix Team is offering the enrichment of master data and transactional data for Fiscal Years 2022 and prior as an option. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 74 2 EVALUATION CRITERIA NO. 2: COST OF SERVICES TO THE COUNTY EVALUATION CRITERIA NO. 2: COST OF SERVICES TO THE COUNTY (20 Total Points Available) In this criteria, include but not limited to: • Contractor may opt to provide a Not-to-exceed pricing proposal and/or a Fixed pricing proposal. The County will evaluate either or both to determine the proposal that provides the best value to the County. Phoenix Team has provided Not to Exceed (NTE) pricing for the County’s project. PROJECT IMPLEMENTATION COSTS • Please also include: o Total estimated price for the migration of the current SAP ERP 6 EhP 7 system to SAP S/4 HANA The following table provided our pricing for the project: Table 10: S/4HANA Migration Project Pricing DEL ID# Deliverable Payment Schedule Ratio COST KD01 Prepare Phase Completed 10% $165,824.56 KD02 Design Completed 20% $331,649.12 KD03 Custom Development Unit Testing completion 10% $165,824.56 KD04 Integration Test (Cycle 1 & 2) completion 20% $331,649.12 KD05 User Acceptance Test completion 10% $165,824.56 KD06 Training Execution completion 10% $165,824.56 KD07 Go-Live (Production Cutover) 10% $165,824.56 KD08 1 Month Hypercare Stabilization Support 10% $165,824.56 TOTAL IMPLENTATION COST 100% $ 1,658,245.60 Phoenix has included estimated travel costs of 10% in our pricing for the project. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 75 HOURLY RATE SCHEDULE o Hourly Rate of Resources by skill/assignment, including ABAP and Basis resources support. The following table provides our hourly rate for resources by skills/assignment. Table 11: Hourly Rate for Resources Project Management Rate/jhr Project Executive $ 150.00 Project Director / Manager $ 150.00 Technical Solutions Architect $ 150.00 Integration Architect $ 150.00 Functional Functional Consultant $ 140.00 Data Transformation Transformation Architect $ 285.00 Transformation Lead $ 220.00 Technical SAP Fiori Developer $ 80.00 Sr. Basis Consultant $ 120.00 Technical Developer (embedded analytics) $ 80.00 OCM OCM Lead $ 120.00 DELIVERABLE PAYMENT SCHEDULE • Provide an outline of deliverables and major tasks and sub-tasks. This is the Deliverable Payment Schedule for the project: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 76 Table 12: Deliverable Payment Schedule DEL ID# Deliverable Cost KD01 Prepare Phase Completed $165,824.56 KD02 Design Completed $331,649.12 KD03 Custom Development Unit Testing completion $165,824.56 KD04 Integration Test (Cycle 1) completion $331,649.12 KD05 User Acceptance Test completion $165,824.56 KD06 Training Execution completion $165,824.56 KD07 Go-Live (Production Cutover) $165,824.56 KD08 1 Month Hypercare Stabilization Support $165,824.56 TRAVEL COSTS • Travel Costs: o Pricing should include all travel costs. Included. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 77 3 EVALUATION CRITERIA NO. 3: SPECIALIZED EXPERTISE OF TEAM MEMBERS PROJECT TEAM INTRODUCTION EVALUATION CRITERIA NO. 3: SPECIALIZED EXPERTISE OF TEAM MEMBERS (30 Total Points Available) In this criteria, include but not limited to: • Contractor to provide number and nature of the professional staff to be assigned to the project on a “full-time” basis. We would like to take this opportunity to introduce some of our Key Personnell and have provided brief biographies of their backgrounds and experence. Our Team memmbers will support the County during the term of our engeagement and their skills and experience will be invaluable to ensuring the successful execution of the County’s migration activities. For Phoenix Team LOE, please refer to Table 2: Phoenix Team LOE. PROJECT TEAM RESUMES o Contractor to provide resumes including all recent relevant experience of all proposed assigned staff, using the proposed technologies on their performance on these projects in terms of time, budget and provision of deliverables. For ease of review, please refer to Appendix 3 – Project Team Resumes for our team resumes. INTRODUCING YOUR KEY PROJECT TEAM MEMBERS For our engagement with the County, we bring a highly specialized team of skilled resources, many of whom have worked with the County in the past. Each member of the Phoenix Support Team is a subject matter expert with a deep background in their respective area, allowing them to provide the County with valuable insights on how to get the most out of its SAP S/4HANA system - both now and in the future. In addition, Phoenix’s staff has worked closely with the County to obtain a deeper understanding of the County’s systems, business processes, technical environment, and system configuration. This information, combined with the institutional knowledge gained from having served the Public Sector for over two decades, will greatly facilitate project ramp up activities and reduce project risk. Project Executive – Hanif Sarangi RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 78 Founder and President of Phoenix Business Consulting, Hanif Sarangi is one of the leading practitioners of SAP Best Practices in the United States. A working consultant with decades of experience, he is widely recognized for his expertise in SAP project implementations. Hanif is a Chartered Accountant (CA), Certified Public Sector Integrator, and a Certified Management Consultant (CMC) who has managed audits of a large number of organizations in a variety of industries. Hanif has worked as an SAP Certified Instructor and taught dozens of classes for SAP America including the Public Sector classes, ASAP implementation approach and the Finance Academy. He has also worked as an Expert Witness and has reviewed dozens of projects. Hanif has over 24 years SAP experience and has spent 20 years supporting the Public Sector. He is one of the most experienced Public Sector resources in the industry, having worked as the Engagement/Project Manager for dozens of SAP Implementation projects including: • Monroe County • InMusic • North Jersey Transportation Planning Authority • Los Angeles Unified School District • Houston Independent School District • City of Houston • City of Phoenix • City of Toledo Department of Public Utilities • Durham County • Imperial Irrigation District • Gwinnet County Dept. of Water Resources • National Grid • Dunn County • Brevard County • Westinghouse Savannah River Nuclear Plant • Lansing Board of Water & Light • Birmingham Water Works Board • Miami-Dade Public Schools • Los Angeles Community College School District • Loudoun Water • Sedgwick County • County of San Luis Obispo • Marin County • California Department of Water His experience overseeing SAP projects will be invaluable to ensuring the successful implementation and ongoing support of the SAP system. Mr. Sarangi recently completed his engagement as the Program Manager overseeing Houston Independent School District’s SAP project. He also led LAUSD’s highly successful SAP Financials and Procurement project, delivered on time and on within budget, which involved over 100 consultants and project team members, was deployed at over 1,000 locations and supported over 7,000 users and 100,000 employees. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 79 Hanif Sarangi has edited SAP implementation books and has done extensive project reviews for Public Sector Countys. He is recognized by the US Federal Court System as an Expert in SAP and works as an SAP Expert Witness in reviewing and testifying in failed SAP implementation projects. He has been engaged to provide his testimony on such projects as FoxMeyer Drug Company, Levi Strauss, Waste Management, US Department of Interior, and Marin County. Hanif Sarangi brings a depth of functional and technical SAP experience. He is certified in FI/CO, SD, BI, ASAP Methodology, and the Public Sector Academy. He is a strong technical consultant in FI/CO, FM, GM, MM, SRM and integration with HR/Payroll. As President, Hanif is committed to ensuring that the Phoenix Team achieve the goals set forth by the County. Project Manager: Vikas Pathak, PMP, SAP Activate, ITIL Certified Vikas Pathak is Director of Business Operations at Phoenix as well as a Sr. SAP Project Manager in multiple public sector and global enterprise environments. He has extensive experience in delivering and managing Rise with SAP S/4 HANA Public and Rise with SAP Private Cloud implementations, SAP AMS projects and On Prem SAP S/4 HANA transition projects. He has over twenty-five (25) years of experience managing large scale IT projects. Mr. Pathak has delivered 21 full lifecycle implementations, and 17 Application Management Support (AMS) projects. Some of his clients include: PUBLIC SECTOR: • Dunn County • Monroe County, New York • North Jersey Transportation Planning Authority • California Department of Water Resources • Los Angeles Unified School District • Los Angeles Community College District • City of San Diego • Durham County • Imperial Irrigation District • New York • k Housing and Community Renewal • Collier County • City of Toledo • City of Houston • Collier County • Brevard County • Durham County • Clark County • City of Phoenix • County of Santa Clara • Marin Municipal Water District • San Bernardino Unified School District COMMERCIAL CLIENTS: • Goosehead Insurance • Avnet • Watson Pharmaceuticals • Ingram Micro RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 80 • WC Bradley • Fuji America • New Directions Behavioral Health • Levi Strauss • EFI • Reuters • Airgroup • Nestle • IBM SSD • FMC • Merisel Vikas is a trusted advisor for his clients and has exceptional leadership, interpersonal, communication, analytical, technical, and organizational skills. He engages with the C-level executives to influence decision making and drive the engagements. He makes regular project status reporting to executive steering committee. He manages client expectations, staffing, scoping, project financials, project deliverables. He manages cross functional teams including functional, technical, organizational change management, training. Vikas is the account manager for multiple SAP AMS engagements and implementations. His technical expertise includes Rise with SAP S/4HANA Public Cloud and Private Cloud, SAP Cloud ALM, S/4HANA On Prem, SAP Business ByDesign. Vikas is certified in PMP, SAP Activate Methodology for Cloud and On Prem Solutions, ITIL, Transition to S/4HANA, and SAP Business ByDesign. Quality Assurance / Best Practices SME – Joseph Thompson Joe Thompson has more than 20 years of SAP Public Sector experience and there is no one in the country that has more in-depth knowledge of SAP Leading Practices in Public Sector. He was SAP’s Product Manager for U.S. state and local governments and designed much of what is currently available within the SAP Public Sector solutions including the underlying master data, accounting and control integration. He performed numerous quality assurance reviews of SAP projects throughout the United States and around the world and is a strong advocate of proper integration and use of SAP in accordance with SAP Best and Leading Practices. Mr. Thompson has broad knowledge of and experience with U.S. public sector fiscal and functional requirements and performs quality assurance and integration management for many Phoenix projects. Mr. Thompson joined SAP Labs not only to integrate SAP solutions for public sector accounting and control, but to also improve SAP for Public Sector implementations. Mr. Thompson also developed and led the SAP Public Services Academy. This Academy included the creation of SAP for Public Sector “Best Practices” for U.S. fiscal RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 81 accounting and control integration and was designed to educate SAP project team members, both Countys and functional consultants, about logically-integrated solutions, data and end-to-end processes to enable proper public sector fiscal accounting and control integration while maintaining the operational integrity of SAP solutions. Mr. Thompson also worked with over 30 publicly funded Countys providing education, integration management and quality review services to assist Countys with improving the integration and implementation of SAP Public Sector solutions. Some of his clients include: • Houston Independent School District • Los Angeles Unified School District • City of Houston • State of Maryland • City of Phoenix • Durham County • City of Toledo • New York State Housing and Finance Agency • Erie County • Saint Louis Public Schools • King County • Los Angeles World Airports • Jefferson County • Orange County Public Schools Mr. Thompson leveraged and augmented the SAP for Public Sector “Best Practices”, integrating these new “Leading Practices” to develop the first SAP Business All-In-One Solution for the public sector. Within this solution, Joe developed a Leading Practices chart of accounts designed to integrate detailed organizational, project and ad hoc costing while, simultaneously, automating and reconciling budgetary, modified accrual and full accrual accounting and control in accordance with the standards established by the Governmental Accounting Standards Board (GASB), including GASB Statements 34/35, as well as to provide foundational support for integrated performance reporting as defined by the GASB Service Efforts and Accomplishments (SEA) project. Mr. Thompson’s SAP Business All-In-One Solution accelerated the implementations of SAP ERP, SAP SRM, and SAP Enterprise Portal for U.S. public sector organizations, delivering SAP “Leading Practices” in nine months at a significantly reduced cost. Mr. Thompson is also working closely with SAP’s developers in Germany to refine the Public Sector S/4HANA solution. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 82 Tehcnial Solutions Architectr – Madhu Kolla Madhu Kolla is Phoenix’s Senior Architecture and Solution Planner. He has over 20 years of SAP experience and has very strong technical knowledge of all areas of SAP including SAP functional business processes, ABAP, Basis, BI, Portals, and integration with legacy systems. Mr. Kolla has extensive experience in the design and development of SAP ERP systems with broad knowledge of SAP R/3, ABAP, and interface technologies for all modules. Mr. Kolla is a specialist in the Public Sector has worked as a Technical Architect for many very large SAP projects including: • Miami-Dade Public Schools • New York State Housing and Community Renewal • Los Angeles Community College District • City of Phoenix • University of Kentucky • Bernalillo County • Durham County • San Diego Unified Port District • San Diego Metro • Los Angeles Unified School District • City of San Antonio • University of Nebraska • Pennsylvania Turnpike Commission • City of Toledo • Monroe County • City of Houston His experience in SAP functional and technical business processes, systems architecture, and requirements gathering will help you design a robust system that effectively addresses requirements and conforms to Public Sector Best Practices. Finance SME (Public Sector - FM/GM ) Bart Callaway is an exceptional SAP Public Sector Finance Consultant with 15+ years of experience. Bart has extensive experience in SAP systems, including versions 4.6b, 4.7, ECC 6.0, S4 1503/1909 with FI, CO, FM, and SRM/MM-Purchasing. With a career dedicated almost entirely to serving the Public Sector, Bart’s project experience encompasses clients from Federal, state and local government, Utilities, and Education. Bart recently completed an ECC to S/4HANA upgrade project at Gainesville Regional Utilities. He is working on Monroe County’s Basis migration and ECC to S/4HANA upgrade. Bart has deep Funds Management, and public sector integration design knowledge including: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 83 • Monroe County • State of Louisiana • US Army • State of Illinois • Gainesville Regional Utilities • State of Mississippi • Purdue University • US Navy • City of Houston • Gwinnett County Dept. of Water Utilities • Brevard County • United Nations • City of Tacoma • Miami Dade Public Schools • Howard County • State of California • Collier County • Arapahoe County • Jefferson County • State of Arkansas Bart was a also key member in the implementation and support of statewide SAP implementations in Arkansas, Mississippi, Illinois, and Louisiana. Finance SME (Public Sector - New GL) – Matt Wing Matt Wing is an accomplished SAP Finance Lead with over 17 years of experience, almost exclusively in the Public Sector. Matt was the Phoenix Project Manager and Phoenix Financial Architect at Miami Dade County Public School's highly successful Finance and Procurement Project. Matt also designed the SAP Finance Solution at the Los Angeles Unified School District, managing the SAP Financials team at the District. Matt is also a certified accountant with an MBA and has been certified in SAP since 1998. He has also taught a variety of SAP Finance courses in a professional setting for many years. Matt is also recognized as one of the top SAP financial consultants in the country. • Miami Dade County Public Schools • Houston Independent School District • Loudon Water • Erie County • Howard County • Monroe County • Los Angeles Unified School District • US Department of Agriculture • US Department of the Interior • California Department of Water Resources • Federal Government of Canada • Canadian Customs and Revenue Agency Matt is also a certified accountant with an MBA and has been certified in SAP since 1998. He has also taught a variety of SAP Finance courses in a professional setting for many years. Matt is also recognized as one of the top SAP financial consultants in the country. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 84 HCM Consultant (HR/Time/Benefits/Payroll ) Mr. Juvvadi brings 22+ years of SAP experience with a strong focus in SAP Public Sector, Concurrent Employment, and Payroll. Mr. Juvvadi is experienced in all phases of the software cycle: evaluation, initial implementation, support, upgrade, customizations, and outsourcing. His most recent accomplishment was the successful implementation for Miami-Dade County Public Schools (55k employee population; fourth largest school district in the US). His strong technical skills are diverse and include: HR050 - Human Resources, HR305: Master Data and Time Recording, HR350 -Programming in HR, HR505-Organizational Management, BC405-ABAP/4 Development Workbench Reporting, EP100- Managing Enterprise, and many others. His 13+ years of public sector experience includes: • Collier County • Miami-Dade County Public Schools (M-DCPS) • Dunn County • City of Toledo • Monroe County • Los Angeles Unified School District (LAUSD) • Orange County Public Schools • Durham County • Erie County Prem is strong team member with dynamic experience. The following is a partial list of his technical skills and expertise: SAP HR ABAP Programming, Project Management, SAP Concurrent Employment, Implementing SAP HR/Payroll in K-12 environment, SAP PA/OM, SAP Payroll, SAP PBC (Position Budget Control), and SAP Time Management (with and without clock times). Organizational Change Management (OCM) - Dedra K. Lavallais, ACMP, Prosci ADKAR Dedra K. Lavallais is an experienced Organizational Change Management (OCM) consultant specializing in IT deployments that trigger profound business transformations. With 20+ years of IT/SAP Enterprise Resource Planning (ERP) experience, she brings a sharp focus to Strategy Development and Execution, Business Transformation, Communications and Training Management. Her skill set, knowledge and experience makes her highly effective in leading and driving SAP business and technology transformation initiatives in a variety of industries, including Public Sector/Government, Life Sciences, Pharmaceuticals, Utilities, Chemicals, Oil & Gas, Telecommunications, Department of Defense (DoD), Retail, Manufacturing, and Oil Field Services. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 85 She has extensive, specialized experience in the Public Sector such as: • Monroe County • Loudon County • US Army • US Navy • City of San Diego • Fairfax County • Defense Logistics Agency Dedra’s highly developed leadership skills are evidenced by her work leading and managing 16 SAP Business Transformation programs. She is particularly effective at working with cross-functional teams, problem solving, project completion using computer technology and multi-level team communications. She brings a wealth of knowledge and experience to the OCM initiatives of Phoenix clients and provides effective executive counsel in areas such as Organizational Change Management (OCM) OCM Strategy and Planning, Communications Planning, and Business Readiness Planning, Stakeholder Engagement/Leadership Alignment and Change Impact Analysis Dedra is a member of the Association of Change Management Professionals (ACMP) and is certified in the Prosci ADKAR model of OCM. She also holds a Bachelor of Science Degree in Organizational Psychology. Data Transformation Manger - Johannes Semel Area of Responsibility: System Landscape Transformation Johannes started at CBS in 2006 as one of the first trainees and initially worked as a CRM Service and ERP SD/CS consultant. Over the years Johannes had the overall responsibility for SAP Service Management as Competence Center Manager, he has also worked as Project and Program Manager in the large international rollout and global transformation programs of CBS. Johannes also accompanied and managed the first SAP S/4HANA projects starting in 2016. Since 2019 he has been Senior Director at CBS USA, responsible for the delivery in the area of System Landscape Transformation and, among other things, as Project Manager he leads the world’s first project of a S/4HANA transition to a running S/4HANA cloud Single Tenant Edition system. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 86 KEY PROJECT: SAP Transformation SME (Finance) - Zenub Rauf RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 87 KEY PROJECT: PART TIME STAFF • Contractor to provide number and nature of staff to be assigned to this project on a “part-time” basis. For Ppart-time Team Members’ Level of Effort (LOE), please refer to Table 2: Phoenix Team LOE. o Contractor to provide resumes including all recent relevant experience of all proposed assigned staff. For ease of review, please refer to Appendix 3 – Project Team Resumesfor our team resumes. STAFF COMPOSITION • Contractor to provide number and nature of staff to be assigned to this project in the event contractor staff leave or are reassigned to ensure project continuity. For Phoenix Team staff compostion, please refer to Table 2: Phoenix Team LOE. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 88 PROJECT TEAM ONSITE AND REMOTE WORK ACTIVITIES • Contractor to identify which work activities that must be done onsite, and which can be done remotely. We would recommend that the following activities be performed onsite (mapped to Project Phase): ONSITE PREPARE • Project Initialization / Governance Kickoff EXPLORE • Fit Gap Analysis / Workshops • Data Harmonization Activities (including Design & SBX Execution) • Gaps and Delta Design • Design Reviews • Backlog Prioritization • Testing Strategy • Release and Sprint Plan • Training Strategy REALIZE • Integration Testing • UAT • Training • Data Harmonization Production Dry Run DEPLOY • Cutover & Go-Live OFFSITE The following activities can be done remotely: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 89 REALIZE • Configuration • Development • Scenario Testing • Training Materials Development • Data Harmonization (DEV/QA) SUPERVISORY AND MANAGEMENT STAFF • Identify the supervisory and management staff who will be assigned to the engagement. The following resources represent our supervisory and management staff for the project: • Project Executive Hanif Sarangi • Project Manager Vikas Pathak • Data Transformation Manager Johannes Semel • Contractor to provide job titles for the person doing each task. See above. TEAM SKILLS AND EXPERIENCE SUMMARY • Contractor to provide skills required for each task. The Phoenix Team Members’ Role/Skills for each tack is found in please refer to Table 2: Phoenix Team LOE. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 90 4 EVALUATION CRITERIA NO. 4: EXPERIENCE AND CAPACITY OF THE FIRM PHOENIX TEAM: LEADERS IN SAP S/4 HANA CONVERSIONS/TRANSFORMATIONS EVALUATION CRITERIA NO. 4: EXPERIENCE AND CAPACITY OF THE FIRM (20 Total Points Available) In this criteria, include but not limited to: • The Contractor shall specialize in SAP S/4 conversions/transformations, with public sector experience. The Phoenix Tam will assist the County with its migration to its new S/4HANA system. We are best-of-breed firms and are confident in our service delivery. The following sections provide an overview of each member of the Phoenix Team. (RE) INTRODUCING PHOENIX BUSINESS CONSULTING Phoenix Business Consulting is one of the nation’s leading SAP Public Sector consulting firms. As our name implies, we are in the business of transformation. Through the measured application of our expertise, industry Leading Practices and the SAP Enterprise Resource Planning (ERP) software platform, we help organizations transform their business processes and legacy infrastructure into a modern, fully integrated solution that enables them to better serve their constituents and shareholders. Phoenix was founded more than 23 years ago on January 5, 1998. Since then, we have worked with numerous entities in both the Public and Private Sector. In fact, our Public Sector practice is one of the strongest in the nation. Our proven methodologies, project accelerators, and unique approach to change management have enabled our clients to dramatically streamline their operations and experience an increased Return on Investment (ROI) for every technology dollar spent. OUR HISTORY Our founders are former SAP Instructors and ex– “Big 4” consultants. Our firm has been providing innovative and cost-effective Enterprise Resource Planning (ERP) and support solutions to cities, universities, school districts, transportation agencies, utilities, federal, state, and local governments for over 23 years. Specializing in SAP Public Sector and Utilities implementations, the founders are recognized experts in their field. Their early achievements included helping develop the initial Funds Management (FM) functionality for SAP North America at the University of Toronto in 1993/1994 and the Massachusetts Institute of Technology (MIT) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 91 in 1994/1995. By leveraging the successful implementation of these projects, they established Phoenix in 1997 to provide a comprehensive consulting resource for SAP’s Public Sector and Utilities customers. Over the years, Phoenix has implemented and/or supported SAP at over 100 Public Sector institutions, with a 100% success rate. This claim isn’t hyperbole. We are proud of the work done at every one of our client sites and are happy to provide any number of references beyond what has been included in our response. This unrivaled success rate stems from our commitment to working as true partners with our clients throughout the lifecycle of their project, ensuring a successful implementation every time. We offer a skilled team of SAP professionals widely recognized as the best in North America. Their expertise, coupled with our singular focus on the unique requirements of Public Sector organizations makes Phoenix the logical choice for our Public Sector clients. OUR PEOPLE AND VALUES Our greatest asset is our people – knowledgeable, client-focused, and results-oriented. Our consultants are experienced professionals and true experts in their fields. The Phoenix Team is passionate about the way SAP systems are implemented and our continued success can be attributed to their dedication to our client initiatives. “[We wish] to recognize your company’s contribution and strategic support for the implementation of Finance module. By now we have begun our shift from our legacy systems to SAP. The District and ERP Team executed this implementation with finesse, calmness, and precision running contrary to most ERP implementations. This was a very difficult project in that there was very little time, resources and budget left to implement the plan after the District terminated its contract with Deloitte. The morale was low and the task before us was immense. The financial restrictions tied to this project added even more pressure in meeting the deadlines. Month after month for the past year the team continued to make progress and meet each milestone. We brought together, at its peak approximately 146 people to implement the OM/PA, e-Recruiting and Finance/Procurement. The ERP Team is comprised of both internal and external individuals. The Team worked seamlessly and tirelessly as if everyone had been together for years.” ~ Debbie Karcher Chief Information Officer Miami-Dade County Public Schools RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 92 For every client engagement, we bring highly specialized teams that have been tailored to fit your unique functional, technical and business environment. Each member of the Phoenix Team is a subject matter expert with a deep background in their respective area, providing our clients with a unique perspective and valuable insights on how to best address the challenge at hand. Our value proposition is that we provide our clients with the necessary tools, knowledge, and expertise to thrive in their industries, enabling new standards of performance, and maximizing value. Rather than simply having a Contractor-Client relationship, our philosophy and goal is to become “Trusted Advisors”. Trust is the crucial element of our company DNA. We always give advice and guidance based on what is in our clients’ best interests, even if it affects our bottom line. We coach our clients on how to build integrated systems with best practices in mind so that they can effectively meet their immediate needs and reduce long term support costs. OUR APPROACH Our firm’s strength stems from our flexibility and our innate capacity to work collaboratively as joint stakeholders on every client engagement. By working closely with our clients to thoroughly understand their technical, functional, and business environments, we deliver tailored solutions to meet, and often exceed, their expectations. Providing outstanding client service is also a core element of our engagement approach. From day one, we instill in our consultants that excellence in service delivery is our highest priority. For this reason, our clients often retain our services for many years after we have completed an initial engagement. OUR SERVICES Phoenix is a full spectrum SAP consulting firm offering comprehensive Cloud Solutions, SAP functional support, and SAP technical support services across the entire project lifecycle. Our service areas range from SAP Implementation, Training, and Production Support services to independent Project Reviews of work performed by other implementation firms. We bring our deep functional/technical expertise and apply our Leading Practices Methodology to help resolve our clients’ most challenging Enterprise Resource Planning (ERP) issues and requirements. Rather than adopting a purely functional approach to ERP implementations, the Phoenix Consulting Advantage offers our clients a truly holistic solution, seamlessly integrating business processes across their organization to provide both near-term and long-term value. A summary of our service offerings can be found below: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 93 Figure 8: Profile of Phoenix Service Offerings Phoenix offers our clients an array of cutting-edge SAP Solutions: Figure 9: Phoenix SAP Solutions RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 94 OUR HEADQUARTERS, OFFICE LOCATIONS AND NUMBER OF EMPLOYEES Phoenix headquarters is located in Sarasota, FL. We have a total of four (4) office locations worldwide. Services for you will be primarily provided from our HQ in Sarasota, FL. Currently Phoenix employs approximately 143 team members. The following figure identifies Phoenix’s office locations: Figure 10: Phoenix Offices Worldwide Our Organizational Structure The strength of any organization depends on the guidance and wisdom of its leadership. Our executive team embodies these qualities and is composed of some of the most knowledgeable and experienced “thought leaders” in the industry. Their unwavering commitment to our clients, combined with their background in the development of many of the industry’s Leading Practices, is why our clients select Phoenix for their SAP Consulting requirements. Our lean organizational structure has been proven to provide superior customer service and outstanding client value. Our company organizational chart has been provided below: Offshore Hyderabad, India Headquarters Sarasota, FL West Coast Los Angeles, CA Canada Toronto RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 95 Figure 11: Phoenix Organizational Structure Our Strategic Alliances Over the years, Phoenix has developed professional relationships with numerous organizations in our industry. The wide breadth of our partner portfolio allows Phoenix to offer our clients’ best-in-class solutions to meet nearly any unique requirement. Phoenix’s strategic alliances include: Figure 12: Phoenix Partners RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 96 Phoenix also has Master Services Agreements in place with the State of California, State of Texas, State of New York and Sourcewell. Sourcewell is a National Purchasing Agreement for Public Sector agencies and all State and Local government agencies can purchase against the National Agreement including Brevard County. Florida agencies such as Miami-Dade County Public Schools, Orange County Public Schools and Collier County have already taken advantage of Sourcewell’s pre-negotiated National Agreements to hire Phoenix for SAP projects. Figure 13: Phoenix Master Services Agreements Our Public Sector Experience Phoenix has supported numerous clients similar in both environment and scope as the County. The following table identifies a few of our Public Sector clients where we have provided SAP services. Table 13: Phoenix Public Sector Client Portfolio (sample) Entity Clients Cities • City of Charlottesville • City of Houston • City of Phoenix • City of Portland • City of Anchorage • City of San Antonio • City of San Diego • City of Tacoma • City of Toledo • City of Sheboygan Police Department Counties • Bernalillo County • Brevard County • Clark County • Howard County • Marin County • Monroe County RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 97 • Collier County • County of San Luis Obispo • Dunn County • Durham County • Erie County • Fort Worth County • Gwinnett County • Multnomah County • Rockland County • Santa Clara County • Sedgwick County • Tarrant County • Travis County • Washoe County Federal, State and Non-Profit • California State Teachers’ Retirement System (CalSTRS) • California Controller’s Office • California Department of Technology • California Department of Industrial Relations • Department of Interior • Direct Relief International • Inter-America Development Bank • Navy Project/Army Project • State of California Controller’s Office • State of Florida • State of Florida Tax Dept. • State of Illinois • State of South Carolina • State of Mississippi • US Federal Prison System School Districts / Community Colleges • Houston Independent School District (HISD) • Los Angeles Community College School District (LACCD) • Los Angeles Unified School District (LAUSD) • Miami-Dade County Public Schools (MDCPS) • Orange County Public Schools (OCPS) • Pennsylvania School System • Vaughn Next Century Learning Center Transportation Agencies • Pennsylvania Turnpike Commission • San Diego Metropolitan Transportation System • Santa Clarita Valley Transportation Agency • North Jersey Transportation Planning Authority • Los Angeles World Airports • San Diego Unified Port District • Valley Transpiration Agency • Kenya Airports Authority Universities • American University of Cairo (Egypt) • Aspen University • Boston University • Massachusetts Institute of Technology (MIT) • MIT Lincoln Labs • Purdue University • Technion University (Israel) • Texas State University • University of Arkansas for Medical Sciences • University of Kentucky • University of Mississippi • University of Nebraska • University of Tennessee • University of Toronto • University of Holy Cross Utilities • Birmingham Water Works • California Department of Water Resources • Department of Public Utilities (Toledo) • Gainesville Regional Utility • Imperial Irrigation District • Loudoun Water • Metropolitan District Council • Pedernales Electric Cooperative, Inc. • Portland Energy Conservation, Inc. • Public Service Electric & Gas Company (PSE&G) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 98 Phoenix bring decades of experience within the Public Sector Agencies. The following figure provides a sample overview of some of the large scale, complex organizations we have served in Public Sector nationally. Figure 14: Phoenix’s Public Sector Experience (sample) We have provided SAP Implementation and Support services to numerous Public Sector organizations with very similar technical / functional landscapes as the County In the following pages, we have summarized our experience and identified that services and that we have provided to our clients. INTRODUCINHG CBS, INC. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 99 RESOURCE AVAILABILITY AND BENCH DEPTH • The Contractor must have ABAP resources available within their organization. • The Contractor must have Basis resources available within their organization. The Phoenix Team has many ABAP/Basis resources available to support the project. PHOENIX TEAM S QUALIFICATIONS • Provide information that documents your firm’s and subcontractors’ qualifications to produce the required deliverables, including abilities, capacity, skill, financial strength, and number of years of experience in providing the required services. Below is an overview of our partner CBS, Inc. INTRODUCING CBS, INC. The ultimate aim of large industrial companies is to bring digital business processes onto one global solution platform. CBS Corporate Business Solutions is the key to making this vision a reality. As process consultants and SAP specialists, we provide comprehensive support to international corporations and hidden champions worldwide. With our unique end-to-end business transformation portfolio, SELECTIVE S/4HANA transition, and the standard software CBS Enterprise Transformer® for SAP S/4HANA®, we are delivering the ONE Digital Enterprise of the future. CBS has more than 710 employees based at its headquarters in Heidelberg, its numerous branch offices in Germany, and its international outposts. Supported by nearshore and offshore centers as well as a strong partner network, CBS implements successful large-scale projects and customer-oriented solutions around the globe. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 100 OFFICE LOCATIONS PHOENIX TEAM’S EXPERIENCE WORKING ON PREVIOUS PROJECTS • Describe the various team members’ successful experience in working with one another on previous projects. Out ream has a lot of experience in implementing solutions on HANA and S/4HANA. Phoenix implemented the very first Public Sector HANA project in 2013 and has been involved in numerous HANA database upgrades and S/4HANA software upgrades for Public Sector clients. Our staff is continually educating themselves on the most current information regarding HANA upgrades. Some of our Hana database and S/4HANA upgrade and implementation customers include: Monroe County, Houston Independent School District, Orange County Schools, Brevard County and many others. Phoenix meets and exceeds Collier County’s requirements for an experienced HANA Upgrade implementer. CBS helped Arapahoe County to successfully complete its migration to SAP S/4HANA on time and under budget, becoming the first public sector government agency to leverage Selective Data Transition for SAP S/4HANA RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 101 migration, and enabling the County to continue to operate efficiently and effectively and meet the needs of its citizens, employees, and stakeholders. REFERENCES • Contractor to provide three (3) references from past successful implementation of previous clients. Phoenix Team has provided four (4) references using the County’s reference form. See Section 6, subsection 6.10 - Form 5: Reference Questionnaires. We have provided additional references/details for some of our other clients below. ADDITONAL REFERENCE #1: LOS ANGELES WORLD AIRPORTS Los Angeles World Airports Application type: ECC - Finance (GL, AP, AR, FA, FM), Controlling, Budget, Project Systems HCM (ESS, MSS, OM, PA, Time, and Travel), Purchasing (MM, WM, IM) and Vendor Invoice Management (VIM by OpenText). Application Software: ECC 6 EHP8, OpenText, and Solution Manager 7.2 Customer Type: Public Sector – Transportation Agency Prime Contractor or Subcontractor if sub indicate % of project: Prime Project Size: Operating budget: $7.75 Billion, # of Employees: 2,100, # of users: 800 Project Dates: Production Support: Jun 2017 - Present Work performed: Phoenix has two active contracts with LAWA, one for SAP Basis Support services and one for SAP Staffing services. Phoenix has provided LAWA with VIM configuration support and does Basis monitoring for LAWA. Specific projects include an upgrade to ECC6 EHP8, a Solution Manager 7.2 implementation, and VIM Support. We also have planned for this year a comprehensive assessment to provide a roadmap for LAWA to upgrade ECC to S/4 HANA. Relevance: Demonstrated Phoenix’s ability to provide production support and support SAP infrastructure operations for a large Transportation agency. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 102 Los Angeles World Airports Technical Environment: Windows/MS SQL DB Reference: Valerie Hunter Chief Management Analyst (424) 646-7330 VHUNTER@lawa.org Florinda Carlos Information Systems Manager (424) 646-5117 fcarlos@lawa.org Suzette F. Abille Customer Experience & Business Systems Division (424) 646-5402 SAbille@lawa.org Address: Los Angeles World Airports 6053 West Century Boulevard, Suite 601 Los Angeles, CA 90045 On-Going Support: Yes. ADDITONAL REFERENCE #2: ORANGE COUNTY PUBLIC SCHOOLS (OCPS) Orange County Public Schools Application type: Production support of HR, Payroll, Time, Organization Management, Personnel Management, Financials, Controlling, Asset Management, Treasury, Materials Management, Grants Management, Funds Management, SRM, ESS, eRecruitment. Application Software: SAP ERP 6.0, SAP SRM (Version 7.01), SAP NetWeaver Portal (Version 7.01), SAP Master Data Management MDM, (Version 7.1), SAP Process Integration PI, (Version 7.11), SAP Procurement Public Sector PPS, (Version 3.0), SAP ERP HCM (Version ECC 6.04), SAP e-Recruiting (Version 6.04), SAP ESS MSS, SAP ECC Upgrade (Version 6.0), SAP ERP MM, (Version ECC 6.04) SAP ERP FI (Version ECC 6.04), SAP ERP Project Systems PS, (Version ECC 6.04), SAP ERP Payroll PY, (Version ECC 6.04) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 103 Orange County Public Schools SAP ERP Cost Controls CO, (Version ECC 6.04) Customer Type: Public Sector - School District (12th largest in US) Prime Contractor or Subcontractor if sub indicate % of project: Prime Project Size: Operating budget: $ 1.3 Billion, # of Employees: 19,000, # of students: 175,000, # of schools: 178, # of users: 2,000, Project Dates: Jan 2012 – Ongoing Work performed: Orange County Public Schools signed a contract with Phoenix in 2012 and Phoenix has been supporting them with a variety of consulting staffing resources including HR functional resources, ABAP resources, and SQL Server IT staffing. Phoenix provided critical production support for the project after its initial go-live in 2006 and was asked to manage the implementation of the upgrade in 2012. Phoenix staff managed the technical upgrade and provided the Basis system administration that performed the upgrade and worked with the functional team to test the functionality after the upgrade. Phoenix is also supporting the District’s new SAP Modernization Project which, upon the planned effective go-live date of June 30, 2020, will transform the District’s SAP system through the expected implementation of the following SAP for Public Sector leading practices accounting and control integration and additional software features: • Restructure Finance and Budget master data elements to support the proper use of existing data elements as follows: o General Ledger Account / Cost Element / Commitment Item – Increase the size to 10 digits to support future growth, detailed cost accounting and reconciliation of budgetary vs. modified accrual vs full accrual accounting differences RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 104 Orange County Public Schools o Business Area – Partial accountability by high-level internal organizational responsibility (e.g., by department, school) o Cost Center – Detailed revenue and cost accountability for lower-level internal organizational units (aligned with management of employees and relevant day-to-day operational activities) o Funds Center – Detailed revenue and expenditure accountability for lower-level internal organizational units (aligned with management of employees and relevant day-to-day operational activities) o HR Organizational Structure alignment with Cost Centers/Funds Centers (Enterprise Organization) o Fund – Accountability for specific types of resources at various levels of responsibility including fiscal and detailed managerial perspectives o Functional Area – Detailed performance-driven accountability for services and related functions, processes and activities o WBS Element – Detailed revenue and cost accountability for complex sets of discrete related activities tightly managed to achieve a common goal • Introduce the following additional data elements: o Budget Period – Date-dependent accountability for short-term resources across fiscal years o Segment – Full set of financial statements by type of “activity” (governmental, internal service, fiduciary), lines of business (e.g., food services, facilities), controlled entities (The Foundation for Orange County School, Inc. component unit) o Profit Center – Accountability for operational and managerial purposes (e.g., centralized services provided to specific departments or schools) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 105 See also Reference Letter ion Appendix 1. CASE STUDIES WITH LESSONS LEARNED • The Contractor shall include a listing of projects describing their experience designing, developing and implementing (including lessons learned) of at least three (3) similar projects. Orange County Public Schools o Internal Order – Constituent-, job- or ad hoc-based detailed revenue and cost accountability for discrete activities related to a common purpose (grant and non-grant) o Funded Program – Constituent-, job- or ad hoc-based legal budget accountability for discrete activities related to a common purpose o Grant – Accountability for discrete sources of resources provided by, controlled for and reported to external organizations (“sponsors”) o Sponsored Program – External accountability to sponsors for discrete activities related to a common purpose o Sponsored Class – Grant-related resource accountability by nature of external budgetary reporting and control • Migration of SAP Special Ledger to SAP New General Ledger, including enhanced SAP Fund Accounting integration (PSM-FA) • Migration to SAP Funds Management Budget Control System (PSM-FM- BCS) • SAP Grants Management – Grantee features (PSM-GM-GTE) • SAP Position Budgeting and Control features (PA-PM-PB) • SAP Cross-Application Time Sheet features (CATS) Relevance: Public Sector production support services. Technical Environment: HP hardware, SQL Server DB, Windows OS On-Going Support: Yes. Currently providing ongoing support services. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 106 CASE SATUDY: OCPS Client History Orange County Public Schools (OCPS or District) is the 8th largest public school district in the United States. It has over 215,000 students and 25,000 employees. The District encompasses almost 200 schools, spread over five Learning communities: North, East, West, Southwest and Southeast. Each school has at least one cafeteria. OCPS first implemented their SAP system in 1999 and was an early adopter of SAP public sector features. At that time, workarounds were required to support fund accounting and budgetary control including using critical master data structures in a manner for which they were not intended. This has resulted in sub-optimal system integration, business processes and historical information. SAP Modernization Project Budget: $5 Million SAP Modernization Project OCPS started their SAP Modernization Project in mid-2018 with the goals of updating the District’s SAP Enterprise Central Component (ECC) and Supplier Relationship Management (SRM) systems to achieve the following objectives: • Remove all financial and procurement information. • Retain all employee and payroll information (except for the financial postings). • Configure and use the New General Ledger instead of Special Purpose Ledger. • Configure and use the Funds Management Budget Control System instead of Former Budgeting. • Configure and use the Grants Management - Grantee component. • Configure and use Procurement for Public Sector features and integration. • Configure and use features for employees to input timesheets directly in the system. • Convert master data to better align with SAP Best Practices. • Reintegrate the systems for changes introduced with implementing the new SAP components, capabilities and converted data. • Convert critical financial balances and open items as of the effective go-live date • Remove unnecessary customizations. • Update critical customizations for changes introduced with implementing the new SAP components, capabilities and converted data. Phoenix Business Consulting is supporting the District’s SAP Modernization Project in the following areas: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 107 • Financial Accounting • Controlling • Funds Management • Grants Management – Grantee • Project Systems • Plant Maintenance • Procurement • Materials Management • Time Entry and Leave Management • Enterprise Portal and Fiori integration • System administration and management • Custom development Design The blueprint for the District’s reintegrated SAP systems was completed in July 2019 and documented the new system design with respect to the following: • Integrated Data • Financial Accounting o Accounts Payable o Accounts Receivable o Fixed Assets o General Ledger (including Controlling) o Treasury Management (including Bank Accounting) • Funds Management (Budget Control System) • Grants Management – Grantee • Project Systems • Plant Maintenance • Purchasing • Inventory Management • Human Capital Management o Organizational Management o Position Budgeting and Control (including Personnel Cost Planning) o Human Resources o Time Entry o Leave Management o Payroll During blueprinting, we created various prototype systems to analyze the following system migration approaches to achieve the District’s goals: RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 108 1. Brownfield o Retain existing SAP systems o Archive historical information o Introduce new data structures o Reconfigure and reintegrate systems based on new data structures and components o Update custom developments for new data structures and components o Convert beginning balances and open items to new data structures and components 2. Hybrid Brownfield o Retain existing SAP systems o Archive and delete historical financial and procurement information using SAP Information Lifecycle Management o Introduce new data structures o Reconfigure and reintegrate systems based on new data structures and components o Update custom developments for new data structures and components o Convert beginning balances and open items based on new data structures and components 3. Hybrid Greenfield o Retain existing SAP systems for reference purposes only o Install new SAP systems using ECC client copy without data o Import custom development objects o Import historical Human Capital Management information o Introduce new data structures o Reconfigure and reintegrate systems based on new data structures and components o Update custom developments for new data structures and components o Convert beginning balances and open items based on new data structures and components The District decided to use the hybrid Greenfield approach and is currently performing integration testing, with the new SAP system expected to be go live effective June 30, 2020. In Conclusion Phoenix Business Consulting is supporting many critical areas related to the Orange County Public School SAP Modernization Project that began in mid-2018 with blueprinting complete in July 2019 and realization substantially complete in January 2020. Using a hybrid Greenfield approach, the new SAP systems are expected to went live recently. Lessons Learned 1. Project Management a. Engage the executives early on and obtain their commitment. They should champion the project and ultimate success of the project rests with the executive steering committee. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 109 b. Establish project governance with structure and responsibilities. Provide an escalation path for risk and issues. c. Assign a project manager with SAP’s methodology experience. d. Hire consultants with 10-15 years experience in SAP implementations with deep knowledge and expertise e. Dedicate a PMO staff member to oversee the project f. Engage a third party oversight to monitor the project and report directly to the executive steering committee. g. Institute robust processes for issues management, schedule management, risk management, and deliverable review/acceptance h. Engage business advisors early on. These are the signors on blueprint design. i. Communicate the project management processes and deliverable acceptance process to all key stakeholders early on. j. Identify the right skilled person for their appropriate role in the project team k. Co-locate the project team members 2. Design a. Establish a blueprint workshop schedule in advance and communicate to stakeholders b. Educate the project team with best/leading practices c. Educate the project team and business advisors on the blueprint design process d. Make sure blueprint design sessions are well facilitated! e. Diligently follow up on the parking lot and action items f. Conduct thorough quality check of the blueprint document g. Obtain signoff on the blueprint document. This is a must. Without signoff, the project shouldn’t continue into realize phase. 3. Technical, development and configuration a. Establish development, configuration, technical, and security standards b. Establish tracking metrics to monitor progress c. Escalate system issues to SAP sooner than later d. Document functional specs thoroughly e. Co-locate functional and technical teams 4. Testing a. Ensure there is a testing manager onboard early in the Realize phase. b. Document test scripts c. Setup defect tracking mechanism early d. End users should be involved in testing e. Be patient! Purpose of testing is to break the system and at the end of testing have robust system. 5. Data migration a. Initiate data cleansing early on in the process b. Migrate open transactions only. c. Migrate active master data only d. Do not migrate historical data. Archive historical data with read only access. e. Data cleansing is an iterative activity. Define acceptance standards for data. f. Practice data conversion as many times as feasible. Record the elapsed time duration. 6. Organizational Change Management (OCM) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 110 a. Assign an OCM lead who will lead organization transformation b. Conduct stakeholder analysis early and know your stakeholders c. Communicate impacts of change to jobs and roles 7. Training a. Conduct project team training within the first month of the project b. Use in house trainers to conduct the training. c. End users must go through the required training before getting access to the system CASE STUDY: LOS ANGELES UNIFIED SCHOOL DISTRICT Client History: The Los Angeles Unified School District (LAUSD or District) is the largest public school system in the state of California. It is the 2nd largest public school district in the United States. LAUSD serves over 600,000 students, has over 45,000 teachers and 38,000 other employees. The annual spend is approximately $1.5 billion, with a total budget of over $7 billion. LAUSD operates almost as many buses as the Los Angeles County Metropolitan Transportation Authority. The LAUSD school construction program rivals Boston’s Big Dig in terms of expenditures and LAUSD cafeterias serve about 500,000 meals a day, rivaling the output of Southern California’s McDonald's restaurants. Within the District there are over 3,500 users generating more than 300,000 purchase orders per year. LAUSD Expands SAP’s Scope Past HR and Payroll: After the stabilization of the District’s Human Capital Management (HCM) implementation in 2007/08, a new project was green lighted to migrate and centralize District finance and procurement functions. In Jan 2012, LAUSD formally started the process of migrating from their legacy mainframe system (IFS) to the SAP ECC, SRM PPS, SuS, BW, and HANA solutions. This project was named the Legacy Replacement Program (LRP) and Phoenix Business Consulting (Phoenix) was responsible for system design, integration, and development as the prime consulting partner. Providing a fully-integrated HCM, Finance, Procurement and Warehouse Management system was the major objective of the LRP implementation. The budget execution process, which was managed by LAUSD in a separate system (COFE), is now managed using standard SAP Funds Management budget and availability control features. About 3,000 payment cards, which are credit cards primarily used for small purchases by LAUSD employees at various schools and office locations, were also included in the LRP implementation. Using SAP to manage these RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 111 payment cards and the District’s other bank-related accounts also includes timely interfacing with the LAUSD bank information systems, which provides for better control and reporting of financial transactions. The purchasing process in the legacy IFS system included creation of purchase orders, receiving of goods/services, invoicing, and vendor payments. IFS did not support solicitations, supplier registration, purchasing document approval, self-service procurement, catalog-based shopping, legal contract authoring, contract compliance or interfacing with the District’s externally-facing public notification system for bidding and procurement. The District’s new SRM 7.01 Procurement for Public Sector (PPS) system was designed to include all of these capabilities using the integrated SAP Procure to Pay and Receive to Distribute business processes. The LRP implementation included enabling pre-encumbering and sourcing of shopping carts, purchase order processing, solicitation (RFx) and contract management, live auctions, self-registration of suppliers (ROS), development of procurement documents using SAP Document Builder, vendor punch-out and SRM-MDM internal catalogs for procurement of products and services, supplier self-services (SuS), and HCM organizational structure replication with automatic updates. The LRP project also included the implementation of additional integrated, end-to-end SAP business processes. Employee travel management, from trip approval to reimbursement of related expenses in employee paychecks, is now integrated within the District’s SAP Hire to Retire process. Acquisition, tracking and management of fixed assets are now performed in SAP using the District’s integrated SAP Acquire to Retire process. Grant-related funding and other customer receivables are now completely processed and managed using the District’s integrated SAP Order to Cash process. Budget execution, internal cost allocation, project accounting and financial reporting are now performed using the District’s integrated SAP Plan to Report process. Bank and lockbox accounts are now completely managed and reconciled using the District’s integrated SAP Cash to Invest process. While the LRP project attempted to utilize standard SAP capabilities where possible, a significant number of enhancements were required and developed by Phoenix. A major enhancement implemented was the integration of ECC stock transport orders with SRM. This allows end-users to shop for items available in the LAUSD warehouse using an internal catalog, performing a real-time stock availability check and allowing the shopper to select their shipping priority. Upon shopping cart approval, a stock transport order is automatically generated in ECC which then triggers a customized warehouse pick, pack and ship process. Pricing conditions are used to automatically track warehouse revenue, including price mark-ups for warehouse items, as well as cost of goods sold. Warehouse inventory, including food, is replenished using planned orders generated through automatic re-order point planning. Materials requirements planning (MRP) requisitions are automatically RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 112 replicated to the SRM system for sourcing, allowing responsible buyers to issue a purchase order, begin an RFx process or use a Reverse Auction process within the SRM sourcing application. Other customizations developed and implemented during the LRP implementation include travel trip and expense reimbursement request, shopping cart, purchase order, vendor invoice, procurement card, journal entry and customer invoice approvals using SAP business and process-oriented workflow; automated compliance with vendor catalogs; field enhancements across all procurement documents; enhanced validations dependent on the combination of internally and externally sourced line-items, values, and commodity codes; customized supplier registration including vendor certification; automatic updating of supplier lists and vendor master data; integration of job planning with Funds Management and Grants Management – Grantee budget execution; enhancements to further automate internal cost allocation and billing; different forms; and various reports using ABAP programming and BW reporting. LAUSD’s Risk Tolerance and Phoenix’s Methodology LAUSD’s previous SAP ERP implementation project [Business Tools for Schools (BTS)] produced an openly- publicized failure. This resulted in LAUSD imposing a near-zero risk tolerance for subsequent IT implementations, including the LRP implementation project. Phoenix addressed this risk-adverse environment by proposing and providing a highly-experienced team of more than forty functional business process, training, project management, and SAP for Public Sector experts, all of whom were seasoned senior-plus level consultants. Many of these resources worked with each other on past SAP implementations. Phoenix utilized a hybrid Agile/ASAP methodology, maintaining a highly-flexible approach to ensure the most successful project possible. Phoenix was primarily concerned with interactions, operability, collaboration, and flexibility in the context of processes, documentation, negotiations, and planning. Proposed changes to project scope were quickly and collaboratively addressed by both Phoenix and LAUSD project management. Phoenix worked to educate business process owners about SAP capabilities and the business blueprint process, supporting these business process owners to better understand and validate District business requirements and quickly complete the blue printing process. This included early demonstration of major business processes in SAP systems by seasoned functional resources, accelerating validation of requirements and completing the blue printing process within the LRP project planned time-frame. This Agile approach provided LAUSD business process experts with confidence that critical requirements were addressed, allowing them to quickly review and approve the final blueprint documents and allowing system configuration and development activities to proceed as planned. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 113 Phoenix also supports SAP for Public Sector projects with a large repository of common, pre-developed enhancements and LAUSD was able to leverage many of these developments with minimal modification. This provided the LRP project with a foundation of more reliable workflows, account validations, interfaces, messages, alerts, etc. requiring fewer resources to develop and test required customizations. In Conclusion: The LRP project provided LAUSD with a modern and scalable SAP for Public Sector solution that fully integrates HCM, Finance, Procurement and Warehouse Management, interfacing order management with the District’s highly-specialized Cafeteria Management, Plant Maintenance and Transportation Management systems. This integrated solution feeds and transports over 500,000 students and manages over $1.5 billion in annual spend for the 2nd largest school district in the nation. LESSONS LEARNED 1) Establishing a team that fostered direct, open and honest communication is critical for quickly and effectively addressing project issues. 2) Availability of client resources needs to be estimated accurately and met or it will significantly impact the implementation timeline. 3) More support and ownership of the implementation by business owners is required for timely decision- making and deliverable review/approvals. 4) A better understanding and ownership of detailed business requirements, business roles and security authorizations from the beginning of the project is required to better support Organizational Change Management, system security, system testing and end-user training activities. The County requests that the vendor submits n.o fewer than three (3) and no more than ten (10) completed reference forms from clients during a period of the last 5 years whose projects are of a similar nature to this solicitation as a part of their proposal. Provide information on the projects completed by the Proposer that best represent projects of similar size, scope and complexity of this project using form provided in Form 5. Proposers may include two (2) additional pages for each project to illustrate aspects of the completed project that provides the information to assess the experience of the Proposer on relevant project work. Understood and comply. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 114 5 EVALUATION CRITERIA NO. 5: LOCAL VENDOR PREFERENCE EVALUATION CRITERIA NO. 5: LOCAL VENDOR PREFERENCE (10 Total Points Available) Local business is defined as the vendor having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier or Lee County from which the vendor’s staff operates and performs business in an area zoned for the conduct of such business. Not applicable. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 115 6 REQUIRED FORMS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 116 GENERAL BID INSTRUCTIONS ACKNOWLEDGEMENT/ACCEPTANCE Acknowledged and accepted. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 117 COLLIER COUNTY PURCHASE ORDER TERMS AND CONDITIONS ACKNOWLEDGEMENT/ ACCEPTANCE Acknowledged and accepted. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 118 FORM 1: VENDOR DECLARATION STATEMENT RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 119 FORM 2: CONFLICT OF INTEREST CERTIFICATION RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 120 PROOF OF STATUS FROM DIVISION OF CORPORATIONS - FLORIDA DEPARTMENT OF STATE RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 121 E-VERIFY REGISTRATION RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 122 FORM 3: IMMIGRATION AFFIDAVIT CERTIFICATION RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 123 E-VERIFY MEMORANDUM OF UNDERSTANDING OR COMPANY PROFILE PAGE 6.11 Phoenix E-VERIFY MOU.pdf Page 1 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: THE E-VERIFY MEMORANDUM OF UNDERSTANDING FOR EMPLOYERS ARTICLE I PURPOSE AND AUTHORITY E-Verify is a program that electronically confirms an employee’s eligibility to work in the United States after completion of Form I-9, Employment Eligibility Verification (Form I-9). This Memorandum of Understanding (MOU) explains certain features of the E-Verify program and describes specific responsibilities of the Employer, the Social Security Administration (SSA), and DHS. Authority for the E-Verify program is found in Title IV, Subtitle A, of the Illegal Immigration Reform and Immigrant Responsibility Act of 1996 (IIRIRA), Pub. L. 104-208, 110 Stat. 3009, as amended (8 U.S.C. § 1324a note). The Federal Acquisition Regulation (FAR) Subpart 22.18, “Employment Eligibility Verification” and Executive Order 12989, as amended, provide authority for Federal contractors and subcontractors (Federal contractor) to use E-Verify to verify the employment eligibility of certain employees working on Federal contracts. ARTICLE II RESPONSIBILITIES A. RESPONSIBILITIES OF THE EMPLOYER 1.The Employer agrees to display the following notices supplied by DHS in a prominent place that is clearly visible to prospective employees and all employees who are to be verified through the system: a.Notice of E-Verify Participation b.Notice of Right to Work 2.The Employer agrees to provide to the SSA and DHS the names, titles, addresses, and telephone numbers of the Employer representatives to be contacted about E-Verify. The Employer also agrees to keep such information current by providing updated information to SSA and DHS whenever the representatives’ contact information changes. 3.The Employer agrees to grant E-Verify access only to current employees who need E-Verify access. Employers must promptly terminate an employee’s E-Verify access if the employer is separated from the company or no longer needs access to E-Verify. 650018 The parties to this agreement are the Department of Homeland Security (DHS) and the Phoenix Business, Inc. (Employer). The purpose of this agreement is to set forth terms and conditions which the Employer will follow while participating in E-Verify. Page 2 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: 4. The Employer agrees to become familiar with and comply with the most recent version of the E-Verify User Manual. 5. The Employer agrees that any Employer Representative who will create E-Verify cases will complete the E-Verify Tutorial before that individual creates any cases. a. The Employer agrees that all Employer representatives will take the refresher tutorials when prompted by E-Verify in order to continue using E-Verify. Failure to complete a refresher tutorial will prevent the Employer Representative from continued use of E-Verify. 6. The Employer agrees to comply with current Form I-9 procedures, with two exceptions: a. If an employee presents a "List B" identity document, the Employer agrees to only accept "List B" documents that contain a photo. (List B documents identified in 8 C.F.R. § 274a.2(b)(1)(B)) can be presented during the Form I-9 process to establish identity.) If an employee objects to the photo requirement for religious reasons, the Employer should contact E-Verify at 888-464-4218. b. If an employee presents a DHS Form I-551 (Permanent Resident Card), Form I-766 (Employment Authorization Document), or U.S. Passport or Passport Card to complete Form I-9, the Employer agrees to make a photocopy of the document and to retain the photocopy with the employee’s Form I-9. The Employer will use the photocopy to verify the photo and to assist DHS with its review of photo mismatches that employees contest. DHS may in the future designate other documents that activate the photo screening tool. Note: Subject only to the exceptions noted previously in this paragraph, employees still retain the right to present any List A, or List B and List C, document(s) to complete the Form I-9. 7. The Employer agrees to record the case verification number on the employee's Form I-9 or to print the screen containing the case verification number and attach it to the employee's Form I-9. 8. The Employer agrees that, although it participates in E-Verify, the Employer has a responsibility to complete, retain, and make available for inspection Forms I-9 that relate to its employees, or from other requirements of applicable regulations or laws, including the obligation to comply with the antidiscrimination requirements of section 274B of the INA with respect to Form I-9 procedures. a. The following modified requirements are the only exceptions to an Employer’s obligation to not employ unauthorized workers and comply with the anti-discrimination provision of the INA: (1) List B identity documents must have photos, as described in paragraph 6 above; (2) When an Employer confirms the identity and employment eligibility of newly hired employee using E-Verify procedures, the Employer establishes a rebuttable presumption that it has not violated section 274A(a)(1)(A) of the Immigration and Nationality Act (INA) with respect to the hiring of that employee; (3) If the Employer receives a final nonconfirmation for an employee, but continues to employ that person, the Employer must notify DHS and the Employer is subject to a civil money penalty between $550 and $1,100 for each failure to notify DHS of continued employment following a final nonconfirmation; (4) If the Employer continues to employ an employee after receiving a final nonconfirmation, then the Employer is subject to a rebuttable presumption that it has knowingly 650018 Page 3 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: employed an unauthorized alien in violation of section 274A(a)(1)(A); and (5) no E-Verify participant is civilly or criminally liable under any law for any action taken in good faith based on information provided through the E-Verify. b. DHS reserves the right to conduct Form I-9 compliance inspections, as well as any other enforcement or compliance activity authorized by law, including site visits, to ensure proper use of E-Verify. 9. The Employer is strictly prohibited from creating an E-Verify case before the employee has been hired, meaning that a firm offer of employment was extended and accepted and Form I-9 was completed. The Employer agrees to create an E-Verify case for new employees within three Employer business days after each employee has been hired (after both Sections 1 and 2 of Form I-9 have been completed), and to complete as many steps of the E-Verify process as are necessary according to the E-Verify User Manual. If E-Verify is temporarily unavailable, the three-day time period will be extended until it is again operational in order to accommodate the Employer's attempting, in good faith, to make inquiries during the period of unavailability. 10. The Employer agrees not to use E-Verify for pre-employment screening of job applicants, in support of any unlawful employment practice, or for any other use that this MOU or the E-Verify User Manual does not authorize. 11. The Employer must use E-Verify for all new employees. The Employer will not verify selectively and will not verify employees hired before the effective date of this MOU. Employers who are Federal contractors may qualify for exceptions to this requirement as described in Article II.B of this MOU. 12. The Employer agrees to follow appropriate procedures (see Article III below) regarding tentative nonconfirmations. The Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee’s E-Verify case. The Employer agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer agrees to provide written referral instructions to employees and instruct affected employees to bring the English copy of the letter to the SSA. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. Further, when employees contest a tentative nonconfirmation based upon a photo mismatch, the Employer must take additional steps (see Article III.B. below) to contact DHS with information necessary to resolve the challenge. 13. The Employer agrees not to take any adverse action against an employee based upon the employee's perceived employment eligibility status while SSA or DHS is processing the verification request unless the Employer obtains knowledge (as defined in 8 C.F.R. § 274a.1(l)) that the employee is not work authorized. The Employer understands that an initial inability of the SSA or DHS automated verification system to verify work authorization, a tentative nonconfirmation, a case in continuance (indicating the need for additional time for the government to resolve a case), or the finding of a photo mismatch, does not establish, and should not be interpreted as, evidence that the employee is not work authorized. In any of such cases, the employee must be provided a full and fair opportunity to contest the finding, and if he or she does so, the employee may not be terminated or suffer any adverse employment consequences based upon the employee’s perceived employment eligibility status 650018 Page 4 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: (including denying, reducing, or extending work hours, delaying or preventing training, requiring an employee to work in poorer conditions, withholding pay, refusing to assign the employee to a Federal contract or other assignment, or otherwise assuming that he or she is unauthorized to work) until and unless secondary verification by SSA or DHS has been completed and a final nonconfirmation has been issued. If the employee does not choose to contest a tentative nonconfirmation or a photo mismatch or if a secondary verification is completed and a final nonconfirmation is issued, then the Employer can find the employee is not work authorized and terminate the employee’s employment. Employers or employees with questions about a final nonconfirmation may call E-Verify at 1-888-464- 4218 (customer service) or 1-888-897-7781 (worker hotline). 14. The Employer agrees to comply with Title VII of the Civil Rights Act of 1964 and section 274B of the INA as applicable by not discriminating unlawfully against any individual in hiring, firing, employment eligibility verification, or recruitment or referral practices because of his or her national origin or citizenship status, or by committing discriminatory documentary practices. The Employer understands that such illegal practices can include selective verification or use of E-Verify except as provided in part D below, or discharging or refusing to hire employees because they appear or sound “foreign” or have received tentative nonconfirmations. The Employer further understands that any violation of the immigration-related unfair employment practices provisions in section 274B of the INA could subject the Employer to civil penalties, back pay awards, and other sanctions, and violations of Title VII could subject the Employer to back pay awards, compensatory and punitive damages. Violations of either section 274B of the INA or Title VII may also lead to the termination of its participation in E-Verify. If the Employer has any questions relating to the anti-discrimination provision, it should contact OSC at 1-800-255-8155 or 1-800-237-2515 (TDD). 15. The Employer agrees that it will use the information it receives from E-Verify only to confirm the employment eligibility of employees as authorized by this MOU. The Employer agrees that it will safeguard this information, and means of access to it (such as PINS and passwords), to ensure that it is not used for any other purpose and as necessary to protect its confidentiality, including ensuring that it is not disseminated to any person other than employees of the Employer who are authorized to perform the Employer's responsibilities under this MOU, except for such dissemination as may be authorized in advance by SSA or DHS for legitimate purposes. 16. The Employer agrees to notify DHS immediately in the event of a breach of personal information. Breaches are defined as loss of control or unauthorized access to E-Verify personal data. All suspected or confirmed breaches should be reported by calling 1-888-464-4218 or via email at E-Verify@dhs.gov. Please use “Privacy Incident – Password” in the subject line of your email when sending a breach report to E-Verify. 17. The Employer acknowledges that the information it receives from SSA is governed by the Privacy Act (5 U.S.C. § 552a(i)(1) and (3)) and the Social Security Act (42 U.S.C. 1306(a)). Any person who obtains this information under false pretenses or uses it for any purpose other than as provided for in this MOU may be subject to criminal penalties. 18. The Employer agrees to cooperate with DHS and SSA in their compliance monitoring and evaluation of E-Verify, which includes permitting DHS, SSA, their contractors and other agents, upon 650018 Page 5 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: reasonable notice, to review Forms I-9 and other employment records and to interview it and its employees regarding the Employer’s use of E-Verify, and to respond in a prompt and accurate manner to DHS requests for information relating to their participation in E-Verify. 19. The Employer shall not make any false or unauthorized claims or references about its participation in E-Verify on its website, in advertising materials, or other media. The Employer shall not describe its services as federally-approved, federally-certified, or federally-recognized, or use language with a similar intent on its website or other materials provided to the public. Entering into this MOU does not mean that E-Verify endorses or authorizes your E-Verify services and any claim to that effect is false. 20. The Employer shall not state in its website or other public documents that any language used therein has been provided or approved by DHS, USCIS or the Verification Division, without first obtaining the prior written consent of DHS. 21. The Employer agrees that E-Verify trademarks and logos may be used only under license by DHS/USCIS (see M-795 (Web)) and, other than pursuant to the specific terms of such license, may not be used in any manner that might imply that the Employer’s services, products, websites, or publications are sponsored by, endorsed by, licensed by, or affiliated with DHS, USCIS, or E-Verify. 22. The Employer understands that if it uses E-Verify procedures for any purpose other than as authorized by this MOU, the Employer may be subject to appropriate legal action and termination of its participation in E-Verify according to this MOU. B. RESPONSIBILITIES OF FEDERAL CONTRACTORS 1. If the Employer is a Federal contractor with the FAR E-Verify clause subject to the employment verification terms in Subpart 22.18 of the FAR, it will become familiar with and comply with the most current version of the E-Verify User Manual for Federal Contractors as well as the E-Verify Supplemental Guide for Federal Contractors. 2. In addition to the responsibilities of every employer outlined in this MOU, the Employer understands that if it is a Federal contractor subject to the employment verification terms in Subpart 22.18 of the FAR it must verify the employment eligibility of any “employee assigned to the contract” (as defined in FAR 22.1801). Once an employee has been verified through E-Verify by the Employer, the Employer may not create a second case for the employee through E-Verify. a. An Employer that is not enrolled in E-Verify as a Federal contractor at the time of a contract award must enroll as a Federal contractor in the E-Verify program within 30 calendar days of contract award and, within 90 days of enrollment, begin to verify employment eligibility of new hires using E-Verify. The Employer must verify those employees who are working in the United States, whether or not they are assigned to the contract. Once the Employer begins verifying new hires, such verification of new hires must be initiated within three business days after the hire date. Once enrolled in E-Verify as a Federal contractor, the Employer must begin verification of employees assigned to the contract within 90 calendar days after the date of enrollment or within 30 days of an employee’s assignment to the contract, whichever date is later. 650018 Page 6 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: b. Employers enrolled in E-Verify as a Federal contractor for 90 days or more at the time of a contract award must use E-Verify to begin verification of employment eligibility for new hires of the Employer who are working in the United States, whether or not assigned to the contract, within three business days after the date of hire. If the Employer is enrolled in E-Verify as a Federal contractor for 90 calendar days or less at the time of contract award, the Employer must, within 90 days of enrollment, begin to use E-Verify to initiate verification of new hires of the contractor who are working in the United States, whether or not assigned to the contract. Such verification of new hires must be initiated within three business days after the date of hire. An Employer enrolled as a Federal contractor in E-Verify must begin verification of each employee assigned to the contract within 90 calendar days after date of contract award or within 30 days after assignment to the contract, whichever is later. c. Federal contractors that are institutions of higher education (as defined at 20 U.S.C. 1001(a)), state or local governments, governments of Federally recognized Indian tribes, or sureties performing under a takeover agreement entered into with a Federal agency under a performance bond may choose to only verify new and existing employees assigned to the Federal contract. Such Federal contractors may, however, elect to verify all new hires, and/or all existing employees hired after November 6, 1986. Employers in this category must begin verification of employees assigned to the contract within 90 calendar days after the date of enrollment or within 30 days of an employee’s assignment to the contract, whichever date is later. d. Upon enrollment, Employers who are Federal contractors may elect to verify employment eligibility of all existing employees working in the United States who were hired after November 6, 1986, instead of verifying only those employees assigned to a covered Federal contract. After enrollment, Employers must elect to verify existing staff following DHS procedures and begin E-Verify verification of all existing employees within 180 days after the election. e. The Employer may use a previously completed Form I-9 as the basis for creating an E-Verify case for an employee assigned to a contract as long as: i. That Form I-9 is complete (including the SSN) and complies with Article II.A.6, ii. The employee’s work authorization has not expired, and iii. The Employer has reviewed the Form I-9 information either in person or in communications with the employee to ensure that the employee’s Section 1, Form I-9 attestation has not changed (including, but not limited to, a lawful permanent resident alien having become a naturalized U.S. citizen). f. The Employer shall complete a new Form I-9 consistent with Article II.A.6 or update the previous Form I-9 to provide the necessary information if: i. The Employer cannot determine that Form I-9 complies with Article II.A.6, ii. The employee’s basis for work authorization as attested in Section 1 has expired or changed, or iii. The Form I-9 contains no SSN or is otherwise incomplete. Note: If Section 1 of Form I-9 is otherwise valid and up-to-date and the form otherwise complies with 650018 Page 7 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Article II.C.5, but reflects documentation (such as a U.S. passport or Form I-551) that expired after completing Form I-9, the Employer shall not require the production of additional documentation, or use the photo screening tool described in Article II.A.5, subject to any additional or superseding instructions that may be provided on this subject in the E-Verify User Manual. g. The Employer agrees not to require a second verification using E-Verify of any assigned employee who has previously been verified as a newly hired employee under this MOU or to authorize verification of any existing employee by any Employer that is not a Federal contractor based on this Article. 3. The Employer understands that if it is a Federal contractor, its compliance with this MOU is a performance requirement under the terms of the Federal contract or subcontract, and the Employer consents to the release of information relating to compliance with its verification responsibilities under this MOU to contracting officers or other officials authorized to review the Employer’s compliance with Federal contracting requirements. C. RESPONSIBILITIES OF SSA 1. SSA agrees to allow DHS to compare data provided by the Employer against SSA’s database. SSA sends DHS confirmation that the data sent either matches or does not match the information in SSA’s database. 2. SSA agrees to safeguard the information the Employer provides through E-Verify procedures. SSA also agrees to limit access to such information, as is appropriate by law, to individuals responsible for the verification of Social Security numbers or responsible for evaluation of E-Verify or such other persons or entities who may be authorized by SSA as governed by the Privacy Act (5 U.S.C. § 552a), the Social Security Act (42 U.S.C. 1306(a)), and SSA regulations (20 CFR Part 401). 3. SSA agrees to provide case results from its database within three Federal Government work days of the initial inquiry. E-Verify provides the information to the Employer. 4. SSA agrees to update SSA records as necessary if the employee who contests the SSA tentative nonconfirmation visits an SSA field office and provides the required evidence. If the employee visits an SSA field office within the eight Federal Government work days from the date of referral to SSA, SSA agrees to update SSA records, if appropriate, within the eight-day period unless SSA determines that more than eight days may be necessary. In such cases, SSA will provide additional instructions to the employee. If the employee does not visit SSA in the time allowed, E-Verify may provide a final nonconfirmation to the employer. Note: If an Employer experiences technical problems, or has a policy question, the employer should contact E-Verify at 1-888-464-4218. D. RESPONSIBILITIES OF DHS 1. DHS agrees to provide the Employer with selected data from DHS databases to enable the Employer to conduct, to the extent authorized by this MOU: a. Automated verification checks on alien employees by electronic means, and 650018 Page 8 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: b. Photo verification checks (when available) on employees. 2. DHS agrees to assist the Employer with operational problems associated with the Employer's participation in E-Verify. DHS agrees to provide the Employer names, titles, addresses, and telephone numbers of DHS representatives to be contacted during the E-Verify process. 3. DHS agrees to provide to the Employer with access to E-Verify training materials as well as an E-Verify User Manual that contain instructions on E-Verify policies, procedures, and requirements for both SSA and DHS, including restrictions on the use of E-Verify. 4. DHS agrees to train Employers on all important changes made to E-Verify through the use of mandatory refresher tutorials and updates to the E-Verify User Manual. Even without changes to E-Verify, DHS reserves the right to require employers to take mandatory refresher tutorials. 5. DHS agrees to provide to the Employer a notice, which indicates the Employer's participation in E-Verify. DHS also agrees to provide to the Employer anti-discrimination notices issued by the Office of Special Counsel for Immigration-Related Unfair Employment Practices (OSC), Civil Rights Division, U.S. Department of Justice. 6. DHS agrees to issue each of the Employer’s E-Verify users a unique user identification number and password that permits them to log in to E-Verify. 7. DHS agrees to safeguard the information the Employer provides, and to limit access to such information to individuals responsible for the verification process, for evaluation of E-Verify, or to such other persons or entities as may be authorized by applicable law. Information will be used only to verify the accuracy of Social Security numbers and employment eligibility, to enforce the INA and Federal criminal laws, and to administer Federal contracting requirements. 8. DHS agrees to provide a means of automated verification that provides (in conjunction with SSA verification procedures) confirmation or tentative nonconfirmation of employees' employment eligibility within three Federal Government work days of the initial inquiry. 9. DHS agrees to provide a means of secondary verification (including updating DHS records) for employees who contest DHS tentative nonconfirmations and photo mismatch tentative nonconfirmations. This provides final confirmation or nonconfirmation of the employees' employment eligibility within 10 Federal Government work days of the date of referral to DHS, unless DHS determines that more than 10 days may be necessary. In such cases, DHS will provide additional verification instructions. ARTICLE III REFERRAL OF INDIVIDUALS TO SSA AND DHS A. REFERRAL TO SSA 1. If the Employer receives a tentative nonconfirmation issued by SSA, the Employer must print the notice as directed by E-Verify. The Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee’s E-Verify 650018 Page 9 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: case. The Employer also agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer agrees to provide written referral instructions to employees and instruct affected employees to bring the English copy of the letter to the SSA. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. 2. The Employer agrees to obtain the employee’s response about whether he or she will contest the tentative nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the employee may determine whether he or she will contest the tentative nonconfirmation. 3. After a tentative nonconfirmation, the Employer will refer employees to SSA field offices only as directed by E-Verify. The Employer must record the case verification number, review the employee information submitted to E-Verify to identify any errors, and find out whether the employee contests the tentative nonconfirmation. The Employer will transmit the Social Security number, or any other corrected employee information that SSA requests, to SSA for verification again if this review indicates a need to do so. 4. The Employer will instruct the employee to visit an SSA office within eight Federal Government work days. SSA will electronically transmit the result of the referral to the Employer within 10 Federal Government work days of the referral unless it determines that more than 10 days is necessary. 5. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates. 6. The Employer agrees not to ask the employee to obtain a printout from the Social Security Administration number database (the Numident) or other written verification of the SSN from the SSA. B. REFERRAL TO DHS 1. If the Employer receives a tentative nonconfirmation issued by DHS, the Employer must promptly notify employees in private of the finding and provide them with the notice and letter containing information specific to the employee’s E-Verify case. The Employer also agrees to provide both the English and the translated notice and letter for employees with limited English proficiency to employees. The Employer must allow employees to contest the finding, and not take adverse action against employees if they choose to contest the finding, while their case is still pending. 2. The Employer agrees to obtain the employee’s response about whether he or she will contest the tentative nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the employee may determine whether he or she will contest the tentative nonconfirmation. 3. The Employer agrees to refer individuals to DHS only when the employee chooses to contest a tentative nonconfirmation. 4. If the employee contests a tentative nonconfirmation issued by DHS, the Employer will instruct the 650018 Page 10 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: employee to contact DHS through its toll-free hotline (as found on the referral letter) within eight Federal Government work days. 5. If the Employer finds a photo mismatch, the Employer must provide the photo mismatch tentative nonconfirmation notice and follow the instructions outlined in paragraph 1 of this section for tentative nonconfirmations, generally. 6. The Employer agrees that if an employee contests a tentative nonconfirmation based upon a photo mismatch, the Employer will send a copy of the employee’s Form I-551, Form I-766, U.S. Passport, or passport card to DHS for review by: a. Scanning and uploading the document, or b. Sending a photocopy of the document by express mail (furnished and paid for by the employer). 7. The Employer understands that if it cannot determine whether there is a photo match/mismatch, the Employer must forward the employee’s documentation to DHS as described in the preceding paragraph. The Employer agrees to resolve the case as specified by the DHS representative who will determine the photo match or mismatch. 8. DHS will electronically transmit the result of the referral to the Employer within 10 Federal Government work days of the referral unless it determines that more than 10 days is necessary. 9. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates. ARTICLE IV SERVICE PROVISIONS A. NO SERVICE FEES 1. SSA and DHS will not charge the Employer for verification services performed under this MOU. The Employer is responsible for providing equipment needed to make inquiries. To access E-Verify, an Employer will need a personal computer with Internet access. ARTICLE V MODIFICATION AND TERMINATION A. MODIFICATION 1. This MOU is effective upon the signature of all parties and shall continue in effect for as long as the SSA and DHS operates the E-Verify program unless modified in writing by the mutual consent of all parties. 2. Any and all E-Verify system enhancements by DHS or SSA, including but not limited to E-Verify checking against additional data sources and instituting new verification policies or procedures, will be covered under this MOU and will not cause the need for a supplemental MOU that outlines these changes. 650018 Page 11 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: B. TERMINATION 1. The Employer may terminate this MOU and its participation in E-Verify at any time upon 30 days prior written notice to the other parties. 2. Notwithstanding Article V, part A of this MOU, DHS may terminate this MOU, and thereby the Employer’s participation in E-Verify, with or without notice at any time if deemed necessary because of the requirements of law or policy, or upon a determination by SSA or DHS that there has been a breach of system integrity or security by the Employer, or a failure on the part of the Employer to comply with established E-Verify procedures and/or legal requirements. The Employer understands that if it is a Federal contractor, termination of this MOU by any party for any reason may negatively affect the performance of its contractual responsibilities. Similarly, the Employer understands that if it is in a state where E-Verify is mandatory, termination of this by any party MOU may negatively affect the Employer’s business. 3. An Employer that is a Federal contractor may terminate this MOU when the Federal contract that requires its participation in E-Verify is terminated or completed. In such cases, the Federal contractor must provide written notice to DHS. If an Employer that is a Federal contractor fails to provide such notice, then that Employer will remain an E-Verify participant, will remain bound by the terms of this MOU that apply to non-Federal contractor participants, and will be required to use the E-Verify procedures to verify the employment eligibility of all newly hired employees. 4. The Employer agrees that E-Verify is not liable for any losses, financial or otherwise, if the Employer is terminated from E-Verify. ARTICLE VI PARTIES A. Some or all SSA and DHS responsibilities under this MOU may be performed by contractor(s), and SSA and DHS may adjust verification responsibilities between each other as necessary. By separate agreement with DHS, SSA has agreed to perform its responsibilities as described in this MOU. B. Nothing in this MOU is intended, or should be construed, to create any right or benefit, substantive or procedural, enforceable at law by any third party against the United States, its agencies, officers, or employees, or against the Employer, its agents, officers, or employees. C. The Employer may not assign, directly or indirectly, whether by operation of law, change of control or merger, all or any part of its rights or obligations under this MOU without the prior written consent of DHS, which consent shall not be unreasonably withheld or delayed. Any attempt to sublicense, assign, or transfer any of the rights, duties, or obligations herein is void. D. Each party shall be solely responsible for defending any claim or action against it arising out of or related to E-Verify or this MOU, whether civil or criminal, and for any liability wherefrom, including (but not limited to) any dispute between the Employer and any other person or entity regarding the applicability of Section 403(d) of IIRIRA to any action taken or allegedly taken by the Employer. E. The Employer understands that its participation in E-Verify is not confidential information and may be disclosed as authorized or required by law and DHS or SSA policy, including but not limited to, 650018 Page 12 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Congressional oversight, E-Verify publicity and media inquiries, determinations of compliance with Federal contractual requirements, and responses to inquiries under the Freedom of Information Act (FOIA). F. The individuals whose signatures appear below represent that they are authorized to enter into this MOU on behalf of the Employer and DHS respectively. The Employer understands that any inaccurate statement, representation, data or other information provided to DHS may subject the Employer, its subcontractors, its employees, or its representatives to: (1) prosecution for false statements pursuant to 18 U.S.C. 1001 and/or; (2) immediate termination of its MOU and/or; (3) possible debarment or suspension. G. The foregoing constitutes the full agreement on this subject between DHS and the Employer. To be accepted as an E-Verify participant, you should only sign the Employer’s Section of the signature page. If you have any questions, contact E-Verify at 1-888-464-4218. 650018 Page 13 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Approved by: Employer Name (Please Type or Print) Title Signature Date Department of Homeland Security – Verification Division Name (Please Type or Print) Title Signature Date 650018 Phoenix Business, Inc. Hanif Sarangi Electronically Signed 03/07/2013 USCIS Verification Division Electronically Signed 03/07/2013 Page 14 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Information Required for the E-Verify Program Information relating to your Company: Company Name Company Facility Address Company Alternate Address County or Parish Employer Identification Number North American Industry Classification Systems Code Parent Company Number of Employees Number of Sites Verified for 650018 Phoenix Business, Inc. 6021 Midnight Pass Rd. Ste 3 Sarasota, FL 34242 SARASOTA 364217363 541 20 to 99 1 Page 15 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Are you verifying for more than 1 site? If yes, please provide the number of sites verified for in each State: 650018 TEXAS 1 site(s) Page 16 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: Information relating to the Program Administrator(s) for your Company on policy questions or operational problems: 650018 Name Hanif Sarangi Phone Number (512) 557 - 4731 Fax Number (817) 779 - 9132 Email Address hsarangi@hotmail.com Page 17 of 17 E-Verify MOU for Employers | Revision Date 06/01/13 Company ID Number: 650018 Page intentionally left blank RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 124 FORM 4: CERTIFICATION FOR CLAIMING STATUS AS A LOCAL BUSINESS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 125 FORM 5: REFERENCE QUESTIONNAIRES REFERENCE # 1: BREVARD COUNTY, FL RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 126 REFERENCE # 2: DUNN COUNTY, WI RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 127 REFERENCE # 3: MIAMI DADE COUNTY PUBLIC SCHOOLS (MDCPS) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 128 REFERENCE # 4: ARAPAHOE COUNTY, CO Below is the video testimonial from Arapahoe County where the Phoenix Team, via our Partner CBS Inc. Due to some privacy, however Phoenix Team would be glad to arrange direct call and/or meeting between Collier County and Arapahoe County. We would welcome the opportunity for Collier County to get feedback from our recent project at Arapahoe County. Below is a recording from an ASUG Industry Roundtable where Arapahoe County talks about the Phoenix Team’s approach as well as briefly describing how the Phoenix Team tool works. ✓ SDT Video - YouTube Note that this video was trimmed to just the relevant aspects of the project for Collier County. A full recording requires registration and can be found: ✓ (here) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 129 FORM 6: GRANT PROVISIONS AND ASSURANCES PACKAGE NOT APPLICABLE. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 130 W-9 FORM RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 131 INSURANCE REQUIREMENTS – CURRENT INSURANCE CERTIFICATE AT COLLIER RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 132 BID SCHEDULE NOT APPLICABLE. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 133 LICENSES AND/OR CERTIFICATIONS SAP GOLD PARTNER CERTIFICATION RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 134 SAP S/4HANA MIGRATION CERTIFICATION RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 135 SAP CONCUR CERTIFICATE OF PARTNERSHIP RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 136 ADDENDUMS ADDENDUM #1 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 137 ADDENDUM #2 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 138 ADDENDUM #3 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 139 ADDENDUM #4 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 140 ADDENDUM #5 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 141 ADDENDUM #6 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 142 ADDENDUM #7 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 143 APPENDIX 1 - LETTERS OF RECOMMENDATION ORANGE COUNTY PUBLIC SCHOOLS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 144 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 145 HOUSTON INDEPENDENT SCHOOL DISTRICT (HISD) MIAMI DADE COUNTY PUBLIC SCHOOLS (MDCPS) RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 146 RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 147 DUNN COUNTY, WI RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 148 COUNTY OF BERNALILLO, NM RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 149 COUNTY OF SAN LUIS OBISPO, CA RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 150 SEDGWICK COUNTY, KS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 151 UNIVERSITY OF NEBRASKA RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 152 CITY OF HOUSTON, TX RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 153 LOS ANGELES COMMUNITY COLLEGE DISTRICT, CA RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 154 CITY OF TOLEDO, OH RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 155 TEXAS STATE UNIVERSITY, SAN MARCOS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 156 UNICOR, BUREAU OF FEDERAL PRISONS RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 157 UNIVERSITY OF KENTUCKY RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 158 CITY OF PHOENIX (REFERENCE QUESTIONNAIRE) Les Stotler, Deputy Finance Director ERP/TAX, SAP Operations Manager (ret.) 602-495-7063 les.stotler@phoenix.gov RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 159 APPENDIX 2 – SAMPLE SAP ROADMAP Appendix 2 - Sample SAP Roadmap Assessment.pdf Phoenix Business Consulting CLIENT Roadmap Assessment September XX, 20XX PRIVATE AND CONFIDENTIAL ‏2 CLIENT LOGOIntroductions Name Role Hanif Sarangi President –CEO JL Diaz Director –Concur Practice Mike Zimmerman Director –SuccessFactors Practice Madhu Kolla Director –Technical Services Joe Thompson Director –System Architect Matt Wing SAP S/4HANA Consultant PRIVATE AND CONFIDENTIAL ‏3 CLIENT LOGOAgenda •Overview •High Level Roadmap •High Level Plans •Independent •SuccessFactors •SAP S/4HANA Migration •High Level Costing Summary •Key Assumptions •Other Areas of Considerations •Appendices PRIVATE AND CONFIDENTIAL ‏4 CLIENT LOGOObjectives •Conduct high-level assessment of the current SAP Landscape •Functional •Technical •Provide recommendations to address identified gaps •Provide recommendation on the best approach to migrate to S/4HANA and other SAP solutions •Provide high-level roadmap on SAP S/4HANA Migration and other SAP solution •Priority Schedule (Sequence of what solution will be implemented first) •High-level Costing PRIVATE AND CONFIDENTIAL ‏5 CLIENT LOGOApproach •Review of existing documentations •Blueprint Documents •Next Generation Business Recommendations from SAP •Transformation Navigator •Readiness Checks •Workshop Interviews •Review migration strategies for S/4HANA and SuccessFactors •Review gaps and current issues PRIVATE AND CONFIDENTIAL ‏6 CLIENT LOGOAssessment Areas Integrated SAP End-to-End Processes and Related CLIENT Functions 1–Hire to Retire (HTR)4–Acquire to Retire (ATR) [includes Asset Management] Human Resources (OM/PA) | Succession and Career Dev.Asset Accounting Benefits Administration | Time and Attendance 5–Order to Cash (OTC) Recruitment and Onboarding | Performance and Goals Accounts Receivable Learning Management Grants Management Payroll 6–Cash to Invest (CTI) 2–Procure to Pay (PTP)Cash Management Purchasing / Vendor Portal 7–Plan to Report (PTR) Contract Management Financial Accounting Accounts Payable Cost Accounting Travel Expense Reimbursement Management Project Accounting 3–Receive to Distribute (Forecast to Delivery) (FTD)Budgeting / Funds Management Inventory Management Warehouse Management PRIVATE AND CONFIDENTIAL ‏7 CLIENT LOGOTarget Solution Matrix –SAMPLE ‏IDENTIFY THE EXACT SOLUTION PRIVATE AND CONFIDENTIAL ‏8 CLIENT LOGOChange Impact Areas (Assumes Adoption of Fiori Screens) Assessment AreaAssessment Area Assessment Area Business ProcessTrainingMaster DataUser InterfaceSecurity/ AuthOrder-to-Cash Accounts Receivable 3 2 1 1 1 Grants Management 3 2 3 1 1 Plan-to-Report Financial Accounting 3 2 3 1 1 Cost Accounting 3 2 3 1 1 Project Accounting 3 2 3 1 1 Budgeting/Funds Management 3 2 3 1 1 1 High 2 Med 3 Low Legend ‏CHANGE IMPACT RATING SPECIFIC TO YOUR COMPANY PRIVATE AND CONFIDENTIAL ‏9 CLIENT LOGOSolution Rationale –S/4HANA -SAMPLE Simplification and Data Model Changes. One of the key benefits of migrating to S/4HANA, aside from the in- memory database, is its ability to get insight from real-time data anywhere. Planning, execution, prediction & simulation are all made "on-the-fly," at the highest level of granularity, to drive faster business impact. With SAP Fiori, enabling business users to get the job done with a personalized, responsive, and simple user experience available on any device. The simplification of the data models and programs, and the reduction of data volume that comes with it, means considerable migration activities during the upgrade. Included in this migration are the following: •Business Partner Migration of Customers, Vendors and Employees •Migration of Fixed Assets to New Fixed Asset Accounting •Migration of Bank Accounting •Migration of Controlling to Universal Journal •Migrate PSGLFLEXT Ledger to Universal Journal •Migration is not date specific in New General Ledger •Prior years data will be converted PRIVATE AND CONFIDENTIAL ‏10 CLIENT LOGO High Level Road Map PRIVATE AND CONFIDENTIAL ‏11 CLIENT LOGO 2025 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Independent Areas Concur/ Travel Management X X X Real Estate Management*X X SuccessFactors Recruitment and Onboarding X X X Employee Central X X X X Performance and Goals X X X X Succession and Career Development X X X X Learning Management X X X X Compensation X X X X Employee Central Payroll*X X X X Benefits Adminstration X X X X Time and Attendance X X X X Ariba Catalog X X Supplier Self Service/ Registration/ Network X X Sourcing X X X X X Buying/ Contract Management X X X * Subject to further validation Independent Areas Phase 1 Phase 2 Phase 3 Phase 1 Phase 2 Phase 3 Los Angeles Unified School District High Level Roadmap 2020 2021 2022 2023 2024 High Level Roadmap (Prioritization Schedule) ‏* ‏* ‏*‏* ‏** Phase 1 -Ariba with SRM/ECC | Phase 2 –Ariba with S/4HANA; replaces SRM completely. ‏SAMPLE PHASE SCHEDULE SAP Success Factors PRIVATE AND CONFIDENTIAL ‏13 CLIENT LOGOSuccessFactors: Learning Management-SAMPLE ‏Estimated implementation costs can range from 200K-400K based on the firm chosen, terms of the agreement, assumptions, CLIENT staffing, scope, and other factors. ‏HIGH LEVEL TIME LINE SAP Ariba PRIVATE AND CONFIDENTIAL ‏15 CLIENT LOGOAriba –Contract Management & Optional Guided Buying ‏Estimated implementation costs can range from 300K-400K based on the firm chosen, terms of the agreement, assumptions, CLIENT staffing, scope, and other factors. ‏Guided Buying Option –Additional 2,000 hours since the impact to every shopper and the price range from 300-400K ‏LEGEND for ACTIVATE PHASES:Prp Prepare Exp Explore Rel Realize Dep Deploy Sup Support ‏HIGH LEVEL PLAN SAP S/4HANA Migration ‏Estimated implementation costs can range from 6.0M –9.0M based on the firm chosen, scope, terms of the agreement, assumptions, CLIENT staffing, scope, and other factors. Prp Exp Exp Exp Exp Rel Rel Rel Rel Rel Rel Rel Rel Dep Dep Dep Dep Sup M1 M2 M3 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 Role Hours PMO Project Manager 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,880 Integration Architect 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,880 Technical Architect 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,880 Functional Team Finance Team Lead 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,800 Finance Team Member 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,720 Procurement Lead 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,800 Warehouse Mngt Lead 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 1,440 HCM Lead 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,800 Payroll Lead 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,800 Technical Team Basis Lead 80 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,800 Security Lead 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,400 Fiori Consultant 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 2,400 Developer 1 - Reports 160 160 160 160 160 160 160 160 160 160 160 160 160 2,080 Developer 2 - Interfaces 160 160 160 160 160 160 160 160 160 160 160 160 160 2,080 Developer 3 - Wokflows 160 160 160 160 160 160 160 160 160 160 160 160 160 2,080 Developer 4 - Analytics 160 160 160 160 160 160 160 160 160 160 160 160 160 2,080 OCM Change Management 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 160 80 2,800 Testing Lead 160 160 160 160 160 160 160 160 1,280 Training Lead 160 160 160 160 160 160 160 160 80 1,360 Trainer 1 160 160 160 160 160 160 960 Trainer 2 160 160 160 160 160 160 960 TOTAL 47,280 S/4HANA Migration High Level Plan - On Premise ‏LEGEND for ACTIVATE PHASES:Prp Prepare Exp Explore Rel Realize Dep Deploy Sup Support ‏ESTIMATED NUMBER OF IMPLEMENTATION HOURS PRIVATE AND CONFIDENTIAL ‏18 CLIENT LOGOOther Areas of Consideration -SAMPLE No Areas of Consideration Discussion 7 SAP Analytic Cloud SAP Analytics Cloud combines BI, planning, predictive, and augmented analytics capability into one simple cloud environment. Powered by AI technology and an in-memory database, it is one of the most advanced analytics solutions available in the market. It provides the ability to create dynamic visual stories that can help make better decisions. Although not a hard requirement for the upgrade, It is recommended that the CLIENT take a look at this latest intelligent enterprise solution. For more information, visit this site. RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 160 APPENDIX 3 – PROJECT TEAM RESUMES A3.1 S/4HANA MIGRATION TEAM A3.1- PBCTeam.pdf P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY Hanif is an experienced SAP Public Sector Project Manager and Integration Architect with over 26 years of SAP experience and over 25+ Client Implementations starting with R/2. He has worked with every SAP module from R/3 1.0 to ERP 6.0. Hanif has over 14 years of experience as a Program Manager and Project Manager for multiple large Public Sector SAP projects with over 100 project team members and consultants reporting to him. Hanif was involved in providing requirements to SAP Germany for the original design of the SAP Public Sector solution. Hanif’s primary area of expertise is in Public Sector. Clients have included:  University of Toronto (FI/CO) – 1993/4  MIT (Project Manager) – 1995/6  Westinghouse Savannah River Nuclear Facility (Project Manager) - 1997  University of Nebraska (Integration Manager, FI/CO/PS) –1999  Unicor US Federal Prison System (Project Manager) – 1999-2001  Metropolitan District Council (Audit/Review) – 2001  LA Community College School District (Integration Architect/FI/FM/GM/HR/CO/PS/PBC/BPS) – 2001 to 2008  Tarrant County (Integration Architect) - 2002  Texas State University (Integration Architect/FI/FM/AM/GM) – 2002-2004  City of San Antonio (Project Manager, PBC/BPS) – 2004  University of Kentucky (Account Manager) – 2005-2006  LA Unified School District (Acct Manager/FI/FM/GM) – 2007/2008  Durham County (Product Expert - FI/FM/GM) - 2006  State of Carolina (Product Expert - GM) - 2008  American University of Cairo in Egypt (Product Expert, Onsite and Remote FM/GM) - 2007  City of Houston (Acct. Mgr) – 2005 – 2008  City of San Diego – (System Review) - 2007  University of Nebraska – (Financial Consultant - upgrade to 6.0 – 2008)  University of Kentucky – (Financial Consultant upgrade to 6.0 - 2008)  City of Toledo – (Client Project Manager, ERP 6.0, IS-U.) - 2008 - 2011  Miami Dade Unified School District (Account Manager/QA Review) – ERP 6.0  Durham County (Client Project Manager for Project) – Upgrade to 6.0  Sedgwick County (Account Manager) – SRM PPS – 2011  County of San Luis Obispo (Account Manager) – BI/BOBJ – 2011/2012  Santa Clara County (Account Manager) – Implementation – 2011-2012  Los Angeles Unified School District – Implementation (Project Manager) – 2011/2012  Houston Independent School District – Implementation (Client Program Manager) - 2013 – 2016  New York Housing (Account Manager) - 2017 Hanif is a Project Manager with a high degree of technical expertise in SAP functionality and implementation including detailed knowledge of Funds Management, Grants Management, Project Systems, A/R, A/P, and New G/L. He also has experience in Materials M anagement, HR and Sales and Distribution. Hanif is a Certified Public Sector Integrator and is very knowledgeable about the best business practices in Public Sector and in Industry Solution-Utilities. Hanif Sarangi Project Executive Chartered Accountant, SAP Certified, Public Sector Integration P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Hanif was a Principal and a Staff Manager with Computer Sciences Corporation (CSC) and was a Manager in the Financial Operations Group at Deloitte & Touche Management Consultants. Hanif is a Chartered Accountant (CA) and a Certified Management Consultant (CMC) and has also managed the audits of a large number of organizations in a variety of industries. Hanif was an Instructor for 4 years for SAP America, SAP Canada and SAP South-East Asia teaching the FI Academy, SD Academy, and many other courses. TECHNICAL SKILLS SAP R/3 Configuration Experience Financials (General Ledger, New G/L, A/P, A/R, Taxes), Funds Management (FM), Grants Management (GM), Project Systems, Asset Management, Cost Center Accounting (Cost Centers, Orders, Profit Centers), Sales and Distribution (SD), Special Purpose Ledger (SPL) and Split Ledger, Materials Management, Product Costing, Treasury IS-U and CRM, EIS, MYSAP.COM, Business Planning Simulator (BPS), Reporting (Report Writer, ABAP/4 reports and ABAP Query), Profitability Analysis, Business Information Warehouse (BW), CCS, CATTs and Authorizations using Profile Generator. Good understanding of other SAP modules and applications.  SAP FI Certification – 1994  SAP SD Certification – 1998  SAP ASAP Methodology Certification - 1999  SAP BW Certification – 2000  SAP Public Sector Integrator Certification – 2002  SAP Certified Instructor – 1998 to 2002 Experience Performing System Reviews Hanif is recognized as a Platinum Level Public Sector consultant and has performed reviews for a number of Public Sector clients. Due to his expertise, Hanif is also recognized as an expert by the US Court System and is often called to provide expert testimony on implementation projects. Some of his reviews include:  FoxMeyer Drug Company – System Review – 1998  US Federal Prison System – review of implementation and remediation - 2000  Metropolitan District Council – post-implementation review for the client - 2002  Miami-Dade Public Schools – provided regular Quality Assurance reviews for the client – 2006 - 2009  Waste Management – System Review - 2008  City of Houston – worked as an Account Manager for this client providing quality and risk reviews of the project – 2007 - 2009  American University of Cairo –performed a 2 week on-site review in Egypt to help the implementer with best business practices for Public Sector – 2006  Technion University – performed a review of best business practices for the implementer - 2007  Los Angeles Unified School District – post-implementation review and remediation - 2006  City of Toledo - performed a project management role on behalf of client, supervised SAP America consultants to ensure best business practices and conformation with statement of work and contract – 2007-2009  Durham County - supervised implementation of upgrade by implementation partner on behalf of client - 2010  Department of Interior – cost analysis of implementation issues - 2010 P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Marin County - systems review performed in 2011  Pennsylvania Turnpike Commission – system review - 2013  Avantor Chemical – system review – 2013  Levi Strauss – performed a review of Levi Strauss - 2015  Lufkin Oil – system review - 2015  Bridgestone Tire – system review – 2016  Numark – system review - 2016 PROFESSIONAL EXPERIENCE New York State Housing Finance Agency Nov 2016 – To Date Client Account Manager – S4 HANA Financials, Procurement, Treasury  Account Management for a $15 million fixed bid S4 HANA implementation. This is the first S4 HANA implementation in Public Sector, planned go-live Oct. 2017  Functionality included Financials, Supplier Relationship Management Procurement for Public Sector (SRM PPS), Funds Management, Inventory Management, HR organization Management, BW, Treasury, CML  Project involved implementation, hosting and support over a 5 year period Houston Independent School District May 2014 – Nov 2016 Client Program Manager – ERP Re-implementation  Program Management for a $75 million re-implementation of the SAP system.  Responsibilities included management of multiple SAP projects, creating RFP’s and managing the vendor selection process, managing completion of projects, running Steering Committee meetings, holding weekly meetings with functional and technical teams and business users, reported directly to the CIO  Functionality included Financials, Supplier Relationship Management Procurement for Public Sector (SRM PPS), Fixed Assets, Project Systems, Funds Management, Inventory Management, Production Planning, Plant Maintenance and BW.  Also included was a SAP HCM implementation which included Payroll, Time Management, Organization Management, Benefits, Personnel Management, and Success Factors  Implementation includes addition of extensive new functionality including Vendor Invoice Management (Open Text), Mobility, Grants Management and other functionality. Los Angeles Unified School District Dec 2011 – Mar 2014 Project Manager – ERP Implementation of Financials and Procurement, SRM PPS Environment: LAUSD is implementing the full suite of SAP modules including FI, CO, FM, GM, AM, PS, SRM, HR and Payroll  Quality Assurance for the HR project – doing monthly and quarterly evaluations of project performance according to project scope, timeline and budget  Weekly PMO meetings with senior management, PMO and staff  Risk Assessments and Mitigation  Weekly team staff meetings (sometimes leading meeting with an excess of 100 staff)  Management of Project Plan and Schedule P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Hiring and Managing a team of 40 consultants  Creation and determination of methodology and approach, templates and project implementation standards, tracking and reporting mechanisms City of Toledo Oct 2008 – Nov 2011 ERP 6.0 Client Implementation Project Manager Environment: City of Toledo is implementing SAP FI, CO, AM, FM, TM, GM and MM modules. City of Toledo also has a Water Billing solution with CRM and IS-U.  Developing Project Plan, Project Templates and Project Standards and tracking status against plan  Development and Review of Business Blueprint  Championing Best Business Practices  Configuration help to consultants when needed, review and approval of configuration  Attending City Council and Steering Committee Meetings  Holding regular staff meetings, assigning tasks to team members and reviewing progress  Identifying and resolving project issues  Development of Unit Test and Integration Test plans  Involvement in development of Training Plan, team training, end user training  Development of Change Management Plan and performance according to plan  Development of Production Support Plan University of Kentucky Aug 2008 – Nov 2008 FI/CO/FM and GM Consultant- SAP Version ERP6.0 Environment: University of Kentucky is upgrading from 4.7 to ERP 6.0  Working with the U of Kentucky staff in their upgrade to ERP 6.0. Worked as the primary consultant for the GM modules and assisted in Financials (FI, CO, A/M, FM). University of Nebraska Jun 2008 – Aug 2008 FM Consultant- SAP Version ERP2005 Environment: University of Nebraska is upgrading from 4.7 to ERP 2005  Working with the U of Nebraska staff in their upgrade to ERP 2005. As part of their upgrade U of Nebraska wished to utilize the full functionality of FM. Hanif was assigned as the project lead to configure and assist the U of Nebraska staff in their upgrade.  Developed a Portal Application as a unique solution as a front-end to the Budget Maintenance screen in SAP (FMBB)  Developed a method allowing the University to Nebraska to make budget changes by Position, a unique solution not employed in any other US project. Miami-Dade County Public Schools Feb 2008 – Current Account Manager  Managed the client contacts, hired and staffed the project, supported and provided Quality Assurance checks for a large Phoenix project with over 40 consultants and 40 client staff. Successful go live in 2010 of the full-scale of financials and HR/payroll. LA Unified School District Jul 2007 – May 2008 Posting from Payroll to FI, Development of Best Business Practices, Year-End Close • Led a team of consultants and LAUSD staff in helping clear issues in HR posting to FI and post 6 P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com months of payroll data to FI • Assisted in yearend close of the SAP system • Assisted in developing reports for reconciliation of HR and FI data and year end close • Developed best business practices for the HR posting to FI, reconciliations and year-end close, documented procedures and trained staff • Development of the project plan, budget, and supervision of staff working on the project, provided status reports to senior LAUSD staff • Developed user exits and programs to assist in the HR posting process to reduce errors LA Community College School District Jan 2005 – Jun 2008 BCS and GM implementation Project Mgr., SAP Version 4.7 Environment: Upgrade to BCS, new implementation of GM. Although LACCD upgraded to version 4.7, it was a technical upgrade only and the new BCS and GM functionality was never implemented  Assisted in all phases of the BCS and GM implementation at LACCD including Business Blueprint, Realization, Preparation for go-live, etc.  Development of the project plan, budget, and supervision of staff working on the project  Led the Business Blueprint sessions  Hands-on configuration of all aspects of the BCS and GM configuration to meet the client’s requirements  Testing, training and development of document, development of new reports City of Houston Jan 2006 - Present Account Manager – Interfaces and Conversions, Version ERP2005 Environment: City of Houston is currently implementing FI/FM/GM/MM and HR modules of SAP. The functional parts of the project are being implemented by SAP America. Hanif is responsible for the implementation of the interface and conversions for the project  Led a team of 7 consultants developing the interfaces and conversions for all modules  Development of project plan, Interface Strategy, Conversion Strategy, review and signoff of all work  Ongoing production support as need for the client Durham County Jul 2006 – Dec 2006 Public Sector Subject Matter Expert, SAP Version 4.7 Customer is live with SAP version 4.7 including the modules of FI, CO, FM, GM, TM, AM, MM, Treasury, SPL, and HR  Part-time remote production support for Durham County – includes fixing Grant errors, FM errors, FI/CO/AM/TM errors, HR configuration problems, and Integration issues, training requirements and reporting issues. American University of Cairo in Egypt Feb 2006 – Jun 2006 Public Sector Subject Matter Expert/Reviewer , SAP Version ERP2005 Environment: IBM is implementing SAP all modules of SAP at the American University of Cairo and required a part-time subject matter expert to provide their team with strong public sector implementation expertise. Worked remotely with trips to Egypt.  Full System Review  Configuration of Flex Ledger to split by Fund, Business Area and Grant, integration and testing of postings from all modules  Full configuration of FM including Derivation Rules, Master Data, BCS, Integration with HR, PCP, P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com MM, AM, closing processes, availability control, validations, etc.  Full configuration of AM for public sector  Assisted in development of the Business Blueprint, Realization and Go-Live phases  Answered functional and technical questions regarding implementation of SAP in a public sector environment University of Kentucky Jan 2005 – Apr 2006 Account Manager, SAP Version 4.7 Environment: U of K is in the midst of a large scale SAP project including FI/CO/MM/FM/TM/HR/BW and a variety of other modules.  Review of requirements and building enhancements in the HR module to support the University’s Effort Reporting requirements  Account Manager for providing services to the University including SAP training for all modules and technical support services LA Community College School District Jan 2005 – Dec 2005 Integration Architect - FI/FM/HR Consultant, SAP Version 4.7 Environment: LACCD implemented HR in version 4.7 of SAP. Hanif was involved in the original FI/MM/FM implementation as the Integration Architect and returned to help with HR implementation.  HR/FI Integration support activities, posting from payroll to FI, 3 rd party postings, payroll check payment  Programs, User Exits and other enhancements to the HR module to meet customer specific requirements  Writing HR reports  Production support of FI/FM module (Availability Check, GR/IR, Bank Reconciliation Process, Asset Mgm, Closing Process, etc)  Year-end close activities  HR, FI and Reporting training classes City of San Antonio Oct 2004 – Jan 2005 Project Manager – BPS/PCP implementation Environment: Implementation of the Budget Prep System and Personnel Cost Planning at a large city government. Implementation of the Enterprise 4.7 version of SAP.  Project planning and supervision of 6 project staff  Issue tracking and resolution  Configuration of the BPS module of SAP, extraction of data from PCP to BPS  End user documentation  Integration Testing Texas State University Jun 2002 – Oct 2004 Integration Manager Environment: Implementation of HR/FI/CO/FM/PS/SPL/TM/Grants Management and MM in a large university in Texas. Implementation of the Enterprise 4.7 version of SAP.  Design and Integration issues between modules including FM and GM  Configuration of GM master data – grants, sponsored programs, sponsored classes  Budgeting and AVC in Grants Management (GMDERIVE/R)  Billing and cost recovery of grants through SD P a g e | 7 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Indirect cost calculation in GM  Development of Business Blueprint  Development of unit and integration test plans  Development of report, interface, conversion and enhancement specifications  Configuration of AM module for Public Sector  Configuration of Treasury Mgmt module including distribution of pooled interest, liquidity management and Electronic Bank Reconciliations  Configuration of AP module  Resolution of issues regarding Funds Management, design and configuration of FM Derivation rules and master data, integration with Grants Management (GM)  Month-end and Year-end close process  Configuration of Investment Management module  Configuration of settlement of orders and projects  Integration between FI and HR  Integration issues and configuration of GM  Development of reports from SPL SAP America, SAP South-East Asia, SAP Canada 1998 - 2002 FI/CO/AM/PS and SD Instructor, Partner Academy Instructor Hanif is a regular Instructor for SAP courses at SAP USA, SAP Canada and SAP South-East Asia, among the courses Hanif teaches for SAP include:  5 Week Partner Academy in Sales and Distribution  5 Week Partner Academy in Financials  Funds Management classes  SAP20 – SAP Overview  SAP101 – SAP Overview  ASAP90 – Project Management and Leadership  ASAP91 – ASAP Implementations  ASAP92 – ASAP Tools in Detail  ASAP93 – Global Implementations  AC010 – Financial Accounting and Reporting  AC040 – Cost and Profitability Management  IPS910 – Funds Management Configuration  AC350 – Asset Management  CA080 – Project Systems  LO020 – Processes in Procurement  LO150 – Processes in Sales and Distribution  LO615 – Billing  LO605 – Sales  LO930 – Logistics Information System  Additional Courses in Financials, Controlling, Profit Center Accounting, Project Systems and Sales and Distribution  Hanif has taught classes onsite to Intel, Kimberly Clark, Bayer, Volvo, Northrop Grumman, Hughes Aircraft, Bombardier, Advanced Micro-Devices, Motorola, Philip Morris, Pratt and Whitney, Flight Safety, Canadian National Railway, Florida Tax Department, Hummingbird, IBM, KPMG, Deloitte and Touche, CSC and many other organizations. P a g e | 8 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Tarrant County Mar 2002 – Jun 2002 Integration Manager – HR Project Environment: Implementation of HR/FI/CO/FM/Grants Management and MM in a large municipality in Texas. Implementation of the Enterprise version of SAP.  Organized and management integration testing of HR module, testing cycles, test plans, test schedules, resolved issues.  Development of project plans Hummingbird Jan 2001 – Mar 2002 Training and Configuration Support SD/MM/FI/CO Environment: Implementation of SD/MM/FI/CO in an Electronics company in Toronto. Implementation of SAP Version 4.6C  Assistance in Global rollout of Hummingbird to Europe – England, Germany, France and Switzerland.  Trained project team in SD and FI  Configuration support for SD, FI, International Taxes, AM LA Community College School District (LACCD) Jul. 2001 – Feb 2002 Integration Architect - FM/PS/FI/CO/AM/SPL/MM Environment: Implementation of FI/CO/FM/PS and MM in a large school district in Los Angeles. Implementation of SAP Version 4.6C  Design of Architecture of FI/CO/AM/FM/PS and MM. Overall blueprint of how to m eet specific functional and reporting requirements and map them into SAP’s organization structure.  Implemented Grants Management activities and business processes through functionality in PS, FI and AM  Configuration in FM – design of structures and configuration of Funds, Fund Application, Fund Centers, Budgeting and Availability Check, Supplements, Transfers, load from legacy systems and reporting  Configuration of both Accrual and Cash based accounting utilizing Funds Management  Configuration of Special Purpose Ledger and Split Ledger – splitting by Fund and Business Area, reporting on SPL  Taught courses in Financial Accounting, Asset Management, Project Systems, Funds Management and Procurement to dozens of client staff members over a one month training session.  Ran Workshops and labs to define reengineered business processes and map them into SAP’s organization structures  Configuration in AM – multiple depreciation areas (book and cost), asset classes, assets, sub- assets, depreciation, configuration for new GASB34/35 requirements, integration with FM and PS, loading asset master data and integrating SAP AM with third party tool for asset inventory counts (Best Software)  Defined business processes for assets including Depreciation, Sale of Assets, Purchasing through FI and MM, purchasing of assets in PS and settlement to Assets under construction, asset leases, donation of assets, asset inventory counts, etc.  Configuration in CO – cost center hierarchy, overhead allocations and distributions, manual funds reservations, settlement of project systems to AUC and cost centers, number ranges, reposting, substitutions and validations to prevent G/L postings to certain cost centers  Configuration in FI - Dunning Program, Payment Program, G/L, A/R and A/P P a g e | 9 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configuration of Sales and Use Tax  Configuration in MM – Purchase Req, Purchase Orders, Goods Receipt, Invoice Verification, Vendor masters, contracts, InfoTypes  Configuration in PS and Investment Management (IM) – Projects and WBS, new fields added to master record, settlement to Assets Under Construction, reporting, integration with MM and FM.  Assisted in configuration of all modules of SAP handling difficult configuration issues (specifically MM)  Designed and tested User Exits on Project, WBS and Fund Master, transactions MIRO and MIGO  Design of interfaces and uploads, reports, writing reports for GASB34/35, Report Painter and Drill-Down reports, ABAP Query Configuration in modules of FM – funds, fund centers, functional areas, budgeting, commitments  Design, creation and testing of authorizations using Profile Generator  Creation of CAATs to upload master data for Project, WBS, customers, vendors, assets  Post Go-Live Support and resolution of issues Kimberly Clark June 20021 PS, Product Costing, SD and FI/CO Consultant Environment: Consumer Products Company involved in a large scale implementation of FI, CO, AM, SD, PS, MM, PP and Product Costing  Hanif provided 5 weeks of intense project team training in FI, CO, AM, SD, PS, AM and Product costing  Assisted in resolving design and integration issues for Business Blueprint Metropolitan District Council Apr 2001 – May 2001 PS and FI/CO Consultant Environment: Public Sector customer with FM. Municipal Water Client live on version 4.0 Industry Solution Utilities  Reviewed configuration of PS, A/M, CCS and FI/CO and identified problem areas  Developed solutions and new business processes to resolve identified issues Unicor, Federal Prisons Nov 1999 – Mar 2001 Project Manager - FI/CO/BW/SD Consulting Environment: Federal Prisons is the first U.S. federal government implementation and the first client to go live on SAP’s version 4.6 Manufacturing and Sales of approximately a billion dollars of Electronics, Textiles, Furniture and a variety of other products. The scope of the implementation includes FI, CO, MM, SD, PP, BW and internet connection with SAP (ITS). Hanif was the project manager on this engagement supervising a staff of 10 consultants.  Configuration of Sales and Distribution (account assignments, down payments, taxes, integration with FI, billing, pricing, credit card configuration, foreign trade, trouble-shooting problems, integration with Material Masters and Production Planning)  Configured entire SD process from Quotation to Cash Receipt including redesign of business processes, loading of customer data and asset history, sales reporting  Configuration of G/L (design of chart of accounts to meet gov’t reporting regulations, account groups, load of G/L masters through CAATs, automatic account assignments, taxes, reporting)  Configuration of A/P (payment program, account assignments, interest calculation, redesign of business processes) P a g e | 10 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configuration of A/M (asset depreciation, multiple depreciation areas, asset business processes, trouble-shooting various problems throughout the system)  Configuration of A/R (dunning, account assignments, interest calculation, redesign of business processes, cash receipt, trouble-shooting various problems throughout the system)  Configuration of Invoice Verification (tolerances, taxes, PO to Invoice process, etc.)  MM business processes and configuration, focusing on Purchase Requisitions, Purchase Orders, Goods Receipt and Invoice Verification business processes  Analysis and resolution of GAPs  Integration Testing  Training team in Report Painter, ABAP Query and in 4.6 functionality  Design and configuration of Business Info Warehouse including review of existing reporting requirements and strategy to implement BW  Design of new info cubes, transfer of data from SAP to BW, configuration of info sources, configuration of reports in BW  Post Production resolution of problems in all modules – MM, PP, SD, FI, CO and BW  Management of consulting team, status reports, meetings with top management and users Technical Editor September 1999 Implementing SAP R/3: The Guide for Business and Technology Managers University of Nebraska Feb 1999 – Oct 1999 Integration Architect - Projects Systems/FM Configuration/Financials Environment: Implementation of FI/CO/PS/MM/HR at a large university client with 1,600 users implementing SAP version 4.5B. Hanif was part of a new consulting team hired by the client and worked in Projects Systems, Funds Management and Integration amongst the modules to assist in the resolution of issues and GAPS prior to go-live.  Configuration of Project Systems (WBS profiles, reports, upload of data, gaps and issues)  Configuration of Funds Management (design issues, month-end and year-end close issues, resolution of OSS notes and FM reports, configuration of budgeting and availability check)  Reporting in PS and configuration of new functionality in PS  Configuration of Extended Withholding Tax  Assisting other staff in issues with regards to configuration in FI/CO/A/P  Planning the rollout to 1,600 users  Training of users and staff in Report Painter, ABAP Query and Special Purpose Ledger Siemens AG Jun 1998 – Aug 1999 Project Manager/SD and FI/CO/BW Configuration Environment: Rapid implementation of SAP at a subsidiary of Siemens AG. Travelled to multiple countries including Pakistan, Indonesia, Australia and Thailand. Hanif was responsible for the successful completion of the project Phase I and Phase II. The project involved implementing SAP for 16 business units of Siemens with up to 350 staff using SAP in 3 locations. The project is recognized within Siemens and SAP AG as one of the fastest SAP projects to go live within Siemens and articles have been written in Computerworld about the success of the project. Modules implemented included SD, MM, PP, HR, FI (A/P, A/R, G/L), CO, AM. Hanif's role was to act as the Consulting Manager and the Primary configuration consultant for SD and FI/CO/AM.  Hands-on configuration of the entire SD process (enquiry, quotation, sales order process, deliveries, transfer orders, lean warehouse management, transportation, goods issue, invoices). P a g e | 11 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configuration of SD Account Assignments, Pricing Procedure, Customer Masters, Downpayments, Rebates, Stock Transfers, Warehouse Management, Transportation, Copy Control Procedures, Sales Doc Types, Available to Promise functionality, Material Masters, Modification and Enhancements in SD using user exits.  Design and configuration of client's SD organization structure  Over the course of one year, assisted the client in upgrade of versions from SAP versions 3.0 to 4.0 to 4.5, configuration and testing of new functionality  SD Project and User Team training  Mapping the SD business processes of 16 business units and configuration of business processes in SAP  Review of Business Information Warehouse functionality, design and installation of BW. White paper on functionality of BW and applicability for Siemens. Design and creation of Info Cubes and reports in BW.  Variant configuration and SIS configuration and reporting  Continuation of Project Management Roles  Integration of FI/CO with PP and HR Project Planning, Rollout plan, User Training Plan, Scheduling, Budgeting  Team meetings, change management, executive steering committee meetings  Hands-on configuration of G/L, AP, AR, AM  Integration between FI and MM  Training of Project Team  Tax Configuration  Analysis of GAPs and resolution of issues relating to GAPs.  Design of organization structure, hierarchies and general ledger Syncor Pharmaceuticals Jan 1998 – Jun 1998 Project Manager/Configuration Environment: This company implemented SAP and subsequently had problems with their SAP implementation. Hanif was involved in developing new business processes within SAP to resolve their problems and configuration of new functionality. Tasks included:  Reviewing the SD business processes and configuration and prototype of SD functionality concentrating on invoice payment  Fixing the 3-Way Match Process and the GR/IR Account  Reviewing the Purchasing, Invoice Verification and Payables processes and fixing the configuration  Reviewing Fixed Assets processes and fixing the configuration  Reviewing Foreign Currency and fixing the configuration  Reviewing the Consolidation process and fixing the configuration  Reviewing the Sales and Use Tax process and fixing the configuration  Training the company’s users in the new processes Westinghouse Savannah River Project May 1997 – Dec 1997 Project Manager, Integration Architect Environment: Nuclear Power plant involved in a complex big-bang project of all modules including FI, FM, CO, SD, MM, SM, QM, PM and HR. This project was canceled mid-way through the project due to lack of funding by Congress. Hanif’s role in this engagement was to provide technical expertise as the Integration Architect and to provide management expertise. Hanif was one of two project managers responsible for managing the P a g e | 12 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com implementation efforts of 40 client staff and up to 15 consultants. The client has provided Hanif with a letter of commendation for his work in this project.  As-Is and To-Be analysis, determining GAP requirements  Provided Funds Management and Public Sector training to project team  Determining Organization Structure and Financial Architecture design, including determining client requirements and mapping to SAP organization units.  Configuration of prototype demos - start to finish all aspects of SAP including SD, G/L, FM, CO and PS.  Weekly meetings with SAP America, consulting staff, SAP implementation teams, senior management, executive committee and steering committee to provide updates and discuss issues  Completion of Statement of Work, project plan, scope documents  Hiring, firing and evaluation of consulting staff  Management of invoices, contracts, client and third-party relationships  Management of training plan and change management issues  Management of Issue Resolution System, ASAP methodology implementation, interface requirements, documentation and other templates Computer Science Corporation/First Chicago Nat’l Bank of Detroit Nov 1996 – Sept 1997 Project Manager for First Card Implementation Environment: The First National Bank of Chicago is the first North American bank to implement SAP and the largest SAP bank implementation in North America. Hanif was one of the two project managers assigned to the project. Hanif worked largely on the financials portion of the implementation - FI/CO/AM/PS/SPL and SCM. Hanif was also responsible for the First Card implementation. First Card is the credit card division of the First Chicago National Bank of Detroit and generates about 30% of the bank’s revenue. Hanif was the consulting resource responsible for the implementation of the FI/CO/EIS at First Card and supervised all functional and ABAP/4 staff working on the engagement. The implementation had an aggressive completion date and was implemented in 9 months.  As-Is analysis, determination of To-Be state and resolution of SAP gaps.  Created project plan, scope and Statement of Work documentation  Management of consulting staff  Configuration of General Ledger, A/IP, A/R, Internal Orders, Cost Centers, Profit Centers and other functionality  Design of Chart of Accounts  Design of configuration of all aspects of the Executive Information Systems (EIS)  Member of Computer Science Corporation’s Banking Center of Expertise  Developed reports using Report Painter and ABAP Query  Provided team training (FI/CO/Reporting/ABAP) to First Card project team  Post production support of resolution of go-live problems, configuration changes to meet new requirements subsequent to go-live  Created programming and reporting development standards  Managed relations and integration with First Chicago implementation team and users  Worked on the bank's development of SCM, meeting regularly with the user team to identify requirements and develop the functionality of SCM, analyzed the fields required for the bank's reporting needs, and assisted in the configuration of the prototype. Computer Science Corporation/Hughes Aircraft Jun 1996 – Aug 1996 P a g e | 13 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Functional Expert Environment: Implementation of FI/CO/PS/MM modules of SAP at an aircraft manufacturer. Hanif helped develop an interface approach for Hughes aircraft and led CSC’s proposal efforts to win the engagement. Helped develop an interface plan for Hughes aircraft so that they could implement SAP in the most effective manner  Scoping, planning and cost analysis of a full-scale SAP implementation  Meeting with executives and project team to discuss options  Development of a proposal for a very large SAP implementation at Hughes aircraft Computer Science Corporation/MIT Apr 1995 – Nov 1996 (Massachusetts Institute of Technology) Account Manager/Project Manager Environment: This was SAP’s first implementation in a university in the United States. This project involved extensive development of the Funds Management module. It required mapping the functionality of SAP to the requirements of a university environment and working with SAP developers to enhance the functionality of SAP to meet the public sector environment. Hanif initially started as CSC’s team lead in the configuration efforts working with the project team and ended the project as one of the two project managers on the engagement.  Prototyping of business requirements and mapping to SAP R/3 functionality  Management of consulting staff and client staff in day-to-day activities  Design of the G/L in SAP  Development of the SAP technical environment  GAP analysis, development of white papers, and resolution of functionality issues  Development and configuration of SAP hierarchy in the FI/CO/PS/FM/MM/CO-PA area to meet the requirements of the university  Configuration of the FI (G/L, account assignments, account groups, field statuses, etc.)  Configuration of CO (cost centers, profit centers, planning, reporting, overhead allocations and distributions)  Configuration of Project Systems (Project Profiles, User Statuses, Settlement to cost centers and Assets Under Construction, Project and WBS master data, reporting, etc)  Configuration of Funds Management including cash and accrual accounting, commitment accounting, funds, fund centers, grant accounting, hierarchies, reporting etc.  Use of IMG, transports, etc to manage the configuration efforts  Scope analysis and project plan development  Participation and team lead in labs to develop new processes  Meetings with end users, project teams, project manager and the sponsors of the project Deloitte and Touche/Berlex Pharmaceuticals Jul 1994 – Apr 1995 FI/CO/PS Team Lead Environment: Implementation of FI/CO/PS/SPL/MM/SD at a small pharmaceuticals company. Hanif was the team lead of the FI/CO/PS/SPL piece of the implementation  Managing staff of 4 consultants and 6 client staff  As-Is and To-Be analysis and GAP analysis  Creation of project plan, scope and staffing  Configuration of FI/CO/SD/PS/SPL and budgeting and planning capabilities in SAP  Development of a Statement of Work  Team training P a g e | 14 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Developing user documentation Deloitte and Touche/University of Toronto Sept 1993 – Apr 1994 FI/CO Configuration Environment: First university in North America to implement SAP. Hanif’s role was to provide hands-on configuration expertise  G/L, A/P, FM and A/R configuration  User documentation and system documentation  Mapping of As-Is functionality to SAP  Development of Blueprint  Re-engineering the university’s practices to conform to SAP’s functionality ICI Aug 1992 – Nov 1992 Audit of SAP System Environment: Paint and Chemical company on an R/2 system  Attended R/2 training  Audited business processes flowing through the SAP R/2 system, performed system tests using Computer Assisted Audit techniques Deloitte and Touche Management Consultants /Various Engagements Apr 1995 – Jul 1998 Audit Manager/Manager in the Financial Operations Group of D&T - Toronto Environment: Hanif started at Deloitte and Touche in the audit practice, was promoted to an Audit Manager upon achieving a very high standing on the Chartered Accountants’ exams and worked as a manager in the Financial Operations Group of the consulting practice. In that role he worked on a number of engagements.  Numerous audits of retailers, manufacturers, oil and gas companies, consumer products companies, etc.  Costing studies at Chrysler to determine the cost of cars and research and development in Chrysler plants  Foreign currency hedging study for Northern Telecom  Extensive work in the retail industry including author of retail trade articles, operational assessments of various retailers  Resolving agreement disputes between Canadian Tire and its franchisees  Study of shrinkage’s at a retail store  Worked on behalf of the Ontario Association of Radiologists in their dispute with the Ontario Government regarding fees. This engagement involved a detailed study of the viability of radiology practices in Ontario  Work on behalf of various Canadian airports in the privatization of airports in Canada. EDUCATION/CERTIFICATIONS • University of Toronto - 1988 o Specialist in Commerce and Economics • Institute of Chartered Accounts of Ontario - 1991 o Chartered Accountant Designation • Institute of Certified Management Consultants - 1993 o Certified Management Consultant Designation P a g e | 15 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Hanif holds a Specialist degree in Commerce and Economics from the University of Toronto. Hanif obtained his Chartered Accountant’s designation (equivalent to a CPA) in 1991 scoring in the top 1% of all exam writers. He obtained the Certified Management Consultant (CMC) designation in 1993. P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Vikas Pathak Sr. SAP Project Manager PROFESSIONAL SUMMARY Vikas is a SAP Project Manager and has extensive experience in delivering and managing SAP implementation and upgrade projects. He has over twenty four (24) years of experience managing large scale IT projects of which 13 years has been as Program/Project Manager in a global enterprise environment. As Senior Project Manager, he has implemented 10 full lifecycle implementations. Overall Vikas has been in 20 full lifecycle implementations. Vikas managed the SAP PBF full lifecycle implementation at City of San Diego. Vikas is a trusted advisor, with Big 4 consulting experience (Deloitte and PwC), for his clients and has exceptional leadership, interpersonal, communication, analytical, technical, organizational skills and an extensive background in the following broad-based competencies: SAP Business Blueprint & Development, Testing, Cutover, & Global Rollout Business Processes (Finance/Controlling, Procure to Pay, Order to Cash, Materials Management, Mfg., HR, etc.) SAP HANA, ERP, SRM, SUS, BI, Business Objects, PI, Portal, GRC, SCM, CRM, Solution Manager Program Management Office Methodology (ASAP, PMM - Program Management Methodology, SDLC) Large Scale IT Project Mgmt (ERP, Business Intelligence, Supply Chain) SAP Upgrades and Technical Infrastructure Migration GxP and Computer Systems Validation Common Core State Standards Implementation Function and Specialization  SAP project delivery  SAP project management  Oversight of multiple SAP projects  Program Management Office (PMO)  IT project management of software implementations and infrastructure.  Offshore delivery TECHNICAL SKILLS Software / Products: SAP HANA, ERP, SRM, SUS, BI, Business Objects, PI, Portal, GRC, SCM, CRM, Solution Manager, Siebel, i2, Maximo, Ariba, PeopleSoft, MS Visual Studio, Java, Oracle, Autotester, Mercury Interactive testing tools General Tools: Microsoft Project 2013, Microsoft Office 2013, Visio 2013, Lotus Notes Middleware / Databases: Connect Direct, MQ Series, Vitria, TIBCO, Oracle P a g e | 2 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL EXPERIENCE CA Department of Water Resources Apr 2015 – Jan 2017 • Business process transformation • Financials Management Enhancement • Assessment of ‘As-Is’ state • Design of future ‘To-Be’ state • Gap Analysis and High Level Solution Alternatives Los Angeles Unified School District May 2010 – Mar 2015  SAP ERP, SRM, SUS, BW/BI, Implementation  SAP GRC Upgrade  Custom SAP solution for seniority  Bond reporting using SAP HANA Marin Municipal Water District Feb 2010 – Jul 2010  SAP ERP and Portal Upgrade Levi’s Nov 2009 – Apr 2010  Global SAP Archiving  Connect Direct Upgrade Ingram Micro Aug 2009 – Oct 2009 / Apr 2007 – June 2008  Global SAP ERP Implementation (blueprint)  Worldwide IT PMO  Global web project City of San Diego Nov 2007 – Sep 2009 • SAP ERP, SAP PBF, BW/BI, Business Objects Implementation for Finance and Logistics Airgroup Mar 2007 – May 2007  SAP ERP Upgrade EFI Sep 2006 – Feb 2007  Global SAP ERP Upgrade San Bernardino Unified School District Jan 2006 – Aug 2006  SAP ERP Migration Actavis (formerly Watson Pharmaceuticals) Oct 2003 – Jan 2006  Global SAP Manufacturing  SAP Distribution Centre Relocation County of Santa Clara Sep 2002 – Jul 2003  SAP ERP Implementation Nestle Aug 2000 – May 2002  Global SAP ERP Implementation CA Department of Water Resources Jan 2000 – Jun 2000  SAP ERP Implementation P a g e | 3 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Imperial Irrigation District Apr 1999 – Dec 1999  SAP ERP Implementation IBM SSD Sep 1996 – Mar 1999  Global SAP ERP Implementation FMC, Merisel Jan 1992 – Aug 1996  SAP Implementation SAP Project Management  Managed the entire project life cycle of the following program and projects at Los Angeles Unified School District (largest public school system in CA and 2nd largest in US) o Legacy Replacement Program (SAP Finance and Procurement Implementation) o Seniority Calculation Project (custom SAP solution) o SAP GRC Upgrade o Organizational Structure Management (SAP OM)  Developed project charter, project plan, staffing plan, communication plan, procurement plan, risk and issues management plan, scope and schedule management plan, and budget management.  Developed MS Project Schedule, tracked project progress, and managed issue resolutions  Managed business processes in finance, sales & distribution, materials management, project systems, plant maintenance, human capital management, manufacturing o Mega processes – Order to cash, make to stock, interplant demand, subcontract manufacturing, procure to pay o Finance – general ledger, accounts payable, accounts receivable, asset accounting, cost accounting, internal order, product costing, and controlling, funds management, grants management, cash management, budget management, interdepartmental billing o Materials Management – shopping cart (SAP SRM), contract management, vendor management (SUS), purchase order and approval, goods receipts/returns, external services management o Sales and Distribution – RFQ, sales orders, pricing, picking, packing, shipping, invoicing o Project Systems – project structures, costs, project revenue/earnings, capital investment programs, appropriation requests, asset management o Human Capital Management – personnel administration, organization, benefits, payroll o Plant Maintenance – work centers, equipment management  Managed GMP for SAP, Computer Systems Validation (CSV) and QA from project planning to post go-live  Managed large teams (over 150 team members)  Defined & implemented Testing Strategy across all projects to ensure consistency in approach, process, tools, methodology for unit, functional, system integration, performance, volume, and stress, user acceptance test, and regression testing. P a g e | 4 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Managed integrated cutover activities, including business cutover strategy, standards and methodology, tools, templates, and processes, communication plans, legacy system cutoffs, data conversion and migration, and rehearsals while ensuring minimal business impact Program Management Office (PMO)  Designed and established PMO functions and Project Portfolio Management processes, including dashboard reporting, project profiling and prioritization, project assessment and approval, resource management, cross-initiative project scheduling, project change control, financial management. Partnered closely with business to tightly align PMO projects with strategic business direction.  Established Integrated Program and Project Planning and consistency of program performance (common planning, reporting, and controlling processes, strategy, change management process, executive progress reporting, execution, and controls). Established integrated project teams and processes with representation from business, users, technical, validation, quality, change management, and training.  Defined and implemented integrated Risk (incl. issues) and Quality Management process for all projects in SAP Program, referencing PMI’s standards and guidelines, as needed  Developed enterprise-wide Project Management Methodology to ensure consistent standards, document management, processes, tools, and templates are used across all projects  Designed and established processes for communications, time and budget capture, knowledge sharing, measurement and reporting of program value for approved initiatives  Conducted periodic audits to monitor and control compliance with established methodologies and standards SAP Project Delivery  Delivered proposals in response to RFPs for SAP implementation projects, SAP upgrade projects, SAP staff augmentation  LAUSD engaged Vikas to manage solicitation processes for System Integrator, Third Party Oversight, SAP Safeguarding and Organizational Change Management contracts o RFP development and release to industry o Presentation at the pre-proposal conference o Evaluate proposals as part of Source Selection Committee o Recommend system integrator that provides most value to Los Angeles Unified School District  During pre-sales efforts, developed project management approach, project scope, project schedule, staffing plan and cost estimates  Interviewed and staffed the entire project team  Established project governance, control processes, success criteria, monitoring and tracking process for all phases  Managed client relationships at executive levels P a g e | 5 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Managed key aspects of client project delivery including client expectations, staffing, scoping, project financials, project deliverables  Managed the entire project life cycle from requirements, blueprint, development, configuration, testing, cutover, and go-live and support for SAP Implementations and Upgrades  Reviewed project deliverables to ensure adherence to project standards  Managed offsite delivery EDUCATION & CERTIFICATION  PMP (Project Management Professional) certification from PMI  ASAP Methodology  Bachelor of Engineering (Computer Science), 1992, Shivaji University, INDIA SPEAKING ENGAGEMENTS  Annual SAP Insider Conference for Project Managers (2006 – 2014) o Integrating Solution Manager and MS Project o Using MS Project for SAP Projects  CIO Community of Practice – Bay Area o Building Next Generation PMO  IT Directors Community of Practice – Bay Area o Building Next Generation PMO Professional Associations  Project Management Institute P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY  SAP practice focused on Public Services and Utilities  19+ years of visible achievements providing leading edge SAP for Public Sector business solutions, integration management and strategic vision  Exceptional skills in SAP for Public Sector Leading Practices  Track record of supporting successful system integration and fiscal transformation programs and projects  Focused exclusively on publicly-funded organizations over the last 29+ years  Specializes in financial accounting and fiscal control systems including the delivery of plan-to- report, acquire-to-retire, procure-to-pay, offer-to-cash, receive-to-distribute, cash-to-invest and hire-to-retire processes  Extensive experience with the latest release of the SAP Enterprise Resource Planning (ERP) solution including SAP S/4 HANA, as well as integrating SAP ERP with other SAP solutions  Responsible for integrating the SAP for Public Sector solutions  Responsible for developing and delivering the SAP Public Services Academy  Architected using SAP for Public Sector Leading Practices and the SAP S/4 HANA, SAP ERP, SAP Supplier Relationship Management (SRM), SAP Business Intelligence and SAP NetWeaver Portal solutions  Provided SAP solution roll-out, integration management, advisory and review services to numerous public services & utilities organizations TECHNICAL SKILLS Core Competencies: SAP for Public Sector Solutions Public Sector Accountability Business Process and Requirements Analysis Solution Design and Architecture PROFESSIONAL EXPERIENCE Phoenix Business Consulting Feb 2012 - Present Director of Systems Integration Responsibilities:  Provide strategic integration management advisory and review services with respect to SAP for Public Sector solutions based on SAP for Public Sector Leading Practices.  Design, develop, test, position and implement content to accelerate SAP for Public Sector solution implementations. Roles and Clients: Integration Manager  New York Homes and Community Renewal – Business Application Modernizations Project (August 2016 – Present) o SAP S/4 HANA (1610), SAP SRM 7.0 (Ehp 3) (including Procurement for Public Sector), SAP Budgeting and Planning for Public Sector 1.0, SAP Business Intelligence including Business Objects  City of Phoenix, Arizona – SAP Public Budget Formulation (August 2015 – January 2016) o SAP ERP 6.0 (Ehp 5), SAP Public Budget Formulation (PBF) 8.1, SAP NetWeaver 7.1, SAP NetWeaver Portal, SAP Business Intelligence including Business Objects  City of Phoenix, Arizona – SAP e-Procurement (January 2014 – May 2015) Joseph Thompson Functional Integration Ar chitect SAP Enterprise Structure P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com o SAP ERP 6.0 (Ehp 5), SAP SRM 7.0 (Ehp 3) (including Procurement for Public Sector), SAP NetWeaver 7.1, SAP NetWeaver Portal, SAP Business Intelligence including Business Objects  Bernalillo County, New Mexico – SAP SRM 7.0 PPS Upgrade (July 2014 – September 2014) o SAP ERP 6.0 (Ehp 7), SAP SRM 7.0 (Ehp 3) (including Procurement for Public Sector), SAP NetWeaver 7.1, SAP NetWeaver Portal, SAP Business Intelligence  Los Angeles Unified School District (Feb 2012 – July 2013) o SAP Finance and Procurement Implementation o SAP ERP 6.0 (Ehp 4), SAP SRM 7.0 (including Procurement for Public Sector), SAP NetWeaver 7.1, SAP NetWeaver Portal Integration Advisory Services and Review. Strategic Integration Advisor  City of Charlottesville, Virginia (January 2016 – April 2016) o SAP ERP 6.0 (Ehp 5), including SAP Utilities  Durham County, North Carolina (January 2016 – February 2016) o SAP ERP 6.0 (Ehp 6), SAP SuccessFactors  Pennsylvania Turnpike Commission, Pennsylvania (October 2013 – February 2014) o SAP ERP 6.0 (Ehp 6), SAP SuccessFactors  City of Toledo Ohio (July 2012 – February 2013) o SAP ERP 6.0, SAP SRM 5.0, SAP NetWeaver 7.0, SAP NetWeaver Portal, SAP Business Warehouse  City of Houston, TX (July – August 2012) o SAP ERP 6.0, SAP SRM 7.0 (including Procurement for Public Sector), SAP NetWeaver 7.1, SAP NetWeaver Portal Virtusa Corporation Sep 2010 – Feb 2012 Manager, Public Services and Utilities Responsibilities:  Provide strategic integration management advisory services with respect to SAP for Public Sector solutions based on SAP for Public Sector Leading Practices. Roles and Clients: General Ledger Lead and Strategic Integration Advisor  California State Retirement System (Dec 2010 – Apr 2011) o SAP ERP 6.0 (Ehp 5) including SAP Public Sector Collections and Disbursements, SAP SRM 7.0 (including Procurement for Public Sector), SAP NetWeaver 7.1 Strategic Integration Advisor  United Nations (Jan 2011 – Feb 2011) o SAP ERP 6.0 (Ehp 4), SAP SRM 7.0 (including Procurement for Public Sector), SAP Grantor Management (based on SAP CRM 7.0), SAP NetWeaver 7.1  California State Retirement System (Dec 2010 – Apr2011) o SAP ERP 6.0 (Ehp 4), including SAP Public Sector Collections and Disbursements  State of Maryland – PSCD Implementation (October 2010 – December 2010) o SAP ERP 6.0 (Ehp 4), including SAP Public Sector Collections and Disbursements Optimal Solutions Integration, Inc. Director of Solutions for State and Local Government Jun 2009 – Jun 2010 Responsibilities:  Design, develop, test, certify, position, implement and sustain the accelerated LocalGovOne P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com solution, the first SAP Business All-In-One solution for the public sector.  Provide integration management and review services based on SAP for Public Sector Leading Practices. Roles and Clients: Integration Manager  Howard County, Maryland (Jun 2009 – Sep 2009) o Accelerated LocalGovOne solution (SAP NetWeaver Portal, SAP ERP 6.0 (Ehp 3), SAP SRM 5.5) BearingPoint, Inc. Apr 2005 – May 2009 Senior Solution Architect Responsibilities:  Design, develop, test, certify, position, implement and sustain the Accelerated Business Integration (ABI) solution, the first SAP Business All-In-One solution for the public sector.  Provide integration management and review services based on SAP for Public Sector Leading Practices. Roles and Clients: Integration Manager  Howard County, Maryland (January 2009 – May 2009) o Accelerated ABI solution (SAP NetWeaver Portal, SAP ERP 6.0, SAP SRM 5.5)  Jefferson County, Alabama (February 2007 – June 2007) o SAP ERP 6.0, SAP SRM 5.5 (using initial Accelerated ABI content) Integration Advisory Services and Reviews  U.S. Department of Agriculture  Orange County Public Schools (Florida)  Jefferson County, Alabama  International Organization for Migration (Switzerland)  South Florida Water Management District  Administrative Offices of the California Courts  British Columbia, Ministry of Revenue (Canada)  U.S. Department of the Interior SAP Labs, LLC Mar 1999 – Feb 2005 Senior Solution Manager Responsibilities:  Design, develop, test, position, roll-out, implement and sustain the SAP for Public Sector solutions supporting public sector management for the state/local/K-12/world organization public sector segments.  Responsible for the integration of public accountability within the SAP Funds Management, Fund Accounting, Controlling, Project System and New General Ledger components.  Collaborate with responsible solution managers for integration of state and local government accountability and control within the SAP Public Sector Collection and Disbursement, SAP Grants Management-Grantee, SAP Grants Management-Grantor, SAP Position Budget and Control, SAP Budget Preparation and SAP Social Services solutions.  Provide solution education, roll-out, integration management and review services, as well as defining SAP for Public Sector Best Practices through developing and teaching the SAP Public Services Academy. P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Roles and Clients: Solution Design and Roll-Out  Erie County, New York  Texas State University  University of Arkansas Medical Center  County of Sacramento (California)  City of Phoenix (Arizona)  Houston Independent School District (Texas)  State of Arkansas Integration Advisory Services and Reviews  Clark County, Nevada  Collin County, Texas  County of San Luis Obispo (California)  United Nations Childrens’ Fund  Canadian Federal Government  Department of Water Resources (California)  Commonwealth of Pennsylvania  Saint Louis Public School District (Missouri)  Duke University  Queens Borough Public Library (New York)  Metropolitan Water Reclamation District of Greater Chicago (Illinois)  Naval Sea Systems Command  King County (Washington) City of Phoenix, Arizona Dec 1988 – Feb 1999 Deputy Finance Director / Senior Accountant Responsibilities:  Integration manager and financials lead for the citywide implementation of SAP R/3 4.0 (FI/FM/CO/PS/Cash Management/Business Workflow), the first successful implementation of SAP at a major U.S. municipality (October 1996 – July 1998).  Worked closely with the City’s investment manager to design, configure, test and implement an interface between (and reconciliation of) the City’s PORTIA investment management system and SAP General Ledger in order to record daily activity for all City-owned investments, including investments held by the City’s pension plans, as well as a daily mark- to-market. The types of investments managed by the City included the following:  Responsible for the selection and fiscal integration of new packaged software solutions implemented to support citywide finance, procurement, budget preparation, cash receipting and time and attendance.  Responsible for procurement, installation, migration and sustainment of networked personal computers and Microsoft Office applications (replacing dBase, Lotus and WordPerfect applications) across the City’s finance department.  Represented the City’s finance department on citywide standards committees and was instrumental in changing City software standards from Lotus and WordPerfect to Microsoft office and hardware standards from IBM personal computers to less expensive clones.  Responsible for centralized fiscal accounting and control, including sustainment of the City’s legacy FAMIS accounting system, preparing the City’s comprehensive annual financial report P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com (CAFR), developing internal costing rates, reporting to granting agencies and automating various processes and accounting activities using dBase and Lotus 123. Headland Properties, Inc. Oct 1986 – Sep 1988 Controller Responsibilities:  Responsible for selection, installation, integration and sustainment of new packaged software to support real estate development, project costing and financial accounting requirements.  Responsible for centralized fiscal accounting and control, including preparing monthly financial reports, annual tax returns, project profitability analyses and automating various processes and accounting activities using Lotus 123.  Responsible for managing a $40 million investment portfolio of short-term investments (primarily repurchase and reverse-repurchase agreements) and recording these investments, related accruals and daily investment activity in the company’s general ledger system. Touche Ross & Co. Jun 1984 – Oct 1986 Auditor Responsibilities:  Responsible for external financial audits of various clients in the public sector, banking, insurance, real estate development and manufacturing industries. EDUCATION  Bachelor of Science in Accountancy, summa cum laude, Northern Arizona University (1984). CERTIFICATIONS  SAP-Certified Integrator of mySAP Public Sector (2002)  Certified Public Accountant (1986) TRAINING  Developed and taught the SAP Public Services Academy, the U.S. Fund Accounting Workshop and SAP Funds Management. Attended numerous SAP Education training courses for the following solutions:  Activate Methodology  Public Budget Formulation  Public Sector Collection and Disbursement  Industry Solution for Utilities  Customer Relationship Management  Funds Management  Financial Accounting  SAP Business Workflow  SAP BASIS  ABAP/4 P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Madhu Kolla SAP Technical Architect ABAP - FICO / MM / Portal / FM PROFESSIONAL SUMMARY  Nineteen years of extensive experience in design and development of ERP systems using SAP R/3, ABAP, Interface technologies using ALE, BAPI, RFC in HCM, MM, SD, FI, PM, IS-Public sector and IS-Utilities modules.  Experienced Technical consultant with knowledge in many SAP technical areas ABAP, Security, Basis, and Architecture. Experience in Enterprise Application Integration tools XI/PI, IBM MQ Integrator and architectures using ESOA, ALE/IDOC, Web Services, OData and XML standards/technologies.  Executed several SAP projects in different industry segments in various roles from team member to technology lead. Experienced Business Information Systems Analyst with strong Analytical and Problem Solving Techniques, Good Communication Skills, Project Management Skills , Business Application Knowledge and an Excellent Team Player that can be leveraged for best business results.  Lead large scale projects at public sector clients with responsibility in technology area including Basis, Security and Development.  Performed solution review, system audit for large organizations.  Worked as Solution Architect and Integration Architect in many implementations involving various SAP & non-SAP solutions. TECHNICAL SKILLS Technical Skills: Category 2 SAP Developer Senior – ABAP Years and months Experience Proficiency (Training, Light, Medium, Heavy) SAP Fiori 2 Medium ABAP Programming (Advanced Objects) 19 Heavy Batch input/ BDC, LSMW 19 Heavy Business Workflow 19 Heavy Control Framework 11 Heavy WebDynPro 5 Medium Business Server Pages 5 Medium Print Workbench 2 Light BAPI 19 Heavy SAP Forms (Script, Smartforms, ADOBE) 19 Heavy ALE/EDI/IDOC/RFC/BAPI/SOA (Data integrations) 19 Heavy OLE Automation 6 Medium BDOC 3 Light XI/PI 3 Medium SAP BW 2 Medium Archiving Development Kit 5 Medium Integration with HCM 19 Heavy Integration with FI 19 Heavy Integration with MM/SRM 19 Heavy P a g e | 2 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com Integration with IS-U 8 Heavy Integration with PSM 14 Heavy Solution Review – National Grid July 2013 to Current Technical Assessment Evaluating the technology deliverables including system architecture, technical designs, standards and procedures adapted, quality of deliverables, interface controls, coding standards, reporting strategy and reporting architecture. Solution Review – Pennsylvania Turnpike Commission July 2008 to Dec 2010 Technical Assessment Performed system analysis of their existing policies, procedures, systems/ architecture, audited their roles and delivered solution review for the upper management Proprietary Tools/ Architecture With several years of experience and as a system Architect I have designed two frameworks that are/were used as accelerators in various implementation projects which was primed by Phoenix Business Consulting and also sold to other implementation partners. Phoenix Interface Framework  To streamline development of all file based interfaces as well as reporting elements. This is built completely on ABAP objects that make it scalable, reusable, extendable, maintainable. Framework has generic architecture class and bunch of applicable adapters that reduces implementation costs to great extent and provides customers with better standards to follow and document.  Proven savings from project implementation. Approximately 40% on average. Phoenix Workflow Framework  Workflow framework is designed to standardize ECC workflows with many generic functions like adhoc approvers, reviewers, preview functionality and table driven configuration for agent determination and escalation procedures. This is architected using advances concepts of workflow (Class based) along with BRF framework.  Proven savings from project implementation. Approximately 50% on an average. P a g e | 3 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com PROFESSIONAL EXPERIENCE New York Housing and Community Renewal – NY September 2016 to Till Date Technical Lead Project Highlights: S/4 HANA implementation project with integration to SAP SRM, various non- SAP applications. Responsible for overall technology delivery. This project embarks on hosting entire SAP product suite using HANA database on Amazon Web Services. This is first public- sector project that is going to be on S/4 platform and on hosted model. Responsible for technology delivery including infrastructure planning, delivering infrastructure, RICEFW development, Application Security and deployment of solution. Leading technical team comprising AWS, Basis, ABAP/UI5/Fiori Developers, BI/BO Developers and HANA Developers. Monroe County – NY May 2016 to Till Date ESS/MSS Consultant & Technical Architect Project Highlights: Monroe County has SAP applications running for their Finance, HCM, Enterprise Asset Management, MM & PM functions. Production support with responsibility to guide them to Ehp8 upgrade, make all adjustments in technical upgrade. Rolling out new ESS/MSS functionalities such as Personnel Profile, Time Entry, W2, Pay Statement and Substitutions. Providing technical and functional support on ESS/MSS and technical support in other areas such as MM/FI/EAM. City of Houston – TX December 2015 to March 2016 Senior Developer Project Highlights: Affordable Care Act implementation. As part ACA implementation I have developed following objects,  Developed custom 1095C to suit COH printing in portrait format  Developed wrapper program for ACA print program to sort & print employees  Designed & Developed enhancements for ACA processing to handle retiree processing (to merge retiree plans stored in custom infotypes), select appropriate address from infotype 0006, handle survivor plans, COBRA employees (combining data/adjusting data). All these enhancements effect line 14 & 16 as well as dependent information in Part III of 1095C. Miami Dade County Public Schools – FL Nov-Dec 2015 Senior Developer Project Highlights: Affordable Care Act implementation. As part ACA implementation I have P a g e | 4 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com developed following objects,  Since Standard SAP application was not concurrent employment enabled, developed enhancements to standard program RPCBENUS_ACA_PERSON to handle MDCPS specific logic for benefit main assignment and selection of IT171.  Developed custom 1095C & 1095B to suit MDCPS printing in portrait format in self sealer legal format.  Developed wrapper program for ACA print program to sort & print employees  Designed & Developed enhancements for ACA processing to select appropriate address from infotype 0006, COBRA employees (combining data stored in custom table/adjusting data). All these enhancements effect line 14 & 16 as well as dependent information in Part III of 1095C and 1095B. Metro Transit Authority San Diego – CA September 2015 to January 2016 Senior Developer Project Highlights: SAP FI/ HCM implementation project. Working as offsite developer. Working on forms such as Payment Advice, Material Label, Customer Invoice and DBE Reporting. Also designed workflow for Non PO Invoice. City of Toledo – OH June 2014 to Till Date Senior Developer Project Highlights: SAP HCM implementation including PA/OM/Time/Benefits & Payroll. Developed many technical objects to facilitate implementation including yearend activities. Some of the complex developments ->Interface for time, Payroll reporting for third party, W2 enhancements, W2 Addendum. Los Angeles Unified School District – USA Mar 12 – August 2013 LRP Project LRP aims at empowering operations by replacing legacy systems for financials and procurement.  Working as technology lead managing Basis, Development and Security areas.  Responsible for overall technology delivery.  Developed strategies for various technology areas assessing existing LAUSD architecture, processes and recommending solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. Miami Dade County Public Schools – USA Mar 09 – July 14 ERP Project – Technical Strategic Consultant ERP aims at empowering operations by integrating various business applications using. SAP ECC 6, IS- Public Sector, Portals, and BW.  Working as strategic technical lead guiding client in implementing best technical solutions in the areas of ABAP/BI/Security and Basis. P a g e | 5 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com  Architected system to-be landscape  Strategized data conversion strategy and interface strategy.  Facilitated many key decisions in the areas of Application Security, Development methodology, Interface controls, Data conversion tools and enterprise scheduler.  Overview developments for Financials, Procurement and HCM (HR, Time, Payroll, Budget (FM/GM), Benefits).  Involved in functional specification review, development, and code review of many developments (Approx. 500) which includes Reports, Interfaces, Conversions, workflow, forms and Enhancements.  Designed/developed interface standards and developed common architecture for interface controls, error reporting.  Designed/developed complex enhancements in FM/GM  Designed/developed architecture to handle update programs, outbound, inbound interfaces for HCM using object oriented programming.  Developed complex enhancements/ interfaces in Time, HR and developed interfaces for benefits and HR.  Architecting, designing various basis strategies to suit multi-phase roll outs– Landscape, Transport management, deployment strategies Los Angeles Unified School District – USA Jan 06 – Feb 09 BTS Project – Technical Lead BTS Project aims at empowering LAUSD operations by integrating various business applications using. SAP ECC6, IS-Public Sector, Portals, BPS and BW.  Worked as senior technical team member looking after developments of Release II (HR, Time, Payroll, Budget, PBC, Benefits).  Involved in functional specification review, development, code review of many developments (Approx. 200) which includes Reports, Interfaces, Conversions, forms and Enhancements.  Designed/developed interface standards and developed common architecture for file handling, interface controls, error reporting.  Developed complex enhancements in Time, HR and developed interfaces for benefits and HR and conversions for HR.  Developed complex reports in payroll, time  Developed complex custom payroll functions (Ex: Annualization), operations to support payroll  Developed custom solutions to support concurrent employment Time entry and also enhanced CATS Approval and CATS entry applications to suit security requirements especially for substitute employees.  Developed time reconciliation report with various options to correct the errors proactively and also serve management reporting  Developed flex report in HR to meet 80% of reporting needs around OM/PA data  Developed complex interfaces to STRS/PARS for retirement reporting. University Of Nebraska – USA Dec 08 – Dec 09 Budget Application  Designed, developed ABAP Webdynpro application, reports to suit position based budgeting by enhancing FM budget document and its process flows. P a g e | 6 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com University of Kentucky – USA May 05 – Dec 05 IRIS Project IRIS Project aims at integrating UK’s operations to fulfill various business operations by using various business application suites. SAP R/3 Enterprise, IS-Higher Education, Portals and BW.  Working as module lead for building Faculty Effort System to address university needs for faculty effort estimation and certification process.  Building module pools, interfaces, reports and workflow as per SAP-FES requirements. o Developed interface architecture  Entire programming is done using object oriented methodology Los Angeles Community College School District – USA May 05 – Dec 05 Remote Project Supporting LACCD’s HR/Payroll team for technology requirement. SAP R/3 Enterprise, IS-Public Sector with Concurrent employment extension.  Developed benefit interfaces for Pension (CALSTRS DB, CALSTRSCB, CALPERS) o Developed reports for time balances (from cluster ZES)  Developed payroll register  Developed check printing program which creates a file in specific format and external printing tool is used to print actual checks.  Developed enhancements in FI to default business area, costcenter for specific GL Account.  Developed custom program to create salary encumbrances based on employee regular salary.  Developed enhancement to reduce salary encumbrances from payroll to accounting posting.  Developed enhancement to substitute symbolic account in payroll to accounting posting based on summer/fall/winter/spring courses that faculty is signed for.  Developed third party remittances program that extracts data from FI-AP, links back to third party results which links back to payroll and reports deductions, gross, pay rate etc. Blue Bonnet Electric Co, Austin – USA Nov 04 – March 05 Remote SAP Project Implementing SAP Financials, IS-Utilities, HR/Time/Payroll for the organization.  Single person developed all conversions, interfaces, enhancements forms in HR/Time/Payroll module – 25Objects.  Also developed enhancements in IS-Utilities in the areas of Device Management and CU’s. City Of San Antonio – USA May 03 – June 05 ERM Project ERM Project aims at integrating city’s operations to fulfill various business operations by using various business application suites. SAP R/3 Enterprise, SEM/BPS, IS-PS.  Working as Development Team Lead with team size of 4 (Onsite) and 14(Offshore).  Responsible for the project management activities leading the team right from resource mobilization, day-to-day management of the team, coding of complicated Enhancements, client management and overall delivery of the project.  Developed coding standards, strategies for conversion and interfaces.  Developed enhancements, interfaces, conversions, forms and reports in the areas of FICO, HR, Payroll, IS-Public sector (FM, Grants), MM, SD, PS and SEM/BPS. P a g e | 7 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com KAO, Japan – FMCG Company Dec 02 – April 03 ABS Project This project aims at building template and rolling out to their entities in nine Asian Countries. CRM project at KAO aims at setting up CRM Online, Internet sales and integrating with SAP R3 for sales operations.  Responsible for the developing technical specifications, coding and setting up R3/CRM interfaces, Internet Pricing Configuration (IPC).  Developed Reports in CRM-Online for Business activities and opportunities to present long text information in ALV-Grid, with custom download feature to Excel in special format.  Developed Business Add-Ins for Copy control enhancements, pricing procedure enhancements to support R3 conditions, for defaulting fields in CRM to R3 interface for Sales orders.  Developed custom infoblocks to present information about Opportunities, activities, orders in the Business Partner Cockpit Factsheet. This involves developing HTML templates with XML tags and populating data using custom classes.  Set up custom actions for sending mails from business activities and orders.  Developed four Smartforms in total to present information about different objects. These forms are embedded into mails and sent to designated partner (E-Mail recipient).  Enhanced the Business transaction BDOC to include custom fields and enhanced the interface between CRM to R3 to populate the information.  Enhanced integration between HR Master in R3 and Business Partner in CRM to map communication data.  Developed workflow for complaints & Returns handling. This workflow uses SAP Electronic Form (Developed using SAP Forms in Outlook) to capture data from the object and present the information in the mail Systems & Technology Services, USA July 02 – Dec 02 Helpdesk CRM Project CRM project at STS aims at streamlining its Helpdesk functionality using SAP-CRM. Our scope involves in delivering required enhancements, conversions and reports.  Worked as Development Team Lead with team size of 5.  Responsible for the project management activities leading the team right from resource mobilization, day-to-day management of the team, coding of complicated Enhancements, client management and overall delivery of the project.  Enhanced interface between SAP-HR Employee and CRM for business partner by incorporating custom fields, extending standard HRMD_ABA Idoc.  Developed interface from CRM to SAP-HR for Business Partner communication data using custom developed Idoc. This message is send in real time using Business Add-In at save of CRM Order. Developed Business Add-In in Install Base for custom validations before save. Vattenfall – Ringhals, Sweden – Nuclear Power plant Since Sep 98 (10 times) GP Project Aimed at merging of Bärsbeck to Ringhals systems. Bärsbeck uses IFS ERP system and Ringhals uses SAP R/3.  Worked as Development Team Lead with team size of 3.  Converted IFS master data (Materials, HR master data, Access data, Vendors) to SAP.  Used LSMW for migration of materials, info records, source list, stock balances. P a g e | 8 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com  Developed interfaces between IFS & SAP R/3 for MM Reservations, Goods movements from R/3 to IFS. Since IFS is used for Plant Maintenance and R/3 for all other functionality like MM, HR, CATS, PS. CO Orders, Vendors, Materials, Persons, Access data are also integrated.  Some objects uses standard SAP ALE with Extensions and some are custom developed completely.  Used Business Transaction Events in FI documents postings, Vendor creation, Material & Classification update to trigger Idocs in real time.  Developed Business Add-ons in Material document create and work order update to trigger Idoc in real time. MM Update Materials  Special routine was developed to update materials & functional locations using Excel, This report offers selection with classification for materials, shows output data in ABAP List viewer (Grid control), then by pressing button, it downloads/updates from Excel.  Before downloading/updating field selections were incorporated.  OLE programming was used to download to excel, open worksheet, and lock the columns that cannot be updated. Rated as best routine for mass updating using Excel. RAPP Project  Shifting HR Module with Arrangement from subsystem at Ringhals to corporate system at Stockholm and then interfacing HR systems with Business applications (PM, CATS, TRAVEL).  Worked as Development Team Lead with team size of 2.  Transferred HR master data and training & event management data from Ringhals R3 to Stockholm R3.  Used BAPI, ALE for interfacing using standard integration platform. Used Customer exits, Business Add-ins to implement customer enhancements. Upgrade from 4.6B to 4.6C  Worked as Development Team Lead with team size of 2.  Developed upgrade metrics and work list to assess the effort.  Developed cook book for upgrade listing all repaired objects for R3 especially WCM. Enhancements in PM and WCM  Developed user-friendly reports using ALV, Developed Item list editor for WCM item list using Control Framework architecture (CFW).  Used Enhancement procedures using User exits, Field exits, and Business Add-ins.  Developed user exists & Business Add-ins in PM order, Notification for validations and changing information as per customer needs. Upgrade from 3.1H to 4.6B  Worked as Development Team Lead with team size of 5.  Developed estimates for upgrade, devised upgrade strategy for custom objects.  Adjusted all custom objects and SAP repairs.  Enhanced WCM functionality to suit client requirements. This is done using custom screens, user exits, field selection and screen sequence controls. Archiving Project  Established Archiving procedures for archiving PM objects (Notifications, Orders, Functional locations, Equipments), IDocs, PS Objects (WBS, Network) and MM Objects (Materials).  Developed program to reload PM Notifications. PM History Project P a g e | 9 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com  Designed and developed PM History module meant for storing legacy orders.  Worked as Development Team Lead/developer with team size of 2.  Designed database to store historical orders, developed module pool to view information, reports to select data and present in list.  Developed SAP Script to print form.  Customized standard archive program to store data in this data base in addition to writing to archive files. Site Access System  Designed and developed Site Access System as add-on to SAP delivering all site security related solutions.  Worked as Development Team Lead/developer with team size of 2.  Designed database to store access information, developed module pools for various objects maintenance (Applications, access maintenance).  Module pools features change documents, multi user operation, Screen sequence control and Field selection procedures.  Developed Integrations to Gate control systems, photo system, Dose measurement system using custom Idoc using integration platform (Mercator, MQ Series, ALE and MTS).  Developed reports to query access information based on status/approvals. Developed SAP Script to print access form.  Developed workflow to automate site access approval process. Waste Management System  Designed and developed WMS as add-on to SAP delivering solutions regarding waste handling and Nuclide measurements.  Worked as Development Team Lead/developer with team size of 3.  Designed database to store waste management information, developed module pools for various objects maintenance (Container, Measurement, and Set).  Module pools features change documents, multi user operation, Screen sequence control and Field selection procedures.  Integrated with MM-Batch management and classification maintenance programmatically.  Developed Integrations from radioactive measurement system to SAP to create measurement using custom Idoc and integration platform.  Developed reports to query measurement information based on status.  Developed routines to recalculate radioactivity based on half life calculations. Integration Project  This project aimed at building reliable and stable integration architecture for building and monitoring interfaces between various Business applications in Ringhals. Various Applications includes SAP R/3, Xerox-Documentum, Dosimetrics, SQL/LIMS, SAP R/3 in Stockholm, Gate control system, Photo system.  The integration platform is based on SAP Application Link Enabling (ALE), IBM MQ series for messaging and Mercator Inc-Mercator as data mapping tool.  Worked as team member.  Built integrations between SAP R/3 MM, PM, HR, PS, DMS, SD modules to SAP R/3 MM module and to Non SAP applications Documentum, Dosimetric system, Canberra, EDI invoicing system, Gate control system, Chemistry system. P a g e | 10 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com  Developed customized IDocs, Idoc extensions, custom routines for ALE data exchange, OLE Automation for front-end office integrations.  Developed Workflows for Purchase order approval, DMS documents.  Developed workflows to monitor IDocs and perform corrective actions.  Developed custom SMD routines to handle client specific requirements on change pointers. PSE&G, NJ, USA – Utility Industry producing Energy Apr 01 – Aug 01 Upgrade SAP R/3 from 3.1H to 4.6C • Adjusting ABAP programs and enhancements using standard enhancement model using Business Add-Ins, Customer exits & Business Transaction events. • Developed integrations between HR 4.6B and CATS 4.6C using BAPI for leave and attendance, person master data and time booking data. L&T E&C division, Bombay, India Apr 00 - May’00 E-Procurement  This project is aimed at building L&T ENC Web site, Publishing RFQ on web, accepting Quotations over web and Publishing P.O on web.  Developed Idoc for RFQ, Routines for Idoc creation.  Developed procedure for generating Idoc from PO printing.  Developed BAPI for Quotation posting. Configured Business connector for data conversion and data exchange. IBM – Copenhagen, Denmark Jan 00 – Mar 00 Software Manufacturing and Re-engineering (SOMA-R)  The project aimed at delivering a world generic model, which will enable the establishment of a common IT platform in all the current IBM SDF locations worldwide.  Developed interfaces using ALE, Idoc for Costing & Profitability data to GLIM, MUTS and FIBS systems. Developed user exits and reports in CO-PA area. L&T Mysore, Bombay, India Dec 99 – Jan 00 System Reengineering Project  SAP Implementation version 3.1H.  Designed database and Developed module pools for Special import license, Import bond and Goods return of excisable goods.  Developed scripts for excisable goods return documents. L&T John Deere, Pune, India Nov 99 Assembly Manufacturing Execution System (AMES) • Deere’s enhancements to improve execution production process on the shop floor. • Developed AMES-Launching, Serial number data maintenance and Cycle count modules. • Designed database for launching and serial number data. • Developed module pools for launching and serial number maintenance. • Developed cycle count report. Schindler Corporation, Switzerland Jul 98 – Aug 98 PDM Project P a g e | 11 5718 Madge Place, Haltom City, TX 76118, Tel: (310) 779-9132, Fax: (818) 549-0261, Website: www.phoenixteam.com • Developed PDM report for listing engineering changes for Materials, classification, classes, characteristics, variant configuration data. • Developed integration's for variant tables and dependencies with their local systems. Sanghi Spinners Industries, Hyderabad, India Jun 97 – Jun 98 SAP Implementation • Involved in development of Letter of credit process and integrating with sales order and delivery. • Built necessary transactions and reports for import documents process. FUNCTIONAL EXPERIENCE Meghdoot Refrigeration Inds Pvt. Ltd., Bombay, India • In charge for product development, vendor development and Purchase departments. Tecumseh India Pvt. Ltd. Bombay, India • In charge of western India for customer support function. EDUCATION & TRAINING • Masters in Computer Applications in 2004 • BS, Mechanical Engineering, Regional Engineering College, Warangal, India in 1993 P a g e | 1 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY  Padma has 13+ years of extensive experience in design and development of ERP systems using SAP R/3, ABAP, Interface technologies using ALE, BAPI, RFC in HCM, MM, SD, FI, FM/GM, PM, IS-Public sector and IS-Utilities modules. This also includes 7+ years of Project management experience in various industry sectors.  Her major expertise is in the areas of the offshore project management, architecting complex solutions and ensuring successful delivery.  Proficient in SAP ABAP FRICE (Functions, Reports, Interfaces, Conversions, and Enhancements) Components, ABAP OOP, BSP, ABAP Web services, IDOC, LSMW, DDIC, Enhancement Framework, Module pool programming and Web Dynpros.  Strong Expertise in managing end to end Master data Activities.  Has strong experience in working with both the Functional Team and Technical / Development Team and has played key roles in processes like Business requirement gathering, Design, development coordination and testing.  Good analytical and problem-solving skills, combined with strong presentation, communication and organizational skills.  Has good functional experience in various modules like MM, OTC, PP, PS, FI, SRM, PM and HR. TECHNICAL SKILLS SAP Skills ABAP: Dictionary, Reporting, Batch Input/BDC, LSMW, HR Programming, Dialog Programming, Smartforms, ADOBE forms, SAP Scripts, Control frame, ABAP Objects, Business Server Pages, Print Workbench, WebDynPro. Integration Technologies: ALE, EDI, IDOC, RFC, OLE Automation, BAPI, SAP Forms, Web Scripting Integration tools: SAP XI/PI Other tools: Business Workflow, Archiving development kit. Business Applications: HCM (PA/PD/OM/Time/PY/BN/ESS/PBC/PCP), MM, SD, FICO, FM/GM, PM, IS, PS, Work Management, SRM, Device Management (IS-U), PP, Central Functions, and CRM. Methodologies/Processes: Accelerated SAP, CMM PROFESSIONAL EXPERIENCE Bernalillo County– USA SRM Re-implementation This project is a re-implementation of existing SRM 5.0 to SRM 7.0  Working as a lead, managing entire delivery apart from handling some of the business critical requirements (Enhancements, Interfaces, ABAP Webdynpro, Forms, Report and PI).  Worked on one of the business critical requirement called PO Change Request Process, which involves multiple custom components in ABAP Web Dynpro, POWL, enhancements etc., Name Job Function Padma Pendyala Sr. ABAP Developer P a g e | 2 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Developed strategies for various technology areas assessing existing Solutions and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. City of Phoenix– USA Sep 14 – Till Date COP aims at integrating existing ECC with SRM, SUS which is part of new implementation. Apart from implementing SRM & SUS, some of the key business processes on ECC were also modified.  Working as a lead, managing entire delivery apart from handling some of the business critical requirements (Enhancements, Interfaces, ABAP Webdynpro, and PI).  Developed strategies for various technology areas assessing existing Solutions and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Interface to replicate Vendors created in SUS in ECC. These vendors created has W-9 form which were attached as GOS in ECC.  Developed End-to-End application for Payment Ordinance in ECC and integrated the same with SRM. Raymond Corporation– USA Jan 14 – Sep 14 Raymond Corp who are leading global provider of lift trucks, fork lifts and material handling solutions, aims at transforming their existing business using SAP by implementing FI, SD, Part, Warranty, Fleet and Procurement.  Working as a Project Manager, managing entire technology delivery.  Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Handled multiple interfaces which includes interfacing with third party with PI as middle ware using techniques like IDOC’s, PROXY for PO’s, Sales Orders, Invoices etc.,  IDOC Type ORDERS05 was used PO Create and changes.  IDOC Type CREMAS04 was used for Vendor Master  IDOC Type MBGMCR01 was used for GR.  IDOC Type INVOICE02 was used for invoice. This IDOC type was enhanced to add custom field added as per the business required.  Handled multiple File based interfaces (Inbound/Outbound) for Part Master, Inventory Updates, STO etc.,  Handled multiple complex enhancements to meet business requirements.  Managed entire Data conversion transformation using BODS (Master & Transactional). Alcon– USA Jan 13– Aug 13 Alcon is a global leader in eye care by developing and manufacturing innovative medicines and devices to serve the full life cycle of eye care needs, aims at transforming their existing business using SAP by OTC, FI, QA and SCM.  Working as a Project Manager, managing entire technology delivery.  Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Handled multiple interfaces which includes interfacing with third party with PI as middle ware using techniques like IDOC’s, PROXY for Outbound deliveries, transfer orders, customer returns from WMS, ASN & Invoices etc.,  IDOC Type INVOICE02 was used for invoice P a g e | 3 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  IDOC Type DELVRY03 was used for outbound deliveries.  Handled multiple File based interfaces (Inbound/Outbound) for Standard Price Upload, Travel Expense Accrual, Intercompany payables and receivables, Interface XREF_Materials from BODS to ECC etc., SamlerHuset– Netherlands Dec 11– Jan 13 The SamlerHuset Group is one of Europe´s largest coin companies. First established in Norway in 1994, it has expanded into 15 different markets and also into China. SamlerHuset´s key business activity is the direct marketing of coins and commemorative medals, and other related collectibles, to national markets.  Working as a Project Manager, managing entire technology delivery.  Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Handled multiple File based interfaces (Inbound/Outbound) for ASN, Delivery Request, Goods Movement, Bank Statements, pick confirmation, vendor Master Data, Campaign data AmeriGas– USA Sep 08– Dec 11 Client is the nation's largest propane company, serving over 2 million residential, commercial, industrial, agricultural and motor fuel propane customers from over 1200 locations in all 50 states.  Working as Master Data Lead, managing entire delivery, Cutover, Integrations Test cycles and Go-live.  Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Effectively managed entire cutover process both from onsite/offshore.  Handled some of the complex business requirements in areas like OGSD. SCE– USA Sep 07– Aug 08 SCE is one of the nation’s largest investor-owned electric utilities aims at transforming their existing business system using ECC, SRM, and CRM  Working as ABAP Lead for HCM Stream, managing entire delivery.  Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process.  Ensure project standards compliance across the project and high quality standards maintained in all the deliverables  Responsible for managing third party HCM development team  Played a key role in designing entire Interface framework for the business requirements. This includes both PI and Non-PI related interfaces.  Used ALE and also enhanced standard IDOCS to meet business requirements.  Handled some of the key payroll interfaces which include concurrent employment interfaces.  Designed user friend custom screens using Module pools. LAUSD– USA Dec 05– Sep 07 LAUSD is the second largest public school district in US and largest public school in California. LAUSD aim for the implementation is to transforming their existing business system using FICO (Funds & Grants) and HCM (CE). P a g e | 4 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Working as onsite coordinator managing entire delivery from offshore.  Recommended efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture.  Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process.  Ensure project standards compliance across the project and high quality standards maintained in all the deliverables  Handled some of the complex business requirements in all areas of SAP ABAP. HMCO– USA Jan 05– Dec 05 HMCO is a Boston-based Company which is one of the leading educational publishers in the United States, with over $1 billion in sales. Their aim was to transform their existing business using various business processes like OTS, SCM, FICO.  Worked as an offshore process lead responsible for delivery of a small team.  Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore.  Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process.  Ensure project standards compliance across the project and high quality standards maintained in all the deliverables  Handled some of the complex business requirements in all areas of SAP ABAP. JTI– USA Oct 03– Jan 05 World leading Tobacco Manufacturing Company.  Worked as an offshore process lead responsible for delivery of a small team  Involved in the development of ALV reports and SAP Scripts in Quality Management Module.  Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore.  Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process.  Ensure project standards compliance across the project and high quality standards maintained in all the deliverables  Worked on complex File based interfaces.  Handled some of the complex business requirements in all areas of SAP ABAP. Pratt & Whitney– USA & Canada Oct 01– Sept 03 P&W is the Leading Aircraft Engine Manufacturing firm aims at transforming their existing business implementing SAP using MM, SD, PP, PM, FI Modules.  Development of complex Conversions, Interfaces, Module Pool Programs, Reports and SAP Scripts.  Creation of Material Master Data.  Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore.  Creation of Vendor Master using transaction “XK01”. In this vendors are created using External number assignment. Data is uploaded from the file in the Application or Presentation server. P a g e | 5 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Changing the Special Procurement Key, Purchasing Group and Safety Stock of the Material using transaction “MM02”.  Creation of Inventory for Unrestricted stock using transaction “MB1C”.  Creation of Material Revision Level using transaction “CC11”. In this a Material is assigned a Revision Level. Many materials can be assigned to the same Revision Level.  Creation of Condition Records for Purchase Order using transaction “MN04”. In this transaction a Condition records is created for all vendors belonging to the same Purchasing Organization and same country.  Creation of Condition Records for PO RFQ using transaction “MN01”. In this transaction a Condition records is created for all vendors belonging to the same Purchasing Organization and same country.  Creation of Customer Master using transaction ‘FD01’. In this transaction Customer are created for Finance Department. This is used to maintain General data, Accounting Information, Bank Details etc.,  Changing the Work centers for the operations, which are not confirmed or partially confirmed using the transaction “CO02”.  Worked on complex File based interfaces.  Handled some of the complex business requirements in all areas of SAP ABAP EDUCATION  Masters in Computer Applications in 2001 P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY • Solution Consultant with over twelve years’ experience in SAP Finance • Extensive experience in SAP systems, including versions 4.6b, 4.7, ECC 6.0, S4 1503/1909 with FI, CO, FM, and SRM/MM-Purchasing • Experience in Budget formulation, budget monitoring, month-end close, year-end close, and carry forward TECHNICAL SKILLS • Extensive experience with SAP FI, CO and FM configuration, including S4, New GL, FMDERIVE, and Availability Control • Project experience includes clients in federal, state, local, utility, and education • Experience with Solution Manager, HPQC/ALM, REMEDY issue tracking • Experience in leading requirements gathering, solution design sessions, and end user classroom training EDUCATION /TRAINING Bachelor of Business Administration in Accounting – University of Central Arkansas SAP TRAINING • AC010 Business Processes in Financial Accounting • AC040 Controlling / Managerial Accounting Processes • WNA910 Funds Management: Processes, Organization, and Configuration • WNAPSB Budget Control System PROFESSIONAL EXPERIENCE Higher Education, University Current SAP FICO/GL/AR Consultant Project Description/Scope: S4 HANA Financial Transformation Responsibilities/Deliverables: Functional design, RICEFs, SAP S4 1909 System State of Louisiana Implementation, Baton Rouge, LA Sep 2019 – Oct 2019 SAP FICO/GL Consultant Project Description/Scope: SAP ECC Responsibilities/Deliverables: Testing, Functional design, RICEFWs, and issue resolution for rollout of statewide SAP Public Sector in areas of FI-CO/GL/FM US Army, Huntsville, AL SAP FICO Consultant Project Description/Scope: SAP ECC Implementation Bart Callaway Finance Functional Analyst SAP FI, CO and FM P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Responsibilities/Deliverables: Functional design, testing, and RICEFWs for assigned aviation business processes in SAP Finance and Materials Management. State of Illinois Implementation, Springfield, IL Aug 2018 – Jan 2019 SAP FICO/GL Consultant Project Description/Scope: SAP ECC Responsibilities/Deliverables: Testing, Functional design, RICEFWs, Issue resolution for rollout of statewide SAP Public Sector in areas of FI-CO/GL/FM Gainesville Regional Utilities – Gainesville, FL Feb 2016 – Jul 2018 SAP Financials Consultant Description/Scope: SAP S4 HANA 1503 Implementation Responsibilities/Deliverables: Solution design for SAP S4 HANA implementation, in the areas of Central Finance, Funds Management and integration with CO, PS, and Treasury Achievements: Successful on time implementation State of Mississippi – Jackson, MS Aug 2014 – Feb 2016 SAP Financials Consultant Project Description/Scope: Post Go-Live Production Support for SAP ECC Version 6.0 – SAP Modules including FI-CO, AP, FM, and SD Responsibilities/Deliverables: Functional design, production support, issue resolution, and knowledge transfer for statewide SAP Public Sector implementation, in the areas of FI-CO/FM/SD and FI-MM integration, Supported DHS cost allocation program Achievements: Successfully executed client’s first year end conversion in SAP. Purdue University – West Lafayette, IN SAP Financials Consultant Project Description/Scope: Analyze and assess impacts of possible change in master data structure Responsibilities/Deliverables: Assessment of current system configuration to determine impact of possible changes to master data structures Achievements: Reviewed FMDERIVE and master data objects to improve processing efficiency and enhanced reporting capabilities. US NAVY, MWR CNIC – Millington, TN Apr 2014 – May 2014 SAP Financials Consultant Project Description/Scope: Update and standardization of SAP interface processes Responsibilities/Deliverables: Functional design to develop new IDoc interfaces and standardize processing functions for multiple retail and point-of-sale interfaces Achievements: Successfully implemented new interfaces to IDoc standards Reviewed ABAP reporting design to determine opportunities to improve efficiency and reduce run times P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com City of Houston – Houston, TX Jan 2013 – Aug 2013 SAP Financials Consultant - FI-CO, FM, and Purchasing Project Description/Scope: Post Go-Live Production Support for SAP ECC Version 6.4 – SAP Modules including Responsibilities/Deliverables: Functional design, production support, issue resolution, and knowledge transfer for SAP Public Sector implementation, in the areas of FI-CO/FM and Purchasing Achievements: Evaluation of configuration and testing in FM/Materials Management to address issues in FM tables of purchase orders with multiple account assignments. Gwinnett County – Lawrenceville, GA Jun 2012 – Aug 2012 SAP Financials Consultant Project Description/Scope: Post Go-Live Production Support for SAP ECC Version 6.4 – SAP Modules including FI-CO, FM, and Purchasing Responsibilities/Deliverables: Determine the root cause for expenditure posting issues between FI and FM tables Achievements: Recommended changes to configuration and business processes to Address the circumstances that led to the imbalances United Nations / UMOJA – New York, NY Sept 2011 – Apr 2012 SAP FM Consultant Project Description/Scope: SAP ECC 6.4 Implementation Responsibilities/Deliverables: Solution design and configuration of SAP Finance Funds Management Configuration of Budget Control System (FM-BCS), including AVC (availability control) and FMDERIVE/GMDERIVE Conducted master data and business process design workshops Created Functional Design documents for FRICE items Achievements: Approval of Functional Design Document and FRICE Items City of Tacoma – Tacoma, WA, Apr 2011 – Jul 2011 SAP FM Consultant Project Description/Scope: SAP ECC 6.0 Upgrade Responsibilities/Deliverables: Issue Resolution and knowledge transfer in SAP Finance and Funds Management, Proof of Concept for changes to FM Configuration and Derivations Achievements: Successful Upgrade Miami Dade Public Schools – Miami, FL Jun 2010 – Feb 2011 SAP FM Consultant Project Description/Scope: SAP Financials Production Support Responsibilities/Deliverables: Issue Resolution and knowledge transfer in SAP Finance and Funds Management, Year-end Conversion testing and planning. Achievements: Executed Client’s First Year End Conversion in SAP P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Howard County, Department of Finance – Columbia, MD Feb 2010 – May 2010 SAP FI/FM Consultant Project Description/Scope: SAP Financials Production Support Responsibilities/Deliverables: Issue Resolution and knowledge transfer in SAP Finance and Funds Management to county staff, Year-end processing Achievements: Developed improvements in reporting to facilitate faster production of CAFR State of California, Administrative Office of the Courts – Sacramento, CA Aug 2008 – Jan 2009 SAP FM Consultant Project Description/Scope: SAP ECC 6.0 Upgrade Responsibilities/Deliverables: Blueprint, Design, and Configuration of new FM functionality available in ECC. Developed Business Process Procedures for new transactions associated with upgrade. Resolution of testing issues raised due to ECC upgrade through configuration changes, ABAP program development, and/or application of OSS notes Achievements: Acceptance of blueprint and design, successful upgrade. Collier County – Naples, FL Mar 2008 – Jun 2008 SAP FM-BCS Consultant Project Description/Scope: SAP FM-BCS Implementation Responsibilities/Deliverables: Design and Configuration of FM - Budget Control System. Developed Business Process Procedures for new transactions in BCS. Developed new FM Budget Report using Report Writer/Report Painter. Provided Knowledge Transfer and training to budget office staff. Achievements: Acceptance of design, successful implementation Arapahoe County – Denver, CO Aug 2007 – Mar 2008 SAP FI and FM Consultant Project Description/Scope: SAP ECC Upgrade Responsibilities/Deliverables: Blueprint, Design, and Configuration of SAP FM. Configuration of Budget Control System (FM-BCS) with Availability control Developed Business Process Procedures for new transactions associated with upgrade. Resolution of testing issues raised due to ECC upgrade through configuration changes, ABAP program development, and/or application of OSS notes Achievements: Acceptance of design, successful upgrade Collier County – Naples, FL Apr 2007 – Jul 2007 SAP FI/FM Consultant Project Description/Scope: SAP Upgrade to ECC 6.0 Responsibilities/Deliverables: Resolution of testing issues raised due to ECC upgrade through configuration changes, ABAP program development, and/or application of OSS notes, knowledge transfer to finance department staff Achievements: Successful upgrade P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Jefferson County, Birmingham, AL Feb 2007 – Apr 2007 SAP FI Consultant Project Description/Scope: SAP ECC 5.0 Implementation Responsibilities/Deliverables: Resolution of testing issues raised during implementation, master data preparation, process planning, configuration and integration testing in Finance and Project Systems. Achievements: Successful Implementation US Navy, SERMC Center, Mayport, FL May 2006 – Nov 2006 SAP FI/FM Consultant Project Description/Scope: SAP Project NEMAIS Support SAP FI/FM Consultant Responsibilities/Deliverables: Supported the Comptroller’s office with user assistance and training in FM and FI areas of AP, AR, and SD, Participated in federal year end conversion project planning and execution at Norfolk, Virginia Maintained FM Derivation settings for multiple federal funding sources, knowledge transfer to finance department staff Achievements: Successful Year End Conversion US Navy, SPAWAR Center, San Diego, CA Sep 2005 – Apr 2006 SAP FI/FM Consultant Project Description/Scope: FM Team Lead for 4.6C system move to Support Pack level 16 Responsibilities/Deliverables: Assessed Funds Management configuration and design in preparation for USNAVY Merge project, Analysis and cleanup of inconsistencies in FM tables (FMIOI, FMIFIIT) due to errors in configuration of OFBL settings, Implemented improvements to year end conversion processes to increase program efficiency and decrease run times, knowledge transfer to finance department staff Achievements: Successful Update IBM Business Consulting Services, Tulsa, OK Nov 2004 – Sep 2005 SAP FI Consultant Project Description/Scope: Finance Consultant for government client in New York and Pharmaceutical warehousing company in Wisconsin Responsibilities/Deliverables: Worked with ABAP team to support and enhance existing reports and interfaces, Knowledge transfer to on-site analysts of recommended SAP best practices, Point of contact for all FI team help tickets (FI/MM/GM) State of Arkansas, Little Rock, AR Mar 2002 – Nov 2004 SAP FI/FM Project Description/Scope: AASIS, Upgrade from 4.6B to 4.7 Responsibilities/Deliverables: Configured and tested Funds Management for upgrade from 4.6B to 4.7, Maintained year dependent Funds management master data such as budget structures and derivations, Planned and executed multiple year end conversions, Delivered end user training Achievements: Successful Upgrade SAP Financials Consultant SAP Financials Consultant P a g e | 1 6021 Midnight Pass RD Unit3, Sarasota FL34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Matt Wing Consulting Manager SAP Finance PROFESSIONAL SUMMARY  Senior SAP FI/CO Consultant  17 years SAP FI-CO Consulting Experience (Rel 3.1 to ERP 2005-ECC 6.0)  12 Years SAP Public Sector Experience  3 Years Experience as active part of the PMO in a Project Manager/Functional Architect Role  8 years experience in a senior team lead/management/integration management role  Upgrade experience to ECC 6.0  Certified SAP FI/CO R/3 Consultant  Experience in delivering professional training  Extensive experience integrating SAP Financials with MM, SRM, SD, PM and HR/Payroll TECHNICAL SKILLS  SAP FI module, specifically New GL/Flex GL, AR, AP, Assets, SPL(SL), Travel, Report Painter/Report Writer,TM/CFM, Foreign Currency  SAP CO Module, specifically CCA, Project Systems, PCA, IO, PM  SAP IS-Public Sector, specifically FM, Split Ledger, Grantee Management, Grantor Management, Federal Financials, Integration with FI-CA  Integration Experience with SRM in a Public Sector Environment  SAP SD, specifically the integration points between FI and SD  SAP MM, specifically the integration between FI/FM and MM/SRM  SAP PM, specifically the integration between FI and PM  HR Payroll Integration, including CATS  CATT and LSMW Experience Industry Experience:  Public Sector  Software Industry  Automotive Industry  High Tech Manufacturing/Engineering  Repetitive Manufacturing Experience Summary Client Time Frame Role Houston Independent School District August 2014 to Present Finance and Budgeting Lead Center for Disease Control October 14 to Aug 2015 Funds Management Team Lead Loudoun Water Los Angeles Unified School District Sep 2013 to Present Feb 2012 to Sep 2013 Senior SAP PS Consultant (FICOFM) Finance Lead Miami Dade Public Schools Mar 2009 to Jan 2012 Finance Architect, Payroll PMO City of Toledo July 2011 to Dec 2011 Lead SAP Public Sector Consultant – Procurement and Financials, Part Time P a g e | 2 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com City of Houston July 2011 to Sept 2011 SAP Public Sector SD and AR Consultant, Part - Time USDA Aug 2010 to Feb 2011 Grantor Management Consultant, Part Time US Department of Interior Apr 2010 to July 2010 Litigation Consultant – Part Time Magna Steyr Dec 2008 to Jan 2009 SAP Consultant – IS Auto Howard County July 2008 to Nov 2008 SAP Grants Management and Funds Management Consultant Los Angeles Unified School District Dec 2006 to Jul 2008 SAP Public Sector Consultant California Department of Water Resources Nov 2007 to Mar 2008 Grantor Management Consultant, Part Time NASA May 2006 to Dec 2006 SAP Federals Financials/Public Sector Consultant Erie County Oct 2004 to May 2006 SAP Public Sector/Procurement Consultant Hummingbird Jun 2002 to Oct 2004 SAP Functional Lead (Team Lead)/Global Support Manager SY Systems Technologies Sep 2001 to May 2002 Senior SAP Consultant Siemens Canada June 2001 to Sep 2001 CRM Trainer Siemens Canada Mar 2001 to May 2001 FI-CO Consultant Federal Government Canada Wide Project Mar 2000 to Mar 2001 FI/FM Consultant Mitel Ltd Nov 1999 to Feb 2000 Integration Testing Consultant Consumers Glass Feb 1999 to Oct 1999 SAP FI Consultant Canadian Customs and Revenue Agency Nov 1998 to Feb 1999 FI Consultant PROFESSIONAL EXPERIENCE Finance and Budgeting Lead Aug 2015 to Present Houston Independent School District Houston, TX Independent Consultant Contracted direct to Client Role:  Finance and Budgeting Lead representing the client. Responsible for working with the System Integrator to re-implement an outdated non-best practices public sector solution. Subject Matter Expert on SAP Public Sector for K-12. Responsible for the overall integration within the solution to identify and mitigate any gaps in the with the present and ongoing business design Accomplishments:  Review System Blueprint. Develop design mitigation plan for the System Integrator correcting any variances to the SAP Standard Business Practices for SAP Public Sector. Identify missing functionality required to be developed by the integrator in Document Splitting, Asset Integration, Grants Management, Funds Management, Plant Maintenance and Project Systems  Responsible for Finance and HCM integration by leveraging past experiences other large K12 clients P a g e | 3 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Develop unit test plan for the district and lead district resources in the testing process. Developed list of tests to ensure the system is functioning correctly. Testing uncovered significant gaps in functional process required to be resolved prior to the start of Integration Testing  Developed Integration testing plan for the District. Led district resources in developing the testing plan and scenario building  Lead Master Data mapping exercise on behalf of the client to ensure master data elements are correctly integrated with the proposed solution design. Identified key gaps in master data conversions and led the process to crosswalk legacy data to the new SAP design Funds Management Team Lead Oct 2014 to Aug 2015 Center for Disease Control Atlanta, GA Independent Consultant Contracted through SAP National Security Services Role:  Managed a small team of Consultants responsible for performing a solution assessment of a custom Sales Budget Planning Tool used to Order Grantee Vaccines. Team was eventually tasked to developing a prototype solution using multiple AVC ledgers to manage and control Sales Spend Plans Accomplishments:  Review existing custom Budgeting tool used to manage a Grantee Sale Plan Budget. Developed plan to use Standard Budgeting and Budget Execution functions of SAP to replace functions in complex customized application used in ECC and CRM to managed Grantee Sales Plans and Sales Plan Budgets. Solution is used by each State in planning and executing Annual Vaccine requirement  Configured Proof of Concept and Comprehensive system assessment used to present conclusions to CDC management. Team recommended the use of a Funds Management based replacement of over 40% of the existing custom Budget Preparation and Budget execution tool.  Created blueprint for a new CDC To-Be Scenario using SAP funds management to budget Sales Order Spend Plans on a annual and quarterly basis. Multiple Availability Control ledgers were planned to replace custom functionality Federal Solution functionality was blueprinted to create automatic Budget entries to support automatic budget entries for specific procurement transactions.  Implemented a redesign of existing Funds Management solution (Account String, Sales Order to FM/Procurement to FM integration)  Developed prototype solution to present to CDC Leadership demonstrating the new Funds Management solution in preparation for a Go/No Go decision with required Functional Development implemented in the CDC development system. Prototype included all functional and reporting requirements to support the use of Funds Management to control the Vaccine ordering process. Expended prototype into a production ready solution including all Custom Development and Reporting requirements Loudoun Water Sept 2013 to Present Senior SAP Public Sector Consultant (FICOFM) Independent Consultant Contracted through KPIT Cummins Role: P a g e | 4 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Senior SAP Public Sector Consultant for a Utility. Responsible for re-designing the Finance solution to comply with Public Sector Best Practices to support Funds Management integration. Re-designed the Finance solution SAP to comply to SAP best practices and integrate correctly with HCM, SRM, Project Systems, Plant Maintenance, SD and FICA Accomplishments:  Responsible for Configuration of FI-GL, FI-AP, FI-AA, FI, Bank, FI-FM, CO-CCA, CO-PCA  Responsible for correctly integrating the Finance solution with HCM, SRM, PS, PM and FICA. Redesigned solution to reduce user entry on business transactions and having the system automatically determining the integration to Funds Management  Redesigned Loudoun Water account string to accommodate a Best Practices implementation of Funds Management by activating missing account assignment elements, implementation of Payroll Agency Concepts, Pooled Treasury Cash concepts and implementing a planning/budgeting process with Project Systems, correctly integrating with Fixed Assets, Real Time FICO integration and re-implemented Flex Ledger to support correct CAFR reporting  Re-designed processes to support a more streamlined user-friendly Finance solution. Redesigned Accounts Payable, Electronic Banking, Vendor Creation process, Controlling Cost Allocations to correct system deficiencies  Designed CAFR reports in Report Painter and BI Los Angeles Unified School District Feb 2012 to Sep 2013 SAP Finance Lead Phoenix Business Consulting Role:  SAP Finance Lead for a large Public Sector K-12 Re-implementation of SAP Finance and Procurement. Original implementation was salvaged from an initial failed attempt to implement SAP Finance and Procurement Accomplishments:  Developed RFP response to client on behalf of Phoenix Business Consulting. Responsible for designing the Technical Proposal outlining the Implementation approach and strategy and including the determination of require resources to implement the RFP requirements. Was a key member of the sales team responsible for winning the $25 million dollar project  Member of the Project Management Office responsible for managing the scope, issues, and risk of the project. Represented the Project Manager in meetings when  Developed initial project plan used to baseline the detailed project schedule  Led the finance team of 6 consultants from Blueprinting to Go-Live (currently in Realization).  Responsible for QAing the Finance Blueprint and assisting other areas of the functional design to ensure a cohesive integrated design (AP/AR/CO/GM/FM)  Personally assigned to develop the blueprint for Procure to Pay (Finance), FI Integration with Procurement (MM/SRM), and SAP Travel Management  Prototyped Accounts Payable and Travel Management solution prior to realization for the purposes of client demonstration Miami Dade Public School District Feb 2010 to Jan 2012 SAP Project Manager Miami, Florida Phoenix Business Consulting Role: P a g e | 5 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  SAP Project Manager of the SAP Payroll implementation. Client was salvaged from an initial failed attempt to implement SAP Payroll by a big 5 Implementation Partner. Was moved to the PMO role after successfully guiding the organization as its Finance Architect Accomplishments:  Created project plan for SAP Payroll Implementation Release and managed updated plan on a daily basis. Used plan as a tool to drive milestones and project deliverables to achieve measured project progress. Co-ordinated requirements between Basis, Training, Functional and Development  Analyzed Development requirements to forecast project resources to achieve tight deadlines. Analysis eliminated and deferred development objects to achieve project milestones. Analysis resulted in significant resources in being on-boarded to meet requirements. Milestone planning was used to ensure project deliverables were being met  Performed detailed task planning of team members to ensure over-encumbrance did not occur as a result of concurrent activities from separate projects  Developed testing strategy for Integration testing and Parallel Testing to reduce project risk and manage the different phases of  Provided Functional expertise regarding integrating the Payroll Solution with the existing SAP Financial Solution. Directly co-ordinated FI and PY integration design, development and testing  Responsible for managing the scheduling and implementation of Hotpacks  Responsible for developing system cutover plans for environments used throughout the lifecycle of the project. Responsible for overseeing the cutovers to ensure build and conversion tasks were completed on schedule. Responsible for managing any issues related to the system cut- overs US Department of Agriculture Aug 2010 to Feb 2011 SAP Grantor Management/SAP Integration Consultant (Part- Time) Washington, DC Independent Consultant Contracted to Accenture Role:  SAP Grantor Management/SAP Integration Consultant. Client was performing a review and implementing a prototype and on how to best integrate a Legacy Grant System to deliver $15 Billion in Funds to other Public Agencies. Lead configuration of the SAP Grantor Management Solution and assisted in assessing other options available to USDA to replace its legacy Grant System. Consultant’s role was mostly performed remotely with some on-site consulting as needed. Accomplishments:  Reviewed the possible solutions available for USDA Grants and identified and Gap/Fit requirements necessary. Solutions analyzed were SAP Grantor Management, SAP ECC Procurement and SAP SRM 7.0 PPS. Recommended solution was Grantor Management  Implemented SAP Grantor Management Prototype. SAP Applications, Programs, Awards, Claims and Change Requests were implemented. Implemented modification to existing ECC solution to integrate to the prototype solution.  Implemented changes to existing ECC to support an ECC Procurement prototype solution  Evaluated SAP SRM7.0 PPS solution and identified potential gaps and changes to ECC required for the solution P a g e | 6 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com US Department of Interior Apr 2010 to Jul 2010 Litigation Consultant – Part Time Miami, Florida Independent Consultant Contracted to Jeff Parmet & Associates Role:  Provide Senior SAP Project Management expertise to a Legal Team Representing KPMG. Accomplishments:  Reviewed Project documentations and SAP Configuration review to prepare a Rebuttal report estimating project damages regarding the failed project implementation of KPMG’s Department of Interior Project Miami Dade Public School District Mar 2009 to Feb 2010 SAP Finance Architect/Project Manager Miami, Florida Phoenix Business Consulting Role:  Finance Architect (ERP 2005 - FI, CO, MM, SRM, FM, GM, BI) responsible for providing Implementation guidance the Management of Miami Dade Public School District Implementation Team. Client was salvaged from an initial failed attempt to implement SAP Public Sector Solution by a big 5 Implementation Partner. Initially started as the Integration Manager and was promoted to SAP Project Manager responsible for providing Implementation guidance the Management of Miami Dade Public School District Implementation Team. Systems Architect for all modules and functionality. Acted as a Senior “Go-To” resource for the entire project. Engagement Manager for the consulting team of 30 consultants and 50 staff members implementing the restart of the Public Sector Finance/Procurement Solution at MDPCS Accomplishments:  Provide candid strategic advice to PMO office on SAP Best Practices, how to implement an SAP project according to ASAP methodology. Offered recommendations to PMO on Project Management changes required for a more effective project management. Provided advice on key Integration Issues.  Key contributor on a project that was the largest K-12 public sector client to implement SAP without an integrator. Project was delivered on-time (from the start of the re-implementation salvage) and on-budget at $18 million  Provided advice and input to the PMO regarding the Project Plan in order to meet project deliverables and provided guidance on resources scheduling and requirements. Advised PMO on implementation methodology using ASAP as a backbone. Advised management on how to generate a BPML to be used to drive Configuration, Unit Testing, and BPP cycles  Provided project recommendations to be used in a Project QA assessment to the project steering committee advising on high level project risks and risk mitigation plan  Responsible for managing and leading system build activities (Quality, PrePrd, Training, PRD)  Reviewed Blueprint created by previous implementation team. Advised on how to improve the blueprint to better conform with Public Sector Finance and Procurement process and deliver more effective process to the business  Led assessment of SRM functionality to ensure project was meeting desired functionality requirements. Assessed Classic vs Extended Classic scenarios and reviewed implementation progress benchmarked to other organizations to ensure the correct project foundation was being implemented P a g e | 7 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Key individual in managing scope through change control meeting and analyzing development to identify deferred items to post go-live  Actively participates in process redesign sessions regarding Finance, Procurement, Capital Project, Grants and Funds Management during accelerated Blueprint Redesign.  Configured Baseline FI-CO-PS solution for Enterprise Structure, FICO Master Data, FlexLedger, Document Splitting, and 1099 Withholding Tax  Advised Functional Team members (clients, Business Analysts) on requirements and product solutions for Development Objects. Delivered training on instructions to write functional specs to client and consulting Business Analysts  Active member of the selection committee in charge of on-boarding new consulting resources to the Functional team Erie County Government May 2006 to Present Lead SAP Public Sector Consultant – Part-time Remote Consultant Buffalo, New York Independent Consultant Contracted direct to Client Role:  Provided off site support of Erie County to resolve ongoing production issues with their SAP Enterprise (4.7)/IS-PS 2.0 system/ECC 6.0. Support was performed on an as needed basis, averaging 10 hours weekly. Responsible for FM/GM/FI/CO/MM support. Performed the lead FICO consultant role for the County’s upgrade to ECC 6.0. Accomplishments:  Sole FICO Consultant responsible for upgrade from SAP 4.7 to ECC 6.0. Resolved issues regarding GM, FM, Split Ledger, Assets, FICO and MM through testing, implementation of new configuration and working issues through OSS Support over a 6 month period. Re-implemented AA and SPL splitter due to functionality changes. Implemented FlexLedger. Implement changes to CFM/ Treasury for to accommodate new ECC functionality. Upgrade was successfully completed.  Part of Team to implement SAP Plant Maintenance and Inventory Management for the Erie County Sewer Division. Responsible for designing the Technical Proposal outlining the Implementation approach and strategy and including the determination of require resources to implement the RFP requirements. Responsible for ensuring the progress of the project and co- ordinating between project team and the client. Responsible for configuring SAP to ensure the integration expertise in Finance, Controlling and Funds Management with MM and PM  Reconfigured how the county derives Sponsored Classes, Re-implement Grantee Billing, Re- implemented Document Splitter for Grants Management and Reporting Ledger, reassigned the posted values in order to correct data inconsistencies. Configured Business Partners Synchronization for Grants Management  Re-implemented Project Systems for detailed cost project planning of capital projects and existing Project Systems Settlement to AuC  Resolved Critical FM Production issues involving incorrect availability control and incorrect SPL postings due to GI/IR updates  Implemented Budget Planning process using FM Planning functionality  Consulted on management FM/GM reporting requirements and provided a recommended solution to resolve process and system issues  Prepared evaluation of PSCD (FICA) and how it could fit into the Erie County Template  Configured prototype of Fleet Management (Plant Maintenance) P a g e | 8 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Provide support during year end resolving reporting, carryforward and budgeting issues surrounding GM/FM and FI  Developed reports using Report Painter and Query  Resolved standard AP/AR/GL/PS/AA/PS/MM/CFM production support issues through configuration and business process improvements  Provided FM/GM SPL Split ledger training to new FICO analyst and Erie County Employees Magna Steyr Dec 2008 to Jan 2009 FICO Consultant Detroit, Michigan Independent Consultant Contracted through Vortex Consulting Role:  Provided on-site support to the localized version of the Global Template for the US and Mexico legal entities. Responsible for FI-CO-PS support for day to day and year end activities Accomplishments:  Provided support for Month end and year end closes and provided post support for CO-PS, PCA, CCA and FI- GL, AP, AR, AA, New GL  Reviewed system configuration and processes and provided recommendations to streamline activities to achieve local managerial goals  Implement enhancements to CATS processing by improving timesheet layouts and implementing activity defaults  Implement time costing solution to Project Systems to record non billable time and method to revalue this cost  Reviewed and advised on improvements in costing methodology in PS, CO-CCA  Implement Project Systems Settlement to AuC using IM Howard County Jul 2008 to Nov 2008 SAP Grants Management and Funds Management Consultant Baltimore, Maryland Independent Consultant Contracted through Axon Solutions Role:  Senior Public Sector consultant responsible for designing the Grants and Funds Management Solution Accomplishments:  Developed end to end blueprint for Grants and Funds Management, from Master data creation to year end processing  Advised FI Lead and FI team members on how to integrate SAP Financials with the Public Sector Solution  Configured prototype for Grants Management, Funds Management and FI-New GL  Blueprinted requirements for reports and interfaces related to SAP Financials  Provided public sector experience to assist in integrating other areas of SAP into the public sector solution. Guidance for integrating the SAP Public Sector Solution was provided to the FICA (Utilities Billing), SRM and MM teams  Mentored client in the use of SAP and advised on how to improve existing processes through the implementation of SAP Best Business Practices for SAP Public Sector Los Angeles Unified School District Dec 2006 to Jul 2008 SAP Public Sector Consultant (Funds Management) Los Angeles, California P a g e | 9 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Independent Consultant Contracted through Deloitte Consulting/Direct to the Client Role:  Provided on site Funds Management consulting primarily tasked with the development of Availability Control for the largest school district in the United States. Post Implementation support for FI and HR Payroll Reconciliation Accomplishments:  Developed and implemented AVC methodologies for the school district. 3 methods were developed to support general operations (FICO), capital budgeting (Project Systems) and internal job cost (CO) functions  Developed FMDERIVE rules to support FICO processes being implemented for Release 3  Implemented changes to existing budget process to support overall fund reporting  Developed custom year-end carryover process to support district Budgeting requirements  Scoped cut over interfaces to support budget and carryforward interfaces  Provided integration expertise to the project. Delivered recommendations for cut-over tasks and guidance to other teams for Go Live procedures. Active member of the Cut Over team and Integration management team  Provided post go-live support to resolve HR-Payroll FI integration issues  Provided consulting expertise to develop BW and external datamart reporting solutions  Provided expertise to the SRM team to assist integrating SRM and PCard with the Public Sector solution  Blueprinted CO processes (supporting 500 000 internal orders) to integrated with Funds Management requirements. Offered recommendations to Job Cost team to improve the functionality and the solution’s ability to integrate to FM to meet the district’s budgeting requirements  Reviewed and corrected New GL configuration  Implemented 1099/EDD reporting for AP short staffed AP team  Post implementation support for FICO issues and HR Payroll-FI reconciliation, FM Derivation  Developed Reporting solution for Financial solution originally missing from blueprint California Department of Water Resources Nov 2007 to Mar 2008 SAP Grantor Management/Funds Management Consultant Sacramento, California Independent Consultant Contracted through Deloitte Consulting for Part Time Consulting Role:  Part of a team of consultants working to deliver bond accountability solution for the Department of Water Resources. Provided consulting expertise tasked with developing blueprint and prototype of the Grantor Management solution Accomplishments:  Developed blueprint for the implementation of Grantor Management. Provided process expertise on Grantor and public sector. Application process, Award Process, Budget Process, AVC Process, FICO reporting Process, Claims Process were developed.  Provided process advise as an SAP SME to the rest of the team  Configured FM Public Sector Solution for Prototype to support Grantor Management  Configured integration of Grantor Management with Funds Management and CRM to support Grants and Claims  Configured MM to demo Service Based Purchasing in Prototype system P a g e | 10 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Unit tested Grantor Management Scenarios  Developed method to report costs unrelated to direct grant claims integrating it with MM, FI, CO and CRM NASA May 2006 to Dec 2006 SAP Federals Financials/Public Sector Consultant Huntsville, Alabama Independent Consultant Contracted through SAP Role:  Consultant responsible for managing/implementing the NASA upgrade to ECC 6.0/ERP 2005 (SAP’s pre release pilot project) for Federal Financials Accounts Payable and Responsible for BCS Funds Management reporting Accomplishments:  Configure/Test Payment processing functionality of the Federal Financial Solution, including Prompt Payment Act, Invoice Splitting, IPAC and GOALS processing including configuring the SPL splitter in support of these activities  Configure Payment methods using Payment Media Workbench (ACH and federal payment types) and test payment processing for ERP 2005  Configured Extended Withholding tax for 1099 processing and test conversion process from standard withholding tax  Developed a comprehensive set of BCS reports to provide management with Budget/Actual/Consumption analysis information using report painter. This eliminated a large number of BW and ABAP reports  Developed a set of reports for SGL/Budget analysis reports using reporting report painter and helped investigate differences between FM and SGL reporting Erie County Government Oct 2004 to May 2006 SAP FI-CO-FM-GM Public Sector Consultant Buffalo, New York Independent Consultant Contracted through IBM Role:  Provided on site support of IBM to maintain the outsourced support of the SAP Enterprise (4.7)/IS-PS 2.0 system for a large local government. Role eliminated offsite SAP functional consulting resources for FI-CO-MM and SAP IS-PS (FM and GM). Accomplishments:  Maintained large ($1 Billion) FM system. Identified and resolve critical problems encountered with Funds Management and Grants management  Implemented reorganization of organizational structure in FM-BCS/FM-AVC. Maintained derivation rules in support of these changes in AVC and BCS. Maintained SPL Split Ledger to support interfund cash transfers and fund balance reporting. Implemented budget spreading to improve monthly variance reporting.  Developed Month-end and Year-end close procedures in FI, FM and GM  Integrated CO functionality with Funds Management for smoother month end reporting  Maintain Grants Management Derivation rules and configuration resulting from GM process changes. Changes include maintenance of GM Spit Ledger/Grant Derivation, GM Grant types and GM Budgeting.  Corrected Grants Management account assignment splitting issues resulting from incorrect SPL splitter configuration P a g e | 11 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configured the integration of FM and CO to support interdepartmental billings  Tested and resolved numerous hotpack issues related to Grants Management and Funds Management  Developed monthly Budget Monitoring Reports and GASB34/CAFR/USAC Reporting through the creation of Report Painter/Report Writer reports  Configured FI/CO/MM (AR, AP, GL, Assets, SPL, Report Painter/Report Writer, Treasury/CFM/Cash Management, CCA, IO, Project Systems) to resolve various production issues faced by the client and implement configuration/process changes to their productive environment. Responsible for eliminating the need for Offsite functional work in these area allowing the client to focus on technical and human resources requirements  Resolved FI/CO/FM/GM integration issues with HR Payroll  Responsible for identifying/managing changes to be submitted to offshore resources for development for ABAP related to the FI/CO/MM/FM. Responsible for creating specs, testing prototypes and implementing functionality developed offshore into the productive environment  Blueprinted the integration of the Department of Social Services and Probation off of their state provided account receivable system and into the County’s SAP landscape Hummingbird Ltd. Jun 2002 to Oct 2004 SAP Functional Lead (Team Lead)/Global Support Manager Toronto, Ontario Internal Consultant direct to Client Role:  Internal consultant responsible for Configuring and Implementing SAP 4.6C FI/CO/SD/MM to subsidiaries of the parent company. Position eliminated 3 budgeted external consultant positions from the original implementation partner. Promoted to SAP Manager of Global Support Team. Accomplishments:  Implemented SAP to the European subsidiaries in UK, Germany, France, Switzerland, Italy and the Netherlands. 13 different legal entities were implemented in FI (GL,AP,AR,Assets,Taxes) CO (CCA, PCA, IO) SD, MM. Configured all localized requirements to the SAP system and integrated it into the external CRM system (ONYX).  Managed Global Support team responsible for internal integration of newly acquired companies and ongoing production support  Led/Managed team of users (up to 10 at a time) to perform testing and manage the conversion of data for each county rollout  Provided on site production support for each country go-live of the European Operations  Integrated 2 US acquisitions into the SAP landscape, implementing them on SAP FI (GL,AP,AR,Assets,Taxes) CO (CCA, PCA, IO) SD, MM  Configured and maintained foreign currency and developed reporting solution for foreign currency  Developed intercompany transaction management and consolidation strategy Provided ongoing post implementation support of all European Implementations and the Core North American implementation in FI/CO/SD  Configured the Project Systems module to support Professional Services organization to record time and bill customers using resource related billing  Developed a comprehensive set of reports to consolidate the operations of all 20 legal entities using Report Writer/Report Painter P a g e | 12 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configured SPL ledger to integrate non-financial information from CO into the income statement to provide key performance indicator reporting  Blueprinted the implementation of Profitability Analysis into the organizations report structure  Developed training/change management strategy prior to the initial North American go-live Intel May 2003 SAP Configuration Trainer Portland Oregon Independent Consultant Contracted through Phoenix Business Consulting Accomplishments:  Delivered SAP FI(AP,AR, and GL) configuration training at Intel Campus University SY Systems Technologies Mar 2002 to Jan 2004 Senior SAP Consultant Detroit, Michigan Independent Consultant direct to Client Role:  Provided on-going SAP Consulting to a previous client. Consisted of 6 months full time work over a 22 month period Accomplishment:  Post implementation support of SAP 4.6B/IS-Auto 4.62 system, supporting FI (AP, GL, AR)and CO (CCA, PCA)  Implement Asset Management functionality to integrate into the organization’s parents books  Implemented new reporting ledger in SL  Delivered training to end users in FI-CO Functionality  Developed Month-end and Year-end close process  Integration testing lead for FI-CO during upgrade to IS-Auto from 4.6B  Implement ERS for 3rd Party EDI Invoicing Vendors  Delivered training to end users in CATS (Computer Aided Time Sheets) over two weeks to over 500 employees  Developed and tested baseline Warehouse Management MM-WM Solution SY Systems Technologies Sep 2001 to Mar 2002 Senior SAP CO Consultant (Team Lead) Detroit, Michigan Permanent Consultant with Siemens Business Services Role:  Lead CO consultant and only external consultant on project staffed with internal resources implementing SAP 4.6B Accomplishments:  Scoped, designed, blueprinted, implemented and tested CO solution of a start-up organization. CO-CCA, CO-PCA and CO-IO implemented to provide management reporting of product lines and activity usage through activity costing and allocations. Prior to SAP the organization had no costing strategy in place to report and manage costs and only used GL/Trial Balance to report results  Configured MM, SD, FI-GL and FI-SPL to support CO solution  Developed business processes in support of management information needs  Mentored and led project team in implementing CO functionality  Provided SAP Configuration boot camp training to Project team P a g e | 13 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Siemens Canada Jun 2001 to Sep 2001 CRM Functional Trainer Toronto, Ontario Permanent Consultant with Siemens Business Services Role:  Training Consultant responsible for developing training and delivering training to Sales and Sales support staff as part of the implementation of CRM Remote Sales 2.0 Accomplishments:  Developed and delivered training to 200 users for SAP Remote Sales 2.0, created CRM Process Manual, created CRM Training course, and performed as an in-class trainer  Unit tested SAP CRM processes, tested Business Application Studio and middleware configuration in support of the CRM implementation Siemens Canada Mar 2001 to May 2001 FI-CO Consultant Toronto, Ontario Permanent Consultant with Siemens Business Services Role:  Lead FI/CO consultant on project to Blueprint and Prototype the carve out of a subsidiary into its own legal set of books in SAP 4.5B Accomplishments:  Scoped, blueprinted and configured a working prototype for FI-GL, FI-AP, FI-AR, CO-CCA and CO- PCA  Developed inter-company process to handle purchases and interdepartmental costs Federal Government Canada Wide Project –Consulting and Audit Canada Mar 2000 to Mar 2001 FI/FM Interface Consultant Ottawa, Ontario Permanent Consultant with IBM Role:  FI/FM Interface Consultant as part of the Federal Government Canada Wide Project SAP IS-PS 4.02B, which was responsible for developing and delivering common configuration to each of the 15 different SAP implementations in the Canadian Federal Government. Responsible for supporting and developing configuration for these project in support of FI-GL, FI-FM, FI-AP, CO- CCA, CO-IO Accomplishments:  Scoped, tested, developed and implemented IOAP (Interest on Accounts Payable Module) to meet specific Canadian Legislation, including meeting SAP FM reporting requirements. Prototype delivered to Department of National Defense. Implemented at the remaining 14 other SAP implementations and supported each instance.  Scoped, Blueprinted and tested various CO (CO-CCA, CO-IO) configurations that would be supported ongoing by the Federal Government Canada Wide Project. Delivered a common method of implementing and using CO functionality to the 15 departments in the Federal Government changing how the departments use CO and it integration with FM  Blueprinted and tested a Canadian Government Specific method of performing year end commitment carry forwards (FM) to be used by the 15 departments and integrating it with Federal Government reporting requirements and CO P a g e | 14 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Implemented SAP IS-PS 4.5 FM prototype into the 4.02B system to determine if the Federal Government should upgrade in order to resolve issues inherent with IS-PS 4.02B  Implemented AR-SD strategy for Government Wide Accounting at 3 Government Departments. Installed configuration, performed integration testing, solved system and process issues, and mentored super users on the new functionality and requirements of the Federal Government Mitel Ltd Nov 1999 to Feb 2000 Integration Testing Consultant Ottawa, Ontario Permanent Consultant with IBM Role:  FI-CO Integration Consultant, High Tech Manufacturing, SAP R/3 3.1i Accomplishments:  Tested the accuracy of end to end business processes to ensure the accurate financial information  Diagnosed root cause of errors assisting configuration team in identifying corrections in FI-GL, CO-PA, CO-PCA, CO-PC Consumers Glass Feb 1999 to Oct 1999 SAP FI Consultant Toronto, Ontario Permanent Consultant with IBM Role:  FI-CO Consultant, Repetitive Manufacturing, SAP R/3 3.1h Accomplishments:  Lead Consultant Responsible for FI-GL, FI-AR, FI-AP implementation in a Big Bang multi-module SAP implementation  Implemented new streamline chart of accounts and converted organization to a new set of financial book of record  Implemented AR Dunning, AutoClearing and Interface to client Lockbox with TDBank  Implement AP Automatic Payments for Check and Wire Canadian Customs and Revenue Agency (Revenue Canada) Nov 1998 to Feb 1999 Integration Testing Consultant Ottawa, Ontario Permanent Consultant with IBM Role:  Integration Testing Consultant for early Public Sector client, SAP R/3 4.0 (3 Months) Accomplishments:  Tested the accuracy of end to end business processes to ensure the accurate financial information  Diagnosed root cause of errors assisting configuration team in identifying corrections in FI-GL FI- AR, FI-AP, FI-FM, CO-CCA, CO-IO EDUCATION  Certified Managerial Accountant, Ontario Society of Management Accountants, 2002  Certified SAP R/3 Consultant (FI-CO), SAP Canada, 1998 P a g e | 15 5717 Madge Place, Haltom City, TX 76117, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Master of Business Administration (Strategy and Finance), Wilfrid Laurier University, 1998  Bachelor of Administrative Studies (Specialized Honors Accounting), York University, 1997 SAP TRAINING  SAP Partner Academy, FI/CO 3.1X  FICA Bootcamp  Grantor Management Bootcamp  SAP Public Sector Bootcamp (FM/GM)  SAP Education Courses in Profitability Analysis, Profit Center Accounting, Product Cost Planning and Product Cost Controlling  SAP SD Boot camp (Master Data, Pricing, Delivery to Cash, Taxes)  SAP MM Bootcamp (Master Data, Purchasing, Inventory Management, Logistics Invoice Verification) P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY • Versatile, hands-on leader and expert in SAP Human Capital Management (HCM), Payroll, Time, and Finance Integration. Knowledgeable with Financial Accounting, Cost Accounting, Accounts Payable, and Grants Management • Passionate about aligning the entire organization to deliver an excellent product to the end user community and employees • SAP HCM Consultant/Architect with 22+ years of SAP HR/Time/Payroll experience • Experienced in all phases of the software cycle: project management, evaluation, initial implementation, support, upgrade, customization, and outsourcing • Strong focus on Project Management, Payroll, Time Mgt., Finance Integration, Benefits Integration, HCM Interfaces and Concurrent Employment, SAP Public Sector • Expert in SAP integration with third party Time subsystems such as KABA and Kronos (including clock times) • Leading expert in SAP Concurrent Employment (13+ years of SAP CE experience) • Implemented highly successful ERP project for fourth largest school district in the U.S • Expert in the following SAP and project areas: o Implementing SAP HR/Payroll in K-12 environment o SAP Payroll (and BSI TaxFactory) o SAP Time Management (with and without clock times) o SAP Concurrent Employment o SAP Public Sector o SAP PA/OM o SAP HR/Payroll Integration to Finance o SAP PBC (Position Budget Control) o SAP Benefits o SAP HR ABAP Programming o Project Management o Implementing SAP HR in outsourcing environment (HRO) o Testing (including IEEE and FDA validation) • Strong Knowledge in the following SAP areas: o SAP General Technical (ALE, BAPIs, BADIs, and HR Landscape Design) o SAP SuccessFactors Integration o SAP Portal Prem Juvvadi SAP HCM CONSULTANT/PAYROLL ARCHITECT P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com o SAP TDMS o BSI Tax Factory (used for SAP payroll tax calculations) o NorthgateArinso, EPI-USE Third Party Products & Tools • Managed five significant projects including major SAP HR global upgrade project with 90k employees over five international payrolls (US, CA, FR, UK, and BE). All five projects were fix-bid and delivered on time and within budget. Two of these projects, the global upgrade and a “re-implementation” in the Airline industry, were highly complex. Finally, all projects involved “hands-on” configuration roles • Significant SAP project experience in the following industries: o Airline (with KABA time clocks) o Call Center (in conjunction with Airline implementation) o Manufacturing o Media o Oil/Gas o Paper/Forestry o Pharmaceutical (heavy experience in validation (GxP) process) o Public Sector o Retail o Utilities • Taught courses at client sites and SAP America EDUCATION/CERTIFICATION/TRAINING • B.S. Computer Science, Georgia Institute of Technology, 1995-1997 • B.S. International Affairs with concentration in Economics, Georgia Institute of Technology, 1995 • SHRM PHR Certification (Society of Human Resources Management), Rice University, completed May 2000; Certified in SAP ASAP Project Methodology 1998 PROFESSIONAL EXPERIENCE Arya Solutions, Inc. May 2006 – Present SAP Payroll Architect Jan 2021 – Present Large media company • SAP HR/Payroll production support and new change requests • Responsible for analysis and resolution of issues involving SAP HR/Payroll, ESS, Payroll Control Center (PCC), SuccessFactors Integration, and 3Rd party interfaces • Significant design changes/improvements and issue resolution of key interfaces P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com SAP Payroll and Time Support Consultant (Ad-Hoc) Feb 2016 – Present Lincoln Electric System, (LES), OCPS, City of Toledo, Durham County, Dunn County, M-DCPS, and Erie County • HR, Payroll, Time Management, and FI Integration support as requested • Guided client to recover HR/payroll after crippling cyber attack SAP HR, Benefits, and Payroll Architect Feb 2019 – Dec 2020 Orange County Public Schools (OCPS) • HR/Benefits/Payroll Architect & Lead for SAP Modernization Project (Agile for Dev.) • Responsible for blueprinting workshops, status reports, issue escalation, functional specifications, testing, and overall HR/Benefits/Payroll solution • Designed innovative system-build strategy for FI re-implementation retaining HCM history • Designed and supported parallel testing strategy • Designed and implemented strategy to allow existing HCM/Payroll programs and data to work with new FI re-design preserving full payroll retro calculation across pre- and post-FI redesign time periods • Designed and executed complex position conversion strategy for new FI design • Support update, testing, and Go Live of Position Budget Control (PBC) SAP HR Payroll Architect & Lead Dec 2007 – Jan 2019 Miami-Dade County Public Schools (M-DCPS) Phase II - SAP HR Payroll Architect & Lead • Strategic Advisor, HR/Payroll Architect, Payroll Team Lead, and Parallel Testing Lead for highly successful M-DCPS implementation covering 55,000 employees • Implementation of SAP Concurrent Employment functionality • Management of payroll team, blueprinting workshops, status reports, issue escalation, payroll testing, parallel testing strategy, and overall payroll process/solution • Strategic and technical advisor esp. in payroll and integration of HR, ESS, Time, and Benefits • Responsible for Payroll configuration and enhancements, Time configuration and integration, creation of technical specifications, custom payroll-related reporting, and general support • Created and maintained complex payroll schema including designing and coding of custom functions/operations/user exits P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Design and/or configuration of complex solutions including Defer Pay, FRS Automation, FLSA, Supplements Management, Circular A-87, and Retroactive Processing of Expired Grants • Design and creation of IT 0008 solution to manage hourly and daily rates • Design of Wage Type Approval Workbench for decentralized approvals of Supplements • Responsible for PBC (Position Budget Control) design and testing • Design of Month-end Accruals, FI Posting using New GL functionality, Cost Distribution, FI integration enhancements, Third-Party Remittance & Accounts Payable integration • Technical support of tax year end process including Tax Reporter reconciliation, W2 printing • Architect and Lead for successful customized SAP ACA reporting implementation • Strategic Advisor and Lead Consultant for SAP upgrade from version 6.03 to 6.08 • Training and knowledge transfer to client. Worked closely with SAP on CE issues Phase I - SAP HR OM & PA Mini-Master Lead • Design of HR Key Data Structure leveraging public sector and school district best practices • Responsible for Organizational Management and Personnel Administration Mini-Master using full EE population (one of the first mini-masters using Concurrent Employment) • Responsible for complete OM design and integration with E-Recruiting, Finance, Personnel Administration, SRM, and a major custom SAP Portal security application • Responsible for OM/PA configuration, creation of technical specifications, and general support • Design and creation of conversion strategy for full EE population • Design and implementation of legacy to SAP interface for synchronization of PA/OM data SAP HR Senior Payroll Consultant May 2006 – Dec 2007 Los Angeles Unified School District (LAUSD) • Strategic Advisor, Payroll Architect, and Payroll Lead at the second largest school district in the United States during post-Go Live stabilization phase covering 130,000 employees • Played central role in stabilizing challenging Go Live; reported to executive management • Responsible for Payroll configuration, Time integration, creation of technical specifications, and general support. Implementation of SAP Concurrent Employment functionality • Design and implementation of complex union dues and agency fee rules • Design and implementation of solution to handle large volume and types of differentials • Design of custom employee payroll history statements available to all employees • Redesign and implementation of complex Deferred Pay solution for 30k+ teachers • Reconciliation of SAP payments and major changes to existing Remuneration Statement form • Assisted on Quarterly Tax Filing using SAP Tax Reporter P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Worked on Fiscal Year (‘06-‘07) closing including design on reconciliation reports • Design of custom solutions for Payroll, Parallel Testing, Payroll Reporting, and Finance Integration. FI integration Lead for HR/Payroll and support of Position Budget Control (PBC) • Worked closely with SAP to fix issues with concurrent employment functionality ARINSO International (now NorthgateArinso) Jan 1998 – Apr2006 Senior Consultant • Performed various roles over eight years including: Payroll/Time Senior Consultant, Functional Team Lead (Payroll, Time, and Benefits), Strategic HR Consulting, Project Management, Account Management, Testing Management, ABAP HR Team Lead. Significant engagements: AMD Project Manager/ Account Manager 10/2005 – 04/2006 Hospira SAP – HR Project Manager and Time Lead; Payroll and Benefits Team Lead 05/2004 – 02/2005 03/2005 – 09/2005 Amersham SAP – HR Testing and Integration Manager 09/2003 – 04/2004 Clariant SAP – HR Consultant 06/2003 – 08/2003 The Hartford HR Strategy Consultant 05/2003 Lufthansa SAP – HR Project Manager and Time Lead 07/2002 – 03/2003 Boehringer Ingelheim SAP- HR Benefits and Payroll Consultant 04/2002 – 06/2002 Schlumberger (SEMA & Western Geco & Global Upgrade) SAP – HR Project Manager and Payroll Lead 04/2001 – 03/2002 Amtrak SAP- HR Payroll Consultant 03/2001 – 04/2001 Weyerhaeuser SAP- HR Time Consultant 01/2001 – 03/2001 Schlumberger SAP Project Manager, Payroll Lead, Time Mgt. Lead on multiple projects 09/1999 – 12/2000 Continental General Tire SAP- HR Technical Payroll Consultant 06/1999 to 08/1999 Macromedia SAP- HR Time Consultant 03/1999 to 05/1999 Raychem/Tyco Electronics SAP- HR ABAP Team Lead; SAP- HR Benefits/PA/Org Mgt. Lead Consultant 01/1998 to 06/1998 07/1998 to 02/1999 P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY • A “do-er” and self-starter who works well in a fast-paced, dynamic, team-oriented environment. • Command of: Organizing and planning, managing and prioritizing tasks, and problem solving. • Over 14+ years of consulting experience in delivering ERP business solutions for Finance, Logistics, Inventory Management, Plant Maintenance, Procurement, Sourcing & Supplier Management streams using SAP with proven analytical, leadership and project management skills. • Served as ERP functional liaison between the customer and the IT organization in providing technical solutions to meet the user needs. • Functional solution expertise in SAP Solutions: S/4HANA Sourcing and Procurement, MM/SRM, MDM & Ariba – Upstream/Downstream • Optimized SAP Source-to Pay and Demand-to-Supply business application @Dolby, which resulted in reducing 82% of business users’ support incidents & system stabilization. • Developed Proof-of-Concept and setup sandbox environment for S/4HANA Finance & Self-Service Procurement system and data migration at Miami Dade County Public Schools. • Hands on experience on conducting customer workshops, business requirement gathering , Solution Design, Opportunity Assessment and Blue Printing. • Performed feasibility studies / solution reviews and Supported pre-sales activities • Experience integration SAP ERP to 3rd party applications such as JAGGER Source-to-Pay, Readsoft Invoicing and Coupa P2P Cloud Solutions. • Taken responsibility from time to time as a sub project leader and acted as coach to colleagues • Skilled at cross-functional influence, translating between business owners and technical teams. • A proactive, hard worker, quick learner with proven strengths in handling critical situations and escalated projects, having good communication skills and presentation skills • Member Volunteer Miami Start UP Community, Volunteer Startup Weekend.Org • Artificial Intelligence and Machine Learning/Deep Learning researcher focused on Predictive Analytics and built data models for developing reference model for KPI and dashboard reporting TECHNICAL SKILLS Software: SAP UI5/FIORI, S/4HANA, SRM 7.0, MDM, PM, PI, SUS, SLC, ARIBA Languages: ABAP/4, OOABAP, JAVA & J2EE, COBOL, AS/400, C++, Python Tools: HPQC, Service Now, uPerform, ChaRM, Remedy Tool, MS Office Suite, Project, JIRA, Business Model Canvas, Value Proposition Canvas. Operating Systems: Windows NT/XP, Windows 2003 server, Windows 2000 Server, AI/ML: OpenCV, CNN-Deep Learning, Tensorflow, ROS Siva Kondubhatla SAP Logistics Lead P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL EXPERIENCE State Of Illinois 12/2018 – Current SAP Procurement Lead • Lead functional scope definition and design for S/HANA Sourcing and Procurement & Ariba Supply Chain Collaboration solution • Supported existing SAP Instance and Resolved major bottleneck issue in BidBuy to SRM Contract integration, Large Document Handling, Approval workflow by Agencies. • Responsible for incident management, Procurement System stabilization and delivered process improvements. • Enabled Fiori apps for contract, Purchase Order, Purchase Requisition approval and tracking • Implemented STO automation to trigger Shopping Cart based for inventory replenishment • Developed BI/HANA dashboard/reports for purchasing analytics • Plans and manages project tasks and resources to ensure deliverables are on time, within budget, and meet quality standards to achieve high customer satisfaction • Shares expertise through training and communications with customers ensuring knowledge transfer and the desired level of self-sufficiency is achieved. • Proactively collaborate with variety of customers from different departments, at different levels, and in large or small groups (e.g. client project manager, technical team). • Identifies client issues and approaches for determining potential solutions. • Assists to refine existing or assists in developing new intellectual property and methodology, frameworks and tools (e.g., questionnaires, presentations, implementation methodology, and performance management) based on project experience, research, and analysis. • Manages internal and external resources to optimize client impact. Miami Dade County Public Schools 04/2015 – 12/2018 SAP MM/SRM Upgrade Lead • Build Sandbox Environment for S/4HANA Finance System and S/4HANA Self-Service Procurement for migrating existing SAP Landscape of SAP ECC EHP8/SRM/SUS • Developed best practices in data migration of SRM to S/4HANA SSP. • Evaluated SAP SLC (Supplier Lifecycle Management) vs SAP ARIBA Solution for Supplier Management as part of designing IT Roadmap for MDCPS. • Developed S/4HANA Brownfield Migration plan, system conversion strategy and data migration strategies and present to C-suite business leaders and stakeholders • Configured SAP Fiori UX front end & mobile applications as part of S/4HANA design activity. • Liaison with the development and business teams to discuss, designs, and configure robust/efficient solutions. • Evaluate and analyze functional specifications submitted by functional teams. Create, execute and document configurations based on the functional specifications. • Test and support, complex configuration solutions to meet requirements. • Document every step according to the project-adopted standards. • Build configurations in modules, PM, SRM, SUS, and MDM Catalog according to business requirements. Assist in fully, clearly and accurately documenting new configurations and processes. • Assist in gap analysis between requirements and SAP functionality, review and adopt new functionality in SAP. P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Identify needs for application configuration, specify requirements and review data requirements with Development Team. • Develop interface designs to the identified legacy systems and applications. • Receive and resolve configuration defects and/or change requirements. • Work with other teams to ensure an integrated end-to end solution delivered. Report delays and risks to team leads. Assist in developing and updating detailed team project plan. • Adhere to ERP PMO project standards Environment: SAP SRM 7.0 Ehp2 w/PPS, SAP ECC 6.0, SUS, and MDM, Plant Maintenance w/ECC EHP8 Multnomah County 06/2017- 07/2018 SAP Advisory Consultant (Remote) • Advising Multnomah County’s Business Transformation initiative replacing SAP ERP system with Workday (FI and HR), JAGGER (Soure-2-Pay) cloud platform migration. • Being SRM SME, helped client in migration SRM Business Process to JAGGER • Developed integration process flow for SAP ECC to JAGGER eProcurement Suite. Dolby Laboratories 01/2014 – 04/2015 SAP DTS and PTP Lead • Managed SAP Supply Chain, Manufacturing and Corporate procurement work streams and led the support team in onsite-offshore model. • Served as SAP functional liaison between the customer and the IT organization in order to provide technical solutions to meet the user needs. • Incident & Problem Management as per the SLA’s & ITSM Service Management Guidelines • Stabilized SAP SRM and DTS application Streams; achieved 82% reduction in new incidents and Problem tickets. • Integrated SAP SRM system to Vendors ARIBA order processing system for external catalog purchases • Enhanced 3PL logistics process by integrating our SAP system with 3PL vendor application • Delivered SAP rollout to multiple Dolby acquired companies, conducted business merger workshops, preformed fit-gap analysis and implemented SAP solutions. • Mentoring: Providing guidance, training, and problem solving assistance to other team members. Developed User Guides and training documents. Environment: ECC EHP 5 and SRM 7 EHP 2, SRM UI 1.0, CLM, SLC. SAP ChaRM, Hayes Gold Client, JIRA Testing tool, eBay, Inc 05/2013 – 12/2013 SAP MM/SRM/SLC Consultant • Responsible for SRM Global Template delivery & enhancement projects and complete the SLC Phase 1 implementation. • Delivered User Interface and application usability enhancements such as improvements to offline approval processes, service unbundling functionality, process improvements on procuring assets through SRM, and PO funds managements. • Independently assessing the system landscape and provide feasibility analysis on new functionality for a highly customized SRM application. • Provide expertise/support on SLC implementation and build. Environment: ECC EHP 4 and SRM 7 EHP 1, SLC, P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Houston International School District 05/2013 – 06/2013 SAP MM/SRM – SME (Independent Consultant) PPS • Conducted workshop on fit gap analysis of upgrading the SRM system to SRM 7.02 EHP2. • Conducted Training workshop for SRM-MDM catalog integration and provided direction on utilizing internal and external catalogs. • Conducted training workshop on HR integration, Bid/Live Auction process and CLM integration. • Delivered documentation and analysis matrix on SRM procurement improvements for the School Districts strategic vision for Year 2013- 2014. Environment: Hands-on Workshop (Upgrade to ECC EHP 5 and SRM 7 EHP2) LAUSD – Los Angeles Unified School District 09/2012 – 05/2013 Lead Consultant - SAP FI/MM PPS • Lead the Blueprint & Realization phase of SAP Procurement (SRM, MM, and WM) Modules Implementation as part of Legacy Replacement Program (LPR) initiative. • Responsible for landscape design, SRM for Shopping Cart, PO, Contract and RFx Process, MM system configuration for STO, MRP, FI, AP and Security roles design and Portal Setup. • Responsible for Legacy Master Data Cleansing, Staging and Loading into SAP Landscape. • Configured SRM-MDM catalog for School Distribution of Textbooks, Internal Catalog for Facilities Division and Set up for external catalogs such as Grainger and Office Depot. • Customized Synopsis to display RFX (With CFOLDER integration) document and amendments on to Procurement Service Division (PSD) website • Designed 3rd party interfaces for MAXIMO, CMS and MCMS system with SAP SRM. • Responsible for weekly status reporting the Project Management and business stakeholders. Environment: SAP SRM 7.0 Ehp1 w/PPS, SAP HANA SAP ECC 6.0, SUS, and MDM CalSTRS – California State Teachers Retirement System 10/2011 – 09/2012 Consultant SAPSRM Lead PPS • Lead SAP SRM solution blueprint for the automation of Procure-to-Pay process for the State Department; challenges include redefining the Procure-to-Pay process from current Contract-to-Invoice approach to Requisition-to-Invoice in collaboration with Procurement Manager. • Configuring the MM/SRM System during Realization phase and conducting the workshops with end user in preparing the SME’s in the Client Team. • Setting up the Enterprise portal for internal users and external vendors, Vendor self Registration setup, BPP development using uPerform tools. • Responsible from SRM security, role mapping User Interface setup through SRM Portal. • Responsible for MM/SRM Module delivery with adherence to the Project Timelines. • Responsible for MM/SRM system landscape designing and worked with basis and security teams in system (SUS, PI, Portal) setup and roles/authorization mapping. Environment: SAP SRM 7.0 Ehp1 w/PPS, SAP ECC 6.0 EHP 5, SAP SUS, Document Builder National Grid, US 01/2011 – 10/2011 SAP SRM/MM Analyst • SAP SRM 7.0 implementation project, involved in blueprinting and business requirements gathering with buyer community and user groups. P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Developing the GAP Analysis for total Sourcing solution to include Bidding and Auctioning into the current SAP SRM landscape replacing the current ARIBA system. • Offshore coordination with Build and Test teams, developing functional specification and validating the technical specification are part of daily activities. Environment: SAP SRM 7.0, SAP ECC 6.0 EHP 5, SAP SUS, SAP MDM, SAP PI 7.0, Florida Power & Light, US 07/2010- 01/2011 SAP SRM Lead Consultant • Supported the entire life cycle of procurement needs of FPL and subsidiaries with SRM 5.5 server and upgrade of SRM 7.0 and ECC 6.0. • This role involved working with multiple business partners during the upgrade and coordinating with offshore teams. Environment: SAP SRM 5.0 ECS Upgrade to 7.0, SAP ECC 6.0 Upgrade Cardinal Health, US 05/2010 - 06/2010 SAP SRM P2P Consultant • Worked on SRM P2P support activities, enhancements and resolved day-2-day issues tracking. Responsibilities include onsite-offshore coordination activities, communicating with the end users as per the matrix, new opportunities assessments and reporting. • Designed service limit SC and developed workflow customization and screen change for limit functionality. Designed custom webdynpro for NON PO invoices posting. Environment: SAP SRM 5.0 ECS, SAP ECC 6.0, SAP SRM-MDM Catalog. Hitachi GST, US 10/2009 – 05/2010 SAP SRM Consultant • As part of initial assessment recommended fresh SRM 7.0 implementation instead of upgrading a SRM 4.0 system to SRM 7.0 • Customized WebDynpro User Interface with additional field’s management on Shopping cart header and item levels. Extensively worked on Portal Web Dynpro Customization. Environment: SAP SRM 7.0, SAP ECC 6.0, SAP SRM-MDM Catalog. Applied Materials, US 10/2008 – 07/2009 SAP MM/SRM Consultant • Baseline configuration of SAP SRM and MM systems for SC, PO, POR, GR/IR setup. • Enhanced UI framework for RFx, Auctions, Projects, Master Agreements and Contracts. Environment: SAP SRM 5.0 ECS; SAP ECC 6.0(SCM, PP, WM) CCM 2.0 XI 3.0 Nissan North America, US 3/2006 – 10/2008 SAP MM/SRM Consultant • Configured PR & PO release strategies, vendor management, GR/IR processing, Classifications, Pricing procedures. • Responsible for trouble shooting the EBP, ITS, and requisite products. Configured Message Control for MM and SD modules. Configured Partner profiles and Ports for IDocs. P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Environment: SAP R/3 4.6C (SAP SD, MM, FI), SRM 4.0, ABAP/4 EDUCATION/CERTIFICATION/TRAINING • MIT Supply Chain Management Certification Program – Class of 2016. • OpenSAP – System Converison to SAP S/4HAHA • openSAP - Procurement Transformation with SAP Ariba and SAP S/4HANA • openSAP - Enterprise Deep Learning with TensorFlow • SAP TSCM 50 and SAP TSCM 52 Certification Training for SAP MM. • SAP Certified NetWeaver’04 Application Consultant : ABAP Development Consultant. • Master’s in Computer Applications & Information Systems from Osmania University, India P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY • SAP NetWeaver & HANA Technical Associate (SAP Basis, NetWeaver, HANA) with over 15+ years of Experience of which 10+ years in SAP as a SAP Basis and Hana administrator on Products like SAP ERP 6.0, R/3 4.7EE, 4.6B, SRM 7.4, Enterprise Portal 7.00, 7.31, 7.4, 7.5, BW/BI 7.0 & 7.4, SAP Hana 1.00 SPS 9 & 12, SAP HANA 2.0 SPS 3 and SAP Solution Manager components. • Experience of working on & Managing End to End EHP and Version Upgrades, Implementation, applying Support Pack Stacks, System Refresh, System Copy, Go-live Support & Operations Support projects. • Led SAP Basis team, Liaised and mediated with various project teams (Tech Arch, Functional, Infrastructure, Integration, Testing and Project management teams) to deliver throughout the various project phases • Performed highly in various roles – Senior SAP BASIS consultant, Trainer etc. • Areas of Expertise includes Installation, Configuration and Integration, Support, Monitoring; Troubleshooting, Performance Tuning; Workload Analysis, Planning, System copy, Systems Refresh, Backups Restore/Recovery, Version and EHP Upgrade of SAP, Database Version Upgrades, SAP system rename (SAP SID, DB SID and hostname, Building POC/Sandbox systems. • Managed different teams (SAP Basis, ABAP, DBA, OS, Network Consultants), Non-Technical, Functional Teams during Implementation, Upgrade and Support projects. • Designed and implemented Single Sign On between SAP Solutions like ECC, BW, Fiori, Portal etc. using SAML and SAP Methodologies. • Experience of working on Red Hat Enterprise Linux, Solaris and Microsoft Windows 2012, 2016 and 2019. • Proven analytical, troubleshooting, communication skills; structured problem-solving skills. • Experience of working on Oracle 10g, 11g, 12c and 19c. Installation of Oracle, applying Bundle Patches, Oracle upgrade, resolving issue with archive logs, oracle startups issue, backups restore, oracle parameter configuration etc. • Experience in upgrade of Oracle database to version to 11g, 12c and 19c using Database Upgrade Assistant. • Worked on MS SQL 2012 and 2017. Experiencing in installing and upgrade of MSSQL Server, configuring parameters, managing data-files, log modes, resolving start-up issues, backups, restore methodologies etc. • Worked on Sybase 15 and 16 versions. Experience in installation and patch upgrade of Syabse Server, configuring parameters, managing data-files, log modes, resolving start-up issues, backups, restore methodologies etc. • Hana DB installation (1.0 SPS11 & 2.0 SPS 3, 4 and 5) for scale up and scale out environment. Installing HANA Patches and HANA database upgrade. • Adding hosts to single Hana database. • Installation of SAP NetWeaver 7.5 solutions on Hana database and performed post steps. • SAP HANA Studio installations, HANA administration using Hana Studio and Hana cockpit. • System registration and transport route definition using HALM. Managing HANA transport requests across landscape and resolving transport issues. • HANA Client installation at application level for SLT Configuration. • System Replication between Primary Hana and secondary Hana server for High Available environment. • Setting up Multitier System Replication for Hana database. SLT Replication from ECC (Oracle DB) to Hana database. Configuration of Remote Source connection (SDA) from Hana to oracle DB. • System copy/DB Refreshes on HANA Databases using SWPM. Mohammed Abdul Waheed SAP BASIS and HANA Consultant SAP Basis / NetWeaver / HANA / Oracle P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Managing Hana Backups (File, Backint) using Hana studio and Backup validation. • Installing AFL (Including PAL), APL on Hana database. • Worked on Hana Security like User ID creation, roles assignment, SYSTEM privilege, object privilege TECHNICAL SKILLS • SAP Basis, • SAP ERP 6.0, R/3 4.7EE, 4.6B, SRM 7.4, • SAP Enterprise Portal 7.00, 7.31, 7.4, 7.5, • SAP BW/BI 7.0 & 7.4, • SAP Hana 1.00 SPS 9 & 12, • SAP HANA 2.0 SPS 3 and • SAP Solution Manager • Oracle EDUCATION/CERTIFICATION/TRAINING • Bachelors in Commerce from Osmania University 1998- 2001 - 66% • Junior College, Board of Intermediate Education 1996 - 1998 - 65 % • Secondary School Certificate from Board of Secondary Education A.P 1996 - 61% PROFESSIONAL EXPERIENCE Monroe County, USA. 5 Months Project Lead Project: Transition of SAP Systems to Microsoft Azure. Environment: Windows 2019, RHEL 7 and 8, MS SQL 2017, HANA 2.0, Sybase 16, SAP ERP 6.0 on EHP8, SAP BW 7.5, GRC V1200, Solution Manager 7.2, Portal 7.5, S/4 HANA 1809 and BSI 11c. • The requirement was to migrate SAP systems from existing setup to Microsoft Azure. The operating system, database and SAP SPS were upgraded. • As per project requirement we have migrated the operating system and database from Windows/MS SQL to RHEL/Sybase. • Prepared Project plan for end to end transition. • Designed SAP File System layout, Database files layout, Memory and SWAP space configuration etc. • Installed MS SQL 2017 and upgraded source database from MSSQL Server 2012 to 2017. • Installed SAP system using system copy strategy for building target system using backup/restore approach. • Post-installation tasks like Applying License, SSL, SSO using SAML, ADS, configured inbound and outbound mails using SCOT (SMTP). • Configured SSO using SAML2 with SAP Portal as Identity Provider and SAP ECC, BW, Solution Manager and GRC Service Provider with AD as portal User Store. • Implemented End to End SSL for SAP Portal, ECC, BW, Solution Manager, GRC, S/4 HANA, SAP Web Dispatcher and Solution Manager. • End-to-End secure proxy configuration using Web Dispatcher to access Fiori applications. • Prepared system architecture in collaboration with Infrastructure and other stake holders. • Provided weekly update to clients on project status with round the clock issue tracking and support. P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com inMusic Brands, USA 2 Months Project Lead Project : Support Pack Stack Upgrade of SAP ERP 6 EHP 8 and SAP PI 7.5 (JAVA). Environment: Windows 2012, MS SQL 2012, ERP 6.0 with EHP8 SPS 08 and Portal 7.5 SPS 10 Responsibilities • The project involved upgrade of SAP ERP 6 EHP 8 from SPS 08 to SPS 14 and SAP PI JAVA 7.5 from SPS 10 to 16. • Created end-to-end plan for implementing the patches in DEV, QAS and PRD. • Started with preparing system for upgrade by applying notes, kernel patches, OS and DB patches etc. as per SAP SUM and Upgrade guide. • Refresh system data in SLD and Maintenance Planner. Created maintenance transaction for target release. Included additional SAP_UI and Fiori Addon. • Sent Development lock notification. • Planned and allocated storage for database data files, software stack, SUM etc. Downloaded and copied target software stack to host. • Tuned SAP system to optimize SUM performance. Started upgrade by registering SUM in SAP Host Agent using stack.xml. • Used Single System Preconfiguration Mode. Completed the SUM roadmap phases by implementing the recommended solutions and resolving the errors encountered during runtime. • Planned system downtime by consulting the stake holders. Started the downtime and resolved SPDD/SPAU in coordination with ABAP team. • Finalized the upgrade by executing recommended post-upgrade steps. • Created time tracked to estimate for production downtime. • Supported the post-upgrade validation with functional and identified business users. Resolved issues identified by users. • Presented the timelines and upgrade methodology to client in weekly/monthly/ad hoc meetings. North Jersey Transportation Planning Authority 8 Months Project Lead Project : Transition of SAP Systems to on Premise, Support Pack Stack upgrade and Fiori implementation with end-to-end SSO using SAML2. Environment: Windows 2019, MS SQL 2017, ERP 6.0 with EHP8 SPS 12 and Portal 7.5 and SAP Router • Prepared Project plan for end to end implementation. • Prepared sizing report based SAP Solutions, User throughput for complete landscape involving DEV, QAS and Production. • Designed SAP File System layout, Database files layout, Memory and SWAP space configuration etc. • Installed MS SQL 2017 and source database from MSSQL Server 2012 to 2017. • Installed SAP system using system copy strategy for building target system using backup/restore approach. • Post-installation tasks like Windows authentication, Applying License, SSL, SSO using SAML, ADS etc. • Configured outbound mails using SCOT (SMTP). • Configured SAP ECC as HUB system for Fiori Apps. Activated ICF and OData Server for Fiori. • Configured SSO using SAML2 with front end Portal as Identity Provider and SAP Fiori as Service Provider with portal having MSAD as User Store. • Implemented End to End SSL for Portal and back-end ECC (Fiori Application). P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • End-to-End secure proxy configuration using Web Dispatcher to access Fiori applications hosted on SAP ECC (ESS/MSS), Solution Manager Fiori Apps. (ITSM/CHARM). • Documented the system landscape layout, transport request strategy using Visio. • Provided weekly update to clients on project status with round the clock issue tracking and support. North Jersey Transportation Planning Authority 2 Months Project Lead Project: Solution Manager Mandatory Configuration and Setup for ITSM/CHARM Enablement Environment: Windows 2012, MS SQL 2012, SAP Solution Manager 7.2 • Performed Solution Manager configuration like System Preparation, Infrastructure preparation, Basic System Configuration. • Resolved issues during configuration like DAA Connectivity, Wily Connectivity, SAP Support HUB Connectivity issue etc. • Installed Wily, Trex, Diagnostic agent. Completed Embedded search. • Updated the SAP Support Tools on Solution Manager and Managed systems. • Completed Managed system configuration, set-up Early Watch Alert. • Resolved issues during Managed System Configuration like registering ASCS instance, DAA Connectivity, RFC Creation (READ/TMW), DBA cockpit issues etc. • Perform pre-requisites for ITSM/CHARM like creating Solution, Logical Components, Adding Technical Systems to Solution, activation of ICF Services, cCTS configurations like distribution of Plug-ins, Parameters set-up, creating cluster and adding systems to cluster etc. Created change cycle. Imperial Irrigation District 2 Months Project Lead Project: Upgrade of Business Software Inc. TaxFactory Upgrade to 11.0b Environment: Windows, RHEL Linux, HANA 2.0 SPS 3, SAP ERP 6.0 with EHP8. • Download BSI TaxFactory 11.0b Server, Client, Master File and Machine Key in co-ordination with client. • Performed preparatory steps like backup of TF10 database, BSI server files, custom data-sets • Created new Hana Tenant for BSI TaxFactory 11 (TF11). • Installed BSI Client 11.0b for Test1, DEV, QAS and PRD. • Installed BSI Server for Test1, DEV, QAS and PRD. Created RFC for TF11. • Uploaded master file, installed machine key, restore custom data sets, setting permissions for TF11 database. • Applied latest tubs and regulatory bulletins to TF11. • Successfully tested the TaxFactory 11 using BSI test program and performed sync. North Jersey Transportation Planning Authority, County of Dunn and InMusic Systems 2 Years Project Lead Project: Operations Support for Production systems. P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Environment: Windows 2019, RHEL, MS SQL 2017, Sybase, ERP 6.0 for EHP8 SPS 12, SRM 7.3, Portal 7.5 and SAP Solution Manager 7.2 and SAP Router. • Daily system health check as per SAP best practices. • System performance as per respective client SLA. • Database performance monitoring for metrics like buffer, cache quality. Compliance with database backup policy. • Analyzing failed background jobs, ABAP runtime error analysis. System logs, application logs, audit logs, SAP buffer swaps etc. • Scheduling background jobs as per client requirements, preparing monthly and week system performance reports. Publishing weekly performance bulletins. • Support for SAP Security issues like Creating SAP IDs, Password reset, ID lock/unlock. Analyzing authorization errors using SU53 and authorization trace. • End user training on existing and new process. • Provide solutions for issue on SSO, SSL, ADS, printer system access etc. County of Dunn 3 Months Project Lead Project: Transition of SAP Systems to on Premise Environment: Windows, MS SQL, ERP 6.0 with EHP8, SRM 7.31 and Portal 7.4 and SAP Router • Prepared Project plan for end to end implementation. • Prepared sizing report based SAP Solution, User throughput for complete landscape involving Sandbox and three system landscape. • Designed SAP File System layout, Database files layout etc. • Prepared host for MS SQL 2017 Installation and upgraded MS SQL 2012 Source database to 2017 as per database guide. • Installed SAP system using system copy target system procedure. • Performed database and SAP post-installation tasks like Windows authentication, Applying License, SSL, SSO, ADS etc. • Configured SSO with front end Portal with MSAD as User Store. • Implemented End to End SSL for Portal and back-end ECC and SRM System. • End-to-End configuration to enable secure access to ECC application like ESS/MSS, SRM over internet using Webdispatch and Nginx as proxy. • Setup backup policy for non-production and production system landscape. • Documented the system landscape layout, transport request strategy. • Provided weekly update to clients on project status with round the clock issue tracking and support. • Registered SAP Router with SAP, Installed SAP Router, generated PSE, created credentials and added new router for all the on premise systems. County of Dunn 1 Month Project Lead Project: Transition of SAP Systems to on Premise Environment: Windows, MS SQL, SAP Router and Solution Manager 7.2 P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Recent Projects • Involved with sizing SAP Solution Manager system based on the systems to be managed. • Prepared Host for Database (MSSQL 2017) and SAP Solution Manager 7.2 installation. • Upgrade the Solution Manager to SPS 7. • Installed SAP Router and registered new router with SAP, Generated Router Certificate and imported it to Router. • Maintained SAPROUTE TAB to include client’s systems. • Completed Solution Manager Configuration like System Preparation, Infrastructure preparation, Basic System Configuration. • Resolved issues during configuration like DAA Connectivity, Wily Connectivity, SAP Support HUB Connectivity issue etc. • Installed Wily, Trex, Diagnostic agent. Completed Embedded search. • Updated the SAP Support Tools on Solution Manager and Managed systems. • Completed Managed system configuration, set-up Early Watch Alert. • Resolved issues during Managed System Configuration like registering ASCS instance, DAA Connectivity, RFC Creation (READ/TMW), DBA cockpit issues. • Currently working on Technical monitoring, ITMS ad CHARM configuration. Reliance Entertainment Limited. 3 Months Senior Basis Consultant Project: Upgrade of Oracle Database Environment: Solaris, Oracle, SAP ECC 6 • Upgrade of Oracle Database of SAP System to Version 11g, 12c, 19c. • Validated and implemented the prerequisites for upgrade of oracle database. • Downloaded database software and upgrade scripts. Executed the pre-requisite scripts and resolved issues. • Installed database on the new ORACLE_HOME and installed the patches using Opatch utility. Performance post-installation tasks. • Executed the pre-upgrade scripts. • Performed upgrade using Database Upgrade Assistance. • Executed post-upgrade scripts for upgrade of time zone, tasks and checks. • Performance database backups at various phased of upgrade. • Performed post-upgrade tasks like Upgrade of BRTools, SGEN, system health check other tasks as recommended in upgrade guide. Reliance Entertainment Ltd. 3 Months Team Member Project: Upgrade of SAP ECC6.0 with EHP 4 to EHP 7 Environment: Solaris, Oracle, ECC 6 Upgrade Project - SAP ECC6.0 EHP4 and EHP6 Upgrade, Role-Team Member • Performed Hardware requirement assessment for SANDBOX/POC systems • Prepared technical plan with timelines and activity details • Built POC system for Upgrade. • Prepared POC system for upgrade as per SAP recommendation. P a g e | 7 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Upgraded POC system from EHP4 to EHP6 using SUM tool. • Coordinated with ABAP Team for technical fixes (SPDD/SPAU). • Performed Post upgrade steps. • Checked connectivity with portal. • Coordinated with functional teams for post upgrade issues. • Logged post upgrade issues and solutions. • Post upgrade technical checks (system performance, HR portal functionality etc.). • Coordinated with super users for testing. • Upgraded DEV, QAS, systems. • Prepared upgrade plan for Production system and discussed with management and to get necessary approvals. • Executed Production Upgrade. • Resolved issues encountered during upgrade phases. • Performed post upgrade steps & deployed post upgrade fixes. • Post Go-Live support. Reliance Communications 1 year Team Member Project: Implementation of SAP ECC6.0 with EHP 5 Environment: Solaris, Oracle, ECC 6 • Prepared the Hardware for Installation SAP system and Installed SAP ECC 6.0 with EHP6 system with Oracle database. Installed DEV, Quality and Production system. • Installed latest Support Packs on newly installed system. Installed Add-ons, Upgraded Kernel and other executables like BR*, lib*, tp, R3trans etc. • Performed post installation steps SGEN, Creation of New Clients, Client Copy, Assignment of Logical system to clients, CTS activation, STMS Configuration, Scheduled Standards Background Jobs, Created Operation Modes, Configured work process etc. • Configured SLD Data Supplier in RZ70. • Performed Managed system configuration and product system assignment in Solution Manager. • Configured STMS with three system landscape, configured domain controller, added systems to domain controller, defined transport layer and routes, scheduled RDDIMPDP using report RDDIMPDPNEW etc • Activated Business Functions using SFW5. • Upgraded SPAM/SAINT tool. • Applied license. • Installed AAS and configured memory and work processes. • Configured system change options. • Scheduled Statistics, cleanup, db check in DBA planning calendar. Reliance Communications 1 year Team Member Project: Implementation of SAP ECC6.0 with EHP 5 Environment: Solaris, Oracle, ECC 6 P a g e | 8 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Design Organization structure for SAP FICO, MM, SD, PM and PP module and SAP HR module • Design for Authorization template matrix. • SAP role creation for FICO, SD, MM, PP, PM and HR • Role creation with Activity groups • Assignment of roles with users • Assisted in transports and mass transports of roles. Managed 2,500-user system. • Responsible for giving support on project operational phase. • Responsible for Security Log Report, User ID review and reporting to TOP Management. • Assisting ABAP Programmers to Authorization set up for customize program. • Creation of Business Blueprints, Company Code, FI Org structure like Credit Control, Business area, Fiscal Year Variant, Document Configuration. Reliance Communications Continuous Team member Project: Support for SAP Solution like SAP ERP and NetWeaver Portal, BI Environment: Solaris, Oracle, ECC 6 • SAP BASIS technical support for SAP ECC, SAP BI, SAP EP, SAP Solution Manager landscapes with Oracle Database. • Managed Production Landscape transports. • Co-ordination with DBA, OS, External Application, Infrastructure and other teams as per Business Process requirement. • Analyzed and resolved issues with Portal SSO • Co-ordinated with OS consultants for Interface file system access issues • Analysis of Early Watch reports and implementing recommended changes • Implemented Oracle security parameters, Opatch using MOPatch Utility. • Prepare daily/monthly system performance reports for PRD systems • Kernel and patch upgraded as per maintenance window. • Applying Notes, Managing Connections to SAP for ERP, NetWeaver and HANA systems. • Generating Developer and Object Key. • SAP Security tasks like assigning missing authorizations, Creating Roles etc. • Monitoring database, file system and other backups. • Managing planned downtime in coordination with Business, Functional and other stake holders. Other Work Experience: • Worked for ICICI Bank in role of Phone Banking Officer, Customer Relationship Manager offering services to customers on banking products like credit cards, Demat account, Savings Bank Account, commercial loans, Personal loans etc. • Worked on IT support for banking applications like CTL, Finacle, SEIBEL FCRM etc. • Installation of clients for banking applications on end user work stations and end to end support all the above applications. P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com SUMMEARY: Comprehensive Security Experience with ECC 6.0 Ehp6.0, 4.7,4.6C,4.0B  Profile Generator (PFCG), Roles (Derived, Composite, Single), Profile creation, modifications, User Administration, IDM 7.2, Central User Administration(CUA), Authorization objects, User reconciliation, CATT Scripts, Transports, Trace, Client Copies  Involved in Complete SAP ECC project lifecycle from Design phase to Post-implementation phase, Upgrade & Support of several ERP implementations involving multiple modules, from system design stage to a “Go Live” stage  Successfully implemented Redesign Projects involving all the modules in ECC and BW  Involved in Upgrades and Enhancement Packs, and Support Packs deployments.  Develop and implement Table and Program Security.  Conducted Training sessions for staff. Expertise in HCM Security (PA, OM, Time, Payroll, Benefits, ESS&MSS) and Structural Authorizations  Hands on with Organizational Structure, HR Infotypes and HR Authorization Objects  Good understanding of HCM functionality, Reports and Tables.  Thorough understanding of Eval paths, Org key and Structural Authorization switches.  Worked on Context sensitive HR authorizations.  Configured, Managed and Deployed ESS for 95,000+ employees  Hands on experience on E- Recruit. Well versed with SRM 7.0, CRM7.0 and SUS, NetWeaver Architecture and Configuration  Designed and Implemented security for SRM 7.0, CRM7.0 with Ehp2.  Planned and implemented ACE based security within CRM.  Enterprise Portals 6.0 and 5.0, UME, Configured ITS, WebAS, Firewalls, SAP Router and Network Security, SSL, SNC, RFC, NW04, NW04s.  Effectively implemented SAP Portals(EP 5.0 & 6.0), Single Sign On(SSO), SAP Identity Management Solutions, ESS, MSS and Business Warehouse (BW) Administration using Portals  Good understanding of SAP Landscape and security dynamics on integration with NT Active directory (LDAP) Expertise in BI security (7.3,7.01,3.5,3.0B), SSO, BPC, BODS, BOBJ, HANA  Performed successful upgrade from BI 7.01 to BI 7.3  Implemented Analytic Security Object concept in BI 7.3  Performed successful Upgrade from BW 3.5 to BI 7.01  Implemented Analysis authorizations on BI 7.01.  Configured the BPC Security  BW Administration workbench- BW Info cubes, Info objects, Hierarchy, Variables, Update and transfer rules, Info Areas, Info object catalog, ODS( Operational Data Store) Workbook and design roles, BEx components  Implemented Info object level security, Hierarchies and set up BW–HR Structural Security  Planned, Blueprinted, Implemented and configured the entire GRC10.1 Suite, including ARA, BRM, ARM and EAM.  Good Understanding of SOX issues, remediation efforts. Worked with Internal and External Audit teams to find agreeable solutions. Vijay Gundda Sr. SAP Security Analyst P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Excellent knowledge in FDA regulations, clinical trials, cGMP and cGLP General  Managed several security projects to successful completion.  Proven experience in ability to adapt quickly and work in teams, a can-do ability to take charge when necessary and drive the work to completion  Good understanding of SDLC, Project Management, Cost Estimations and Resource Planning.  Experience in leadership roles, excellent communication skills, strong analytical and interpersonal skills. PROJECTS PROFILE: HISD Aug’17 to till date GRC Process Control Implementation  Identified the requirements for the monitoring the internal controls (IT, FI, WM, MM, Procurement and HCM)  Prepared the roadmap for design of SOX IT controls, drafted the testing steps and quarterly assessments.  Configured the Post installation activities for Process control.  Designed the Controls, configured Org structure, Master data, Process hierarchy, Risks, Objective.  Configured the custom regulations and regulation groups.  Configured the custom email notifications.  Configured the Process Control module with Automated Monitoring  Created the Data sources and configured the Business rules with various sub scenarios like Configurable, ABAP, SOD, Programmed and SAP QUERY.  Extensively used BRF+ in Business rules for various decisions, comparisons and calculations.  Generated different reports and dashboards in process control for different users. Los Angeles Unified School District, CA Mar’17-Aug’17 GRC Access Control  Gathered the requirements by conducting the multiple blueprint sessions with various teams for the SAPUSERID generation project.  Written the Functional specification documents, for the WRICEF objects and document the AS Is and To be process.  Configured the BRF+ for HR triggers, User defaults for New Hires, Rehires and Terminations with CE enabled logic.  Configured the custom BRF+ for provisioning Access requests replacing with earlier BRF+ application.  Configured the Integration of SAP GRC 10 with MS Active Directory and provisioned the AD groups.  Data analysis was performed on the existing SAP Userid and Email data was extracted from SAP, Active Directory and HRMEGA systems.  All the identified data inconsistencies were performed before go-live.  Configured the User Access Review and performed the unit testing of UAR. Houston Independent School District, Houston, TX Jan’17-Apr’17 P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com GRC Access Control  Gathered the requirements and Configured the Periodic User Access reviews (UAR)  Identified and fixed the issues after the support pack upgrade.  Ran the user id based UAR campaign for every SAP user in the district, and successfully completed.  Configured the HR triggers for Managers and provisioned the MSS Access automatically.  Configured the BRF+ (DBlookups) Application for skipping the Manager and role owner stages in the Access request workflow based on certain conditions.  Customization of Access Request and Approval screen.  Identified the user level risks and worked on remediation and mitigation of the access risks. Santa Clara County VTA, San Jose, CA June’16- Dec’16 GRC10.1 Implementation/ECC Security  Successfully completed the Role redesign project involving Finance, PM, PP,MM and HCM modules.  Conduct the Blue printing meetings and working session for the various modules of GRC.  Gathered the requirements and configured and demonstrated POC.  Prepared the project plan and process design documents to cover all functionality offered vs. what is actually needed.  Identified all the existing risks, Updated the rulsets as per the audit requirements and performed the remediation and mitigation of the risks.  Extensively used the custom BRF+ application and MSMP workflow engine for Initiator and Agents rule.  Configured HR Triggers and User Default BRF+ Applications.  Configured the SOD Review, UAR (Periodic User Access Review) and EAM workflows.  Configured the end user interface and launch pads.  Configured FIORI Access Request workflows for Approver.  Prepared the Training material for Access Requestors and Approvers.  Successfully conducted Training for 100+ employees. Houston Independent Scholl District, Houston, TX Feb’15-July’16 GRC10.1 Implementation/FI/WM/SRM Implementation  Conduct the Blue printing meetings and working session for the various modules of GRC.  Gathered the requirements and configured and demonstrated POC.  Configured ARM (Access Request Management) Approval Workflows to enable access request automation, workflow for EAM log reviews and Business Role Management (BRM) component modules added to the functionality in use.  Work with the Compliance Team to discuss implementation strategies for compliance rules and regulations as needed and segregated them by responsible individuals.  Prepared the project plan and process design documents to cover all functionality offered vs. what is actually needed  Identified the Risks at an enterprise level and integrated the Risk solution for Monitoring and reviewing the Risks.  Updated the GRC Global ruleset to meet the requirements and performed Segregation of Duties.  Mitigation controls are create and assigned appropriately and monitored.  Periodic User access reviews are configured and performed. P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configured HR Triggers using BRF+ and MSMP for New Hire, Position change, and Termination etc  Configured the Periodic User Access Reviews workflows.  Integrated GRC10.1 with Enterprise Portal for provision the Portal roles based on ABAP roles.  Configured the Process Control module with Automated Monitoring and created the Business Rules.  Configured SSO for OKTA integration with SAP Portal and Success factors.  Worked with Basis Team for configuring SNC in non-production clients.  Worked with Functional teams and Business owners in designing the Security Blue printings.  Identified the several requirements and re-designed the roles based on requirements.  Implemented the workflow approvals based on the cost centers.  Developed Security roles for WM,PM,FICO, SRM and VISTEX modules  Restricted the users with proper document types, auth groups, purchasing groups etc.  Re-designed the BW Security roles with restrictions of Info providers, Queries. North Carolina Office of the State Controller, Raleigh Apr’14-May’14 SAP Security Analyst  Identified the existing Production support issues in BW Security.  Modified the Analysis Authorizations and updated the Security roles to address the existing issues  Developed a long term Security Production support plan.  Configured the Folders, Groups with appropriate permissions in Bobj.  Worked on the Integration of Bobj Security and existing BW Security model. Durham County, Durham, NC (Remote) Feb’14- June’14 SAP Security Analyst  Updated HCM Security roles for Managers with appropriate access.  Implemented and modified existing HR structural authorizations.  Redesigned existing HR composite Roles and single roles.  Investigated and replaced manual HR Profiles with Roles. SAP IDM  Configured the User provisioning based on the business rule conditions, such as HR scenarios.  Configured the password management tool.  Configured the Business role approval workflow for access provisioning.  Generated various audit reports on the basis of current access. Paccar, Seattle Sep’13–Dec’13 GRC/SAP Security Administration  Configured Emergency Access Management in GRC10.0  Work directly with users, functional analysts, and developers to identify Security requirements and translate requirements into Security Designs  Created users, roles and assigned required privileges for the database access.  Used Profile Generator for creation, modifying roles, composite roles, global roles, derived roles.  Analyzed trace files and tracked missed authorizations for user’s access.  Configured Groups and Users in BOBJ. P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Configured Object level and row level security restrictions in BOBJ  Develop CATT scripts to create and update user profiles.  Performed User Measurement using USMM and LAW  Worked closely with Audit team for SAP Security Audit and generated Audit Information Systems logs  Designed and documented security administration policies and procedures for the production environment. Los Angeles Unified School District, Los Angeles, CA May’07-Oct’15 SAP Security Lead/Architect GRC10 Implementation  Worked with key stake holders on requirement gathering and identification of business processes and approvals steps to determine workflow requirements.  Blueprinting and configuration with design documents for GRC Access Control: ARA, ARM & EAM  Planned, configured and Implemented Access Request Analysis, ran role level analysis and user level analysis, written mitigating controls and mitigated the users, updated GRC ruleset accordingly upon approval Business Process owners.  Configured GRC Access Request Management (formerly known as CUP) to automate provisioning s, BRF+ and MSMP functionalities are used, and streamlined the approvals with appropriate business approvers to unburden IT staff.  Configured GRC Emergency Access Management (EAM) which enables users to perform emergency activities outside their roles as privileged users in a controlled and auditable environment.  Activated the required ICF services for NWBC HCM Security  Configured and Implemented the Security for OM, PA, Time, Payroll, Benefit, ESS modules.  Configured Security for Time entry, approval and evaluation process.  Implemented Structural authorizations based on Organizational units and Job codes.  Created the custom relationships and evaluation paths.  Restricted the access to all the Personal Information on IT002, IT008 etc.  Reconfigured the IT0105, because of the issues caused for retired/withdrawn employees returning to the district.  Worked with technical and functional teams to design technical security including table, report, program, and interface security for the production environment.  Implemented ESS functionality for 85,000+ employees in district. BW Security  Upgraded BI Security from BI7.01 to BI7.3 and used the Analytic Security Object concept  Upgraded BI Security from BW3.5 to BI7.01, Created analysis authorizations to comply with existing BW security architecture and ensured all new objects and transaction codes were migrated properly.  Configured roles and authorization objects to secure reporting users.  Securing the data presented in Queries by Hierarchy node. Maintaining authorizations for Hierarchies. Creating Queries and restricting access through Variable filled Authorizations. SRM 7.0 Security P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Worked with key stake holders on requirement gathering and identification of business processes and approvals steps to determine workflow requirements.  Perform business process analysis, blueprinting, security design, segregation of duties analysis and work on requirement gathering, blueprinting and realization activities for implementing various products.  Created the Security Requirement matrix based on the BPML.  Built the roles based on the gathered requirements.  Designed and build Security for Shopping carts, RFX, Strategic Buyers etc.  Implemented the indirect role assignment through ALE.  Designed and Configured Security roles in PI/XI systems. Portal Security  Configured the portal with Activie Directory, and Single Sign On.  Created iviews, pages, worksets, assigning them to roles.  Transferred portal roles and portal user assignments to backend systems.  Used transaction WP3R to manage authorizations and user assignments of Portal roles.  Maintained/generated authorization profiles that access ABAP objects in the backend system for the portal roles.  Imported roles from R/3 and BW system into portals and assigned user ids and assigned them to different groups, roles. Worked with user administration in portals.  Exposed SAP portal for ESS and E-recruitment to intranet and made sure no intrusions are allowed.  Configured Reverse proxy to handle the external and internal web requests and secure internal content.  Mass user creation in EP & mapped to R/3 Production for GO-LIVE. Assigning Roles & Groups to all users.  Prepared New Process Documentation before GO-LIVE. Training conducted on NetWeaver & New Process.  Developed security team work plans and calendars based on deliverables and project timeline.  Represented Security team in Project status meetings.  Create status reports and raise issues to project leadership.  Collaborated with Internal Audit and External Audit teams regularly to identify SOD risks and ensure compliance.  Configured the USMM and performed the User classification for 85,000+ employees. Mentor Graphics, Portland, Oregon Dec’12-Mar’13 Sr SAP Security Analyst  Studied the Organization structure, jobs, roles and the segregation of duties (SOD) matrix for the Security developed in SAP and handled SOD conflicts for Sarbanes-Oxley Compliance.  Gathered the requirements and configured the system for implementing the HR Structural Authorizations for MSS.  Extensively worked on ESS and MSS, PA/OM, Process and Forms with Structural authorizations.  Configured and implemented the Context Sensitive solution for HR.  Extensively working with PD profiles and Organizational Units for HR Security.  Configured CRM ACE rights and rules and assigned these rights to the users and roles.  Defined the CRM ACE relationship between objects and users.  Upgraded the GRC system from 5.3 to GRC10. P a g e | 7 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Spearheaded and successfully implemented ongoing SAP SOX Compliant Security Solutions designed to balance support of production processes, and governance and audit requirements, resulting in improved processes and procedures. City Of Palo Alto, Palo Alto, CA Aug’12- ep’12 HCM, LSO Security Redesign for Utilities SAP Security Analyst  Analyzed all the existing HCM roles and determined the Security risks involved within SAP.  Prioritized all the activities based on the Project requirements.  Segregated all the HCM roles based on SoD analysis and made sure no single role has a violation.  Built a remediation plan and redesigned the HCM roles by restricting the roles for sensitive access.  Re-Configured ESS and MSS Security for City Employees.  Prepared the training material for the IT staff on how to build the roles and other Security features. Birmingham Water Works Board (Remote), Birmingham, AL Dec’11-Jul’12 SAP Security Analyst  Extensively used Automatic Profile Generator for creation of Roles/Profiles for various modules such as FI, SD, PP and sub modules such as GL, AP , AR , PS and GM  Created Single Roles, Composite Roles , Derived Roles and maintained complete documentation of roles.  Involved in role simplification and user clean up.  Extensively worked in CRM 7.0 webgui configuration  Role design for Business and connecting PFCG roles for webgui.  Configured ACE general parameters, activations and super object type sets.  Worked on combining SAP roles and customer roles with new features of CRM 7.0  Done enhancement in UI components or changes in the navigation profile or in the business role  Maintaining authorization proposals for traces written by modified UI components.  Used CRMD* report for assigning and prepare PFCG roles.  Manages the transport management system  Worked on production support authorization issues, debugging and remediation per business and project team needs  Supports day to day Security activities. FMC Corporation, Philadelphia, PA Feb’07-May’07 SAP Security Analyst BW Security  Setup and configure roles based on InfoArea security. Create derived roles based on Master roles.  Determine SAP BW development and production authorization requirements and build roles and create BW security strategy documentation.  Created and maintained authorization relevant objects, transport authorization checks, setup and maintain hierarchy authorization in RSSM. Setup, Maintain and debug attribute security in BW HR structural authorizations.  Implemented Security features of BW particularly Information Broadcasting, Portal, BEx Analyzer, Web Application Designer, Data Transfer Process, InfoObjects, etc. P a g e | 8 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Assigned authorization groups to custom ABAP program using the program RSCSAUTH and RSABAUTH to update the table TPGP with authorization groups.  Checked relevant authorization objects using RSSM. Integrated BI and Enterprise Portal with Single Sign on Access with relevant roles.  Performed analysis, research and testing on complex SAP Security roles and objects in different scenarios using both position based and role based security concepts.  Assign roles to position, support indirect role assignments, and create z12 custom relationships.  Setup, configure PD profiles and resolve structural authorization issue. Design, implement and support Context based security.  Assigning structural authorization profiles to user id's using report RHPROFL0.  Implemented and maintained plan for using structural authorizations to configure the system to allow managers automatic access to only their employees via PD profiles with dynamic root ids.  Configured ESS and MSS roles with Structural Authorization.  Created and maintained PD authorizations using transactions PPOC_OLD, PPOM. Maintained Structural Authorizations profiles using Transactions OOSP and OOSB.  Worked with P_ABAP, P_PYEVDOC, P_PYEVRUN objects while building position based roles.  Integrated Logon names and Personal Numbers and Positions for all HR Organizational management and HR Personal Administration.  Extensively worked with SAP IDM MS SQL server for user provisioning component.  Developed and implemented improved policies and procedures, implementing Best Practices solutions for SAP Security change management controls, to support SOX compliance standards requesting changes, testing and transporting SAP Security roles to production environment Johns Hopkins University, Baltimore, MD Oct’06-Feb’07 SAP Security Analyst  Developed, communicated and implemented security policies and procedures.  Worked with the business managers in defining access requirements for end users, maintain role design.  Worked with Functional team members to set up end user roles. Identify and maintain secured transactions, manage and maintain access to development, quality and training instances. Created over 240 job roles in FI, MM, PP, BW, HR, SRM, CRM and WM.  Adhere to company policies and ensured proper approval before granting critical and restricted access to users.  Creating new users and maintaining users on day to-day basis (Single roles, and Derived roles)  Worked on SAP Check Indicator Defaults, Field values, and maintained check indicators for Transaction codes using (SU24) for authorization objects.  Troubleshoot security/authorization related problems using SU53, ST01, RSSM (for BW) and SUIM.  Ran security reports for critical transactions and objects and for users who never logged on.  Help business process owners in weekly meetings to take decisions for SoD conflicts, suggested alternative transactions and suggested other object level changes to avoid SoD issues.  Coordinated with internal audit to verify effective mitigating controls already in place and new mitigating controls required and process of introducing new mitigating controls.  Applying and searching Basis and Security OSS notes.  Developed CATT scripts to create and update mass role changes.  Perform unit testing, integration testing, trouble-shooting and pre-go-live (system cutover) production support as needed in all sap modules, part of this implementation P a g e | 9 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Provided action plan for GRC implementation, including SPM, RAR, ERM and CUP.  Configured GRC 5.1 components in ECC and 4.6C systems.  Identified all the valid risks and created risk IDs within GRC pertaining to the company.  Worked with audit group for coming up with compensatory controls for risks and implementation of compensatory controls.  Identified and analyzed the critical transactions that are involved for resolving the Sarbanes Oxley act 404 using VIRSA.  Maintained GRC Rules update by uploading the new changes required for Transactions and Authorization objects  Chaired the meetings with Business, IT and HR teams to procure data for CUP configuration.  Developed request workflows in CUP for several systems, including ECC, BI and SRM  HR Security Created and maintained Structural authorization profiles for HR and ESS, maintained the authorization objects P_ORGIN, P_ORGXX and P_PERNR and assigned roles to the positions and given Z61 relationship depending upon approvals thru PO13. Integrated Logon names and Personal Numbers and Positions for all HR Organizational management and HR Personal Administration.  BW Security Created roles restricting access to Infocubes, ODS objects, specific queries and workbooks Setup BW security for user roles (query users, administrative users and data extraction users), Created Custom Reporting Authorization Objects using transaction RSSM, Setup security at the InfoObject level (field-level security).Troubleshoot authorizations related problems using RSSMTRACE, ST01.  SRM4.0 Security Provided security on Document Checks, using the different authorization objects BBP_PD_CTR, BBP_PD_PO, BBP_SUS_AC, BBP_PD_SC and BBP_PD_VL. Defined the restrictions for users via attributes in Organizational plan (Cost Center, Requester).Used the Business Add-In BBP_WF_LIST to restrict the selected items according to different criteria.  Enterprise Portal Security Created Enterprise Portal objects and Roles , Mapped portal roles to the backend systems, imported roles from R/3 and BW system into portals and assigned user id’s and assigned them to different groups, roles, Created iViews in SAP Portal from Business warehouse, R/3, and Web Application Designer. Covance Inc, Princeton, NJ Mar’05 – Sep’06 SAP Security Analyst  Supported the design and implementation of security across SAP modules: R/3, BW, HR etc.  Implementation of R/3 security, BW security, HR security across the corporation  Build backend roles on SAP BW Systems to allow user to pull reports from R/3 systems  Worked with profile generator (PFCG) in creating roles, profiles, composite roles, derived roles, and global roles  Extensively worked with Sarbanes-Oxley Compliance -- Strategy management related to SAP business processes, transactions, control infrastructure, and financial reporting process.  Implemented SAP R/3 Logical Security in compliance with Sarbanes-Oxley (SOX) sections 404 and 302.  Extensively using CUA for maintaining User Master Records in centrally located system and making sure the data is reaching the target systems without any failures.  Extensively used SCM to support the full range of supply activities including planning, execution, coordination and collaboration.  Supported for integrated, end-to-end business scenarios, such as Vendor Management Inventory (VMI) and Supplied Managed Inventory (SMI). P a g e | 10 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Providing security to various roles in Procure To payment for the Purchase Order, Goods Receipt PO(GPO), AP Invoice and Out Going Payments.  Creation and maintenance of activity groups and custom authorization objects  Info-Object level roles, reporting authorizations, security, BW web reporting are supported  Worked on SAP Security, auditing, problem symptoms, recreation of problems, supported the organizations in it implementation of SAP security  Constructed job roles in accordance with departmental standards, testing structural construction of roles, assignment of authorizations to technical team users in the non- production clients, performed segregation of duty analysis of existing and new roles  Ran security reports for critical transactions and objects and for users who never logged on  Used extensively VIRSA systems VRAT tool and in-house developed tools for analyzing SOD conflict, T-code assignment to roles and roles assignments to users  Created, generated profiles, Authorizations, object classes, objects, and roles and assigned to user master.  Used several transactions (SU10, SU53, SU24, SUIM, SE93 etc.) and administered 5,000 users  Designed security around the CRM Customer Interaction Center (CIC) and CRM Territory Management.  Implemented security and developed custom roles for the process and technical teams in the sandbox, production and development environments for all existing Sap modules (R/3, BW, SCM (APO))  Create custom authorization objects to meet business requirement around security restrictions. Briggs and Stratton, Milwaukee, WI Nov’04 – Feb’05 SAP R/3, BW Security Analyst Implementation  Worked with profile generator (PFCG) in creating roles, profiles, composite roles, derived roles, and global roles  24X7 support  Worked on SAP Security, auditing, problem symptoms, recreation of problems, supported the organizations in it implementation of SAP security.  Ran security reports for critical transactions and objects and for users who never logged on  Used Virsa tool extensively for handling SOD conflicts for each user  Used extensively in-house developed tools & SAP tools for analyzing SOD conflict, T-code assignment to roles and roles assignments to users  Created, generated profiles, Authorizations, object classes, objects, and roles and assigned to user master.  Created Transaction codes for the programs and ran the transactions  Secured roles by Company Code, Plant, Cost Center, Profit Center, and Purchasing Organization etc.  Troubleshoot security/authorization related problems using SU53, ST01, RSSM (for BW) and SUIM  Worked on SAP Check Indicator Defaults and Field values, reduced the scope of Authorization checks using transaction SU24 and maintained check indicators for Transaction codes.  Manual generation and modification of profiles.  User master maintenance through Central User Administration  Supported Internal and External security audits in the production system  Working closely with Audit team for user-role conflict removal in SAP R/3 and SAP BW P a g e | 11 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com  Creation and maintenance of activity groups and custom authorization objects  Info-Object level roles, reporting authorizations, security, BW web reporting are supported  Reorganize and optimize extent management data load specific database tables.  Creation and maintenance of activity groups and custom authorization objects  Worked with functional team leads to define the new transactions.  Analyzed all customer programs and transaction codes for authority checks.  Develop CATT scripts to create and update user profiles.  Worked closely with the Technical Leads to create and maintain security roles, discuss status reports, policies related to the SAP R/3 system, project timeliness and deliverables. EDUCATION  Certified PMP  Master of Science in Computer Science from FH Luneburg.  Bachelor of Engineering in Computer Science from Karnataka University. P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com S PROFESSIONAL SUMMARY SAP ABAP Consultant with 6+ years of professional experience which includes experience in OO ABAP, Fiori & OData. Knowledge on various modules including SD, FI, HR and PM. • Strong debugging skills, troubleshooting skills, problem solving, programming and program analysis. • Have experience in implementation and support projects • Proficient in SAP UI5/FIORI, NetWeaver Gateway (OData), ABAP for HANA, ABAP, WebDynpro • Experience in Extension of SAP Fiori applications using Eclipse and SAPUI5 application development using SAP HCP (HANA Cloud Platform) and SAP Web IDE. • Have experience in SD, MM and have knowledge on FI and PS • Knowledge on S4HANA and BOPF concepts TECHNICAL SKILLS • Technical Skills: ABAP, WebDynpro, Fiori, UI5 • Functional Skills: SD, MM, FI, PS SAP EXPERIENCE: • Worked in Magnitude Software, Hyderabad from Mar’19 till date as Sr. Consultant • Worked in Magnitude Software, Hyderabad from Sep’18 till Mar’19 as Sr. Consultant • Worked in Yash Technologies Private Limited, Hyderabad from May’13 till Sep’18 as Consultant Key Result Areas: • Interacting with the client teams to gather, define, clarify and refine requirements; assisting the architecture and design of applications • Coordinating with various matrix teams, driving meetings for constructive discussion towards solution achievement • Delivering detailed in-house training on OData, SAP UI5/Fiori, ABAP for HANA in the company for technical personnel, functional executives, managers, and so on • Building and executing all ABAP Development Processes for the offshore ABAP Factory model • Leading the development team for designing development solutions for multiple business units as well as generated estimates for cost in terms of effort and budget • Executing Functional & Technical Specification Reviews, Landscape Maintenance, and Code Reviews and execution of ABAP Development • Monitoring development quality tracking by object which included daily status by object and status scorecards by Reports, Interface, Conversion, Enhancements, Forms (RICEF) EDUCATION B. Tech JNTU (Anantapur). Anil Cherukuru SAP ABAP P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL EXPERIENCE Monroe County from APR 2019 – Till Date ABAP UI5 Consultant Developments: • Enhanced standard Create PO app to accommodate account assignment fields • Enhanced HCM My Timesheet app to set display dates to pay periods dates • Enhanced HCM Timesheet app to allow cross app navigation to portal app Cargill, Agrana SEP 2018 - MAR 2019 ABAP UI5 Consultant Developments: • Installing SCT, SCD products in customer environments • Deployed custom FIORI apps for comparing Source(JDE) and target data(SAP S/4) ISS (Indian Shared Services) APR 2015 - Aug 2018 HEMAS, KCIL, Jindal, TSGENCO, GHCL Soda Ash, SD-Corp, UPL, APGENCO ABAP UI5 Consultant Developments: • Implemented Bank interfaces programs for HEMAS client • Developed Custom UI5 HCM app for combination leave • Developed Custom UI5 HCM app for approval of combination leave • Implemented GST for KCIL Client • Developed CDS view and used in Purchase Register report • Developed CDS view and used in Open Sales order report • Developed Custom Fiori app to display purchase order version changes. • Implemented BADI’s for standard FIORI app create sales order. • Developed different role based free style applications for following requirements (End to End) o Medical Claims (credit card and reimbursements) o Display Claims summary (credit card and reimbursements). o Online Reservation Release System ▪ List report to display Reservations to transfer to all department for approval process. ▪ List report to display Reservations and perform approve or reject. o Material stock overview (MB52) o To Track Weigh Bridge truck status o Creation of Sales Order which allow to creation SO of different order type. o Display Project completion status. o Confirm Project activity status • Involved in analyzing and modifications to code as per requirement & changes. • Enhanced standard Fiori Purchase Order approval to display additional data. • Created Daily Balance Report on key date on basis of Account grouping (Vendor/Customer/GL). • Developed User Check List using WebDynpro. • Developed Expense cum Summary Report. • Developed Main Ledger Report. • Enhanced standard Fiori Employee Lookup and People Profile apps to disable hierarchy buttons. P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com DB Realty AUG 2014 - MAR 2015 ABAP Consultant Developments: • Involved in analyzing and modifications to code as per requirement & changes. • Developer forms for different scenarios as follows using smart forms, • Vendor Balance Confirmation form • Customer Balance Confirmation form • Developed Material Ledger report. Mitsubishi Electric India Pvt Ltd APR 2014 - JUL 2014 ABAP Consultant Developments: • Developed RFC for following scenarios to fetch the data from CORDYS system, • Customer Details • Material Details • Bill of Material for Finished goods • Created an RFC which is called from CORDYS System to create full and partial delivery for a given sales order using BDC Conversions in SAP. Cameron Oil and Gas NOV 2013 - MAR 2014 ABAP Consultant • Developed a BDC conversion report to upload Equipment master. • Developed an Adobe forms for following scenarios, • To Display Bill of Landing details • To display purchase order details • To display outbound delivery details • Developed a report to show discrepancy on material details between legacy and optimus. In house Development JUL 2013 - OCT 2013 Gate Pass Tool Development Developments: • Developed Web-Dynpro applications, • To create of returnable and non-returnable gate pass • Report to display list of gate passes based on gate pass number, plant and pass type. • To print the gate pass using smart forms. • For user maintenance, which can be accessible only to administrator. • Developed an FPM application which shows the list of users that are created using OIF an d List GUIBB. In-house Development MAY 2013 - JUN 2013 WebDynpro ABAP Consultant Developments: • Created Z tables as per the database design. P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Created assistance classes with utility methods and for performing database operations. • Created Custom Tables required for the Application development. • Created Persistent classes to maintain Tables. • Developed Web-dynpro Application through which project can be assigned to the Employee. • Developed Web-dynpro Application such that Employee can claim his Project expenses and can be approved by his approver. • Developed Web-dynpro Application for Employee to claim his travel expenditure. • Developed Web-dynpro Application for Employee to claim his miscellaneous expenditure. • Reused WDR_OVS search help for Project selection during project assignment. P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY • 10 years of IT experience in SAP • Managing the applications, functional and technical delivery for the assigned accounts • Solving complex, inter-related problems at a strategic level. Strong Production support experience, good at trouble-shooting with quick turnaround in fixing the issues. • Necessary guidance and support to team member’s right across the board. Making key delivery decisions to improve the operational efficiency in the AMS model. • Adaptive to Role-transition as per Project needs. • Ensured that customer needs are satisfied by providing specific deliverables and meeting stated SLA. • Monitor & enforce best practices and standard processes & procedures across accounts in the AMS Practice • Participate with leadership in the establishment of technical & operational direction to meet the needs of AMS demands. • Managing team, responsible for effective utilization of resources to support the customers in a shared model. • Experience with complex project circumstances with high degree custom development and onsite- offshore delivery model. • Zeal to Venture out & master new concepts and technologies. Worked on Proof of Concept(s) to assess the feasibility of using Newer Technologies & Concepts as per project needs. Capable of working in a group as well as independently with good communication skills. • PMI-Chapter Trained (with 35 PDUs for PMP) experienced in quickly understanding complex project objectives, generating project scope documentation, building stakeholder consensus to delivery approach. • Managed medium SAP implementations/rollouts with strategic and tactical approach in shared model within overall estimated budget. • Supported Onsite Project SPOCs in various locations for streamlining the project activities and schedules, helping client management by reviewing the project progress and advising corrective measures to avoid major schedule and cost over runs. TECHNICAL SKILLS ABAP: • SAP Business Workflow, ABAP - Webdynpros, Adobe forms, OOABAP, S4 Data Migration. • Deployment of UX Strategies like FIORI/PERSONAS (2.0 & 3.0), Smart forms, SAP Scripts. OTHER SAP SKILLS: Technical capabilities for S4 HANA data Migration [Pre/Post checks], Plant Maintenance (PM)/EAM, HR - ESS/MSS, MES, IS Oil & SD. Hands on Experience working with SOL MAN EDUCATION/CERTIFICATION/TRAINING • B-Tech (IT), Osmania University, Hyderabad. Sharath Panuganti Sr. SAP Technical Developer Configurator ABAP / HR - ESS/MSS, PM / EAM, MES P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL EXPERIENCE Project 1 Jan 2017 – Present Project Name Monroe County Team Size 4 Role Team Lead, Developer SAP Environment SAP Business Suite (PM/EAM/ESS/MSS) Key Accomplishments: • Setup for PM Work Order status driven Workflows • Setup of ESS Employee services in Portal • Setup of New MSS substitution functionality • Enabling custom functionalities in EAM Portal for "Maintenance Worker" • Custom validations related to Operation confirmation in SAP R3 and EAM Portal • Enhancements to time entry in ESS portal. • Enhancements to standard PM order-notification reports for User-defined fields & Actions. • Custom order notification voucher output configuration • Pre S4HANA Migration technical activities, with a roadmap for go-live towards year end Project 2 March 2018 – August 2018 Project Name InMusic Team Size 2 Role EA-Technology Manager SAP Environment SAP[EhP8] InMusic InMusic has upgraded existing SAP landscape from ECC to ECC-EhP8. In addition, the system has been integrated to external E-Commerce Platform Magento for direct customer sales • Technical Upgrade Activities - Onsite coordinator. • E-Commerce integration, o Master data synchronization between SAP to Magento o Sales to Accounting Transaction data flow between SAP to Magento • Set up new IDoc output types for Delivery/Shipment - Invoice scenario. Project 3 September 2016 – Dec 2017 Project Name NYSHCR Team Size 5 Role Team Lead, Developer SAP Environment SAP Business Suite NYSHCR [New York State Homes & Community Renewal] – S4 HANA Implementation This project is migration of legacy system to S4 HANA [Greenfield implementation] • Key role as "Offshore coordinator for Technical Developments • Designed technical approach for Data migration from Legacy to S4 system • Integration of S4HANA system to Pro-link [External system] for Debt/Loans Management o Finance Master data synchronization between SAP - ProLink system o Two-way Transaction data flow for Debt Management, SAP - ProLink system P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Integration for ADP Payroll interface to S4 HANA • Deployment of FIORI/UX as per S4HANA 1610 version • Active involvement in configuring Wave-1 of Fiori apps for client evaluation and prototyping. Project 4.A Aug 2015 – Aug 2016 Project Name IBU – SAP India Managed Services Team Size 15 Role SAP-Partner Delivery Lead/Project Manager SAP Environment SAP Business Suite Responsibilities: Additional Role as SAP-Partner Delivery Lead Managing overall 14 SAP-India AMS Accounts PAN India Account mining, presale activities, POCs & Client retention Interaction with the End user group and understanding the requirements to the detail for issue resolution Receive and redirect the ticket/issue to the appropriate resource and track the status timely Project 4.B Oct 2014 – DEC 2015 Project Name IBU-ISS Team Size 37 Role Pre Sales/Project Manager SAP Environment SAP Business Suite Responsibilities: Coordinating Project management activities. Account mining, presale activities, POCs & Client retention Interaction with the End user group and understanding the requirements to the detail for issue resolution Receive and redirect the ticket/issue to the appropriate resource and track the status timely Key Accomplishments: Leading a HANA Migration Engagement Deployment for UX Strategies (PERSONAS/FIORI) Overall 6 EhP7 Upgrades in a span of 8 Months. Project 5 May 2013 – Sep 2014 Project Name IBU-ISS Team Size 32 Role Project Lead/SPOC – HYD SAP Environment SAP Business Suite Responsibilities: Coordinating Project management activities. Interaction with the End user group and understanding the requirements to the detail for issue resolution Receive and redirect the ticket/issue to the appropriate resource and track the status timely Project 6 April 2012 – April 2013 Client Name John Deere P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Project Name MES Functional Support Team Size 4 Role MES Functional/ Business Analyst SAP Environment SAP Business Suite Responsibilities: A transition from the previous role of “Technical Analyst” to “Business Analyst” as per Project needs. The current role is of Functional nature Understanding requirements at an overall Business-Process Level. Holding discussions with Business users: For new process requirements To address the ongoing process related Production System issues, And preparing the Functional specifications for the same. Project 7 June 2010 – March 2012 Client Name John Deere Project Name MES, Global Implementation & Support Team Size 9 Role Technical Analyst SAP Environment SAP Business Suite Responsibilities: Key role as an “Offshore-Onsite” coordinator which was of “Techno-Functional” nature. Involved in requirement gathering as well as holding important Client calls/discussions in analyzing the requirement an d preparing the technical specifications for the same. Involved in decision making with the Onsite Solution team to understand the feasibility for some of new technical aspects (provided in newer Netweaver 7.3) in order to be implemented for project needs. Active role in Project Management related activities to ensure execution of project, adhering & complying to preset Quality standards. Knowledge sharing via trainings for peers on topics like Webdynpros for ABAP, ADOBE Forms as per project requirements. Coding & development of the object and documenting the same. Reviewing the objects developed by peers. Application type(s): ME Manufacturing Execution (ME) or Automation is one of the prime focus so as to automate and Control Shop floor execution. John Deere has been using a lot of Non-SAP Custom tools to achieve this objective. SAP ME is a SAP standard module with a similar functionality but since it's still in pilot state, also, doesn't cater to all the business scenarios of DEERE, a custom solution/product has been developed to their needs in a blank SAP box. MPD/MES is the custom solution provided to replace these custom tools, with custom developments in SAP environment, as well as using various SAP standard modules PP, QM. MES (Manufacturing Execution Systems - Shop Floor): This part of project deals with development of all the functionality necessary for Factory Automation. Apart from showing all the SAP PP/MM related master data, it should show Work Instructions on the shop floor based on Order and Work Station combination. P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Worked on Critical POC(s) required for assessing, to use newer Netweaver concepts like SAP NWBC, Notification service – Netweaver 7.3. etc Developed Complex Webdynpro Applications which would be used on shop floor to see: Work instructions, Pictorial representation of these work instructions through images SAP Order data, by order and work center combination Provision for raising QNotes to mark a defective product, ensure only non-faulty products are Warehoused And also, to “Report the Production” of that order, at that work center based on configuration settings. This involved development of numerous Webdynpro components integrated into 1 single parent component automating the functions in day to day activities on “Shopfloor”. This development was done adhering to OOPS methodology. Proficient in dynamic programming for Webdynpros. Hands-On-Experience to dynamically show various images on a Webdynpro application. Ability to use various possible UI elements on a custom webdynpro application development. Experienced on using custom themes for Webdynpro Applications to increase button sizes, Font Sizes, Custom Fo nts, and Custom Designs etc. Developed Quality related custom QNOTE transactions in ABAP Webdynpros & Idocs as this was across landscapes. MPD (Manufacturing Process Definition): This part of project deals with maintaining all the Master data necessary for Shop Floor Automation like Work Instructions, Factory Automation Tags, Quality Inspection data etc. Worked on developing various complex ALV reports using ALV related Standard Classes/methods to provide features like ALV Tree output, Navigation through screens, complex ALV Lists (With Icons, Texts, Tabs, and Trees etc). Developed Inbound & Outbound Proxy scenarios to post data onto SAP & to send data from SAP onto a third party system via PI. Metrics: New metrics transactions to replace the existing discrete metrics in DMR. These metrics transactions are used to track the strength of Production Reporting on a day to day basis. FMEA (Failure Mode Effective Analysis) This implementation was of smaller magnitude. SAP FMEA was implemented as a sub-module to QM to assess the Risk levels involved in the Manufacturing process of a product. This is done by deducing the Preventive Actions to be taken for an Error in manufacturing from the historical records of Corrective Actions. Played a key role in customizing & configuring the FMEA application as per the business requirement. Developed & configured a new Adobe form in place of SAP Standard form to accommodate new fields pertaining to RPL (Risk Priority Level) in addition to the existing RPN (Risk Priority Number). Project 6 April 2010 –June 2010 Client Name ADC Telecommunications Project Name Support project Team Size 8 Role System Analyst/ Production Support Analyst SAP Environment ECC 6.0 Responsibilities: Handling the tickets/ issues raised by the Business Users P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Bug Fixing/ Re-coding the existing developments as per the new requirement of users Developing new objects as required, interacting with the Business as well as end users of the application Application type(s): SD/ Incentives & Paybacks (VISTEX) Developed a user-friendly tool in place of standard Agreement workbench for complex sales credit agreements creation, change and deletion. The necessary operation is done by specifying required values in Excel Flat file and using it as an input for the custom developed tool. Changing the file name for an invoice sent via mail to customer, dynamically with respect to Invoice no, or Customer’s name as required for the specified output types. Etc. Worked extensively on VOFM Routines & Newer Enhancement framework for additional functionalities to be imparted in addition to standard. Project 7 May 2009 – April 2010 Client Name ONGC Ltd. (SAP India) Project Name ICE (Information Consolidation for Efficiency (Upgrade/ Implementation)) Team Size 10-15 Role SAP -ABAP Consultant SAP Environment 4.6 To ECC 6.0 Responsibilities: Analyzing the functional requirement and preparing the technical specifications for the same. Coding and development of the object. Reviewing the objects developed by peers. Application type(s): IS Oil – PRA Responsible for leading the entire Revenue Accounting related development stream duly customized as per the Indian context. Developed complex module pools to cater to • Revenue & Direct cost Allocations • Royalty reporting (Challans and all Summaries) as required for statutory purposes. • Facilitation of programs to cater to complex cost allocations and generation of well wise Profit & Loss account. • Facilitation of programs to cater to complex allocations (pertinent to Assets and Liabilities) and generation of Well wise Balance Sheet. Developed critical Interfaces between IS-OIL-PRA and ECC – FICO modules w.r.t Statistical key figure transfer to Controlling • Inventory postings transfer to Financial Accounting Handled other key requirements in Production Management module like Creation of Net production report, Enhancing the Standard transaction Well Completion change transaction to incorporate Custom fields with due linkage to the Production allocation transaction etc., Handled entire Regulatory reporting framework through a Custom development specifically for the Indian context and had provided an extremely user-friendly transaction to facilitate entire reporting of various Annexure which are to be submitted to the respective State governments along with the Royalty Challans. Handled a critical requirement pertinent to Loss Variance postings and reporting of Losses. Handled another critical requirement of Creation of Audit log in the Standard Production allocation transaction w.r.t the Deleted entries. P a g e | 7 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Also, handled key requirements concerning integration of IS-OIL-JVA and IS-OIL-PSA to cater to the Directorate General of Hydrocarbons requirements. Was involved in Legacy Master Data Migration & creation of corresponding Well Master, Well Completion Master, Measurement point master, Delivery Network Allocation profile etc. in PRA. Treasury & Risk management Financials Data migration: Developed BDC’s for Business Partner to migrate the data from existing TRUST(4.6) system to Newer ECC6 system. Smart forms: Numerous smart forms have been handled. Adjusted the transported smart forms from the older TRUST system to newer ECC system. Carried out newer modifications for the smart forms as per client requirement. Project 8 March 2009 – May 2009 Client Name Stream Serve Project Name Implementation project Team Size 4 Role SAP -ABAP Consultant SAP Environment ECC 6.0 Responsibilities: Analyzing the functional requirement and preparing technical Specifications for the same. Coding of the Object. Reviewing the Objects. Scripts: Developed a SAP-Script for populating values on a pre-printed cheque. Enhancements: Application type: SD Screen enhancement on XD01 for an additional field to hold account Id. Enhancement for validation of tax jurisdiction against the region of the customer in address tab of general data in XD01. Enhancement for Contract creation in SAP (table enhancement and function module enhancement), added custom field to the standard table and the same to the FM for contract creation. Reports: Application type: FI Developed reports for transfer of data from SAP to OCRA systems. Workflow: Trip and Travel Approval: Modified a standard workflow for Trip and Travel approval by creating a copy of it and modified it with the requirements. Client required certain approval to be sent at certain places which were not sent by the standard workflow. Asset development October 2008 - January 2009 Tool name PathFinder /TUME Team Size 6 P a g e | 8 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Role SAP -ABAP Consultant SAP Environment SAP 4.6, 4.7 EE, ECC 5.0 & ECC 6.0 Responsibilities: As a developer, responsible for the following: Preparing Technical Specifications. Coding of Object Reviewing the Objects of peers. Some of the reports developed: Developed a report to analyze the custom programs for obsolete statements and updating the same in the custom DB table. P a g e | 1 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. PROFESSIONAL SUMMARY • Padma has 17+ years of extensive experience in design and development of ERP systems using SAP R/3, ABAP, Interface technologies using ALE, BAPI, RFC in HCM, MM, SD, FI, FM/GM, PM, IS- Public sector and IS-Utilities modules. This also includes 9+ years of Project management experience in various industry sectors. • Experienced Technical consultant with knowledge in many SAP technical areas ABAP, Security, Architecture. Experience in Enterprise Application Integration tools XI/PI and architectures using ESOA, ALE/IDOC, Web Services, OData and XML standards/technologies. • Proficient in SAP Fiori, Odata Services, UI5, ABAP FRICE (Functions, Reports, Interfaces, Conversions, and Enhancements) Components, ABAP OOP, BSP, ABAP Web services, IDOC, LSMW, DDIC, Enhancement Framework, Module pool programming, Web Dynpros, XI/PI, Integration with MM/SRM. • Executed several SAP projects in different industry segments in various roles from team member to technology lead. Experienced Business Information Systems Analyst with strong Analytical and Problem-Solving Techniques, Good Communication Skills, Project Management Skills, Business Application Knowledge and an Excellent Team Player that can be leveraged for best business results. • Performed solution review, system audit for large organizations. • Worked as Solution Architect and Integration Architect in many implementations involving various SAP & non-SAP solutions. Technical Skills: SAP Skills ABAP: Dictionary, Reporting, Batch Input/BDC, LSMW, HR Programming, Dialog Programming, Smartforms, ADOBE forms, SAP Scripts, Control frame, ABAP Objects, Business Server Pages, Print Workbench, WebDynPro, Workflow. Integration Technologies: ALE, EDI, IDOC, RFC, OLE Automation, BAPI, SAP Forms, Web Scripting, Odata Services. Integration tools: SAP XI/PI Other tools: Business Workflow, Archiving development kit. Business Applications: HCM (PA/PD/OM/Time/PY/BN/ESS/PBC/PCP), MM, SD, FICO,FM/GM, PM, IS, PS, Work Management, SRM, Device Management (IS-U), PP, Central Functions, and CRM Methodologies/Processes: Accelerated SAP, CMM Proprietary Tools/ Architecture • Phoenix Workflow Framework • Enhanced existing Phoenix Workflow Framework using UI5 and Odata Services. Padma Pendyala Technical Lead HCM, MM, SD, FI, FM/GM, PM, IS-PS P a g e | 2 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. • Workflow framework is designed to standardize ECC workflows with many generic functions like adhoc approvers, reviewers, preview functionality and table-driven configuration for agent determination and escalation procedures. This is architected using advances concepts of workflow (Class based) along with BRF framework. • Proven savings from project implementation. Approximately 50% on an average. PROFESSIONAL EXPERIENCE Monroe County – NY Dec 2018 to Till Date Development Lead Project Highlights: • S/4 HANA migration project from ECC Ehp8. Project focuses on brownfield implementation approach where in existing system with historical data is migrated to S/4. Another goal is to switch all BW reports to HANA embedded analytics. • Solution Architect responsible for proper migration path, identify and address pain points during the project, guide the customer as well as team to leverage S/4 features to the extent possible. • Responsible for ESS/MSS application to migrate existing applications to new Fiori user interface by leveraging any UI5 based apps. • Responsible for evaluating the manual / work arounds followed in existing solution and evaluate a way to improve either before S/4 or during S/4 migration. New York Housing and Community Renewal – NY Sep 2016 to May 2017 Technical Lead Project Highlights: • S/4 HANA implementation project with integration to SAP SRM, various non -SAP applications. Responsible for overall technology delivery. This project embarks on hosting entire SAP product suite using HANA database on Amazon Web Services. This is first public-sector project that is going to be on S/4 platform and on hosted model. Responsible for technology delivery including infrastructure planning, delivering infrastructure, RICEFW development, Application Security and deployment of solution. • Leading technical team comprising ABAP/UI5/Fiori Developers. Designed and Developed interface between Prolink and SAP Kenya Revenue Authority Aug 2017 to Oct 2018 Technical Lead – SRM Implementation • Designed overall solution for Plan Driven Procurement. • Integrating SUS, SRM and ECC using PI. • Responsible for designing bidding process and was responsible for identifying gaps between standard and required business requirements. • Worked on enhancements, Workflows, notifications etc., to meet the gaps. Kenya Airport Authority Aug 2016 to April 2017 Technical Lead – SRM Implementation P a g e | 3 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. • Designed overall solution for Plan Driven Procurement. • Integrating SUS, SRM and ECC using PI. • Responsible for designing bidding process and was responsible for identifying gaps between standard and required business requirements. • Worked on enhancements, Workflows, notifications etc., to meet the gaps. Houston Independent School District– USA SAP Implementation with new Accounting Structure As part of this implementation at HISD, existing system is adjusted to accommodate new accounting structure both in ECC and SRM. Additionally, there are also few business processes changes to include WF which are part of this phase. • Working as a lead, managing entire delivery apart from handling some of the business-critical requirements (Enhancements, Interfaces, Forms, Report, Workflows, ABAP Web Dynpro) in both ECC & SRM. • Worked on Enhancement to Auto create Funded program FMMDAUTO with new accounting string. • Worked on various Enhancements in FM, GM and FI. • Worked on various Interfaces in AP, GL for posting/Parking JV, invoices etc., • Worked on Workflows to automate Invoice, JV approval process. • Worked on standard SRM enhancements for validation and changes in SC, PO. Also worked on enhancing ABAP Web Dynpro screens. Bernalillo County– USA SRM Re-implementation This project is a re-implementation of existing SRM 5.0 to SRM 7.0 • Working as a lead, managing entire delivery apart from handling some of the business -critical requirements (Enhancements, Interfaces, ABAP Webdynpro, Forms, Report and PI). • Worked on one of the business-critical requirements called PO Change Request Process, which involves multiple custom components in ABAP Web Dynpro, POWL, enhancements etc., • Developed strategies for various technology areas assessing existing Solutions and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Workflow - Configuration of Process controlled workflows for SRM – SC (3 Level WF), PO and Contract. City of Phoenix– USA Sep 2014 – Till Date COP aims at integrating existing ECC with SRM, SUS which is part of new implementation. Apart fro m implementing SRM & SUS, some of the key business processes on ECC were also modified. • Working as a lead, managing entire delivery apart from handling some of the business -critical requirements (Enhancements, Interfaces, ABAP Webdynpro, and PI). • Developed strategies for various technology areas assessing existing Solutions and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Interface to replicate Vendors created in SUS in ECC. These vendors created has W -9 form which were attached as GOS in ECC. P a g e | 4 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. • Developed End-to-End application for Payment Ordinance in ECC and integrated the same with SRM. Raymond Corporation– USA Jan 2014 – Sep 2014 Raymond Corp who are leading global provider of lift trucks, fork lifts and material handling solutions, aims at transforming their existing business using SAP by implementing FI, SD, Part, Warranty, Fleet and Procurement. • Working as a Project Manager, managing entire technology delivery. • Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Handled multiple interfaces which includes interfacing with third party with PI as middle ware using techniques like IDOC’s, PROXY for PO’s, Sales Orders, Invoices etc., • IDOC Type ORDERS05 was used PO Create and changes. • IDOC Type CREMAS04 was used for Vendor Master • IDOC Type MBGMCR01 was used for GR. • IDOC Type INVOICE02 was used for invoice. This IDOC type was enhanced to add custom field added as per the business required. • Handled multiple File based interfaces (Inbound/Outbound) for Part Master, Inventory Updates, STO etc., • Handled multiple complex enhancements to meet business requirements. • Developed custom workflows for FM, GM and FI documents. • Managed entire Data conversion transformation using BODS (Master & Transactional). Alcon– USA Jan 13– Aug 13 Alcon is a global leader in eye care by developing and manufacturing innovative medicines and devices to serve the full life cycle of eye care needs, aims at transforming their existing business using SAP by OTC, FI, QA and SCM. • Working as a Project Manager, managing entire technology delivery. • Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Handled multiple interfaces which includes interfacing with third party with PI as middle ware using techniques like IDOC’s, PROXY for Outbound deliveries, transfer orders, customer returns from WMS, ASN & Invoices etc., • IDOC Type INVOICE02 was used for invoice • IDOC Type DELVRY03 was used for outbound deliveries. • Handled multiple File based interfaces (Inbound/Outbound) for Standard Price Upload, Travel Expense Accrual, Intercompany payables and receivables, Interface XREF Materials from BODS to ECC etc., SamlerHuset– Netherlands Dec 11– Jan 13 The SamlerHuset Group is one of Europe´s largest coin companies. First established in Norway in 1994, it has expanded into 15 different markets and also into China. SamlerHuset´s key business activity is the P a g e | 5 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. direct marketing of coins and commemorative medals, and other related collectibles, to national markets. • Working as a Project Manager, managing entire technology delivery. • Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Handled multiple File based interfaces (Inbound/Outbound) for ASN, Delivery Request, Goods Movement, Bank Statements, pick confirmation, vendor Master Data, Campaign data AmeriGas– USA Sep 08– Dec 11 Client is the nation's largest propane company, serving over 2 million residential, commercial, industrial, agricultural and motor fuel propane customers from over 1200 locations in all 50 states. • Working as Master Data Lead, managing entire delivery, Cutover, Integrations Test cycles and Go-live. • Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Effectively managed entire cutover process both from onsite/offshore. • Handled some of the complex business requirements in areas like OGSD. SCE– USA Sep 07– Aug 08 SCE is one of the nation’s largest investor-owned electric utilities aims at transforming their existing business system using ECC, SRM, and CRM • Working as ABAP Lead for HCM Stream, managing entire delivery. • Developed strategies for various technology areas assessing business requirements and recommending efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. • Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process. • Ensure project standards compliance across the project and high-quality standards maintained in all the deliverables • Responsible for managing third party HCM development team • Played a key role in designing entire Interface framework for the business requirements. This includes both PI and Non-PI related interfaces. • Used ALE and also enhanced standard IDOCS to meet business requirements. • Handled some of the key payroll interfaces which include concurrent employment interfaces. • Designed user friend custom screens using Module pools. LAUSD– USA Dec 05– Sep 07 LAUSD is the second largest public-school district in US and largest public school in California. LAUSD aim for the implementation is to transforming their existing business system using FICO (Funds & Grants) and HCM (CE). • Working as onsite coordinator managing entire delivery from offshore. • Recommended efficient solutions to stream line various process integrations, to facilitate automation, to reduce cost/ timeline by adapting better tools/ architecture. P a g e | 6 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. • Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process. • Ensure project standards compliance across the project and high-quality standards maintained in all the deliverables • Handled some of the complex business requirements in all areas of SAP ABAP. HMCO– USA Jan 05– Dec 05 HMCO is a Boston-based Company which is one of the leading educational publishers in the United States, with over $1 billion in sales. Their aim was to transform their existing business using various business processes like OTS, SCM, FICO. Worked as an offshore process lead responsible for delivery of a small team. Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore. Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process. Ensure project standards compliance across the project and high-quality standards maintained in all the deliverables Handled some of the complex business requirements in all areas of SAP ABAP. JTI– USA Oct 03– Jan 05 World leading Tobacco Manufacturing Company. • Worked as an offshore process lead responsible for delivery of a small team • Involved in the development of ALV reports and SAP Scripts in Quality Management Module. • Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore. • Played a key role setting up standard FS review Process. Ensure objects were delivered on time and change management process adheres to process. • Ensure project standards compliance across the project and high-quality standards maintained in all the deliverables • Worked on complex File based interfaces. • Handled some of the complex business requirements in all areas of SAP ABAP. Pratt & Whitney– USA & Canada Oct 01– Sept 03 P&W is the Leading Aircraft Engine Manufacturing firm aims at transforming their existing business implementing SAP using MM, SD, PP, PM, FI Modules. • Development of complex Conversions, Interfaces, Module Pool Programs, Reports and SAP Scripts. • Creation of Material Master Data. • Played a key role in analyzing issues, providing efficient business solutions and coordinating with offshore. • Creation of Vendor Master using transaction “XK01”. In this vendor are created using External number assignment. Data is uploaded from the file in the Application or Presentation server. • Changing the Special Procurement Key, Purchasing Group and Safety Stock of the Material using transaction “MM02”. • Creation of Inventory for Unrestricted stock using transaction “MB1C”. P a g e | 7 Phoenix Business Consulting India Pvt. Ltd., 9F, 9th floor, Vaishnavi Cynosure, Telecom Nagar, Gachibowli, Hyderabad. • Creation of Material Revision Level using transaction “CC11”. In this a Material is assigned a Revision Level. Many materials can be assigned to the same Revision Level. • Creation of Condition Records for Purchase Order using transaction “MN04”. In this transaction a Condition records is created for all vendors belonging to the same Purchasing Organization and same country. • Creation of Condition Records for PO RFQ using transaction “MN01”. In this transaction a Condition records is created for all vendors belonging to the same Purchasing Organization and same country. • Creation of Customer Master using transaction ‘FD01’. In this transaction Customer are created for Finance Department. This is used to maintain General data, Accounting Information, Bank Details etc., • Changing the Work centers for the operations, which are not confirmed or partially confirmed using the transaction “CO02”. • Worked on complex File based interfaces. • Handled some of the complex business requirements in all areas of SAP ABAP EDUCATION/CERTIFICATION/TRAINING • Masters in Computer Applications in 2001 P a g e | 1 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com PROFESSIONAL SUMMARY SAP OCM Consultant with extensive Change Management (Change Management Certified – Prosci® ADKAR Model), Training Development, Training Delivery, Training Management, and Post Go-Live/On-site Support experience. Certified Associate in Project Management (CAPM®). Skilled at working with cross-functional teams, problem solving, project completion using computer technology and multi-level team communications. Adept at working in high paced work environments with changing deadlines, tasks and work force. Total Training and Support experience exceeds 20 years with 17+ solid years of Instructor-Led SAP Training and Post Go-Live support and over 3500+ end-users trained. Industries worked in include Food Service, Retail, Freight Services, Utilities, Beverage, Chemicals, Oil & Gas, Manufacturing, Public Sector/Government, Department of Defense, Service, and Oilfield Services. Extensive experience working Internationally in Europe and Asia-Pacific. Willing to travel 100% domestically as well as internationally. PROFESSIONAL / TECHNICAL SKILLS • Prosci® ADKAR Certified • SAP Documentation (ADDIE), Training, Training Management, Change Management Certification (Prosci), ADKAR Model (Toolkit – Change Management Strategy, Sponsor Road Map, Communications Plan, Coaching & Training Plan), Business Readiness Plan • SAP Training Lead Experience -Training Plan/Strategy, Execution, Course Curriculum/Catalog, Training Resource Planning/Allocation/Management • SAP Data Creation/Loading/UAT/Integration Testing and Post Go-Live Support • SAP R/3, ECC 6.0, IS-U, S/4 Hana, RWD InfoPak/uPerform, WPB, UPK, Articulate, Captivate, HP Quality Center • Accounts Payable, Accounts Receivable, Materials Management, Purchasing, Human Resources, Finance (FICO and FICA), Project Systems, Quality Management, Enterprise Asset Management (EAM), Plant Maintenance (Configuration), Real Estate, SRM, Sales & Distribution, SAP PPM, and Customer Relationship Management (CRM) EDUCATION/CERTIFICATION/TRAINING • Bachelor of Science – Organizational Psychology, University of Houston-Central (Houston, TX) • Association of Change Management Professionals (ACMP) • Project Management Institute – Houston Chapter PROFESSIONAL EXPERIENCE SAP OCM and Training Lead, Osceola Consulting, San Diego Gas & Electric 04/2019-Present • Create and Execute the OCM Deliverables (Change Management Strategy, Communications Plan, Change Impacts, Business Readiness Plan, Training Plan) • Manage a team of Training Developers and junior OCM resources • Serve as a SME on SAP CIS/IS-U Processes (Customer Service, Billing, Financial Accounting) to client SAP Training Developers • Mentor Client and junior OCM resources on OCM deliverables Dedra K. Lavallais, ACMP SAP / IT OCM Specialist Prosci ADKAR Certified P a g e | 2 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Principal, Enterprise Change, Infosys (Various Clients) 01/2016-03/2019 • Create and Execute the OCM Deliverables (Change Management Strategy, Stakeholder Analysis/Engagement Plan, Communications Plan, Change Impacts, Business Readiness Plan, Training Plan) • Establish and manage the activities for the Business Readiness Network (BRN) and Change Agent Network (CAN) • Create the Project Communications such as Monthly Newsletter, Infographics, Weekly Status Meeting Decks, All-Hands Meeting Decks, Steering Committee decks, etc. SAP OCM and Training Lead (Subcontractor), Dickinson + Associates (Chicago, Il) 07/2016 – 12/2016 Hallstar Chemicals • Create and Execute the OCM Deliverables (Change Management Strategy, Communications Plan, Change Impacts) as well as the Training Plan for a S/4 Hana Implementation • Work with project team consultants to ensure change management implications are understood, communicated, and reflected in the training deliverables. • Managed the BPML and the creation of over 500 Business Process Procedures (BPPs) SAP Global Market Training Lead (Subcontractor), GlaxoSmithKline (GSK), Pittsburg, PA 05/2016-09/2016 • As part of the Market Business Change & Engagement Team, was responsible for managing the local education and training activities for the CERPS Programme • Supported the successful implementation of the Global ERP programme by being accountable for the end-to-end in market training design, development, delivery and stabilization • Developing the market training strategy and plans and ensured that it was executed successfully in country based on specific requirements. • Managed a team of 12 -15 Global Trainers and created and managed the end-user training schedules and logistics for over 1200 end-users SAP OCM and Training Lead (Subcontractor), KPIT Sparta (Marquette, MI) 05/2015-05/2016 Upper Peninsula Power Company • Create and Execute the OCM Deliverables (Change Management Strategy, Communications Plan, Change Impacts) • Create and Execute the End-User Training Plan, Training Curriculum, Training Schedule, and Training Logistics • Worked with client Program Management and Stakeholders to ensure change management implications are understood, communicated, and reflected in the training deliverables and project communications • Managed a team of 2 Training Developers and partnered with and mentored client OCM Resource to ensure the success and buy-in of the project as well as documented training materials and trained on FI , FI-CA and Procurement processes SAP OCM and Training Lead (Subcontractor), Dickinson + Associates (Indianapolis, IN) 11/2014 – 04/2015 Bridgestone/Firestone • Create and Execute the OCM Deliverables (Change Management Strategy, Communications Plan, Change Impacts) as well as the Training Plan • Work with project team consultants to ensure change management implications are understood, communicated, and reflected in the training deliverables. P a g e | 3 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Managed a team of 12 Training Developers and partnered with 2 client OCM Resources SAP Organizational Change Management and Training Lead 11/2014 – 03/2015 (Subcontractor – Part-Time/Remote), Genesis Consulting/Quintel Management Consultants (Monroe County, NY & Fairfax County, VA) EAM, ESS/MSS, SRM • Develop and implement Change Management Strategy, conduct Stakeholder Analysis, Impact Assessments, Communications and Training Plan. • Manage the OCM Deliverables against SOW in order to meet milestone-based deliverables and deliver on time. • Work with project team consultants to ensure change management implications are understood and planned for in system design. • Ensure all change activities are completed in accordance with project plan and time frame. • Design and Deliver the Train-the-Trainer sessions to Super Users • Develop the training documentation for SAP EAM, ESS/MSS, FI, and SRM • Delivered end-user training to EAM population (DOT and DES) SAP Organizational Change Management and Training Lead (Subcontractor) 05/2014 – 10/10/14 KPIT Sparta - Loudoun Water (Ashburn, VA) SAP IS-U, ECC, ESS/MSS, SRM, CRM • Develop and implement Change Management Strategy, conduct Stakeholder Analysis, Impact Assessments, Communications and Training Plan. • Manage the OCM Deliverables against SOW in order to meet milestone-based deliverables and deliver on time. • Work with project team consultants to ensure change management implications are understood and planned for in system design. • Ensure all change activities are completed in accordance with project plan and time frame. • Design and Deliver the Train-the-Trainer sessions to Super Users • Developed the training documentation for SAP ESS/MSS, SRM, FI, EAM(PM), HR, and Project Systems • Managed a team of 3 Training Developers • Created and managed the training schedule and logistics SAP Organizational Change Management and Training Lead (Subcontractor), Ciber 10/2013 – 04/2014 T-Mobile (Bellevue, WA) SAP PPM • Develop and implement Change Management Strategy, conduct Stakeholder Analysis, Impact Assessments, Communications and Training Plan. • Work with project team consultants to ensure change management implications are understood and planned for in system design. • Business process mapping of the As Is/To Be processes. • Foster positive relationships with senior project sponsors and stakeholders. • Ensure all change activities are completed in accordance with project plan and time frame. • Design and Deliver the Train-the-Trainer sessions to Super Users. SAP MM Training Lead (Subcontractor), GP Strategies (Houston, TX) 09/2013-12/2013 Total Petrochemicals – P a g e | 4 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • Lead the development of the training materials and training development for SAP PP, WM, and MM – Procurement and Inventory. • Successfully delivered training to various plants throughout N. America. OCM-Business Process Engineer /IT Resource Manager (Interim), Johnson Controls 06/2013-09/2013 (Milwaukee, WI) Working on several Business Process Engineering initiatives within JCI IT including: • Release/Change Management, Resource Management (Vendor Sourcing/SOWs), Time and Attendance reporting for IT Contractors, and Quality (Testing). • Developing Policy and Procedure documents within the various areas for multiple initiatives. • Creating 'To Be' processes in Visio around various IT-related business processes such as Vendor Sourcing and 8D and delivering training on the new Policies and Procedures. • Serving as Interim IT Release Manager where I am the POC for all Sourcing needs. • Working with External Vendors on their SOWs and MSAs to ensure compliance with JCI Policies. • Working with Target Managers to supply them with suitable, qualified candidates/resources for new/existing Resource needs. • Performing On-Boarding and Off-Boarding procedures with External Resources coming on to or leaving the team. • Training IT Leads/Managers on SAP SRM and PO Processing Organizational Change Management/Communications Consultant, DLC Consultants 10/2012-06/2013 (CA, OK, Houston, TX, & Remote) Working with multiple clients: Total Petrochemicals (Oil & Gas), Union Bank (Banking) and Sysco Foods (Food Service Industry) on SAP OCM initiatives - upgrades/implementations. Deliverables include the following: • Business Process Mapping/Modeling • Change Management Strategy (Creation and Execution) • Communications Plan and Corporate Communications • Organizational Attributes and Readiness Assessment • Stakeholder Analysis and Sponsor Road Map • Coaching and Training Plan/Strategy (Creation and Execution) • End-user Training Development and Delivery SAP Deployment Consultant (Subcontractor), IBM 08/2011-09/2012 U.S. DEPT of the NAVY -NAVY ERP Project & NAVSEA Warfare Center, (Annapolis, MD & Dahlgren, VA) Project description: SAP implementation of Navy ERP project at U.S. Navy and Marine Corps bases worldwide. Navy ERP is the Navy’s web-enabled financial, asset and accounting management system that standardizes, streamlines and shares critical data across the Navy and Marine Corps. • Effectively deliver process driven Knowledge Transfer sessions to civilian personnel on the PS (Project Systems) module. • Perform long term on-site support at a Naval Warfare Support Center for all modules involved in Navy ERP, including: AM (Asset Management), WFM (Work Force Management), MM (Materials Management), FI-CO, SD (Sales & Distribution), PS (Project Systems), and FM (Funds Management). • Conduct one on one coaching sessions for civilian personnel. • Assist with Cutover Activities, Data Migration, and Data Validation. P a g e | 5 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com • After NAVSEA WCF deployment (03/12), moved over to OCM team to focus on Change Management activities (CM Strategy, Communications Plan, Organizational Readiness Activities, and Corporate Communications) for SSP & ONR Deployment. SAP Change Management & Training Consultant (Subcontractor), Accentur 12/2009 – 08/2011 U.S. ARMY (GFEBS Project), Alexandria, VA : Alexandria, VA, Ft. Myer, Ft Belvoir, Ft McNair (DC), Fort Bragg, NC, Ft. Gordon, AL, Fort McCoy, WI, Camp Zama/Okinawa Japan, Camp Yongsan, Korea, Schofield Barracks, HI, Fort Richardson, Alaska, Ft Buchanan, Puerto Rico Project description: SAP implementation of GFEBS (General Funds Enterprise Business System) project at U.S. Army, Army Reserves, and Army National Guard installations worldwide • Effectively delivered process driven training classes of up to 25 civilian staff and military personnel (within DPW Organization) on SAP PPE processes which includes Plant Maintenance, Real Estate/Real Property, Assets, and Project Systems. • Comprehensively learned, explained, and demonstrated differences between legacy systems and SAP • Conducted lab exercises to showcase functionality, enhance the learning experience, and reinforce transaction codes • Administered staff assessments and monitored and reported progress in Learning Management System • Performed extended on-site support/post go-live support at military installations • Trained over 1000+ end-users at over 20 sites in North. America and Asia-Pacific. • Supported the Year-End Close process (2010, 2011) where my primary focus was Funds Management (FM) SAP Training Consultant, Infosys Consulting (Houston, TX) 08/2009 – 11/2009 BP -Oil and Gas : Procure to Pay (P2P) and SRM • Trained BP end-users within the Gulf of Mexico (GoM) region on their new SRM/P2P solution for Procuring Goods and Services • Classes trained included Shopping Carts, Purchase Orders, Contracts, Sourcing, Goods Receipts, Confirm Services, and Vendor Master Records. • Developed metrics, graphics, and databases for reporting status of department to project team members • Developed and supported end-user scheduling, change control process documentation, tracked and monitored the status of training documents SAP Change & Training Lead/SAP Training Developer, Fidelises 12/2008 – 08/2009 Maxim Integrated Products - Engineering/Manufacturing (Addison, TX, Sunnyvale, CA) FI, Procure to Pay • As the Change & Training Lead, performed duties such as creating the Training Strategy/Plan, Managing the Training Portion of the Project Plan, creating and facilitating the Train-the-Trainer program, coordinating the TTT Logistics, and Developing the Course Catalog. • Designed and developed communications regarding the project such as Change Management Strategy and Communications Plan • Performed Audience, Task, and Gap Analysis. • Developed SAP end-user training documentation (PPT, Job Aids, and Training Manuals) on SAP Procure to Pay process P a g e | 6 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com SAP Training Consultant, K2 Partnering Solutions 12/01/2008 – 12/05/2008 US Dept of Agriculture (USDA) – Federal Government & SAP America TERP 10 (Providence, RI & Kansas City, MO) • Designed and Delivered a one-week Boot Camp on SAP America’s TERP 10 course to the US Department of Agriculture – Enterprise IT Solutions (IT) and Farm Services Agency (FSA) divisions • Covered several disciplines within SAP Financial Accounting (FI, PS,AA), Logistics (SD, MM, PM), Human Capital Management (HR), and Business Intelligence (BI) SAP Training and Development Consultant/Procurement Training Lead 07/2008 - 11/2008 IBM/Pono Group Group (Tallahassee, FL) Brock Group – Oilfield Services (Houston and Beaumont, TX) • Developed SAP end-user training documentation as well as delivered end-user training on Brock’s SAP Procurement (AP-AR) and Accounts Receivable (FI) processes • Assisted Functional Team on creating the Business Process Procedures (BPPs) using RWD uPerform • Assisted with the planning, creation, scheduling and maintenance of the Training Environment SAP Training Lead/FI-CA Trainer/Change Management, TXU Energy (Dallas, TX) 05/2007 - 07/2008 Energy/Utilities • As the Training Lead, performed the Front-End Analysis/Training Needs Assessment, Audience and Task Analysis, and created the End-User Training Strategy/Plan • Developed project templates (Presentation Decks, Course Manuals, Exercise Guides) • Developed SAP end-user training documentation on IS-U /CCS FI-CA Processes (Course Manuals, PPTS, Job Aids) • Assisted Functional Team on creating the Business Process Procedures (BPPS) using RWD uPerform • Performed Organizational Readiness activities such as Kick-off Meetings, Project Communications, Change Management Strategy, Communications Plan, Road Shows, and Lunch-n-Learns SAP Training and Documentation Consultant, K2 Partnering Solutions (Providence, RI) 04/2005 - 05/2007 Siemens Building Technologies (Buffalo Grove, IL (Home Base), Various Locations within N. America) Building Automation • Developed SAP end-user training documentation (Procedure Reference Guides, Exercise Guides, and Power Point Slides) on the SAP Customer Service (CS)/Plant Maintenance (PM) process and Human Resources (OM-PA) • Worked on basic configuration issues as they arose during End-User Training and Post Go-Live Support • Trained several hundred end-users throughout N. America • Provided 1st Level post go-live support SAP Training and Documentation Consultant, Shirley Hollywood & Associates 11/2004 - 04/2005 (Dallas, TX) DHL Worldwide Express – Freight Services (Phoenix, AZ and Fort Lauderdale, FL) • Developed SAP end-user training documentation (Procedure Reference Guides, Exercise Guides, and Power Point Slides) on SAP Materials Management (MM) Procurement, Inventory Management (IM), and Business Warehouse (BW) • Delivered training to DHL Buyers, Inventory Personnel, and Financial Analysts • Provided Post Go-Live support SAP Training and Documentation Consultant/Order to Cash (OTC) Lead 07/2004 - 10/2004 P a g e | 7 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com Shirley Hollywood & Associates (Dallas, TX) City of San Antonio – City Government (San Antonio, TX) • Served as the Order to Cash Training Lead • Developed SAP end-user training documentation (Procedure Reference Guides, Exercise Guides, and Power Point Slides) on the Order-to-Cash process with primary focus on Customer Master Maintenance and Sales Order Processing, Billing, and Accounts Receivable activities • Delivered end-user training on the OTC functionality to City employees SAP Training and Documentation Consultant, Abreon Group (Pittsburgh, PA) 04/2004 - 07/2004 Siemens Westinghouse (Orlando, FL) Power Generator • Developed training documentation and exercises scenarios using Microsoft Power Point and Word and Viewlet Builder • Developed training documentation on Plant Maintenance • Delivered training on the Plant Maintenance functionality (Notifications, Work Orders, Order Settlement) SAP Training and Documentation Consultant, Champion Technologies (Houston, TX) 12/2003 - 04/2004 Manufacturing/Chemicals • Developed training documentation and exercises scenarios using Microsoft Power Point and Word • Developed end-user training documentation on SAP Plant Maintenance (PM) and Quality Management (QM) processes • Delivered end-user training to plant personnel at multiple facilities throughout N. America SAP Training and Change Management Consultant, Insight (Tempe, AZ) 09/2003 - 12/2003 Office Products • Performed Front-End Analysis/Training Needs Assessment for End-User Training • Developed the Course Catalog and Coordinated the Training Schedule and Logistics • Developed Corporate Communications regarding End-User Readiness post training • Trained approximately 1000+ sales representatives on RepUI (a front-end user interface to SAP) • Trained SAP R/3 Sales and Distribution (SD) functionality such as editing incomplete sales orders and checking order status SAP Training and Documentation Consultant, Seal Consulting, Inc. (Edison, NJ) 05/2003 09/2003 Celanese – Chemicals/Manufacturing (Dallas, TX) • Developed training documentation and exercises scenarios using Microsoft Power Point and Word. • Wrote the following SAP End-User Training Manuals: Quality Management (QM), Plant Maintenance, and Human Resources (HR). • Trained end users in SAP Plant Maintenance and Human Resources at the Celanese corporate facility SAP Training and Documentation Consultant Shirley Hollywood & Associates 02/2003 - 6/2003 Coca-Cola Enterprises – Beverage Industry (: Atlanta, GA) • Developed end-user training documentation on the SAP R/3 Order to Cash (SD - AR) process • Developed and conducted a pilot training for Power Users on the course material • Delivered Train-the-Trainer to business trainers P a g e | 8 6021 Midnight Pass Rd., Unit 3, Sarasota, FL 34242, Tel: (310) 779-9132, Fax: (817) 549-0261, Website: www.phoenixteam.com SAP Training and Documentation Consultant, Deloitte Consulting 08/2002 - 2/2003 (San Ramon, CA (Home Base), Various Locations within N. America) Chevron Texaco – Oil and Gas • Developed end-user training documentation on the basic functionality of SAP R/3 and the Order to Cash (SD - AR) process and Business Warehouse (BW) • Designated as a “Track Trainer” which consisted of a series of 9 courses for terminal managers/operators at various plants and terminals throughout N. America SAP Training and Documentation Consultant, COMSYS (Houston, TX) 11/2001 - 7/2002 ExxonMobil – Oil and Gas (Houston, TX (Home Base), Various Locations within N. America) • Developed end-user training documentation on the SAP Plant Maintenance (PM) and Quality Management (QM) processes • Delivered end-user training at Plants throughout N. America as well as offshore (Diana Hoover) • Delivered training seven days a week to accommodate the 7-on / 7-off work schedule • Communicated with Plant Managers and personnel to assess system needs, gained expertise in industry business processes, and consulted with technical support professionals. SAP Training and Documentation Consultant/Order to Cash Lead, PwC 08/2001 - 11/2001 Naperville, IL and London, UK BP Amoco – Oil and Gas • Delivered end-user training on the basic system functionality of SAP R/3 and the Order to Cash (SD) process • Provided support to development team testing, updating, and maintaining training deliveries • Delivered training to end-users in the U.S. as well as in the United Kingdom (UK) SAP Training and Documentation Consultant/International Team Training Lead 04/2001 - 08/2001 J. Anthony and Associates (Frankfurt, Germany, Madrid, Spain, Moscow, Russia, Milan, Italy) Avaya Communications – Telecommunications • Delivered end-user training on the basic functionality of SAP R/3 and the Quote to Cash (SD - AR) process • Designed and Development corporate communications for Training Kick-Off • Trained end-users in Germany, Spain, Russia, and Italy • Provided 1st Level post go-live support in Italy SAP Technical Writer/Training Coordinator, DA Consulting Group (Houston, TX) 04/2000 - 03/2001 Compaq Computer Corp – Retail • Developed end-user training documentation on the basic functionality of SAP R/3 and Order Processing (SD) • Delivered end-user training on the Order Processing and Basic Navigation for deployment phase of the project • Coordinated training logistics, prepared print shop orders, and created and monitored project standards for deliverables RFP #21-7936 for Prefessional Services for SAP S/4HANA Implementation ‘Driven by Excellence. Powered by Trust.’ P a g e | 161 A3.2 DATA TRANSFORMATION TEAM A3.2- CBS Team.pdf cbs Corporate Business Solutions 1/12 Consulting Profile Joerg Potthoff cbs Position Manager SLT Project Manager Education 4yrs studies of BIS (business information systems) at PTL Wedel, Holstein, Germany SAP 10 mo. training at SNI Education Center, Dusseldorf, Germany Languages German, English, French Representative Projects Pacific Drilling – SLT Project Manager in a Plant Move SLT project, Pactiv – SLT Project Manager in a Data Deletion project, RFS – SLT Project Manager in a Finance Transformation project, AVNET – SLT Project Manager in a transformation project, Volkswagen of America – Project Manager in a system carve-out project, Ally Financial – technical Project Manager in a carve-in project Important Clients Pacific Drilling, Pactiv, RFS, AVNET, VWGoA, Coroplast, Porsche AG, Porsche Cars NA, Porsche Motorsport USA, Faurecia USA, Major company in the food industry USA, Dieffenbacher USA, Maquet Getinge USA, Glatfelter Main Sectors Banking, Chemical Industry, Automotive OEM, Automotive Supplier, Electronics, Food Industry Role profile as Consultant Steering Committee, Management Consulting, Project Management, Program Management, Integration Management, Consultant Process- & Integration- Know-how Data Migration, System Landscape Optimization, Carve-In, Carve-Out Technical Focus Providing solutions in System Landscape Transformations, ABAP, SAP Archiving, FI, SD, MM, BASIS Professional Experience SAP experience since 1997 cbs Corporate Business Solutions 2/12 Consulting Profile Projects Client PACTIV Sector Manufacturer/Distributor of foodservice products and food packaging Project Data Deletion using SLT. Large number of data & downtime restrictions. Location Forest Hills, IL Time 12 months Position SLT Project Manager Technologies cbs Enterprise Transformer® Activities cbs Project Management for the SLT portion of the project Client PACIFIC DRILLING Sector Offshore ultra-Deepwater drilling company Project Plant Move using SLT. Tight timeline. Location Houston, TX Time 3.5 months Position SLT Project Manager Technologies cbs Enterprise Transformer® Activities cbs Project Management for the SLT portion of the project Client AMERICAN RAILCAR / GREENBIER Sector Railcar repair and leasing services Project Business Carve-Out on Company Code level. Tight timeline. Location Saint Charles, MO Time 3.5 months Position LT Project Manager Technologies SAP LT® Activities cbs Project Management for the LT portion of the project Client RADIO FREQUENCY SYSTEMS (RFS) Sector Radio Frequency Antennas and Equipment Project Complex Finance Harmonization and Transformation. Location Meriden, CT Time 15 months Position SLT Project Manager Technologies cbs Enterprise Transformer® Activities cbs Project Management for the SLT portion of the project Client GLATFELTER Sector Specialty Paper manufacturer Project Business Carve-Out on Company Code level. Tight timeline. Location York, PA cbs Corporate Business Solutions 3/12 Consulting Profile Time 3.5 months Position SLT Lead Finance Controlling Technologies cbs Enterprise Transformer® Activities cbs ET® configuration and execution for FICO portion of the project Client SCHENCK PROCESS Sector Measuring and Process technologies manufacturer Project Carve-In of newly acquired US subsidiary. Tight timeline. Location Naperville, IL Time 3.5 months Position SLT Project manager Technologies SAP LSMW Activities cbs Project Management for the SLT portion of the project Client AMESBURY TRUTH Sector Door/Window hardware manufacturer Project SAP Carve-Out on company code level using SAP LT. Tight time-line project with an US/European team. Location Owatonna, MN / remote Time 1.5 months Position SLT Project manager Technologies SAP LT Activities cbs Project Management for the carve-out portion of the project Client AVNET Sector Electronics Industry Project Large System Transformation Project retiring an existing SAP landscape into a new SAP environment and integrating external systems Location Phoenix, AZ Time 5 months Position SLT Project manager Technologies cbs ET Enterprise Transformer Activities cbs Project Management for the SLT portion of the project cbs Corporate Business Solutions 4/12 Consulting Profile Client MAJOR GLOBAL COMPANY IN THE FOOD INDUSTRY Sector Frozen food producing company (cannot disclose company name) Project Large Carve-Out of several systems due to spin off from previous owner Location Washington State, Idaho, Nebraska Time 10 months Position Program Manager, responsible for coordinating multiple parallel efforts and teams on the project Technologies SAP SLO / SLT Activities Program Management for the client with oversight over the full project Client FAURECIA NORTH AMERICA Sector Automotive Supplier Project SAP Rollout to new plant - greenfield Location Queretaro, Mexico Time 3 months Position Rollout Project Manager Technologies Activities Project Management, coordination of all involved teams and activities Client FAURECIA EUROPE Sector Automotive supplier Project Improvement of interface message handling in a customized Windows Service application Location Czech Republic, Michigan (remote) Time 3 months Position Project Manager Technologies Activities Project Management / coordination of remote delivery Client MAQUET GETINGE Sector Medical equipment Project SAP rollout to US organization Location New Jersey Time 12 months Position ABAP specialist Technologies ABAP, LSMW Activities Adaption of reports to new SAP release, creation of special custom programs, preparation and support of data migration cbs Corporate Business Solutions 5/12 Consulting Profile Client EISSMANN USA Sector Automotive Supplier Project SAP rollout USA Location Port Huron, Michigan Time 4 months Position ABAP FI specialist Technologies ABAP, BASIS Activities Introduction of check printing and bank master maintenance as part of an SAP rollout project Client COROPLAST FRITZ MUELLER USA Sector Automotive Supplier Project SAP rollout to new plant in USA Location South Carolina, Wuppertal (Germany) Time 11 months Position Project Manager rollout activities Technologies Activities Project Management for SAP rollout, support of special activities, like check form setup and check printing from SAP Client VOLKSWAGEN OF AMERICA Sector Automotive OEM Project SLT Carve-Out of US unit from a (MX/US) shared SAP system for VW parts business Location Auburn Hills, MI / Puebla, MX Time 12 months Position Project Manager Technologies SNP Transformation Backbone (T-Bone) Activities Project Management, coordination of all project related parties and activities, Client VOLKSWAGEN OF AMERICA Sector Automotive OEM Project Evaluation of planned Order Management solution options Location Herndon, VA Time 3 months Position Project Manager Technologies Activities Project Manager in a Management Consulting project cbs Corporate Business Solutions 6/12 Consulting Profile Client VOLKSWAGEN OF AMERICA Sector Automotive OEM Project Improvement of Logistics Dock Scan Monitor solution Location Chattanooga, TN Time 6 months Position ABAP lead for realization of change request Technologies ABAP Activities Realization of SAP change request for VW production plant, test preparation and execution Client PORSCHE MOTORSPORTS NA Sector Automotive OEM Project Consulting SAP finance improvements Location Santa Barbara, CA Time 2 months Position Lead consultant Technologies Activities Capture of As-Is and To-Be, creation of recommendation documents and consulting on next steps. Client PORSCHE CARS NORTH AMERICA Sector Automotive OEM Project Diverse smaller projects to improve PCNA NA SAP application Location Atlanta, GA Time 12 months Position Consultant, Project Manager Technologies Activities Consulting and Project Management for several smaller project activities at PCNA Client RAFI USA Sector Automotive supplier Project US Project Manager for local SAP rollout project Location Washington State, Ravensburg, Germany Time 5 months Position Local Project Manager for SAP rollout to USA Technologies Activities Project Management for rollout project to USA, coordination of activities in Germany and locally in the US cbs Corporate Business Solutions 7/12 Consulting Profile Client DIEFFENBACHER USA Sector Machinery construction Project SAP rollout to the USA Location Alpharetta, GA Time 4 months Position Project Management, FI Banking specialist Technologies Activities Project Management for a fast-paced rollout project, coordination of activities plus enabling local check payment process for Dieffenbacher Client PORSCHE AG Sector Automotive OEM Project SAP AMS Support Location Global, remote Time 12 months Position Remote AMS support for FI, MM, SD, WM, PP Technologies Activities Ticket analysis and resolution Porsche globally. Part of a larger AMS organization supporting the customer on a 24/5 basis Client ALLY FINANCIAL Sector Automotive Banking Project Roll-In of Canada Organization from Oracle to SAP Location Detroit Metro, MI Time 7 months Position Technical Project Manager Technologies Traditional SAP technologies Activities Project Management of technical team and activities in a strategic project for Ally Financial Client GMAC LLC Sector Automotive Banking Project SAP re-implementation Location Detroit Metro, MI Time 18 months Position Key Inhouse-expert for technical and ABAP related project portions in a strategic SAP re-implementation for GMAC at the time Technologies Activities Technical and ABAP roles in a large System re-work and upgrade project cbs Corporate Business Solutions 8/12 Consulting Profile Client GMAC EUROPE Sector Automotive Banking Project Introduction of SAP Archiving Location Russelsheim, Germany Time 9 months Position In-house technical lead for the full introduction of SAP Archiving for all 22 European country units of GMAC Europe Technologies Standard SAP Archiving, custom Archive Info Objects Activities Archiving consulting and requirements gathering and harmonizing, technical realization, execution of initial archiving, set-up of procedures for repetitive archiving, creation of custom archive info objects to user group requirements Client GMAC EUROPE Sector Automotive Banking Project Technical/Development Lead in SAP CoE Location Russelsheim, Germany Time 6.5 years Position In-house technical and development lead for all 22 European country units of GMAC Europe Technologies Activities All development related activities, technical consulting, specialized in SAP Payment and Banking processes on module level. Technical lead in SAP rollout to UK based GMAC subsidiary in the automotive lending sector Client LUFTHANSA SYSTEMS Sector Airline / Travel Project Location Kelsterbach, Germany Time 2 years Position ABAP lead in Condor airlines support team/ TATS Technologies Activities Consulting, report creation, system upgrade support, system functionality improvements per customer requirements, maintenance and improvement of LH custom solution for TATS (travel agency invoicing management) cbs Corporate Business Solutions 9/12 Consulting Profile Client ALCATEL CABLE Sector Cable and wire Project Introduction of SAP Location Paris, France and Charleroi, Belgium Time 9 months Position ABAP Sr. Consultant for SAP rollout with emphasis on interface realization Technologies SAP standard, new SAP Oil and Mill IS Activities Realization of cable industry specific interfaces in close cooperation with the SAP IS Oil and Mill team. Development of other ABAP solutions per project requirement. cbs Corporate Business Solutions 10/12 Consulting Profile Certificates • Master's Certificate in Advanced Project Management Project Management Academy, 2016 • Lean Six Sigma Green Belt Certificate Project Management Academy, 2016 • PMP certification (ID 1800011) Project Management Institute, 2015, Newtown Square, PA • SAP Certified Consultant (ABAP Development and Workbench), SAP, 1998, Düsseldorf, Germany • SAP Training as ABAP Developer for R/3 (ARIS, MM, PP, ABAP, Win NT, Oracle SQL) 1997 – 1998, Siemens-Nixdorf Training Center, Düsseldorf, Germany Trainings • S4H100 SAP S/4HANA Implementation Scenarios, SAP, 2016 • Strategic Risk Management Project Management Academy, 2016 • PMI-ACP Exam Prep Course Project Management Academy, 2016 • Program Management Fundamentals Project Management Academy, 2016 • MS Project 2013 Course Project Management Academy, 2016 • PMI-PMP Exam Prep Course Project Management Academy, 2014 • CA710 Adv Functions of Report Writer, SAP, 2008 • CA705 Report Painter/Report Writer, SAP, 2008 • BW310 SAP BW Data Warehousing, SAP, 2007 • USMF Change Request Management SolMan, SAP, 2006 • USMF50 SAP SolMan Service Desk functions, SAP, 2006 • DERPFI Delta Financials 4.0 - R/3 Enterprise, SAP, 2003 • D620AW Delta ABAP Workbench SAP R/3 4.6 – SAP Web AS 6.20, SAP, 2003 • AC205 Financial Closing, SAP, 2002 • AC200 Configuration General Ledger and Business Partners, SAP, 2002 cbs Corporate Business Solutions 11/12 Consulting Profile • BC325 Software Logistics, SAP, 2001 • D346AW Delta ABAP Workbench 3.x – 4.6C, SAP, 2001 • BC621 SAP IDoc Interface (development), SAP, 2000 • MBC40 Managing ABAP Development Projects, SAP, 2000 • Project Management I, HiServ Training, 2000 • Moderation Methods, HiServ Training, 2000 • Java Programming, Sun microsystems, 2000 • MQSeries Administration on Workstations, IBM, 1998 • Mercator Advanced, HiServ Training, 1998 • Mercator Beginner, HiServ Training, 1998 Career Since 08/2018 cbs Corporate Business Solutions America, Inc. Location Philadelphia, PA Position Principal SLT / Project Manager 2016 – 2018 R3D Consulting Location Troy, MI Position Program Director, SAP 2012 – 2015 MHP Americas Location Atlanta, GA Position Manager, Manager/Practice Lead Technology 06/2010 – 2011 Ally Financial Location Detroit Metro, MI Position Senior SAP Project Manager 10/2007 – 06/2010 GMAC LLC Location Detroit Metro, MI Position SAP Senior In-house Consultant 02/2002 – 09/2007 GMAC Europe GmbH Location Russelsheim, Germany cbs Corporate Business Solutions 12/12 Consulting Profile Position SAP Senior In-house Consultant 11/2000 – 01/2002 Lufthansa Systems GmbH Location Kelsterbach, Germany Position SAP Consultant 1998 – 10/2000 HiServ GmbH Location Frankfurt Hoechst, Germany Position SAP Consultant Consulting Profile: Jose Luis Purata· cbs Corporate Business Solutions 1/4 Consulting Profile Jose Luis Purata cbs Position SLT Advisor Education BSc Mechanical Engineering – Tecnologico de Monterrey, Mexico Minor in Industrial Engineering – Hochschule Pforzheim, Germany Languages Spanish (Mother tongue), English (business proficient), German (intermediate) Representative Projects SAP Data Migration implementation projects for several Manufacturing plants (standard and configured). Front office projects (sales and customer related data). Important Clients Internal Consultant for an Energy Solutions Company Main Sectors Manufacturing Role profile as Consultant As team member of various projects, professionally skilled in SAP implementations and logistics & customer service processes. Hands- on experience in projects and end user day to day activities. Data Migration Leader for several projects. Process- & Integration- Know-how Extensive background in Warehouse Management, Transportation, Inventory Management, Customer Master related processes i.e. Pricing strategies, Customer hierarchies. Professional Experience 8 years of SAP experience as data migration leader in the domains of Sales and distribution, Materials and Warehouse management. Consulting Profile: Jose Luis Purata· cbs Corporate Business Solutions 2/4 Consulting Profile Projects Client Schneider Electric Sector Manufacturing Project ECC – S/4HANA Integration Location USA business (+50 locations) Time 06.2018 – 03.2020 Position Sales Data Migration Leader Activities As a Data Migration Leader responsible to migrate Customer and sales related data from a Legacy System and SAP ECC to S/4HANA. Migration included data clean up, transformation and enrichment to support S/4HANA characteristics. Work with the development team to create new load programs, test and suggest the best strategy for Data Migration. _____________________________________________________________ Client Schneider Electric Sector Manufacturing Project SAP ECC Split Location Monterrey, Mexico Standard Product Plant Time 01.2018 – 06.2018 Position Logistics Data Migration Leader Activities Lead Data Migration domain for Warehouse, transportation and shipping. Implemented a new Production Planning Module in 1 plant and removed a section of the plant to transfer it to a new plant code. During go live it included removing inventory levels from one plant (MM and WM), and transferring them to the new plant code. TO cleanup in both entities, development of an in-house LSMW to do the inventory transfer. _____________________________________________________________ Client Schneider Electric Sector Manufacturing Project SAP ECC Support Location Monterrey, Mexico Configured Product Plant Time 10.2017 – 12.2017 Position Logistics Consultant Activities Support an ETO plant post go-live in operations ramp-up. Provided training, best practice sharing and error corrections in the Warehouse and Shipping areas. Worked directly with hourly personnel and Supervisors in the Shopfloor. Client Schneider Electric Consulting Profile: Jose Luis Purata· cbs Corporate Business Solutions 3/4 Consulting Profile Sector Manufacturing Project Non-SAP Legacy – SAP ECC Location Mexico and Central America (+10 locations) Time 10.2016 – 09.2017 Position Data Migration Manager Activities Responsible to lead a group of people to provide all necessary data to support Front Office (sales, pricing, customer, billing, logistics) and back office (materials, manufacturing, shipping). Included training the team in the use of the company’s internal Migration tool, testing and execution. Loaded master and transactional data. Client Schneider Electric Sector Manufacturing Project Non-SAP Legacy – SAP ECC Location USA (7 locations) Time 10.2014 – 10.2016 Position Logistics Data Migration Leader Activities Participated in several projects during this time span, one manufacturing plant at a time to migrate each plant to SAP ECC. Included standard product plants, configured to order plants and Distribution Centers. Responsible for extracting Master Data from the legacy system, mapping it to the correct SAP ECC table, enriching and transforming data where required and loading it. Areas of responsibility: Warehouse Management, Shipping, Transportation and Inventory levels. Client Schneider Electric Sector Manufacturing Project SAP ECC Management Location Tiuana, Mexico Time 02.2011 – 10.2014 Position Plant Logistics Key User Activities Supervise +40 people in 2 shifts, responsible for the correct operation of all Logistics Operations in the plant. Warehouse goods receipt, internal WH material hadling, WH replenishment strategies, mph transfer to production lines, product evacuation from production cells, shipping, transportation, cycle counts in the plant to maintain healthy inventory levels. Plant lead for annual Physical Inventory in SAP. Consulting Profile: Jose Luis Purata· cbs Corporate Business Solutions 4/4 Consulting Profile Career Since 03.2020 Location Position Since 02.2011 Location Position cbs Corporate Business Solutions America Devon, PA, USA SLT Advisor Schneider Electric Monterrey and Tijuana, Mexico Several across Manufacturing and IT environments Consulting Profile: Ilse Vercruysse · cbs Corporate Business Solutions 1/3 Consulting Profile Zenub Rauf cbs Position SLT Advisor Location Naperville, IL Education Business Associates Degree, Marketing – Algonquin College, Canada Certification, SAP Financial Accounting & S/4HANA Finance – SAPSE, USA Certification of Completion, SAP FICO, S/4HANA Finance – ZaranTech, USA Languages English (Native), Urdu, Hindi, Punjabi (fluent) Representative Projects SAP implementation projects in the areas of Financial Accounting and Controlling. SAP Landscape transformation projects. Important Clients Pactiv, Arapahoe County, US Elite Inc, GreenT. Main Sectors Government, Manufacturing, Agricultural, Banking. Role profile as Consultant As team member of various projects, professionally skilled in SAP implementations, Financial Accounting and customer service processes. Functional and technical consultant in the SLT space. Process- & Integration- Know-how Extensive knowledge in SAP S/4HANA migration with focus on Financial Accounting and Controlling, PCA, CCA and COPA. Professional Experience SAP certified consultant with a cumaltive 9+ years of business and financial experience. Consulting Profile: Ilse Vercruysse · cbs Corporate Business Solutions 2/3 Consulting Profile Projects Client PACTIV Sector Packaging Project Carve out Location Philadelphia, US Time 09.2020 – current Position SLT consultant Activities Using CBS ET software to do the carve out of several company codes in Source ECC system. _____________________________________________________________ Client Arapahoe County Sector Government Project S/4HANA Conversion Location Arapahoe, Colorado Time 09.2020 – current Position SLT consultant Activities Migrating financial and controlling data from an ECC system to a new S/4HANA system using cbs ET software. _____________________________________________________________ Client GreenT Sector Project SAP ECC Implementation Location Aurora, US Time 02.2019 – 08.2020 Position FICO consultant Activities As a functional consultant, addressed the needs of GreenT to expand business process opportunities using SAP. Designed, configured and tested core areas of Financial Accounting and Controlling. Client US Elite Inc Sector Manufacturing Project SAP Business One Implementation Time 01.2018 – 11.2018 Consulting Profile: Ilse Vercruysse · cbs Corporate Business Solutions 3/3 Consulting Profile Position FICO consultant Activities Integrated key operational and customer-centric divisions, from Financial Accounting to Inventory Management, allowing US Elite to operate more efficiently. Client SCOTIABANK Sector Banking Project Re-Age Location Ottawa, Ontario Time 05.2012 – 05.2016 Position Senior Business Analyst Activities Using data analytics, determined requirements to deliver data-driven recommendations to Scotiabank executives. Creating RE-AGE program helping Scotiabank reach quarterly financial goals. Certifications Application Professional-Financials in SAP S/4HANA for SAP ERP Finance Experts Application Associate-Financial Accounting in SAP ERP 6.0 EhP7 Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 1/4 Consulting Profile Richard Sams cbs Position Principal SLT Advisor (System Landscape Transformation) Education Bachelor’s Degree: Finance Minors: German & Economics The Pennsylvania State University, State College, PA The University of Cologne, Germany – Study Abroad Business & Language program Languages English (native), German (strong working knowledge) Representative Projects S/4HANA Migrations from ECC / Organizational Structure changes including Controlling Area Merges, Company Code Deletions & Merges / Data Harmonization including Chart of Account Conversions and Master Data Renaming / Currency Conversions including Local Currency Conversions, Activation of Parallel Currencies, CO & PCA Currency Conversions. Important Clients SPS Companies, Arapahoe County, Dr. Oetker, American Railcar / Greenbriar, Pacific Drilling, PQ Potters Main Sectors Manufacturing, Public Sector, Aerospace & Defense, Automotive, Retail, Pharmaceutical, Electronics, Chemical Manufacturing, Forestry Products, Petroleum, Hi-Tech, Banking and Finance, Media Role profile as Consultant Working on SAP Landscape Transformation (SLO) projects in the Finance and Controlling areas and on Carve-out projects. Specialized in S/4HANA specific topics such as creation of Universal Journal ACDOCA and Account Totals. Process- & Integration- Know-how Strong Integration-Knowledge to SAP core modules FI & CO, Business Process Harmonization & System Landscape Transformation Project Management and m-cbs project methodology Professional Experience Over 22+ years of experience with leading and executing SAP Landscape Transformation (SLO) projects Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 2/4 Consulting Profile Projects For cbs corporate business solutions Inc. Client Arapahoe County Sector Government Project S/4HANA Upgrade Location Denver, CO – USA Time 10.2020 – 04.2021 Technologies cbs Enterprise Transformer® Position Lead FI/CO Consultant Conversion of Cost Centers and Fund Centers to 10 digits // Renumbering of some GL Accounts and Commitment Items // Adding Profit Center and Segment data to historical transactions to enable additional reporting options. // New G/L - Universal Journal ACDOCA configuration required as part of S/4 HANA including document splitting // New Asset Accounting configuration required as part of S/4 HANA. Client SPS Companies Inc. Sector Steel and Supply Project SPS/4WARD Location Kansas, MO – USA Time 10.2019 – 01.2021 Technologies cbs Enterprise Transformer® Position FI/CO Consultant ECC6.0 on-premise to SAP to S/4HANA Cloud EX // Selective Data Transition as migration approach // Selective data and processes migrated // 15 out of 30 company codes in scope // renaming of Org Structures // inactive company code data left behind // Time-slice approach with only 5 years of historical & transactional data // 88% database reduction // NewGL implementation // Mapping of transactional data into new Universal Ledger ACDOCA // New S/4 Margin Analysis (cost-based to account-based CO-PA) // New FI Asset Accounting // Charts of Accounts / Profit Center conversion Client Pacific Drilling Sector Offshore ultra-Deepwater Drilling Company Project Plant Move to another existing Company Code Location Houston, TX Time 09.2020 – 12.2020 Technologies cbs Enterprise Transformer® Position Lead Consultant for Carveout Preparation and Execution of FI & CO data conversion to move Plant to an existing Company Code. Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 3/4 Consulting Profile Client American Railcar & Greenbriar Sector Transportation Manufacturing and Railcar Repair & Leasing Services Project Company Code Deletion with SAP LT 2.0 Location Saint Charles, MO Time 05.2020 – 07.2020 Technologies SAP LT 2.0 Position Lead Consultant for Carveout For SAP America: Project for Aerospace & Defense Conversion of Chart of Accounts, Cost Centers and Profit Centers (ECC 6.0) for A&D company; Optimized conversion workbench to ensure system outage window was met. • Led technical pre-sales, scoping and statement of work creation. Determined resource requirements and developed project plan with customer project lead. Project for Pharma Chart of Accounts Conversion, Profit Center & Cost Center Conversion, Activate FI Parallel Currency and Local Currency Conversion; completed on-time and on-budget. Project Lead responsible for technical pre-sales, scoping and statement of work creation. Determine resource requirements for scoping purposes. Developed project plan with customer project lead. Configured & Executed SLO Conversion packages.  Successfully executed all conversions within a single weekend outage window.  Delivered services to align customer’s operations onto common Global reporting structure.  Optimized conversion workbench to ensure system outage window was met. Project for Chemical Manufacturing Company SAP Project Manager / Delivery Consultant Chart of Accounts conversion, Controlling Area merge, Activate FI Parallel currency. Project Manager responsible for timely implementation of conversion service within budget. Defined, communicated and scoped conversion services throughout customer’s landscape. Managed SAP resources for availability, quality and timeliness of deliverables. Configured and executed conversion packages on customer’s Test and Production systems, plus support customer testing. Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 4/4 Consulting Profile  Successfully completed project enabling customer to merge over 40 Controlling Areas into 1 and initiated one global Chart of Accounts.  Customer was able to begin using Cross-Company Code functionality to streamline operations.  Completed on-time and on-budget.  Created a trusted advisor role for all of customers conversion needs. Career Since 2019 cbs Corporate Business Solutions America, Inc. Location Devon, PA Position Principal Advisor SLT 1997 – 2019 SAP America, Inc. Location Newtown Square, PA Position SAP Certified Principal Consultant / Landscape Transformation (SLO) 1992 – 1997 Rhein Chemie (a division of Bayer) Location Trenton, NJ Position Financial Systems Analyst Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 1/11 Consulting Profile Johannes Semel cbs Position Senior Manager – Business Consulting Competence Center Manager Customer Service & Plant Maintenance Education Diploma (Univ.) in Business Administration Ingolstadt School of Management – WFI ERASMUS & DAAD scholarship – Warsaw School of Economics – SGH Date of birth January 15, 1981 Languages German (native), English (fluent), Dutch (fluent), French (basic) Representative Projects S/4 Greenfield Build S/4 Customer Management vs ECC CS (GEA) S/4 Greenfield Template Build & Rollout to Pilot US / PL (Tesa SE) Global TESCM template across 2 ERP Systems NA/EMEA/APAC (Pentair) One-Process corporate template design & rollout US/APAC (Schenck Process) Important Clients SPS Companies, GEA, Tesa, Pentair, Kemira, Schenk Process, Carrier, MTU Main Sectors Mechanical engineering, plant construction, automotive, chemicals Role profile as Consultant Project Management, Integration Management, Business Process Expert Service Processes & cbs internal Know-How Manager, Business Process Consulting with SAP SD/CS, CRM & Service Core & Coresystems Process- & Integration- Know-how Service Process Management with SAP ERP CS/SD, SAP CRM Service Strong Integration-Knowledge to SAP core modules SD/PP/MM & FI/CO, complex Cross-System Integration Scenario Knowledge, Business Process Harmonization & System Landscape Transformation Project Management and m-cbs project methodology Professional Experience 13 years of experience with business process modelling in SAP CS & SD 8 years of experience with leading ERP delivery & harmonization teams Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 2/11 Consulting Profile Projects For cbs corporate business solutions Inc. Client Arapahoe County Sector Government Project S/4HANA Upgrade Location Denver, CO – USA Time 10.2020 – 04.2021 Position Project Management Conversion of Cost Centers and Fund Centers to 10 digits // Remapping some GL accounts/Commitment items to new numbers. // Adding Segment data to historical transactions to enable additional reporting options. // Business Partner configuration, migration and initial testing and training for Customer, Vendor, Employee, and system users // New GL/Universal Journal configuration required as part of S/4 HANA including document splitting // New Asset Accounting configuration required as part of S/4 HANA. // MRP and Material Ledger updates required as part of S/4 HANA. // Fiori adjustments as necessary to maintain current business functionality. Client SPS Companies Inc. Sector Steel and Supply Project SPS/4WARD Location Kansas, MO – USA Time 10.2019 – 01.2021 Position Project Management ECC6.0 on-premise to SAP to S/4HANA Cloud EX // Selective Data Transition as migration approach // Selective data and processes migrated // 15 out of 30 company codes in scope // renaming of org structures // inactive company code data left behind // Only 5 years worth of historical & transactional data // 88% database reduction // NewGL implementation // Mapping of transactional data into new Universal Ledger // New S/4 Margin Analysis (cost-based to account-based CO-PA) // New FI Asset Accounting // Charts of Accounts / Profit Center conversion // Merged and harmonized ECC data with existing BP in S/4HANA Client Miele Inc. Sector Home Appliances Project NEXT Rollout Wave4 to USA Location Princeton – USA / Gütersloh – Germany Time 03.2019 – ongoing Position Local Project Management Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 3/11 Consulting Profile Support the local US project management with all activities related to rolling out the central template to the US sales entity. Manage the team leads and key users in all aspects of FIT/GAP, testing, cutover and training. Guidance on definition of business requirements for GAPs. For cbs corporate business solutions GmbH Client GEA Group AG Sector Engineering Project oneERP on S/4 HANA 1809 Location Düsseldorf / Oelde - Germany Time 01.2018 – ongoing Position Team-Lead Service & Spare Parts Processes Activities Template Build of global ERP system based on S/4 HANA. Blueprint and target picture of new system landscape with integration into C/4 HANA. End-to-End process design of service processes across multiple systems. C/4 (including coresystems scheduling and mobile application) with digital handshake into S/4 HANA. Creation of decision making paper for new service core (customer management 4 S/4 HANA Add-on) based on SAP product roadmap for S/4 Customer Management. Client MAN Energy Solutions Sector Engineering & Machine Construction Project S/4 Pre-Study Location Augsburg - Germany Time 01.2018 – 08.2018 Position Team-Lead Service Activities S/4 Pre-Study “Brown-Field” Conversion. Identification of must-changes and pre-project activities. Evaluation of implementation options for customer service based on new service core (customer management 4 S/4 HANA Add-on). Client TESA SE Sector Chemical Project Globe ERP Location Hamburg – Germany Time 10.2016 – 03.2018 Position Project Manager for globeERP template project & Rollout to US Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 4/11 Consulting Profile Activities Template Build of global ERP system. Template with LRD model and principal company, Rollout to Pilot Country North Amerika with multiple sites in Charlotte, Sparta, Laredo, El-paso, Grand Rapids. Client Diehl Aerospace Sector Aerospace & Defense Project Singapore Rollout / APAC Location Frankfurt / Singapore Time 06.2016 – 01.2017 Position Project Manager / SD & CS Consultant Activities Build of intercompany repair transactions & rollout to newly founded APAC legal entity. Client PENTAIR Valves & Controls Sector Machine Construction Project Italy Rollout / Bernoulli – Organizational Model Transformation Location Milan – Italy Time 09.2015 – 07.2016 Position Project Manager Activities Rollout of existing globally integrated TESCM template to 5 existing Italian legal entities. Client PENTAIR Valves & Controls Sector Machine Construction Project US Transformation / Bernoulli – Organizational Model Transformation Location Houston, TX – US Time 09.2014 – 07.2015 Position Project Manager / CS consultant Activities Transformation (SLO) of existing GT template into globally integrated TESCM template to 6 existing US legal entities. Fit/Gap of designed prototype against local business requirements. Localization of service requirements. Client PENTAIR Valves & Controls Sector Machine Construction Project UK Rollout / Bernoulli – Organizational Model Transformation Location Manchester – UK Time 09.2014 – 07.2015 Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 5/11 Consulting Profile Position Project Manager / CS consultant Activities Rollout of existing globally integrated TESCM template to 4 existing UK legal entities. Fit/Gap of designed service prototype against local business requirements. Localization of service requirements Client PENTAIR Valves & Controls Sector Machine Construction Project Design Phase / Bernoulli – Organizational Model Transformation Location Amsterdam – Netherlands Time 11.2013 – 08.2014 Position Integration Manager SD / CS Activities Blueprinting and Prototyping a global TESCM template across 2 ERP systems. Blueprinting and standardizing global objects and migration strategies to move 20 legacy ERP (SAP and NonSAP) systems to 2 global (APAC & EMEA/AMERICAS) SAP ERP global platforms. 3 project types (SAP Conversion / SAP to SAP Rollin/Merge / SAP Rollout) Establishment of brand new service prototype. Global order to cash process including cross-company services. / In-house repairs / Service Tickets / Customer Owned Inventory / Shipment in Advance / Effort related quotes & billing / configurable service products Client DORMA Sector Access & Door Solutions Project Global ERP Template Location Ennepetal - Gemrany Time 03.2013 – 09.2013 Position Project Manager Activities Implementation and documentation of a corporate global system template Build all template elements (Process Documentation / Training Documentation / End-User Documentation / Core Document / Template Presentation) based on current system design Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 6/11 Consulting Profile Client KEMIRA OYI Sector Chemistry Project US LER – US Legal Entity Restructuring Location Helsinki – Finland / Atlanta, GA – USA Time 10.2012 – 07.2013 Position Project Manager Activities Within existing OneKEM & TESCM template the 4 existing US companies had to be merged into one company code. Additionally, the depending 4 sales organizations as well as 2 purchase organizations had to be merged. Merge by plant re-assignment System Landscape Transformation done with cbs Enterprise Transformer In total 40 migration objects to deal with the scope. Database conversion of all depending master & transactional data with hard close at mid-year. Client KEMIRA OYI Sector Chemistry Project OCP13 – Organizational Change Project 2013 Location Helsinki - Finland Time 09.2012 – 02.2013 Position Project Manager Activities Within existing OneKEM & TESCM template the global profit center structure had to be re-organized according to new CEO requirements / Oulu Plant Split, due to the profit center requirements a plant and all depending master & transactional data had to be split / Split of one global sales area – due to the profit center requirements a global sales area and all depending master & transactional data had to be split System Landscape Transformation done with cbs Enterprise Transformer In total 30 migration objects and profit centre balance carry forward program to deal with the scope. Database conversion of all depending master & transactional data with hard close at year end Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 7/11 Consulting Profile Client KEMIRA OYI Sector Chemistry Project SSOS – Simplified Sales Org Structure Location Helsinki - Finland Time 05.2012 – 10.2012 Position Project Manager / SD Consultant Activities Within existing OneKEM & TESCM template the 20 EMEA sales organizations had to be harmonized via cbs Enterprise Transformer. Merge of 20 EMEA sales organizations and all depending master & transactional data with hard close at year end Client SCHENCK ACCURATE / MAC PROCESS / STOCK EQUIPMENT Sector Engineering Project OneProcess – Rollout to USA Location Kansas City MO/ Cleveland OH/ Whitewater WI - USA Time 09.2011 – 06.2012 Position Module Lead CS / SD Activities System Template Rollout to the United States Process Training / GAP Analysis / GAP Implementation / Legal Requirements / Data Migration from Legacy System Client SCHENCK PROCESS GMBH / SCHENCK PROCESS AUSTRALIA LTD Sector Engineering Project OneProcess – Rollout to Australia Location Sydney - Australia Time 01.2011 – 08.2011 Position Module Lead CS / SD Activities System Template Rollout to Australia Process Training / GAP Analysis / GAP Implementation / Legal Requirements / Data Migration from Legacy System Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 8/11 Consulting Profile Client SCHENCK PROCESS GMBH Sector Engineering Project OneProcess – Preparation and Documentation of Global Template Location Darmstadt – Germany Time 11.2010 – 11.2011 Position Module Lead CS / SD Activities Implementation and documentation of a corporate global system template Optimizing the existing customer service processes Client MTU GMBH Sector Automotive Project BR1600 – EPA (Environmental Protection Agency) Location Friedrichshafen – Lake Constance Time 05.2010 – 05.2011 Position CS – Consultant Activities Implementation of integrative emissions-workbench data base for export control EPA Integration of the occurring emission process data into the existing customer service processes and master data Client KION GROUP GMBH Sector Parts Handling and Warehouse Management Project Release Upgrade 4.7 Location Hamburg Time 06.2010 – 10.2010 Position CS – Consultant Activities Upgrade and Test of Service processes Mobile Service with lotus notes database Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 9/11 Consulting Profile Client PENTAIR WATER EUROPE Sector Pumps & Filtration Project Janus – Wave 5 Rollout to Germany Location Bielefeld – Germany / Herentals - Belgium Time 10.2009 – 09.2010 Position CS – Consultant Activities Implementation of Service Functionalities Enhancing given Rollout Template with Service (Inhouse Repairs) functionalities Client MTU GMBH Sector Automotive Project BR1600 – Implementation for pilot plant for new engine model range Location Friedrichshafen – Lake Constance Time 01.2008 – 05..2009 Position CS – Consultant Activities Implementation of After Sales Functionalities Implementation of the service business processes Client CARRIER BEDRIJFSKOELING NEDERLAND B.V. Sector Refridgeration Services Project New Horizon – Roll Out ERP CS Template Location Utrecht – Netherlands Time 01.2008 – 01.2009 Position CS – Consultant Activities Support and consulting the service organisation Analysis and description of existing Gaps between the provided template and the new business requirements. Implementation of new requirements. Above all Service Contract and Warranty Management Modular, freely configurable service contracts as individual controlling object Full integration of contract information into the existing service processes Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 10/11 Consulting Profile Client PRICE WATERHOUSE COOPERS Sector Auditing and Consulting Project Client First – Implementation and Enhancement SAP CRM Location Frankfurt am Main Time 08.2007 – 10.2007 Position Consultant for Solution Manager Activities Preparation and Implementation of the Testworkbench in SAP Solution Manager System based support for the “user acceptance tests” Client ETAS GMBH Sector Development- and Diagnosis- Tools for automotive solutions Project Implementation of a SAP CRM based service ticket solution Location Stuttgart (Germany) Time 01.2007 – 04.2007 Position Design Ticket system using SAP CRM Activities Analysis, design, and implementation of a customer support ticket system based on SAP CRM. Analysis and Design of the interface to feed the leading development support system with SAP CRM ticket information. Client HU-FRIEDY MFG. CO., INC. Sector Dental instruments manufacturing Project Roll-out USA template to Germany Location Leimen (Germany), Time 11.2006 – 02.2007 Position Consultant for technical services Activities Creating of process documentation for technical services, End-user training documentation. Supporting integration tests and providing after Go-live support. Customizing and testing of output control. Consulting Profile: Error! Reference source not found.· cbs Corporate Business Solutions 11/11 Consulting Profile Client SAF – HOLLAND GMBH Sector Automotive industry subcontractor Project All-Inclusive servicecontracts for heavy-duty-vehicle axes Location Bessenbach (Deutschland) Time 11.2006 – 07.2007 Position CS - Consultant Activities Service contracts and maintenance planning / Creation of a customer vehicles as equipments / Traceability of serialized axes via installed base / Service contracts act as controlling object and maintenance plans serve the purpose of dunning processing / Invoice of maintenance is based on time and material Internal Training Overview MM Overview FI/CO Overview SD Overview SCM/APO Overview ABAP/ABAP-OO Presentation Training Conflict Management Time Management SAP Trainings PLM335 Service Processing CR100 CRM - Customizing CR700 CRM – Service Career Since 04/2006 cbs Corporate Business Solutions Unternehmensberatung GmbH Location Heidelberg Position Senior Manager Business Consulting / Competence Center Manager Service & Plant Maintenance Selection Committee Final Ranking Sheet RFP #: 21-7936 Title: Professional Services for SAP S/4 HANA Implementation Name of Firm Derek Johnssen Michael Stark Jeff Dunham Marc Tougas Chris Johnson Total Selection Committee Final Rank Phoenix Business, Inc. dba Phoenix Business Consulting 1 2 1 1 1 6 1.0000 Labyrinth Solutions, Inc dba invenioLSI 2 1 2 2 2 9 2.0000 Procurement Professional Barbara Lance Step 1: Upon direction by the Procurement professional, the individual selection committee member should provide their ranking of the proposals (from highest being number one (1) to lowest. Step 2: The procurement professional will review the mathematically calculated final rank and call out the final rank order. Page 1 of 1 11.C.3 Packet Pg. 358 Attachment: 21-7936 Final Ranking (21875 : RFP S/4 HANA Implementation) Notice of Recommended Award Solicitation: 21-7936 Title: Professional Services for SAP S/4 HANA Implementation Due Date and Time: December 10, 2021 @ 3:00 pm Respondents: Company Name City County State Final Ranking Responsive/Responsible Phoenix Business, Inc. dba Phoenix Business Consulting Sarasota Sarasota FL 1 Yes/Yes Labyrinth Solutions, Inc. dba invenioLSI Waltham Middlesex MA 2 Yes/Yes CenturyLink Communications LLC dba Lumen Technologies Group Coral Springs Broward FL 3 Yes/Yes Carahsoft Technology Corp. Reston Fairfax VA 4 Yes/Yes Kaar Technologies Inc. Dallas Dallas TX 5 Yes/Yes V3iT Consulting Inc. Naperville Dupage IL 6 Yes/Yes Aptimized LLC Wayne Passaic NJ 7 Yes/Yes Kyndryl, Inc. New York Nassau NY 8 Yes/Yes Utilized Local Vendor Preference: Yes No Recommended Vendor(s) For Award: On October 25, 2021, the Procurement Services Division released Request for Proposal (“RFP”) No. 21-7936 to forty-seven thousand seven hundred fifty-eight (47,758) vendors for the Professional Services for SAP S/4 HANA Implementation project. One hundred twenty-nine (129) bid packages were viewed and eight (8) submittals were received by the December 10, 2021, deadline. All bidders were found to be responsive/responsible. Three (3) firms were contacted to resolve minor irregularities due to incomplete and/or missing documents. The Selection Committee met on January 10, 2022. After review of the proposals and deliberation, the Committee scored the proposals and shortlisted the top two (2) firms to move on to oral presentations. On January 28, 2022, the Selection Committee reconvened for presentations and final ranking. The firms were ranked as follows: Phoenix Business, Inc. dba Phoenix Business Consulting - ranked as 1 Labyrinth Solutions, Inc dba invenioLSI - ranked as 2 Staff is recommending award to the top ranked firm Phoenix Business, Inc. dba Phoenix Business Consulting. Contract Driven Purchase Order Driven Required Signatures Project Manager: Derek Johnssen Procurement Strategist: Barbara Lance Procurement Services Director: __________________________________ _________________ Sandra Herrera Date DocuSign Envelope ID: 37B44E8A-B4F9-4C1D-B7D8-F4D8FE5D257D 2/1/2022 2/2/2022 2/2/2022 11.C.4 Packet Pg. 359 Attachment: 21-7936 Notice of Recommended Award-Executed (21875 : RFP S/4 HANA Implementation) PROFESSIONAL SERVICES AGREEMENT (Non-CCNA) Contract # 21-7936 for Professional Services for SAP S14 HANA Implementation " THIS AGREEMENT is made and entered into this _ day of _ , 20 22 by and between the Board of County Commissioners for Collier County, Florida, a political subdivision of the State of Florida (hereinafter referred to as the "COUNTY") and Phoenix Business, Inc. d/bla Phoenix Business Consulting _authorized to do business in the State of Florida, whose business address is 6021 Midniqht Pass Road, Unit 3, Sarasota, FL 34242 (hereinafter referred to as the "CONSULTANT" and/or "CONTRACTOR"). WITNESSETH: WHEREAS, the COUNTY desires to obtain the professional services of the CONSULTANT concerning Professional Services for SAP S14 HANA Implementation (hereinafter referred to as the "Project"), said services being more fully described in Schedule A. "Scope of Services", which is attached hereto and incorporated herein; WHEREAS, the CONSULTANT has submitted a proposal for provision of those services; and; WHEREAS, the CONSULTANT represents that it has expertise in the type of professional services that will be required for the Project. NOW, THEREFORE, in consideration of the mutual covenants and provisions contained herein, the parties hereto agree as follows: ARTICLE ONE CONSULTANT'S RESPONSIBILITY 1.1. CONSULTANT shall provide to COUNTY professional services in all phases of the Project to which this Agreement applies. 1.2. The Basic Services to be performed by CONSULTANT hereunder are set forth in the Scope of Services described in detail in Schedule A. The total compensation to be paid CONSULTANT by the COUNTY for all Basic Services is set forth in Article Five and Schedule B, "Basis of Compensation", which is attached hereto and incorporated herein. 1.3. The CONSULTANT agrees to obtain and maintain throughout the period of this Agreement all such licenses as are required to do business in the State of Florida and in Collier County, Florida, including, but not limited to, all licenses required by the respective state boards and other governmental agencies responsible for regulating and licensing the professional services to be provided and performed by the CONSULTANT pursuant to this Agreement. 1.4. The CONSULTANT agrees that, when the services to be provided hereunder relate to a professional service which, under Florida Statutes, requires a license, certificate of authorization or Page i of 30 PSA Single Project Agreement (2022 Ver I I N1 other form of legal entitlement to practice such services, it shall employ and/or retain only qualified personnel to provide such services to the COUNTY, 1.5. CONSULTANT designates Vikas Pathak, PMP a qualified licensed professional to serve as the CONSULTANT's project coordinator (hereinafter referred to as the "Project Coordinator"). The Project Coordinator is authorized and responsible to act on behalf of the CONSULTANT with respect to directing, coordinating and administering all aspects of the services to be provided and performed under this Agreement. Further, the Project Coordinator has full authority to bind and obligate the CONSULTANT on all matters arising out of or relating to this Agreement. The CONSULTANT agrees that the Project Coordinator shall devote whatever time is required to satisfactorily manage the services to be provided and performed by the CONSULTANT hereunder. The Project Coordinator shall not be removed by CONSULTANT from the Project without the COUNTY's prior written approval, and if so removed must be immediately replaced with a person acceptable to the COUNTY. I.G. CONSULTANT agrees, within fourteen (14) calendar days of receipt of a written request from the COUNTY to promptly remove and replace the Project Coordinator, or any other personnel employed or retained by the CONSULTANT, or any subconsultants or subcontractors or any personnel of any such subconsultants or subcontractors engaged by the CONSULTANT to provide and perform services or work pursuant to the requirements of this Agreement, said request may be made with or without cause. Any personnel so removed must be immediately replaced with a person acceptable to the COUNTY. 1.7. The CONSULTANT represents to the COUNTY that it has expertise in the type of professional services that will be performed pursuant to this Agreement and has extensive experience with projects similar to the Project required hereunder. The CONSULTANT agrees that all services to be provided by CONSULTANT pursuant to this Agreement shall be subject to the COUNTY's review and approval and shall be in accordance with the generally accepted standards of professional practice in the State of Florida, as well as in accordance with all applicable laws, statutes, including but not limited to ordinances, codes, rules, regulations and requirements of any governmental agencies, and the Florida Building Code where applicable, which regulate or have jurisdiction over the Services to be provided and performed by CONSULTANT hereunder, the Local Government Prompt Payment Act (218.735 and 218.76 F.S,), as amended, and the Florida Public Records Law Chapter 119, including specifically those contractual requirements at F.S. § 119.0701(2)(a)-(b) as stated as follows: IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Communications, Government and Public Affairs Division 3299 Tamiami Trail East, Suite 102 Naples, FL 34112-5746 Telephone: (239) 252-8383 Email: Publ!cRecordReauestcolliercountvfl.-cjov The Contractor must specifically comply with the Florida Public Records Law to: 1. Keep and maintain public records required by the public agency to perform the service. ['age Z oE'34 PSA Single ProiCCL Agreement [2022 VertI 0 2. Upon request from the public agency's custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency, 4. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency's custodian of public records, in a format that is compatible with the information technology systems of the public agency. if Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify the County in writing. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this Agreement and the County shall have the discretion to unilaterally terminate this Agreement immediately. 1,8, In the event of any conflicts in these requirements, the CONSULTANT shall notify the COUNTY of such conflict and utilize its best professional judgment to advise the COUNTY regarding resolution of each such conflict. The COUNTYS approval of the design documents in no way relieves CONSULTANT of its obligation to deliver complete and accurate documents necessary for successful construction of the Project. 1.9, The COUNTY reserves the right to deduct portions of the (monthly) invoiced (task) amount for the fallowing: Tasks not completed within the expressed time frame, including required deliverables, incomplete and/or deficient documents, failure to comply with local, state and/or federal requirements and/or codes and ordinances applicable to CONSULTANT's performance of the work as related to the project. This list is not deemed to be all-inclusive, and the COUNTY reserves the right to make sole determination regarding deductions. After notification of deficiency, if the CONSULANT fails to correct the deficiency within the specified timeframe, these funds would be forfeited by the CONSULTANT. The COUNTY may also deduct or charge the CONSULTANT for services and/or items necessary to correct the deficiencies directly related to the CONULTANT's non-performance whether or not the COUNTY obtained substitute performance. 1.10. CONSULTANT agrees not to divulge, furnish or make available to any third person, firm or organization, without the COUNTY's prior written consent, or unless incident to the proper performance of the CONSULTANT'S obligations hereunder, or in the course of judicial or legislative proceedings where such information has been properly subpoenaed, any non-public information concerning the services to be rendered by CONSULTANT hereunder, and CONSULTANT shall require all of its employees, agents, subconsultants and subcontractors to comply with the provisions of this paragraph. CONSULTANT shall provide the COUNTY prompt written notice of any such subpoenas. Page 3 of 30 I'SA Single Project Agreement [2022 Ver I I 9 1,11. As directed by the COUNTY, all plans and drawings referencing a specific geographic area must be submitted in an AutoCAD DING or MicroStation DGN format on a CD or DVD, drawn in the Florida State Plane East (US Feet) Coordinate System (NAD 83/90). The drawings should either reference specific established Survey Monumentation, such as Certified Section Corners (Half or Quarter Sections are also acceptable), or when implemented, derived from the RTK (Real -Time Kinematic) GP5 Network as provided by the COUNTY. Information layers shall have common naming conventions (i.e. right-of-way - ROW, centerlines - CL, edge -of -pavement - EOP, etc.), and adhere to industry standard CAD specifications_ ARTICLE TWO ADDITIONAL SERVICES OF CONSULTANT 2.1. If authorized in writing by the COUNTY through a Change Order or Amendment to this Agreement, CONSULTANT shall furnish or obtain from others Additional Services of the types listed in Article Two herein, The agreed upon scope, compensation and schedule for Additional Services shall be set forth in the Change Order or Amendment authorizing those Additional Services. With respect to the individuals with authority to authorize Additional Services under this Agreement, such authority will be as established in the COUNTY's Procurement Ordinance and Procedures in effect at the time such services are authorized. These services will be paid for by the COUNTY as indicated in Article Five and Schedule B, Except in an emergency endangering life or property, any Additional Services must be approved in writing via a Change Order or an Amendment to this Agreement prior to starting such services. The COUNTY will not be responsible for the costs of Additional Services commenced without such express prior written approval. Failure to obtain such prior written approval for Additional Services will be deemed: (i) a waiver of any claim by CONSULTANT for such Additional Services and (ii) an admission by CONSULTANT that such Work is not additional but rather a part of the Basic Services required of CONSULTANT hereunder. If the COUNTY determines that a change in the Agreement is required because of the action taken by CONSULTANT in response to an emergency, an Amendment shall be issued to document the consequences of the changes or variations, provided that CONSULTANT has delivered written notice to the COUNTY of the emergency within forty-eight (48) hours from when CONSULTANT knew or should have known of its occurrence. Failure to provide the forty-eight (48) hour written notice noted above, waives CONSULTANT's right it otherwise may have had to seek an adjustment to its compensation or time of performance under this Agreement. The following services, if not otherwise specified in Schedule A as part of Basic Services, shall be Additional Services: 2.2, Preparation of applications and supporting documents (except those already to be furnished under this Agreement) for private or governmental grants, loans, bond issues or advances in connection with the Project. 2.3. Services resulting from significant changes in the general scope, extent or character of the Project or its design including, but not limited to, changes in size, complexity, the COUNTY's schedule or character of construction; and revising studies, reports, design documents or Contract Documents previously accepted by the COUNTY when such revisions are required by changes in laws, rules, regulations, ordinances, codes or orders enacted subsequent to and not reasonably anticipated prior to the preparation of such studies, reports or documents, or are due to any other causes beyond CONSULTANT's control and fault. 2.4. Providing renderings or models for the COUNTY's use. 2.5. Investigations and studies involving detailed consideration of operations, maintenance and overhead expenses; the preparation of feasibility studies, cash flow and economic evaluations, rate Pago a or3a 1'SA Single Noicet Agreemcni (2022 Ver.I I G schedules and appraisals; and evaluating processes available for licensing and assisting the COUNTY in obtaining such process licensing. 2.6. Furnishing services of independent professional associates and consultants for other than the Basic Services to be provided by CONSULTANT hereunder. 2.7. Services during travel outside of Collier and Lee Counties required of CONSULTANT and directed by the COUNTY, other than visits to the Project site or the COUNTY's office. 2.8. Preparation of operating, maintenance and staffing manuals, except as otherwise provided for herein. 2.9. Preparing to serve or serving as a CONSULTANT or witness for the COUNTY in any litigation, or other legal or administrative proceeding, involving the Project (except for assistance in consultations which are included as part of the Basic Services to be provided herein). 2.10, Additional services rendered by CONSULTANT in connection with the Project, not otherwise provided for in this Agreement or not customarily furnished in Collier County as part of the Basic Services in accordance with generally accepted professional practice. ARTICLE THREE THE COUNTY'S RESPONSIBILITIES 3.1. The COUNTY shall designate in writing a project manager to act as the COUNTY's representative with respect to the services to be rendered under this Agreement (hereinafter referred to as the "Project Manager"), The Project Manager shall have authority to transmit instructions, receive information, interpret and define the COUNTY's policies and decisions with respect to CONSULTANT's services for the Project. However, the Project Manager is not authorized to issue any verbal or written orders or instructions to the CONSULTANT that would have the effect, or be interpreted to have the effect, of modifying or changing in any way whatever: a. The scope of services to be provided and performed by the CONSULTANT hereunder; b. The time the CONSULTANT is obligated to commence and complete all such services; or c. The amount of compensation the COUNTY is obligated or committed to pay the CONSULTANT. 3.2, The Project Manager shall: a. Review and make appropriate recommendations on all requests submitted by the CONSULTANT for payment for services and work provided and performed in accordance with this Agreement; b. Provide all criteria and information requested by CONSULTANT as to the COUNTY 's requirements for the Project, including design objectives and constraints, space, capacity and performance requirements, flexibility and expandability, and any budgetary limitations; c. Upon request from CONSULTANT, assist CONSULTANT by placing at CONSULTANT's disposal all available information in the COUNTY's possession pertinent to the Project, including existing drawings, specifications, shop drawings, product literature, previous reports and any other data relative to the Project; Page S or3Q RSA Single Rrgiecl Agreement 1M22 Ver.II 9 d. Arrange for access to and make all provisions for CONSULTANT to enter the Project site to perform the services to be provided by CONSULTANT under this Agreement; and e. Provide notice to CONSULTANT of any deficiencies or defects discovered by the COUNTY with respect to the services to be rendered by CONSULTANT hereunder. ARTICLE FOUR TIME 4.1. Services to be rendered by CONSULTANT shall be commenced subsequent to the execution of this Agreement upon written Notice to Proceed froth the COUNTY for all or any designated portion of the Project and shall be performed and completed in accordance with the Project Milestone Schedule attached hereto and made a part hereof as Schedule C. Time is of the essence with respect to the performance of this Agreement. 4.2. Should CONSULTANT be obstructed or delayed in the prosecution or completion of its services as a result of unforeseeable causes beyond the control of CONSULTANT, and not due to its own fault or neglect, including but not restricted to acts of nature or of public enemy, acts of government or of the COUNTY, fires, floods, epidemics, quarantine regulations, strikes or lock -outs, then CONSULTANT shall notify the COUNTY in writing within five (5) working days after commencement of such delay, stating the specific cause or causes thereof, or be deemed to have waived any right which CONSULTANT may have had to request a time extension for that specific delay. 4.3. No interruption, interference, inefficiency, suspension or delay in the commencement or progress of CONSULTANT's services from any cause whatsoever, including those for which the COUNTY may be responsible in whole or in part, shall relieve CONSULTANT of its duty to perform or give rise to any right to damages or additional compensation from the COUNTY. CONSULTANT's sole remedy against the COUNTY will be the right to seek an extension of time to its schedule provided, however, the granting of any such time extension shall not be a condition precedent to the aforementioned "No Damage For Delay" provision. This paragraph shall expressly apply to claims for early completion, as well as claims based on late completion. Provided, however, if through no fault or neglect of CONSULTANT, the services to be provided hereunder have been delayed for a total of 180 calendar days, CONSULTANT's cornpensatlon shall be equitably adjusted, with respect to those services that have not yet been performed, to reflect the incremental increase in costs experienced by CONSULTANT, if any, as a result of such delays. 4A. Should the CONSULTANT fail to commence, provide, perform or complete any of the services to be provided hereunder in a timely manner, in addition to any other rights or remedies available to the COUNTY hereunder, the COUNTY at its sole discretion and option may withhold any and all payments due and owing to the CONSULTANT until such time as the CONSULTANT resumes performance of its obligations hereunder in such a manner so as to reasonably establish to the COUNTY's satisfaction that the CONSULTANT's performance is or will shortly be back on schedule. 4.5. In no event shall any approval by the COUNTY authorizing CONSULTANT to continue performing Work under this Agreement or any payment issued by the COUNTY to CONSULTANT be deemed a waiver of any right or claim the COUNTY may have against CONSULTANT for delay or any other damages hereunder. Page G of 30 PSA Singlu Project Agreement [2022 Ver 1 ARTICLE FIVE COMPENSATION 5.1. Compensation and the manner of payment of such compensation by the COUNTY for services rendered hereunder by CONSULTANT shall be as prescribed in Schedule B, entitled "Basis of Compensation", which is attached hereto and made a part hereof. The Project Manager, or designee, reserves the right to utilize any of the following Price Methodologies: Lump Sum (Fixed Price): A firm fixed total price offering for a project; the risks are transferred from the COUNTY to the CONSULTANT; and, as a business practice there are no hourly or material invoices presented, rather, the CONSULTANT must perform to the satisfaction of the COUNTY's Project Manager before payment for the fixed price contract is authorized. Time and Materials: The COUNTY agrees to pay the contractor for the amount of labor time spent by the CONSULTANT 's employees and subcontractors to perform the work (number of hours times hourly rate), and for materials and equipment used in the project (cost of materials plus the contractor's mark-up). This methodology is generally used in projects in which it is not possible to accurately estimate the size of the project, or when it is expected that the project requirements would most likely change. As a general business practice, these contracts include back-up documentation of costs; invoices would include number of hours worked and billing rate by position (and not company (or subcontractor) timekeeping or payroll records), material or equipment invoices, and other reimbursable documentation for the project. 5.2. The hourly rates as set forth and identified in Schedule B, which is attached hereto, shall apply only to tasks procured under the Time and Materials pricing methodology specified in paragraph 5.11 above. Ll Vf R�}�F# set CnL,a - Q ..hirh is attached , heFete, are .ar-pwposes-e d rantor-age-neY- ARTICLE SIX THE OWNERSHIP OF DOCUMENTS 6.1. Upon the completion or termination of this Agreement, as directed by the COUNTY, CONSULTANT shall deliver to the COUNTY copies or originals of all records, documents, drawings, notes, tracings, plans, MicroStation or AutoCAD files, specifications, maps, evaluations, reports and other technical data, other than working papers, prepared or developed by or for CONSULTANT under this Agreement ("Project Documents"). The COUNTY shall specify whether the originals or copies of such Project Documents are to be delivered by CONSULTANT. CONSULTANT shall be solely responsible for all costs associated with delivering to the COUNTY the Project Documents. CONSULTANT, at its own expense, may retain copies of the Project Documents for its files and internal use. 6.2. Notwithstanding anything in this Agreement to the contrary and without requiring the COUNTY to pay any additional compensation, CONSULTANT hereby grants to the COUNTY a nonexclusive, irrevocable license in all of the Project Documents for the COUNTY's use on this Project. CONSULTANT warrants to the COUNTY that it has full right and authority to grant this license to the COUNTY. Further, CONSULTANT consents to the COUNTY's use of the Project Documents to complete the Project following CONSULTANT's termination for any reason or to perform additions to or remodeling, replacement or renovations of the Project. CONSULTANT also acknowledges the COUNTY may be making project Documents available for review and information to various third parties and hereby consents to such use by the COUNTY. Page 7 0{'30 PSA Single Praject Agreement (2022 Vcr, I I ARTICLE SEVEN MAINTENANCE OF RECORDS 7.1, CONSULTANT will keep adequate records and supporting documentation which concern or reflect its services hereunder. The records and documentation will be retained by CONSULTANT for a minimum of five (5) years from (a) the date of termination of this Agreement or (b) the date the Project is completed, whichever is later, or such later date as may be required by law. The COUNTY, or any duly authorized agents or representatives of the COUNTY, shall, free of charge, have the right to audit, inspect and copy all such records and documentation as often as they deem necessary during the period of this Agreement and during the five (5) year period noted above, or such later date as may be required by law; provided, however, such activity shall be conducted only during normal business hours. ARTICLE EIGHT INDEMNIFICATION 8.1. To the maximum extent permitted by Florida law, CONSULTANT shall defend, indemnify and hold harmless the COUNTY, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys' fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of CONSULTANT or anyone employed or utilized by the CONSULTANT in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County. 8,1,1, The duty to defend under this Article 8 is independent and separate from the duty to indemnify, and the duty to defend exists regardless of any ultimate liability of the CONSULTANT, the COUNTY and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to CONSULTANT. The CONSULTANT's obligation to indemnify and defend under this Article 8 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the COUNTY or an indemnified party for the matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 8.1.2. To the extent that the Agreement that the work pertains to is a "Professional Services Contract" as defined in Section 725.08(3), Florida Statutes, and the CONSULTANT is a "Design Professional" as defined in Section 725.08(4), Florida Statutes, the indemnification provided herein shall be limited as provided in Sections 725.08(1) & (2), Florida Statutes. ARTICLE NINE INSURANCE 9A1 CONSULTANT shall obtain and carry, at all times during its performance under the Contract Documents, insurance of the types and in the amounts set forth in SCHEDULE D to this Agreement. 9.2. All insurance shall be from responsible companies duly authorized to do business in the State of Florida. Page 8 of 34 PSA Single ll%iecl Agreement (2022 Ver. I I G 9.3. All insurance policies required by this Agreement shall include the following provisions and conditions by endorsement to the policies: 9.3.1. All insurance policies, other than the Business Automobile policy, Professional Liability policy, and the Workers Compensation policy, provided by CONSULTANT to meet the requirements of this Agreement shall name Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government, as an additional insured as to the operations of CONSULTANT under this Agreement and shall contain a severability of interests' provisions. 9,3.2. Companies issuing the insurance policy or policies shall have no recourse against the COUNTY for payment of premiums or assessments for any deductibles which all are at the sole responsibility and risk of CONSULTANT, 9.3.3. All insurance coverage of CONSULTANT shall be primary to any insurance or self- insurance program carried by the COUNTY applicable to this Project, and the "Other Insurance" provisions of any policies obtained by CONSULTANT shall not apply to any insurance: or self-insurance program carried by the COUNTY applicable to this Project. 9.3.4. The Certificates of Insurance must read: For any and all work performed on behalf of Collier County, or reference this contract number. 9.3.5. All insurance policies shall be fully performable in Collier County, Florida, and shall be construed in accordance with the laws of the State of Florida. 9A, CONSULTANT, its subconsultants and the COUNTY shall waive all rights against each other for damages covered by insurance to the extent insurance proceeds are paid and received by the COUNTY, except such rights as they may have to the proceeds of such insurance held by any of them. 9.5. All insurance companies from whom CONSULTANT obtains the insurance policies required hereunder must meet the following minimum requirements: 9.5.1, The insurance company must be duly licensed and authorized by the Department of Insurance of the State of Florida to transact the appropriate insurance business in the State of Florida. 9.5.2. The insurance company must have a current A. M. Best financial rating of "Class VI" or higher, ARTICLE TEN SERVICES BY CONSULTANT'S OWN STAFF 10.1. The services to be performed hereunder shall be performed by CONSULTANT' own staff, unless otherwise authorized in writing by the COUNTY. The employment of, contract with, or use of the services of any other person or firm by CONSULTANT, as independent consultant or otherwise, shall be subject to the prior written approval of the COUNTY. No provision of this Agreement shall, however, be construed as constituting an agreement between the COUNTY and any such other person or firm. Nor shall anything in this Agreement be deemed to give any such party or any third party any claim or right of action against the COUNTY beyond such as may then otherwise exist without regard to this Agreement. Page 9 of 30 PSA Single Project Agmement [2022 Ver, l I 10.2. Attached as Schedule F is a listing of all key personnel CONSULTANT intends to assign to the Project to perform the Services required hereunder. Such personnel shall be committed to this Project in accordance with the percentages noted in Schedule F. All personnel, identified in Schedule F shall not be removed or replaced without the COUNTY's prior written consent. 10.3, CONSULTANT is liable for all the acts or omissions of its subconsultants or subcontractors. By appropriate written agreement, the CONSULTANT shall require each subconsultant or subcontractor, to the extent of the Services to be performed by the subconsuitant or subcontractor, to be bound to the CONSULTANT by the terms of this Agreement, and to assume toward the CONSULTANT all the obligations and responsibilities which the CONSULTANT, by this Agreement, assumes toward the COUNTY. Each subconsultant or subcontract agreement shall preserve and protect the rights of the COUNTY under this Agreement with respect to the Services to be performed by the subconsultant or subcontractor so that the sub consulting or subcontracting thereof will not prejudice such rights. Where appropriate, the CONSULTANT shall require each subconsultant or subcontractor to enter into similar agreements with its sub-subconsultants or sub -subcontractors. 10.4. CONSULTANT acknowledges and agrees that the COUNTY is a third -party beneficiary of each contract entered into between CONSULTANT and each subconsultant or subcontractor, however nothing in this Agreement shall be construed to create any contractual relationship between the COUNTY and any subconsultant or subcontractor. Further, all such contracts shall provide that, at the COUNTY's discretion, they are assignable to the COUNTY upon any termination of this Agreement. ARTICLE ELEVEN WAIVER OF CLAIMS 11.1. CONSULTANT's acceptance of final payment shall constitute a full waiver of any and all claims, except for insurance company subrogation claims, by it against the COUNTY arising out of this Agreement or otherwise related to the Project, and except those previously made in writing in accordance with the tends of this Agreement and identified by CONSULTANT as unsettled at the time of the final payment. Neither the acceptance of CONSULTANT's services nor payment by the COUNTY shall be deemed to be a waiver of any of the COUNTY's rights against CONSULTANT. ARTICLE TWELVE. TERMINATION OR SUSPENSION 12.1. CONSULTANT shall be considered in material default of this Agreement and such default will be considered cause for the COUNTY to terminate this Agreement, in whole or in part, as further set forth in this section, for any of the following reasons' (a) CONSULTANT's failure to begin services under the Agreement within the times specified under the Notice(s) to Proceed, or (b) CONSULTANT's failure to properly and timely perform the services to be provided hereunder or as directed by the COUNTY, or (c) the bankruptcy or insolvency or a general assignment for the benefit of creditors by CONSULTANT or by any of CONSULTANT's principals, officers or directors, or (d) CONSULTANT's failure to obey any laws, ordinances, regulations or other codes of conduct, or (e) CONSULTANT's failure to perform or abide by the terms and conditions of this Agreement, or (f) for any other just cause. The COUNTY may so terminate this Agreement, in whole or in part, by giving the CONSULTANT seven (7) calendar days written notice of the material default, 12.2. If, after notice of termination of this Agreement as provided for in paragraph 12,1 above, it is determined for any reason that CONSULTANT was not in default, or that its default was excusable, l'agc 14 01'34 PSA Single Pmjecl Agrccment (2022 Ver.l I or that the COUNTY otherwise was not entitled to the remedy against CONSULTANT provided for in paragraph 12.1, then the notice of termination given pursuant to paragraph 12.1 shall be deemed to be the notice of termination provided for in paragraph 12.3, below, and CONSULTANT's remedies against the COUNTY shall be the same as and be limited to those afforded CONSULTANT under paragraph 12.3, below. 12.3. The COUNTY shall have the right to terminate this Agreement, in whole or in part, without cause upon seven (7) calendar days written notice to CONSULTANT. In the event of such termination for convenience, CONSULTANT'S recovery against the COUNTY shall be limited to that portion of the fee earned through the date of termination, together with any retainage withheld and any costs reasonably incurred by CONSULTANT that are directly attributable to the termination, but CONSULTANT shall not be entitled to any other or further recovery against the COUNTY, including, but not limited to, anticipated fees or profits on work not required to be performed. CONSULTANT most mitigate all such costs to the greatest extent reasonably possible. 12.4. Upon termination and as directed by the COUNTY, the CONSULTANT shall deliver to the COUNTY all original papers, records, documents, drawings, models, and other material set forth and described in this Agreement, including those described in Article 6, that are in CONSULTANT's possession or under its control. 12.5, The COUNTY shall have the power to suspend all or any portions of the services to be provided by CONSULTANT hereunder upon giving CONSULTANT two (2) calendar days prior written notice of such suspension. If all or any portion of the services to be rendered hereunder are so suspended, the CONSULTANT's sole and exclusive remedy shall be to seek an extension of time to its schedule in accordance with the procedures set forth in Article Four herein. 12.6. In the event (i) the COUNTY fails to make any undisputed payment to CONSULTANT within forty-five (45) days after such payment is due or such other time as required by Florida's Prompt Payment Act or (ii) the COUNTY otherwise persistently fails to fulfill some material obligation owed by the COUNTY to CONSULTANT under this Agreement, and (ii) the COUNTY has failed to cure such default within fourteen (14) days of receiving written notice of same from CONSULTANT, then CONSULTANT may stop its performance under this Agreement until such default is cured, after giving THE COUNTY a second fourteen (14) days written notice of CONSULTANT's intention to stop performance under the Agreement. If the Services are so stopped for a period of one hundred and twenty (120) consecutive days through no act or fault of the CONSULTANT or its subconsultant or subcontractor or their agents or employees or any other persons performing portions of the Services under contract with the CONSULTANT, the CONSULTANT may terminate this Agreement by giving written notice to the COUNTY of CONSULTANT's intent to terminate this Agreement. If the COUNTY does not cure its default within fourteen (14) days after receipt of CONSUL.TANT's written notice, CONSULTANT may, upon fourteen (14) additional days' written notice to the COUNTY, terminate the Agreement and recover from the COUNTY payment for Services performed through the termination date, but in no event, shall CONSULTANT be entitled to payment for Services not performed or any other damages from the COUNTY. ARTICLE THIRTEEN TRUTH IN NEGOTIATION REPRESENTATIONS 13.1_ CONSULTANT warrants that CONSULTANT has not employed or retained any company or person, other than a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement and that CONSULTANT has not paid or agreed to pay any person, company, corporation, individual or firm, other than a bona fide employee working solely for CONSULTANT, any fee, Page ] F of 30 PSA Singlc Project Agreement J2022 Ver.l i 0 commission, percentage, gift or any other consideration contingent upon or resulting from the award or making of this Agreement. 0 CQNA-PfGieGts! in annnrdan e-w4Fpf$vi$ieriG-Gf-8eCMo9 287.055, (5Aa)-,448Hida St es,; the GON61 II �n ANT s to emeaute th Tr, �£.4 4r.__hl �� G h�#ie.-t a-tta .hed-hefete �^S,T,,'�M"Tyy^��r•.-. �--�d�razrrrrri�� i"��, and GUWGF +g' -t, fOr-GONS41 II,T NT��, , 'nee--t b Tided i�n.deF this A.-. e.. ent aFe TY'1'.� 17T A �� r areuFal . e ..I.r.£e .�r1i-1 current -at _the time of the A, -.re 94—The f`►"1ASULTAW—agi _s that_t3�e CGl�rly •yi ♦. by -which the—GGIv r,t w., rfell9wfg ARTICLE FOURTEEN CONFLICT OF INTEREST 14.1. CONSULTANT represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance of services required hereunder. CONSULTANT further represents that no persons having any such interest shall be employed to perform those services. ARTICLE FIFTEEN MODIFICATION 15.1. No modification or change in this Agreement shall be valid or binding upon either party unless in writing and executed by the party or parties intended to be bound by it. ARTICLE SIXTEEN NOTICES AND ADDRESS OF RECORD 16.1. All notices required or made pursuant to this Agreement to be given by the CONSULTANT to the COUNTY shall be in writing and shall be delivered by hand, email, or by United States Postal Service Department, first class mail service, postage prepaid, addressed to the following the COUNTY's address of record: Board of County Commissioners for Collier County, Florida Division Name: Clerk of the Circuit Court Finance Department Division Director: Derek Johnssen Address: 3299 Tamiami Trail East Ste. 403 Naples, Florida 34112-5746 Administrative Agent/PM: Derek Johnssen Telephone: 239 252-7868 E-Mail(s): Derek.Johnssen collierclerk.com 16.2. All notices required or made pursuant to this Agreement to be given by the COUNTY to the CONSULTANT shall be made in writing and shall be delivered by hand, email or by the United States Page 12 of 30 115A Sin& Proicet Azrmwenl [2022 Ver, I j 0 Postal Service Department, first class mail service, postage prepaid, addressed to the following CONSULTANT's address of record: Company Name: Phoenix Business Inc. dlbla Phoenix Business Consulting Address: 6021 Midnight Pass Rd Unit 3 Sarasota FL 34242 Attention Name & Title: Vikas Pathak Proiect Manager Telephone: 714 343-2074 E-Mail(s): vpathakQphoenixteam.coml rf team hoenixteam.com 163, Either party may change its address of record by written notice to the other party given in accordance with requirements of this Article. ARTICLE SEVENTEEN MISCELLANEOUS 17.1. CONSULTANT, in representing the COUNTY, shall promote the best interests of the COUNTY and assume towards the COUNTY a duty of the highest trust, confidence, and fair dealing. 17.2. No modification, waiver, suspension or termination of the Agreement or of any terms thereof shall impair the rights or liabilities of either party. 17.3. This Agreement is not assignable, or otherwise transferable in whole or in part, by CONSULTANT without the prior written consent of the COUNTY. 17.4. Waivers by either party of a breach of any provision of this Agreement shall not be deemed to be a waiver of any other breach and shall not be construed to be a modification of the terms of this Agreement. 17.5. The headings of the Articles, Schedules, Parts and Attachments as contained in this Agreement are for the purpose of convenience only and shall not be deemed to expand, limit or change the provisions in such Articles, Schedules, Parts and Attachments. 17.6, This Agreement, including the referenced Schedules and Attachments hereto, constitutes the entire agreement between the parties hereto and shall supersede, replace and nullify any and all prior agreements or understandings, written or oral, relating to the matter set forth herein, and any such prior agreements or understanding shall have no force or effect whatever on this Agreement. 17.7. Unless otherwise expressly noted herein, all representations and covenants of the parties shall survive the expiration or termination of this Agreement. 17.8. This Agreement may be simultaneously executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. 17.9. The terms and conditions of the following Schedules attached hereto are by this reference incorporated herein: Schedule A SCOPE OF SERVICES Schedule B BASIS OF COMPENSATION Page 13 of 30 11SA Single 11rglect Agrcemtmt [2022 Vcr I] Schedule C PROJECT MILESTONE SCHEDULE Schedule D INSURANCE COVERAGE 8-ehedule-#= rr'NA-P*al . - - ION GERT-I�F4GAT-E Schedule F KEY PERSONNEL Schedule G Other: NIA Solicitation # 21-7936 including all Attachment(s), Exhibit(s) & Addendum Consultant's Proposal 7Ym .Tg- _ feF,eenfrsAngeTegRtcf�u eef-amr{_f_.� � fneFl 1 Aweewent shall rl.-.r.nr_. ntlarth�4.nr.�.�- r.f_�sll_eih.-.r !"`nnfrantiClen! �.r.br..the- te-6 �G}: mw,44- ffr�G i=.+Vl7G7T7TGTf ex ,,y,y pp ,�..JJpp Ve.r_the A em�JJyy+ IT.. /ho AV�'GY_f !1b L of an .19-1--l-I Grant Gen{�.�. C3Tt��t�l£e'r 41a4rjQG^OVGTGTT�1{y�.1tILlIIeTT. ,.,+,,� �r,.,,�fi�6 -i a-teFrn rG f4he et-be-Fe68I 1r� ippk4:R tI It4ene� if .-i or. they 11 � vvrry . r i - �L.I.� �nln+rrAt. Dej s-up 1&L+le t"`P'►fE S II WdJ I n4 the heif�LQ1 ! fifiVTt crtxmurvvB'r�t�. ^^I-..-.•• 17.11. Applicability. Sections corresponding to any checked box ( ®) expressly apply to the terms of this Agreement. ARTICLE EIGHTEEN APPLICABLE LAW 18.1. This Agreement shall be governed by the laws, rules, and regulations of the State of Florida, and by such laws, rules and regulations of the United States as made applicable to services funded by the United States government. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. ARTICLE NINETEEN SECURING AGREEMENT/PUBLIC ENTITY CLIMES 19.1, CONSULTANT warrants that CONSULTANT has not employed or retained any company or person, other than a bona fide employee working solely for CONSULTANT, to solicit or secure this Agreement and that CONSULTANT has not paid or agreed to pay any person, company, corporation, individual or firm, other than a bona fide employee working solely for CONSULTANT, any fee, commission, percentage, gift or any other consideration contingent upon or resulting from the award 7feouc d1 13 n n'r7-�r� i larrvi...y or making of this Agreement. �] i,.,I.,�� r A Aefiyer +n _+[s I. 4 r] d-attaehed tf9��e�1�i6��E—I c^m.. � i�r, hefete-and rnad d E. . CONSULTANT's compensation small be adjusted to exclude any sums by which the COUNTY determines the compensation was increased due to inaccurate, incomplete, or noncurrent wage rates and other factual unit costs. 19.2. By its execution of this Agreement, CONSULTANT acknowledges that it has been informed by the COUNTY of and is in compliance with the terms of Section 287.133(2)(a) of the Florida Statutes which read as follows: "A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a bid, proposal, or reply on a contract to provide any goods or services to a public entity-, may not submit a bid, proposal, or reply on a contract with a public entity for the construction or 1'agc 14 of 30 I'SA Single PrujccL Agreement [2022 Ver 1 ] OA repair of a public building or public work; may not submit bids, proposals, or replies on leases of real property to a public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public entity; and may not transact business with any public entity in excess of the threshold amount provided in s. 287,017 for CATEGORY TWO for a period of 36 months following the date of being placed on the convicted vendor list," ARTICLE TWENTY DISPUTE RESOLUTION 20.1. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of CONSULTANT with full decision -making authority and by the COUNTY's staff person who would make the presentation of any settlement reached during negotiations to the COUNTY for approval. Failing resolution, and prior to the commencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed -upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of CONSULTANT with full decision -making authority and by the COUNTY's staff person who would make the presentation of any settlement reached at mediation to the COUNTY's board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring mediation under section 44.102, Fla. Stat, 20,2. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. ARTICLE TWENTY-ONE IMMIGRATION LAW COMPLIANCE 21.1, By executing and entering into this agreement, the CONSULTANT is formally acknowledging without exception or stipulation that it is fully responsible for complying with the provisions of the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et §9 , and regulations relating thereto, as either may be amended, as well as the Florida state law requirements set forth in Florida Statute, §448.095, as may be amended. Failure by the CONSULTANT to comply with the laws referenced herein shall constitute a breach of this agreement and the COUNTY shall have the discretion to unilaterally terminate this Agreement immediately. Page 15 of30 PSA Single Prnject Agreement [2022 Ver.I 1 G IN WITNESS WHEREOF, the parties hereto have executed this Professional Services Agreement the day and year first written above. ATTEST: Crystal K. Kinzel, Clerk of the Circuit Court and Comptroller Date: Approved as to Form and Legality: County Attorney Name Consultant's Witnesses: Witness Name and Title BOARD OF COUNTY COMMISSIONERS FOR COLLIER COUNTY, FLORIDA Ma William L. McDaniel, Jr. , Chairman Consultant: Phoenix Business, Inc. d/b/a Phoenix Business Consulting By: Name and Title Page 16 of 30 f'SA Single Project Agreement I2022 Ver. I I CAo SCHEDULE A SCOPE OF SERVICES ■❑ following this page (pages through ]'ttge 17 of 3E1 PSA Single [inject Agreement (2022 Ver.l I 9 Request For Proposal (RFP) It 21-7936 "Professional Services for SAP S/4 HANA Implementation" STATEMENT OF WORK (SOW) FOR SAP 5/4HANA MIGRATION SERVICES APPENDIX A — SCOPE OF SERVICES A. COUNTY Key Contacts The following are the COUNTY's key contacts. These individuals have the authority to authorize work to be performed on the COUNTY's system and will be the CONSULTANT'S primary contacts to coordinate support and any changes to be made to the COUNTY's system(s). Contact Name Role Phone Email Marc Tougas Director - Clerk IT (239) 825-0459 rnarc.tougas.@collierclerk.com B. Services The following tasks and key activities are covered by this agreement: Please note that some of the standard methodology tasks and activities were included in the RFP, that may not be applicable for the 5/4HANA migration project for the COUNTY. I SCOPE TASK I - PREPARE PHASE 1,1.1.1 Data migration to S14HANA With the SDT Migration approach, the data is migrated between the ECC System and the S/4HANA system, This process is repeated during the test phases and at go -live. One key difference in this approach is, that the new S/4HANA system can be prepared as part of the normal project work in parallel while the original productive system is still operational. The preparation includes: Page 1 of 33 + �U Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" 1. The conversion to the new HANA database, 2. The conversion to S/4HANA 3. Any adjustments to the configuration (e.g. New G/L) 4. Any adjustments to custom -code 5. Users and authorizations and roles 6. Interfaces. During the downtime, only the application data is migrated to the new system. Considering the system size of approximately 820 GB, this leads to a significant reduction in downtime and avoids risks associated with complex cutover plans. The data migration is facilitated by the CONSULTANTS Team Enterprise Transformer (also known as CBS Enterprise Transformer). Where the data structures between source and target system are equal, an easy 1:1 data migration will be applied. Where data structures have changed, the CONSULTANT's Team Enterprise Transformer will generally utilize the conversion routines provided by SAP but is a flexible way to ensure that the SDT content is converted, too. Please see additional PREPARE Phase Tasks in Table 2: COUNTYS14HANA Migration, TASK 2 - DESIGN 1.1,1.2 Main requirements The main requirements are listed below: 1. The COUNTY is currently using Classic Ledger with Special Ledger for Document Splitting. The offered solution will include document splitting as part of the Universai Journal to continue to support the fund accounting requirements. 2. Historical migration of general ledger data from the Classic Ledger/special Ledger tables to the Universal Journal is required to be able to leverage the embedded analytics on the complete general ledger history. 3. Enhancement of master data elements: a. Extension of cost centers from 6 to 10 digits (aligned with SAP for Public Sector Best Practices) b. Extension of fund centers from 6 to 10 digits (aligned with SAP for Public Sector Best Practices) c. Extension of funds from 3 digits to 10 digits (aligned with SAP for Public Sector Best Practices) d. Renumbering of GL Accounts e. Renumbering of Commitment items f. Update of Segment field with data derived from the cost center (from profit center assignments) for additional reporting capabilities. Page 2 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" S. Business partner renumbering h, MRP and Material Ledger updates required as part of 5/4HANA Please see additional EXPLORE Phase Tasks In Table 2: COUNTYS14HANA Migration . TASK 3 - CUSTOM DEVELOPMENT AND UNIT TESTING 1.1.1.3 Data transformation to New GIL The creation of New G/L documents will be done for all data available online in the system. All data of the classic G/L (documents and balances) will be transferred into the structures of the New G/L and Universal Journal, This ensures a consistent reporting. 1,1„ 1.4 Ledger -Design 1 ledger (US GAAP) will be implemented, All items and balances will be transferred to the leading ledger DL (US-GAAP). Additional ledgers are not required, 1.1.1,5 Implementation of document splitting The COUNTY is currently using Classic Ledger with Special Ledger for Document Splitting, The offered solution will include document splitting as part of the Universal Journal to continue to support the fund accounting requirements. The document splitting feature in the New G/L enables complete balance sheets based on splitting entities. To split existing documents, the CONSULTANTS Team uses SAP standard reports and function modules. This approach ensures that every document being split during the transformation will be identical to a document posted online. We assume that the document split will be Implemented based on the following dimensions. Split dimension Zero balance Mandatory field Fund Yes Yes Grant Yes Yes Segment Yes Yes Page 3 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" The following documents will be split ex -post: Document Relevant since Approx. Line Items All documents + open postings from From due date 10/01/2022 TBD prior years Funds and grants are currently used in Special Ledger tables. In a first step, the enrichment of FI documents with funds and grants is necessary. For this step, the COUNTY is providing mapping rules for the derivation of funds and grants based on e.g., accounts/controlling elements or other criteria. Profit centers and segments are currently not in use and need to be enriched in FI documents. The COUNTY is providing mapping rules for the derivation of segments from profit centers assigned to cost centers. Funds, grants, profit centers, and segments will be enriched for all transactional data in FY 2023 and open FI documents with due date of September 30, 2072. To minimize manual re -work, the CONSULTANT's Team recommends using the New G/L posting logic in the productive system at least at due date of New G/L activation. For the period of time between the due date and go live, the validations of FI documents are recommended to ensure correctly posted documents. Dimensions in documents posted prior to the due date will be enriched according to the CO account assignments within the documents. If a pre -enrichment is not possible, the document will be manually enriched after the split or a dummy entry will be implemented. The CONSULTANT'S Team will handle the ex -post document splitting as follows: • Initial document splitting for all relevant documents — predecessor documents, open items, documents of the current fiscal year • Provision of an error log to the CONSULTANT's Team with the following content: o Errors due to missing account assignments o Errors due to wrong (splitting) customizing o Errors due to hidden fields (e.g., funds, profit centers, segments) • Customer will handle all customizing related issues. After adjustments, the CONSULTANT's Team will split the documents again. Page 4 of 33 Request For Proposal (RFP) # 21.7936 "Professional Services for SAP S/4 HANA Implementation" • Documents that could not be split due to missing predecessor document or missing CO assignments will be updated via a default profit center (which can be defined in customizing) and (technically) split again. 5plitted documents Predecessor documents Open items Number of Action after Iteration 1 iterations 2 2 Documents of 2 current fiscal year Provision ❑f an error log by the CONSULTANT'S Team Adjustment of customizing errors by the CONSULTANT'S Team Provision of an error log by the CONSULTANT'S Team Adjustment of customizing errors by the CONSULTANT'S Team Provision of an error log by the CONSULTANT'S Team Adjustment of customizing errors by the CONSULTANT'S Team Action after iteration? Update of fields with dummy funds and grants and (technical) re -split. Update of fields with dummy funds and grants and (technical) re -split, Update of fields with dummy funds and grants and (technical) re -split. The CONSULTANT'S Team is offering the execution of document splitting for all historical data (2022 and before) as an option. 1,13.E Renumbering of objects As part of the project, the COUNTY would like to renumber the following objects: Object Cost centers Funds centers Funds Activity Renumbering from 6 to 10 digits (aligned with Best Practices) Renumbering from 6 to 10 digits (aligned with Best Practices) Renumbering from 3 to 10 digits (aligned with Rest Practices) Page 5 of 33 OCAO Request For Proposal (RFP) # 21-7936 "Professional Services for SAP 5/4 HANA Implementation" G/L accounts Renumbering to be defined Commitment Items Renumbering to be defined Business Partners Renumbering to be defined The COUNTY will provide a mapping for the mentioned objects. The renumbering (1:1 mapping) will be executed for all historical data, 1.1.1.7 A4RP and Material Ledger updates required as part of S14 HANA Material ledger is currently not in use and will be technically activated to satisfy the needs of S/4HANA. 1.1.1.8 Production system affected The following live source systems and target systems will be part of the transformation: System Source Target Information/Release PROD - }( -- SAP 1: RP 6 EhP 7 HANA 2.0 PROD _... _.._ X SAP S/4 HANA 2020 on Premise 1.1.1.9 Other transformation -relevant systems For the target system landscape, we anticipate the following transformations: System Project System (target) Project System (Source) Development System QA System Transformation Approach An empty copy the PROD converted to 5/4HANA as the target system, This is an exclusive test system for the project. The CONSULTANT'S Team ET Enterprise Transformers will be used to transform the system in test cycles (unit tests and Integration tests). A complete copy the PROD on ECC as the static source system. System copy of the project system after the conversion to S/4 by the ordering party. This system will become the new Development System once S/4 is live. System copy of the production system after the go -live by the ordering party Page 6 of 33 ' Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" In addition to the aforementioned ERP systems, there is no provision for further conversions by the CONSULTANT's Team in other systems, 1.1.1.10 Transformation method To facilitate transformations in SAP systems, the CONSULTANT's Team ET Enterprise TransformerO supports several approaches, which essentially differ in terms of the downtime duration and the Customizing effort associated with the Enterprise Transformer: The CONSULTANT and COUNTY will jointly determine the best approach: Transformation Customized ET+ System method Standard ET Customized ET NZDT consolidation General approach Downtime Downtime Near -zero Zero downtime downtime Pre -delivered ET content content Database handling Standard SAP Basis consulting by CONSULTANT's Team customer required to optimize hardware? Performance monitoring during the transformation No Usually not No Adjusted to CONSULTANT's Customer -specific Customer -specific requirements fusing delta (using delta (abject definition, handling} handling) object splits, and soon) Adjusted to Adjusted to _ Adjusted to CONSULTANT's CONSULTANT's CONSULTANT'S Team Team Team requirements requirements requirements (view generation, (view generation, (view generation, index index index optimization, and optimization, and optimization, and so on) so on) so on) Yes I Yes I Yes Yes I Yes I Yes Yes I Yes I Yes Considering the predefined number of transformation objects and the associated volume, we anticipate that the "Standard ET" method will be used to minimize downtime. If, during the project, it comes to light that the downtime available is less than expected or that the Page 7 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" transformation itself will take longer than planned, an alternative approach can be used. However, this does not form part of this proposal. By using the CONSULTANT'S Team ET Enterprise TransformerO you gain the fallowing benefits: • Transformation date can be freely defined. The date is completely independent from fiscal year end / beginning. • CONSULTANT'S Team is providing customised, CONSULTANT Team specific transformation instead of fixed scenarios. Transformations are combinable with other transformations e,g,, New G/L implementations, chart of account transformation, etc. • Transformation of historical data into S/4HANA and new G/L structures is ensured. All historical documents appear as posted in S/4HANA. CONSULTANT Team is also able to enrich historical data e.g., profit center, functional areas, document split. After the migration, you can switch off old systems. • The ET° tool enables automated reconciliation process of totals and balances and offers specific analysis tools for identifying wrong posting logic, missing or incorrect master data • No separate SAP New G/L migration service needed. 1.1.1.11 Downtime during the live transformation In the context of this proposal, we anticipate a technical downtime (exclusive use of the system by the CONSULTANT's Team) of approximately 48 hours for the transformation. Preparatory and downstream activities performed by the CONSULTANT's Team (for example, backup, validation, and function tests) will not form part of the downtime specified and will need to be added to determine the total downtime. The downtime refers to the complete system. In other words, entities not affected by the transformation (e.g., other SAP clients, non -affected company codes, all interfaces) will also not have any access to the system during this time. An initial estimate of the actually required downtime will be made after the transformation of the first integration test has been executed and specified in concrete terms iteratively (that is, from test cycle to test cycle). Page 8 of 33 w 'D E �u 41 UJ Request For Proposal (RFP) It 21-7936 "Professional Services for SAP 5/4 HANA Implementation" ( ,:.�.+..�,�.... I T) 11 ? UAi i io Iwo I Upon request, the "CONSULTANT'S" Team can provide support for a (partly) automated conversion if this is commissioned separately. 1.1.1.12 Selection and Mapping Both the selection complexity and logic as well as the mapping complexity and logic are key cost drivers in a transformation project. Any changes to these parameters during the project frequently incur additional costs and greater risks. Therefore, an initial, stable definition is one of the success factors for a transformation project. 1.1.1.13 Selection corMlexity The selection specifies which system data forms the content of the transformation. In the simplest scenario, all system data is considered. In other words, there are no restrictions. The "CONSULTANT'S" Team ET Enterprise Transformer provides the option to specify, on a "CONSULTANTS" Team or project basis, which data will form part of the selection. In particular, at the upper levels of an SAP organizational structure (for example, the company code), it is relatively easy to map the selection. On the other hand, very specific selection criteria (for example, selected profit centers, product groups or similar) increase the complexity of the selection. The following table describes the selection complexities defined as a basis for this proposal, along with their percentage distribution: Page 9 of 33 0 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP 5/4 HANA Implementation" Selection Description Complexity • No restriction of the selection logic for each Low transformation object. For each object, either no data or all data is transferred, • Restrictions pertaining to organizational data (for example, certain plants only, company codes, materials, vendors and so on) Medium . Restrictions at header level of the transformation object • Low to medium dependencies on other transformation objects Restrictions pertaining to other characteristics (for example, fiscal years) High Restrictions at item level of the transformation object • High dependencies on other transformation objects • Same criteria as "High"; the effort associated with Very High implementing the selection for one abject exceeds two days Percent- age 100% 0% 0% 0% 1.1,1,14 Mapping Complexity The mapping complexity determines the effort associated with the technical implementation. Simple mappings are based on structured mapping tables that assign a new value to old values. More complex mappings are dependent on conditions or require specific programming of the logic to determine the target value. The following table describes the various mapping complexities. The percentage distribution underlying this proposal is also shown: Mapping Complexity Low Description Percent age • Fixed value assignment or 1:1 assignment (single target field depends on precisely one source 50% field at the same hierarchy level) • Set a prefix or suffix. Rage 10 of 33 0 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP Sf 4 HANIA Implementation" Mapping Complexity Description - --- Medium High Very High 1.1.1.15 Unit Test Test Unit Test • Mapping refers to more than one source field at the same hierarchy level or at a superior hierarchy level (for example, MRP controller depends on the plant and material group). + Programming of the mapping required • Reading of data from other objects/database tables required Data from subordinate hierarchy levels is required for the mapping (for example, item category defines the order type). a Enrichment of incomplete table structures (for example, enrichment during a transformation from classic General Ledger Accounting to General Ledger Accounting (new) or enrichment of historical data from non -SAP systems) �• Same criteria as "High"; the effort associated with implementing a single mapping exceeds two days Objective I Criteria Percent age 50% Deb 0% + The tests are conducted by the CONSULTANT's Team consultants Technical check and -- if possible — CONSULTANT Team's IT employees. of data by . The tests aim at verifying the details of the migration concept on CONSULTANT an object by object basis, An overall integration of the migrated Team and data cannot be ensured. CONSULTANT . The tests can be performed on parts of the data — no full load is in Team IT all cases required. • The transformed data Is not always suitable for further processing. 1. T.x.1G Additional assumptions Defining specifications regarding selection and mapping complexity at the start of the project will ensure a high -quality transformation. Page 11 of 33 0 Request For Proposal (RFP) # 21.7936 "Professional Services for SAP S/4 HANA Implementation" Nonetheless, it may be Necessary to change these parameters during the project. Depending on the extent of these changes, this may result in fundamental changes to the setup of the transformation software. To ensure that successful implementation of the live conversion and adherence to the timeframe are not endangered, such adjustments are permitted only up to a certain time. The following list describes the framework conditions that need to be observed: Mapping and selection adjustments: Changes to the mapping logic and selection logic are no longer permitted after the second last test cycle Changes to the mapping content are no longer permitted after the acceptance test * Tirneframe for mapping content: The information required for the mapping content must be provided no later than two weeks before the start of each transformation • There will be no release upgrade of an SAP system involved in this project during the project runtime A differing procedure can only be selected after discussion and risk estimation with the responsible CONSULTANT's Team project manager. Please see Custom Development Tasks in the REALIZE Phase in Toble 2; COUNTY s14MANA Migration , TASK 4 - INTEGRATION TEST (CYCLE I AND Z) 1.1.1.17 rests and Gn-rive Number of test cycles The following tests form part of this proposal: • One unit test Two integration tests • One acceptance test No performance test Page 12 of 33 Request For Proposal (RFP) tt 21-7936 "Professional Services for SAP S/ 4 HANA Implementation" The following list describes the various test cycles based on the following criteria: • Content • Persons responsible for conducting the tests • Volume of data migrated • suitability of data migrated for further processing • Post-test mapping changes • Volume of custom developments transferred ■ Authorizations • Cutover Issues ■ Acceptance relevance Test objective Criteria • The test is conducted by the CONSULTANT Team's user department. • All master data, selected transaction data, and selected historical data is transferred, Content- • Further processing of the master data is fundamentally guaranteed, related • Transformed transaction data can be processed further to a limited Integration check of data extent only, Test 1 followed by . This test is used to perform a complete evaluation of the functional a process Implementation requirements and detects incomplete functional test requirements or functional requirements that have not been agreed between teams. • Extensive authorizations form part of this test Implementation. • s prepared r plan. The test system Is re ared using thhee first draft of the cutove__.__._.___.__..._._.... • _..._.--_. _ - The test is conducted by the CONSULTANTTeam's user department. • All master data, transaction data, and historical data is transferred for the integration test. • Further processing of all data is guaranteed. After the test, fundamental changes to the mapping logic and Content- selection logic are no longer permitted. related Integration check of data • Test errors are categorized accordingly and resolved before the start Test 2 followed by of the acceptance test. a process • This test is used to perform a complete evaluation of the functional test Implementation requirements and detects incomplete functional requirements or functional requirements that have not been agreed between teams. * The test is conducted with the relevant target authorizations. * The test system is prepared using a refined draft of the preliminary cutover plan. _ Page 13 of 33 0010 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP Sf 4 HANA Implementation" Please see Integration Test Tasks in the REALIZE Phase in Table 2: COUNTYS/4HANA Migration. TASK 5 - USER ACCEPTANCE TEST Acceptance Test Simulation of the go - live • The acceptance test Is conducted by the COUNTY user departments. • For the acceptance test, all master data, all relevant transaction data, and all relevant historical data is transformed. ■ Further processing of the master data is guaranteed. • Transformed transaction data can be processed further. • Changes to the mapping are no longer permitted. • Test errors are categorized accordingly. After the test, category 1 errors are no longer permitted (refer to the "Acceptance" section for Information about the various error categories). • The test is conducted with the relevant target authorizations. • The test system is prepared using a refined draft of the preliminary cutover plan. • Test result are accepted by the user department. Please see User Acceptance Tests (UAT) in the REALIZE Phase in Table 2: COUNTY 5/4HANA Migration . TASK 6 - TRAINING EXECUTION (TRAIN THE TRAINER) Develop train the trainer materials and conduct "train the trainer". The objective of this activity is to train the key user / super user who will be involved in testing, The key user f super user will in turn train the end users. CONSULTANT will train the super users using the "train the trainer" approach. Training materials will be developed collaboratively by COUNTY key users and CONSULTANT's Consultants for use in Training. Training materials will be specific to the COUNTY's functionality and not generic SAP training materials. Training materials may include PowerPoint presentations highlighting the changes in the SAP SJ4HANA system, and recorded videos, If there are any licenses (e.g., SAP EnableNow, Adobe video editing software, InVideo, etc.) required for the development of these materials it is the responsibility of the COUNTY to procure them. All training should be completed prior to Go -Live. Page 14 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA implementation" TASK 7 - PRODUCTION CUT -OVER Conduct cut -over to the Production environment and make system ready to use 1.1.1.18 Go -live and support Once it has been released for the go -live, the CONSULTANT'S Team will perform the technical transformation in the production environment in the same way as the conversion previously conducted for the acceptance test. The relevant standards and logs required to ensure that the converslon is audit -compliant will be considered and created respectively. TASKS - MONTH HYPER -CARE STABILIZATION SUPPORT After the go -live, the CONSULTANT's Team will provide go -live support during a 6-week stabilization phase in accordance with the scope described in the project plan. Z PROJECT ARTIFACTS 2,1,1,1 Transformation documentation Next to the SAP standard reports the transformation documentation includes the following documents/logs created by CBS's ET Enterprise Tronsformee as standard: ► Transformation logs: o Log files a Spools o Copies of the relevant database tables generated within the scope of the transformation • Comparison files (for example, balances before and after the transformation) • Migration concept A detailed definition of the documentation scope will be described in the migration concept and agreed with the CONSULTANT's Team. 2.1.1.2 System Prerequisites Providing the test environment and performing test transformations are important success criteria for a transformation project. Page 15 of 33 Request For Proposal (RFP) # 21.7936 "Professional Services for SAP S/4 HANA Implementation" This proposal is subject to the following system landscape prerequisites: • A target SAP system with Release S/4HANA 2020 must be available at the start of the project. • Two isolated sandboxes / test systems will be available in addition to the normal SAP environment (one target system on S/4 and one source system on ECC) + To ensure that the source and target can be reconciled with one another, the source system for transformation tests must not change for verification purposes. In other words, the source system must be locked against changes during testing. + The test systems must reflect the latest developments and data. The ordering party will provide a process that will enable the CONSULTANT's Team to independently perform transports from the development system to the test systems within a maximum timeframe of 15 minutes. • The test systems will be refreshed from the production systems prior to every test cycle. 4 test system refreshes have been agreed upon. + In order to obtain verifiable information about data transformation runtimes, tests must be executed in a test system of similar configuration and performance corresponding to the production system. + Reliable statements in relation to transformation runtimes cannot be made until after the first integration test. The volume of data to be implemented and the performance of the hard- and software (server, database, file system access) used are the two most important factors here. The cost and effort associated with measures to improve performance are not part of this proposal. • For the duration of the project, the CONSULTANT's Team consultants will be assigned the SAP _ALL role or a comparable CONSULTANT Team -specific role for all project -specific test systems. • CONSULTANT Team and CONSULTANT Team ET Enterprise Transformer specific roles will be assigned to the CONSULTANT'S Team employees based on specification by the CONSULTANT Team project manager • The CONSULTANT's Team will perform a system backup before the start of the live transformation. • The CONSULTANT's Team will provide a sufficiently large downtime window for the technical conversion and system reconciliation by the CONSULTANTTeam's user departments. • Authorizations for the live transformation will be provided in a similar way to authorizations for the test systems, Page 16 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP Sf 4 HANA Implementation" 2.1.2 PROD 'Cr SCHEDULE & ACTIVITIES ....................... .................. -.................................... ..... _...... ........................ �._..,.-........ _............................................ ................ -........... ................. ....... w..... -.........-..........._. raJect timeline The project is expected to take 13 months to complete (includes 6 weeks of post Go -Live support), In the following Figure, we present the tasks and activities mapped to project phase (e.g., - Preparation, Explore, Realize, Deploy, and Support). Please refer to the Figure below for Project Activities by Phase, Page 17 of 33 0 � � E k � Q E Z 2 � « b � VI 126 0 � J L § ) cr - 2 § k � CL f I k \ { )i . ). -- . ..... a � ................ } ! � ■�I ,—f.— 2�� -� �i �� ! f | ! . e 0 a CL E U 0 \ � ƒ � $ § � k t .\ 2 1 2 � u \ a) § � 2 E / / � 0 E ) _r_ 0 c � � _ a :0 4W m it as to E 2 CL E tk Q LPL ac � a CL Q Q LA o '^ LL � Vt Q qj fa � C 0 in w O CL z 0 c ry v H Q J Ln z O u a c m ra Qf H a u a} c S7 a) 41 14 IV u fC d. N QS kn m n 4-1 ai 'a CL L 4- 0 to C .d v i u aJ 0 9, 0 CL a) L 4- 0 SO ; a! ro L (U 41 9 St �i f� 41 cu Y iC (J 1° m ai u a) Q_ CL LO a, L u m 0 N Ln c a CL Ln E a N L Q1 u C w f9 tw c 0 O PC vi w a a m m as a J J v a t L w u 2 a ro o - Q as Ln a � m u C Ln a! N CL 0 a; su c 0 C 3 � O 9J a a v tic o a ,0 at at c L ,� � " E vi 0vi y f+ +' c C w C+ y� 41 o as c E ` o P. a n u .C- as ea a a g C -00 Gl ro at E •� �4 O 0 C u L' +fO.' a 0 m a� >, aJ -0 ai a u C -a 0 ai a G u 3 W a c F N a - s m 4.1 aj m ." m d CL Lei c +� u r`v o CL CUc -0 ai I mCa ¢ Q c a a o m .0 L a ZY' ro C -wE o ai > c -a .- U = L ++ N ` � .- W u C t -0 'd o v O 4 0 C r CL G CL m L W 0 tM O N G CL, ` v o a aaa a CL (aa c LA N C m m U Q1 E ,4 a o_ m }C w d Ln C E NO d IA d] 4F in M L M dl ,} x a) tko .0 a 0 2 J (U as J 0 J J =LA ' ' M � ��j J Ul th Q 4 z U no �' c c c O c c M aLA ss CL M aj c C ❑ m '++ -c LA bD :I CL 'r- aj 4 C �? L oU O al C •q C ovi N �{ � � v7 a nA - Cl (U Q� c? {� u R 4 N 4 (U Q O n -0 c E w (U O tq a C U al N U F =�}!� Ql al Y sn ,Q aJ O Q) Q aJ a p Vi O C 7 M to O �p '❑ - ,�. �{ d Y G d. 2 U N4�1 0 tomn @ MO � U "i3 ~ — O c 0 Ma ++ Y O N N aJ C v7 '4 1 F = 4 - a rCa Z 4 Y jq 7 rE t to b 1�1O Y W U N N .�^ p0 4S h4 aJ u 3 ++ O aCf N c i '� a (U i Q6 „ - o a E M A °1 ro a a al d Y 4 a.f M ( J�J - 'kna_ M >" CL A ... (CU e N 4 e Q o w o C q +, — ra as qa ❑ n — _ — s 4 a LL = r 4 L1, C Q 16— J = - vi G vs a+ Va •� N C M N N '� C N M C a) '- +' � W N �� 0. �— as w __ O p N E N rua c i-� 0 O O 4 Q. C 4) ` CL .O f0 N �n M C ai a f`0 (A C rt1 .p (a � ❑ aJ �it � O ' ly,p 4A U _ � `H d 'cs +, v, tA O d w '^ � u vn a; Ql ` C. IA 6bm. O w C LL Q r sn 4Ei W 5ry ru `r r P CL ?� Q rG O ,h (U „� L 7 O QJ QJ ❑ +' d O dl U C vti as U aJ ?� �C `}` .L ti-. al Ql C LA O o °1 a y u p '� C Q ru o c O E c� a� E N m M E CL a, a¢ a a. M�$ �a m L W C y.. N C � � w O }y. ed � a � 0. o tin �- vE 'in 7 to tw � w qA p aOn a e C. C. p M a a ro d qa ru vi H v1 tw 4 vi 0 MF +r .0 a a aj C au � m M 7 U ❑ ut � C. rU i C 0. E CL UP) C M ❑ — C ) mw ~ ra 47 M WSSp c�.> aJ �' C a] 0 E ._ O v) N ME `tee, Uaj cr M c .� d o a 0c t7 M m U U G 0. � C d m 4a a+ G CP E N E k Z LLn a a � a G � U- u al y H7 a aj C 4 .D; to 4 O L fo m .� • n Jdi w Ln rya J z W h vi m Ln LA kn J Q Q J z C a s a ❑ d � d vi ❑ q�p N r u O a a �' `' p w a d c s p ''~ L In 4! m cu s �-� `a L a ¢ a 41 CL 4J I- +� a� m rho ru aj 91 +- 'a+ +� ,r 7y C 4 7 }' CL w C Y Q 3 `n L v) p f0 L a w rd +a a 6 LA Q C m p`,i 4] .mow c U rya Q. E - �. i +a C a. �c po ro O ad a ro a of Ln V " nEi in v o a a s a s L OJ m a m .� +r ro a C a s C a in 'n ro � �+ O M u +1 aJ ry L GJ O bG •❑ ❑ 41 4 4/7 dl ' c u '' 4 n�i `� C: sn j O ❑ a t; "-` 4J L ro 7•. au o a s m 'c bn a) 4ai -� i L o Ln u aQj c '@ ❑ q❑i w a yy p s ❑ C 7 m O C O Ln fl ro ro O '� 4k O -6 '�' W " +-' i y O " sn . O .Ln a � - m � .� 4J u In Qj 0. v, E '� � 'y ❑ 'i+ s c� C a -0 ° ro vr o 41 ro 0 L ❑ i-� F L G a -o ro iA C o > c� v w a f 0 '- L> ao c 'y c .> c is '� '" v a= aEi o 0 4 ns .a m v w -❑affQf0 N w U v o ❑ O m ya OJ +ro+ so rrcyn u c a c °° r m +a :E .O wa sIn a- � o Cy 1 LC O 4S a +� OJ C O w '� aj � N `0 N Ta as U M 41 Q1 O p N 0 a W Q1 ° E o n❑ dk Ln I o '� a E M 0+ O c❑ a as a F M u a g a ❑M a to a a .r ID'aC u e a " r-CL LB as OL N c w -0 a 41 a -0 di a = CL N L CL a x OL S H N m F "eo � Ln H -D � fr .� L} r- Q a p c a w m41 w +1i C Ql -Neaj - C N '+-� O_ C is E ❑ I4 c d 0. C dt a L a H nn m •�° E c c d � CL C a o +� ro a o q cn C7 a � I c a lidc a ro 0 ° o w 4.1 m kmm, s tn� r�o > .s rn Oa Oa 0 3 O F C H ❑ac O w V3 ..G a a ~a v E C � fl. ri N 66 iH CL CL d ` L a G1. � L LA O dj U. u Ln + {A m y cr 0 a a Q Q J Q < Q N 61 to C ha C to u y GA •� .0 ++ to u Cs aj Y o t u c a kA a8 � a v c0 C o a O al u Fu u +� y +� CL A `C �. W � � c O u O y ~ +a �0 t O Ih -C C C .r o LM L 17 0Ln C L 0. d1 C -W cu 4 C a C o -0 ° -0 C ar u�i h0 to ui n0 41 i w Q1 R v N v "C u qj C 4b N °; c C 12 ca c Ln o t y 'v a ry E a) Lv a c, 4. � a to w � � �, u no •u tin cm no w E �; o Q w 0 a +� a lU h�0 �i ! cu O u u *, u �Q N 9j aj aj C e6 a v"i i 7 S 7 O a a O a 0 m 0 (U a 0. fO '� W sn C C r '} 4j fa j 0- '6 aj m w t• aj W +�-' L u al +' M W ,n C d) y Y v c a a c$ w w W) "' a❑ +jr c . } a) eo A � ro cu a v, v d o o y ° LA c ca +� c LEDkn C �C .�^ N 9i u E ❑ L 4l 7 7 ,C 4! E L d. Tip t .r O N ❑ 0 -a'� 4? '-'S 0 C 0 �^ "O 41 rLA A i3 C cn u s aj CL +1 ai U 4k 14 E t' a) 0 � 41 y Ln aajj = C C 'L 0. a •� -0 ~ O ll a - m N -0 S�,j NO E ❑- C of to u � ++ O �� '�, h .0 aj u O .0 IG al C y `~ `~ 'C c ra 4 h0 C � O a vim-• 0 L �n ❑ a �+ CO Q ++ u L 4j Ci aj c' aj C C 7 al �] ar m o °' CL OA o s c c a o a naa a E a ECL L a � 4F � L C L C 7 C t Q ❑ .. � qj 7 C '} di` 6j } a1 -p 4 O. �. cu 4j F 0 L ++— C t aY H � .0 (u F ra F L in t H to w 0 mc r0 rt1 :3 L L 0 � CL lvi u QL v7 UUj Ln N N V) VI C ❑ 3 2 In co aj C O O u aj C •w 4j '6 atea�,}} u a by t; O CA ❑ w N W W '� }' C Q � L Q C '�- ❑ ❑ ffl � L a � w c zs o c b a no a n c - a F C< F. E 4 V) w m X C m a 4J0 IA al U '^ m `m m In 0 x tLO C m 01 CL d t a 0 .q F C n � E N � Z V1 O CL 4I} d L o m LL. y` w ar � OC C G vi VI d L a O u z {� un J Q C ° C mp m -p fID "O CL� p t L$ � 3 a c p +, u O jj a m y w = ` C 6 c N 3 a W .Q m 41 0. vi a N 4 L h6 M C ° a al a c D a ❑ O C O GA Qj `~ O A o c� c ru qu a CU '+; L n v '� a. F g a ' a a i a+ p L a +- L M L Q. c '++ :3 .D 41 C ? 4' '° p Q ° m Q 3 D a a c _+ a" ar " v a o rS a! Q N " O '❑ a +L+ 7 U1 p vim, i^ � ? p N C 'O C 3 p O �+ Y s N w u 7, N +L+ +' L tJ a U a w- _ °J f° OC { a� can v - C m U w C- E ° CL rt1 4 y •� E t L1 } o° % u C '� �4 a Q7 y LL m L7. 0 as � Q. � w a •> o .0 }�- a o c 3 a L° a `�_ �+ p� E a s o ea a xQ1 o L rya E fp as �n ❑ 4- �n ° a C Ln c di ' °A C ° = Q O C ° ° U dJ u G m Q y a L CL 7 Ln L' •p al C 7 O u L A f° '= sC6 G1 } j N } U +J � 0. -O 7 O] 7 W m N C BQ Q N w — Q OO. t0 � U6 — LA •y pp C ar "' '— L q� C v w � C vs Za � m f4 4�i dp �� 0! "O 7 E Na L� a� 3 K7 c '— W v � } E LA MOJ LA m CL aj •• = +•' '� 41 in m o ro M +� L - E C 3 w a4 fG ,� wo � to N O N "m � •a del 7 °; N o w a Ll LA m 1cu 6 a = +� 0. O -0a N A '4-' L a-0 L p tC0 p m Q a P. �l a w Lw O C CL +' # a ` 0 4 3 `�' a as a an "C C C O O N C 3 ` L L N c-C H O H ao u c a U .r- � .- w � �+ 4� rc [r a - 6. a rco � o c c O c W CL c p f6 L Q y w c p 43 ' } [� L c 0 •= C y +4 SC f0 C . 4Sq c ` sa a p p ° © 2 a ~ +`9+ U G ° c o a c m p p tko +� H m 'r3 a ra o c ro g C _ .0. to M 44 i.-. U m LM 2 yQ1 3 J a uJ V H CL Q d [t tiry m a r � a p S x ua G a E a] tw a 4 Vf M � M w o m en N x ai e4 di a Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 NANA Implementation" COUNTY shall be responsible for providing the following: ■ SHIP System access and VPN access, + Technical infrastructure • Develop test scripts • Integration testing • User Acceptance Testing • End user Training C. Remote Support /Dn-Site Support It is presumed that the support services delivered under this agreement will be delivered partly onsite and partly remotely. D. Escalation process The following people small be contacted if the customer feels the project needs to be escalated to receive additional attention: Escalation Level Contact phone Email Level 1 Level 2 Vikas Pathak Hanif 5arangi (714) 343-2074 (512) 557-4731 v athalc hoenixteam.com hsaranei&hoenixteam.c.om Phoenix Master Services Agreement (M5A) - EXHIBIT 1 Page 24 of 33 119 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP SJ4 HANA Implementation" 13,9 ASSUMPTIONS - REVISED Our Timeline, LOE, and NTE cost were generated with the following assumptions taken into consideration: Table 2: Project Assumptions - Revised The quoted price is based on the scope and schedule outlined in the scope section 1 of this SOW. Any changes to scope will be managed via the project change control process and may be subject to changes in price. All commercial offers outlined in this proposal assume that COUNTY awards 2 CONSULTANT Team the work package in its entirety. However, we understand that there are situations where the COUNTY might want us to work with other vendors which are not part of our original bid. The price quote for this proposal assumes that the project starts as scheduled and 3 runs without break In schedule (other than weekends and holidays) for the proposed term of the project. 4 J We are proposing a combination of both onsite and offsite resources in the staffing plan. The Project will follow 5AP's Activate methodology. In addition, the COUNTY will be open to adopting the Best Practices in SAP Public Sector implementation and 5 use CONSULTANT Team's business accelerators, systems, and procedures to address the COUNTY's requirement. The developed solution will folloi practices. Any deviation from stand control. 6 Revised Assumption: The goal of the developed solution will be to follow standard functionalities based on leading practices. Deviations from standard practices that lead to unnecessary programming or significant additional work by CONSULTANT may be subject to change control and will be discussed and negotiated with the COUNTY during the course of the project. COUNTY will implement decision -making and problem resolution processes in 7 ] order to achieve ors -time, on -budget project completion. It is expected most Phoenix Master Services Agreement (NiSA) - EXHIBIT 1 Page 25 of 33 CA(? Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" As sumption decisions and/or problems will be resolved within a two-day time period. COUNTY agrees to make all reasonable efforts to make decisions within a two (2) day window. It is understood that not all decisions may be resolved in the two (2) day timeframe; however, COUNTY agrees there Is a one (1) week maximum timeframe. If the timeframe is not met, the project schedule and associated costs may be impacted COUNTY will identify and empower process owners for core process areas 8 accountable for owning the process vision and driving the adoption of common processes across the organization. COUNTY will review project deliverables and sign -off on deliverables in line with 9 mutually agreed schedules. COUNTY will create a design control board with the responsibility of maintaining 10 the integrity of the developed design. The design control board will be responsible for reviewing business requirements that cannot be met by standard SAP. COUNTY will ensure that requests for additional functionality that are outside the agreed scope of the project are rejected unless agreed levels of additional 11 resources are made available to the project and managed through the change control process. COUNTY will ensure that effective mechanisms exist to manage potential scope creep, (addition of incremental tasks, activities, etc., outside of the designated 1 scope change management process), to minimize the risk to cost, resources and timeline, which could risk the implementation timescales of this project, Where decisions cannot be made by the defined program structures, COUNTY will provide an effective escalation route, including a decision maker of last resort, 13 agreed at the start of the project. Necessary Delegation of Authority will also be put in place in case of unknown circumstances declsi4n maker is unavailable. CONSULTANT Team assumes COUNTY currently has controls in place that meet their reasonable assurance that their operating objectives are being achieved and applicable laws and regulations are being complied with. Any project delays due 14 to COUNTY Internal Audit or similar compliance function to review and sign -off that the process and systems design to comply with internal standards will be managed via the change control process. COUNTY will notify CONSULTANT Team of any change in circumstances that may 15 lead to a change In requirements, scope or approach, Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 26 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP Sf 4 HANA implementation" Steering Committee will oversee the project and CONSULTANT Team will be 16 represented on the Steering Committee by the CONSULTANT Team Project Manager COUNTY will be responsible for ensuring sufficient representation to workshops during the fit gap phase, Non-compliance could lead to decision making and design 17 delays which could negatively impact the vendor which is not covered under the fixed amount for fit gap. Delays caused by the lack of COUNTY resources to complete the fit gap will be for the account of the COUNTY. For this Project, COUNTY is responsible for procuring the licenses to implement the project, Should there be any discrepancy In licenses, COUNTY is responsible for procuring all software licenses. COUNTY will be responsible for any additional costs 7.8 and project delay costs due to lack of needed software and/or software license compliance activities. CONSULTANT Team will advise COUNTY if during the course of the project that additional software may be required prior to installing or using such software. The COUNTY will provide access to all systems, information and staff required to perform the defined services, Where these systems, information or staff are 19 managed or held by third parties, the COUNTY will ensure that appropriate access rights are agreed with these third parties. 207The COUNTY will adopt the software implementation strategy for the 3rd party software in accordance with the CONSULTANT Team methodology. The COUNTY will make available necessary facilities for Consultant personnel while 21 on -site including: Office space and supplies 11 • Internal and external telephone service Email, internet and network access Administrative support as required (i.e., large volume copying or word processing) _ Remote access to the systems. zz The COUNTY will ensure that CONSULTANT Team staff has reasonable access to all relevant COUNTY sites and 3rd party partner locations. Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 27 of 33 c Request For Proposal (RFP) # 21-7936 "Professional Services for SAP 5/4 HANA Implementation" Both parties agree to work overtime when required to meet project timelines; 23 significant overtime resulting from COUNTY's delays will follow the change control process. General Resources COUNTY will staff the project with an agreed number of personnel as specified in 24 this proposal. They should have in-depth understanding of COUNTY's existing operations. The COUNTY's staff will be, as much as possible, dedicated to this engagement. 25 with appropriate back -fill being provided for their previous business roles. CONSULTANT Team on site Team members and COUNTY project Tearn members LL6 will be co -located for the duration of the project, The COUNTY will empower its project Team members to make decisions, especially �7 as they relate to process changes. All staff is expected to take normal vacation and holidays throughout the course of 28 the engagement except during stages of the project where their presence is critical. All vacation and holiday requests will be approved by the joint project managers. When appropriate, CONSULTANT Team consultants may work from an off -site 29 location, The proposal has a fixed number of hours reserved for the project implementation 30 (see high level resource plan) RICEFW Estimates will be validated during the Explore / Fit Gap stage, The COUNTY will be accountable and responsible for validation of the transformed, 31 pre -load and loaded data, Data Migration Strategy and Conversion will need to be approved by the COUNTY. 32 Major support will be required from the COUNTY during all the phases of data migration (mapping, transformation, etc.). Any manual conversion and/or additional data acquisition necessary will be 33 performed by COUNTY personnel. CONSULTANTTeam will advise of additional data needs and formats. Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 28 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" The COUNTY will be responsible for providing data in agreed timelines during trial cut over runs and go live cut over. CONSULTANT Team will not be held responsible 34 for delays in go live due to bad or incomplete data. 3571Integration Legacy analysis, programming or remediation which will be performed by and managed by COUNTY staff or COUNTY's controlled third parties. Revised Assumption: All legacy custom code (a/y tables & codes) will be analyzed 36 and remediated for compatibility with S/4HANA by CONSULTANT. The COUNTY has started a Unicode conversion. The CONSULTANT's strategy involves starting with a Unicode compliant system. To avoid unnecessary testing the Unicode conversion project can be stopped at this time. 3771 The COUNTY will be responsible for integration testing of the end -to -end interface. The effort and costs related to the decommissioning of the legacy environments 38 will be the COUNTY's responsibility County will be responsible for providing data in agreed timelines during trial cut 39 over runs and go live cut over. CONSULTANT Team will not be held responsible for delays in go live due to bad or incomplete data. County will be responsible for securing licenses for any tools for testing. CONSULTANT Team will provide suggestions on what is the best tool to purchase if 40 necessary. Revised Assumption: Solution Manager CBTA and Panaya are two of the CONSULTANT's recommended testing tools that can be used to assist with testing. Integration testing is the responsibility of the COUNTY's resources. The a1 CONSULTANT team will provide guidance in this process. The project will follow the CONSULTANT Team methodology for testing, escalation 42 and resolution of issues. 43 Unit testing, integration testing, and configuration testing are included and will be in according to CONSULTANT's Team's testing methodology. Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 29 of 33 c,#o Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" 44 11 Integration testing includes one cycle of testing only. Revised Assumption: CONSULTANT will perform the following test cycles as part of this project; • One unit test r Two integration tests • One user acceptance test 45 We will have a testing cycle dedicated for users called user acceptance testing. 46 Security features testing, will be included in Integration Testing The project will follow the CONSULTANT'S Team methodology for training. 47 CONSULTANT Team's training methodology incudes 2 broad types of training - project team training and end user training. 48 11 The project will adopt the Train -the -trainer approach. Technical training and customization training will be done as part of knowledge 49 transfer to COUNTY staff. Knowledge transfer will be in a form of on-the-job training where the team will be shoulder -to -shoulder working on the configuration and issue resolution. Fcan are expecting that during the contract negotiation portion of the project that will be given tine chance to clarify some of our assumptions. We feel that we save the COUNTY or defer some investment after we give our opinion on how to better approach the implementation. Revised Assumption: This assumption came from CBS. Essentially, CBS is operating 5Q under the assumption that activities to be performed for the COUNTY will be similar to those at Arapahoe. CBS could perform a quick system analysis using its migration tool which would give us all the information we need to finalize the approach and plan and to provide any recommendations to the COUNTY. CBS's thought here was to let the COUNTY know it was operating under some assumptions based on past public sector projects, and if any of them were inaccurate, we may be able to reduce the cost. It is highly likely however that the Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 30 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" estimate will not change from what we originally offered considering there is not much variance in the public sector customers, We are confident that the Selective Data Transfer approach proposed is the best option forward for the COUNTY. _ Our team will be onsite as required for the project This includes onsite time periods 1_5_1 during Explore phase for design work and during Realize phase for testing our team will be onsite as required for the project This includes onsite time periods during Explore phase for design work and during Realize phase for testing 53 The COUNTY will be responsible for Integration testing, and UAT The following table shows our Data Transformation Assumptions: Table 3: Doto Transformation Assumptions Data Transformation AssumptiOnS 1 The COUNTYwill ensure, that all business functions and add-ons are compatible to S/4HANA. The Readiness Check will show any incompatibilities. 2-7 The COUNTY will take ownership to provide solutions for the "must dos" identified by the Simplification Item list. CBS does offer consulting support to conceptualize and configure solutions as part of a contingent of consulting time. Any data related adjustments will be part of the migration services. Revised Assumption: CONSULTANT will perform changes to configuration identified during the upgrade. Examples of this are: Business Partner activation, Material Ledger configuration, new ledger Design for El, etc. 3 New G/L will be implemented with document split. The document split is performed for the current fiscal year, No zero -balancing is being considered, but can be added. 4 New Asset Accounting will be introduced. — this is pure configuration and should be handled by the partner. Customer must provide mapping for the ledger migration. Phoenix Master Services Agreement (M5A) - EXHIBIT 1 Page 31 of 33 ock Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" The COUNTY plans to remap some GL accounts/ commitment items and will provide a mapping of old versus new accounts. The CONSULTANT's Team will merge these accounts during the migration. 5 1,1..dger will i,r k•.ndled 5epapte1y. Revised Assumption: Strike this assumption. Material ledger is currently not in use and will be activated to satisfy the needs of 5/4HANA, Revised Assumption: This is one of the 5/4HANA requirements. Activation will be performed by the CONSULTANT. l In finance and logistics, the entire history of data is migrated. 8 The scope of modules is as follows: FI CO, SL, FA, PM, BCS, CJ, PS, MM/IM, AP, AR, PY, OM, and Business Workflow. Revised Assumption: All of current functionality used in ECC as part of the COUNTY's current environment will be in Scope as part of this project. 9 Revised Assumption: Strike this assumption. 10 11 Code adaptation to S/4HANA is done by the COUNTY. Revised Assumption: This will be performed by the CONSULTANT, 11 Details of the system landscape for the project, development freeze and parallel maintenance will be clarified during the planning phase of the project. 12 11 The target release is S/4HANA 2020. Revised Assumption, The target release will be the latest available from SAP at the time of the time of the project migration. 13 The database size of the current system is approximately 820 GB. 14 The system is converted in a big-bang approach. Phoenix Master Services Agreement (MSA) - EXHIBIT 1 Page 32 of 33 Request For Proposal (RFP) # 21-7936 "Professional Services for SAP S/4 HANA Implementation" 15 Business Partner will be implemented by partner in FCC prior to the transformation activities and will be migrated 1:1 into SAP S/4HANA6. Revised Assumption: Business partner to be activated by the CONSULTANT prior to 1:1 migration from ECC to 5/4 Phoenix Master Services Agreement (M5A) - EXHIBIT 1 Page 33 of 33 � A SCHEDULE B BASIS OF COMPENSATION J. MONTHLY STATUS REPORTS 13.1.1. As a condition precedent to payment, CONSULTANT shall submit to the COUNTY as part of its monthly invoice a progress report reflecting the Project status, in terms of the total work effort estimated to be required for the completion of the Basic Services and any authorized Additional Services, as of the last day of the subject monthly billing cycle. Among other things, the report shall show all Service items and the percentage complete of each item. 2. COMPENSATION TO CONSULTANT B.2.1. For the Basic Services provided for in this Agreement, the COUNTY agrees to make the payments to CONSULTANT in accordance with the terms stated below. Payments will be made in accordance with the following Schedule; however, the payment of any particular line item noted below shall not be due until services associated with any such line item have been completed or partially completed to the COUNTY's reasonable satisfaction. Lump sum payments will be made upon the percentage complete. In no event shall such Time and Materials compensation exceed the amounts set forth in the table below_ Taskslitem Description Lump Sum Time and Materials Not -To -Exceed 1 Prepare Phase Completed $ $151,813.44 2 Design Completed $ $ 303 626.88 3 Custom Development Unit Testing completion $ $151,813.44 4 Integration Test (Cycle 1 & 2 completion $ $303,626.88 5 User Acceptance Test completion $ $161 813.44 6 Training Execution completion $ $151,813.44 7 Go -Live Production Cut -over $ $151,813.44 8 1 Months Hyper -care Stabilization Support $ $151,813.44 9 Reimbursables Travel Costs $ $140 111.24 Total Lump Sum Fee $ Total Time and Materials Fee $ GRAND TOTAL FEE $1,658,245.60 Page 18 of 30 PSA Single Project Agreement [2022 Ver.II 9 B.2.2. Q* Time and Material Fees: The fees noted in Section B.2.1. shall constitute the amounts to be paid to CONSULTANT for the performance of the Basic Services. Direct Labor Costs mean the actual salaries and wages (basic, premium and incentive) paid to CONSULTANT's personnel, with respect to this Project, including all indirect payroll related costs and fringe benefits, all in accordance with and not in excess of the rates set forth in the Attachment 1 to this Schedule B. With each monthly Application for Payment, CONSULTANT shall submit detailed time records, and any other documentation reasonably required by the COUNTY, regarding CONSULTANT's Direct Labor Costs incurred at the time of billing, to be reviewed and approved by the COUNTY. There shall be no overtime pay without the COUNTY's prior written approval. B.2.2.1. Notwithstanding anything herein to the contrary, in no event may CONSULTANT's monthly billings, on a cumulative basis, exceed the sum determined by multiplying the applicable not to exceed task(s) limits by the percentage the COUNTY has determined CONSULTANT has completed such task as of that particular monthly billing. e; The4ees noted iR SeotleP44, bepAidt1 ses T v hull_h . B.2.3.1 CONSULTANT shall submit, with each of the monthly status reports provided for under Section B,1,1 of this Schedule B, an invoice for fees earned in the performance of Basic Services and Additional Services during the subject billing month. B.2.4. For Additional Services provided pursuant to Article 2 of the Agreement, if any, the COUNTY agrees to pay CONSULTANT a negotiated total fee and Reimbursable Expenses based on the services to be provided and as set forth in the Amendment authorizing such Additional Services. The negotiated fee shall be based upon the rates specified in Attachment 1 to this Schedule B and all Reimbursable Expenses shall comply with the provision of Section 3.4.1 below. There shall be no overtime pay on Additional Services without the COUNTY's prior written approval. B.2.5. The compensation provided for under Section B.2.1 of this Schedule B, shall be the total and complete amount payable to CONSULTANT for the Basic Services to be performed under the provisions of this Agreement, and shall include the cost of all materials, equipment, supplies and out- of-pocket expenses incurred in the performance of all such services. B.2.6. Notwithstanding anything in the Agreement to the contrary. CONSULTANT acknowledges and agrees that in the event of a dispute concerning payments for Services performed under this Agreement, CONSULTANT shall continue to perform the Services required of it under this Agreement, as directed by the COUNTY, pending resolution of the dispute provided that the COUNTY continues to pay to CONSULTANT all amounts that the COUNTY does not dispute are due and payable_ 3. SCHEDULE OF PAYMENTS B.3.1. Notwithstanding anything herein to the contrary, the CONSULTANT shall submit no more than one invoice per month for all fees earned that month for both Basic Services and Additional Services. Invoices shall be reasonably substantiated, identify the services rendered and must be submitted in triplicate in a form and manner required by the COUNTY. R,11.1 Payments will be made for services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of contract. Any untimely submission of invoices beyond the specified deadline period is subject to non - page 19 000 i'SA Single Project Agrcalnenl (2022 Ver. I I payment under the legal doctrine of "lathes" as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this Agreement. 13,32, Invoices not properly prepared (mathematical errors, billing not reflecting actual work done, no signature, etc.) shall be returned to CONSULTANT for correction. Invoices shall be submitted on CONSULTANT's letterhead and must include the Purchase Order Number and Project name and shall not be submitted more than one time monthly. B.3.3. Payments for Additional Services of CONSULTANT as defined in Article 2 hereinabove and for reimbursable expenses will be made monthly upon presentation of a detailed invoice with supporting documentation. B,3A. Unless specific rates have been established in Attachment 1, attached to this Schedule B, CONSULTANT agrees that, with respect to any subconsultant or subcontractor to be utilized by CONSULTANT for this Agreement or Additional Services, CONSULTANT shall be limited to a maximum markup of five percent (5%) on the fees and expenses associated with such subconsultants and subcontractors. 8.3.41 Reimbursable Expenses must comply with §112.061, Fla. Stat,, or as set forth in the Agreement, be charged without mark-up by the CONSULTANT, and shall consist only of the following items: B,3.4.1.1. Cost for reproducing documents that exceed the number of documents described in this Agreement and postage and handling of Drawings and Specifications. 113,4.1.2. Travel expenses reasonably and necessarily incurred with respect to Project related trips, to the extent such trips are approved by the COUNTY_ Such expenses, if approved by the COUNTY, may include coach airfare, standard accommodations and meals, all in accordance with §112.061, Fla. Stat. Further, such expenses, if approved by the COUNTY, may include mileage for trips that are from/to destinations outside of Collier or Lee Counties, Such trips within Collier and Lee Counties are expressly excluded. B.3.4.1.3. Permit Fees required by the Project, B.3.4.1.4. Expense of overtime work requiring higher than regular rates approved in advance and in writing by the COUNTY. B,3.4.1,5, Expense of models for the County's use, 133,4.1.6. Other items on request and approved in writing by the COUNTY. B.3.4.1.7. The CONSULTANT shall bear and pay all overhead and other expenses, except for authorized reimbursable expenses, incurred by CONSULTANT in the performance of the Services. B.3.4.1.8. Records of Reimbursable Expenses shall be kept on a generally recognized accounting basis. 8.3.5. The CONSULTANT shall obtain the prior written approval of the COUNTY before incurring any reimbursable expenses, and absent such prior approval, no expenses incurred by CONSULTANT will be deemed to be a reimbursable expense, Pagc 20 of 34 PSA Single Projmt Agreement [2022 Ver.l J 90 SCHEDULE B — ATTACHMENT 'I CONSULTANT'S HOURLY RATE SCHEDULE The above hourly rates are applicable to Time and Materials task(s) only, The above list may not be all inclusive. Additional hourly rates for other personnel may be added via an Amendment upon mutual agreement in advance and in writing by the parties. ❑ * e wee f'abc 21 of'30 PSA Single Prejut Agreement (2022 Ver, I i SCHEDULE C PROJECT MILESTONE SCHEDULE Number of Calendar Days For Completion TaskiItem from Date of Description Notice to Proceed for Services under this A reement 1 Prepare Phase Completed 30 Days 2 Design Completed 180 Days 3 Custom Development Unit Testing 240 Days Completion 4 Integration Test (Cycle 1 and 2) completion 300 Days 5 User Acceptance Test completion 330 Days 6 Training Execution completion (Train the 330 Days Trainer) 7 Go -Live (Productions Cut -over) 360 pays g 1 Month Hyper -care Stabilization Support 402 Days Page 22 or 30 PSA single Project Agreement (2022 Vcr, f ] MR6 SCHEDULE D INSURANCE COVERAGIEH 1. The amounts and types of insurance coverage shall conform to the following minimum requirements with the use of Insurance Services Office (ISO) forms and endorsements or their equivalents. If CONSULTANT has any self -insured retentions or deductibles under any of the below listed minimum required coverages, CONSULTANT must identify on the Certificate of Insurance the nature and amount of such self -insured retentions or deductibles and provide satisfactory evidence of financial responsibility for such obligations. All self -insured retentions or deductibles will be CONSULTANT's sole responsibility. 2. The insurance required by this Agreement shall be written for not less than the limits specified herein or required by law, whichever is greater. 3. Coverages shall be maintained without interruption from the date of commencement of the services until the date of completion and acceptance of the Project by the COUNTY or as specified in this Agreement, whichever is longer. 4. Certificates of insurance acceptable to the COUNTY shall be filed with the COUNTY within ten (10) calendar days after Notice of Award is received by CONSULTANT evidencing the fact that CONSULTANT has acquired and put in place the insurance coverages and limits required hereunder. In addition, certified, true and exact copies of all insurance policies required shall be provided to the COUNTY, on a timely basis, if requested by the COUNTY. Such certificates shall contain a provision that coverages afforded under the policies will not be canceled or allowed to expire until at least thirty (30) days prior written notice has been given to the COUNTY. CONSULTANT shall also notify the COUNTY, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, non -renewal or material change in coverages or limits received by CONSULTANT from its insurer, and nothing contained herein shall relieve CONSULTANT of this requirement to provide Notice, in the event of a reduction in the aggregate limit of any policy to be provided by CONSULTANT hereunder, CONSULTANT shall immediately take steps to have the aggregate limit reinstated to the full extent permitted under such policy. 5. All insurance coverages of the CONSULTANT shall be primary to any insurance or self- insurance program carried by the COUNTY applicable to this Project. 0. The acceptance by the COUNTY of any Certificate of Insurance does not constitute approval or agreement by the COUNTY that the insurance requirements have been satisfied or that the insurance policy shown on the Certificate of Insurance is in compliance with the requirements of this Agreement. 7. CONSULTANT shall require each of its subconsultants to procure and maintain, until the completion of the subconsultant's services, insurance of the types and to the limits specified in this Section except to the extent such insurance requirements for the subconsultant are expressly waived in writing by the COUNTY. a. Should at any time the CONSULTANT not maintain the insurance coverages required herein, the COUNTY may terminate the Agreement or at its sole discretion shall be authorized to purchase such coverages and charge the CONSULTANT for such coverages purchased, If CONSULTANT fails to reimburse the COUNTY for such costs within thirty (30) days after demand, the COUNTY has the f'ugc 23 0t'30 PSA Single Project Agreement [2022 Yer.1 } 9 right to offset these costs from any amount due CONSULTANT under this Agreement or any other agreement between the COUNTY and CONSULTANT. The COUNTY shall be under no obligation to purchase such insurance, nor shall it be responsible for the coverages purchased or the insurance company or companies used. The decision of the COUNTY to purchase such insurance coverages shall in no way be construed to be a waiver of any of its rights under the Agreement. 9. If the initial, or any subsequently issued Certificate of Insurance expires prior to the completion of the services required hereunder or termination of the Agreement, the CONSULTANT shall furnish to the COUNTY, in triplicate, renewal or replacement Certificate(s) of insurance not later than three (3) business days after the renewal of the policy(ies). Failure of the Contractor to provide the COUNTY with such renewal certificate(s) shall be deemed a material breach by CONSULTANT and the COUNTY may terminate the Agreement for cause. 10. WORKERS' COMPENSATION AND EMPLOYERS' LIABILITY. Required by this Agreement? I•❑ Yes ❑ No Workers' Compensation and Employers' Liability Insurance shall be maintained by the CONSULTANT during the term of this Agreement for all employees engaged in the work under this Agreement in accordance with the laws of the State of Florida. The amounts of such insurance shall not be less than: a. Worker's Compensation - Florida Statutory requirements b. Employers' Liability - The coverage must include Employers' Liability with a minimum limit of $ 100A00 for each accident. The insurance company shall waive all claims rights against the COUNTY and the policy shall be so endorsed. 11. United States Longshoreman's and Harbor Worker's Act coverage shall be maintained where applicable to the completion of the work. Required by this Agreement? ❑ Yes Q No 12. Maritime Coverage (Jones Act) shall be maintained where applicable to the completion of the work. Required by this Agreement? ❑ Yes 0 No 13. COMMERCIAL GENERAL LIABILITY. Required by this Agreement? p Yes ❑ No A. Commercial General Liability Insurance, written on an "occurrence" basis, shall be maintained by the CONSULTANT. Coverage will include, but not be limited to, Bodily Injury, Property Damage, Personal Injury, Contractual Liability for this Agreement, Independent Contractors, Broad Form Property Damage including Completed Operations and Products and Completed Operations Coverage. Products and Completed Operations coverage shall be maintained for a period of not less than five (5) years following the completion and acceptance by the COUNTY of the work under this Agreement. Limits of Liability shall not be less than the following: Coverage shall have minimum limits of $ 1 000 000 Per Occurrence, $ 2,000,000 aggregate. Page 24 of 30 P5A Single Project Agreement 12022 Vcr.l j B. The General Aggregate Limit shall apply separately to this Project and the policy shall be endorsed using the following endorsement wording. "This endorsement modifies insurance provided under the following: Commercial General Liability Coverage fart. The General Aggregate Limit under LIMITS OF INSURANCE applies separately to each of your projects away from premises owned by or rented to you." Applicable deductibles or self -insured retentions shall be the sole responsibility of CONSULTANT. Deductibles or self -insured retentions carried by the CONSULTANT shall be subject to the approval of the Risk Management Director or his/her designee. 14, Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR, Collier County Government shall be listed as the Certificate Holder and included as an "Additional Insured" on the Insurance Certificate for Commercial General Liability where required. The insurance shall be primary and non-contributory with respect to any other insurance maintained by, or available for the benefit of, the Additional Insured and the Contractor's policy shall be endorsed accordingly. Contractor shall ensure that all subcontractors comply with the same insurance requirements that the Contractor is required to meet. 15. Watercraft Liability coverage shall be carried by the CONSULTANT or the SUBCONSULTANT in limits of not less than the Commercial General Liability limit shown in subparagraph (1) above if applicable to the completion of the Services under this Agreement. Required by this Agreement? ❑ Yes 0 No 16. Aircraft Liability coverage shall be carried by the CONSULTANT or the SUBCONSULTANT in limits of not less than $5,000,000 each occurrence if applicable to the completion of the Services under this Agreement. Required by this Agreement? © Yes d No 17. AUTOMOBILE LIABILITY INSURANCE. Required by this Agreement? ❑ Yes ❑■ No Business Auto liability: Coverage shall have minimum limits of $ Per Occurrence, Combined Single Limit for Bodily Injury Liability and Property Damage Liability, This shall Include. - Owned Vehicles, Hired and Non -Owned Vehicles and Employee Non -The ownership. 18. TECHNOLOGY ERRORS AND OMISSIONS INSURANCE. Required by this Agreement? ❑ Yes ❑■ No Technolociv Errors and Omissions Insurance: Coverage shall have minimum limits of $ Per Occurrence. 19. CYBER INSURANCE. Required by this Agreement? 0 Yes ❑ No Cyber Insurance; Coverage shall have minimum limits of $1,000-000 Per Occurrence. Rage ZS of 30 PSA Single i'rojeer Agrccment J2022 Ver.I ) 20. UMBRELLA LIABILITY. Required by this Agreement? ❑ Yes ❑■ No A. Umbrella Liability may be maintained as part of the liability insurance of the CONSULTANT and, if so, such policy shall be excess of the Employers' Liability, Commercial General Liability, and Automobile Liability coverages required herein and shall include all coverages on a "following form" basis, B. The policy shall contain wording to the effect that, in the event of the exhaustion of any underlying limit due to the payment of claims, the Umbrella policy will "drop down" to apply as primary insurance. 21. PROFESSIONAL LIABILITY INSURANCE. Required by this Agreement? 0 Yes ❑ No A. Professional Liability. Shall be maintained by the CONSULTANT to ensure its legal liability for claims arising out of the performance of professional services under this Agreement, CONSULTANT waives its right of recovery against COUNTY as to any claims under this insurance, Such insurance shall have limits of not less than $1,000,000 each claim and aggregate. B. Any deductible applicable to any claim shall be the sole responsibility of the CONSULTANT. Deductible amounts are subject to the approval of the COUNTY. C. The CONSULTANT shall continue this coverage for this Project for a period of not less than five (5) years following completion and acceptance of the Project by the COUNTY. D. The policy retroactive date will always be prior to the date services were first performed by CONSULTANT or the COUNTY, and the date will not be moved forward during the term of this Agreement and for five years thereafter. CONSULTANT shall promptly submit Certificates of Insurance providing for an unqualified written notice to the COUNTY of any cancellation of coverage or reduction in limits, other than the application of the aggregate limits provision. In addition, CONSULTANT shall also notify the COUNTY by certified mail, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, non -renewal or material change in coverages or limits received by CONSULTANT from its insurer. In the event of more than a twenty percent (20%) reduction in the aggregate limit of any policy, CONSULTANT shall immediately take steps to have the aggregate limit reinstated to the full extent permitted under such policy. CONSULTANT shall promptly submit a certified, true copy of the policy and any endorsements issued or to be issued on the policy if requested by the COUNTY. 22. VALUABLE PAPERS INSURANCE. In the sole discretion of the COUNTY, CONSULTANT may be required to purchase valuable papers and records coverage for plans, specifications, drawings, reports, maps, books, blueprints, and other printed documents in an amount sufficient to cover the cost of recreating or reconstructing valuable papers or records utilized during the term of this Agreement. 23. PROJECT PROFESSIONAL LIABILITY. A. If the COUNTY notifies CONSULTANT that a project professional liability policy will be purchased, then CONSULTANT agrees to use its best efforts in cooperation with the COUNTY and 11ase 26 of30 I'SA Single Project Agreelneni [2022 Yer, ( I the COUNTY's insurance representative, to pursue the maximum credit available from the professional liability carrier for a reduction in the premium of CONSULTANT's professional liability policy. If no credit is available from CONSULTANT's current professional policy underwriter, then CONSULTANT agrees to pursue the maximum credit available on the next renewal policy, if a renewal occurs during the term of the project policy (and on any subsequent professional liability policies that renew during the term of the project policy). CONSULTANT agrees that any such credit will fully accrue to the COUNTY, Should no credit accrue to the COUNTY, the COUNTY and CONSULTANT, agree to negotiate in good faith a credit on behalf of the COUNTY for the provision of project -specific professional liability insurance policy in consideration for a reduction in CONSULTANT's self -insured retention and the risk of uninsured or underinsured consultants. & The CONSULTANT agrees to provide the following information when requested by the COUNTY or the COUNTY's Project Manager: 1. The date the professional liability insurance renews. 2. Current policy limits. 3. Current deductibles/self-insured retention. 4. Current underwriter. 5. Amount (in both dollars and percent) the underwriter will give as a credit if the policy is replaced by an individual project policy. & Cost of professional insurance as a percent of revenue. 7. Affirmation that the design firm will complete a timely project errors and omissions application. C. If the COUNTY elects to purchase a project professional liability policy, CONSULTANT to be insured will be notified and the COUNTY will provide professional liability insurance, naming CONSULTANT and its professional subconsultants as named insureds. END OF SCHEDULE ❑ Page 27 of 30 PSA Single Projoc4 AgrcemcnI [W22 Vcr 11 9 #f This schedule is not applicable. k��I�F'�'iY7-T'�yY�b�711'3LFTil7TTC.7 Z7'AmpetltrVG'.�ClCiat'iQn IaFP/i-,C17t4L'ln 87.06, Ze►TRAP sepoieBS of thl M e previded-ufideF-ffieeiqeeFnft$ 11 MF9jeel is aeewr-ate, Ornplete-and-eu m TITLE; DATE; Page 28 of 3q pSA Single Project Agrument [7022 Vor_l] SCHEDULEF KEY PERSONNEL Page 29 of 30 PSA Single !'rq'Icct Agreement C2622 Ver.l ] 9 Other: SCHEDULE G (Description) ❑ following this page (pages through ^) ❑■ this schedule is not applicable Page 30 crl'30 PSA Single Project Agreement [2022 Ver.1) 9 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME: CONTACT (A/C, No): FAX E-MAIL ADDRESS: (A/C, No, Ext): PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSR THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS AUTOSAUTOS NON-OWNEDHIRED AUTOS SCHEDULEDALL OWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT ER OTH- TORY LIMITS WC STATU- LIMITS(MM/DD/YYYY) POLICY EXP (MM/DD/YYYY) POLICY EFF POLICY NUMBERTYPE OF INSURANCELTR INSR EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) GENERAL LIABILITY COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO- JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2010/05)© 1988-2010 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD PRODUCER PERLAS INSURANCE SERVICES 107 E. WARM SPRINGS ROAD LAS VEGAS, NV 89119 EDMUND PERLAS (818) 543-1403 (818) 543-1134 edmund@perlasinsurance.com PHOENIX BUSINESS INC. DBA: PHOENIX BUSINESS CONSULTING 6021 MIDNIGHT PASS RD., # 3 SARASOTA FL 34242 PHILADELPHIA INDEMNITY INSURANCE CO. HARTFORD INSURANCE COMPANY A PHPK2299943 07/29/2021 07/29/202 2,000,000 100,000 5,000 2,000,000 4,000,000 4,000,000 A PHPK2299943 07/29/2021 1,000,000 A 10K PHUB777233 07/29/2021 07/29/202 ,000,000 ,000,000 B 57 WEC AB7G6L 06/14/2021 06/14/202 1,000,000 1,000,000 1,000,000 A TECHNOLOGY E&O $50K DEDUCTIBLE PHPK2299940 07/29/2021 07/29/202 EACH OCCURRENCE -$ 2,000,000 GENERAL AGGREGATE - $ 3,000,000 18058 A++ XV 19682 A+ XV 03/11/2022 Collier County Board of County Commissioners 3295 Tamiami Trail East Naples, FL 34112 RFP # 21-7936 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (Attach ACORD 101, Additional Remarks Schedule, if more space is required) CERTIFICATE HOLDER IS INCLUDED AS AN ADDITIONAL INSURED. GENERAL LIABILITY IS PRIMARY AND NON-CONTRIBUTORY WAIVER OF SUBROGATION APPLIES IN FAVOR OF THE CERTIFICATE HOLDER. INCLUDES NETWORK SECURITY PRIVACY INJURY (CYBER LIABILITY) WITH LIMITS OF $5M PER OCCURRENCE AND $10M GENERAL AGGREGATE. TECHNOLOGY E&O IS ALSO KNOWN AS PROFESSIONAL LIABILITY. 07/29/202 X X X 11.C.6 Packet Pg. 360 Attachment: 21-7936 Insurance - Phoenix Business Consulting (21875 : RFP S/4 HANA Implementation)