Taleo Learn Extension Scope of Work

Supplement 1

Taleo Learn Extension Scope of Work

TableofContents

1.Statement of Work

1.1.Project Deliverables

1.2.Document Convention: Deliverable Identification

1.3.Work Hours And Project Conditions

1.4.Current OAKS Technical Platform

1.5.Organizational Change Management (OCM)

1.6.Data Conversion and Training Content Migration Approach

1.7.Project Staffing and Time Requirement

1.8.Activities and Sequencing

1.9.Post Implementation and Production Support / Transition

2.Requirements

2.1.Requirements Matrix and Response Instructions

2.2.Taleo Learn Extension Requirments

3.Project Performance Metrics and Service Levels

3.1.Service Level Specific Performance Credits

3.2.Monthly Service Level Report

3.3.Service Level Commitments – Project Implementation Services

3.4.Defect Resolution – Mean Time to Repair/Resolve (Severity 1 Items)

3.5.Defect Resolution – Mean Time to Repair/Resolve (Severity 2 Items)

3.6.Regression Testing Performance – Issue Find/Fix Rate

3.7.Service Levels – Project Performance, Milestone Attainment

3.8.Deliverable Acceptance

3.9.Service Levels – Development Methodology Compliance

3.10.Service Levels – Phase Completion – Issues Detected and Resolved in Production

State of OhioDepartment of Administrative Services

Taleo Learn Extension1

Statement of Work

The scope for the project includes the Contractor leading: stakeholder engagement, communications, training design and development, training delivery, agency readiness, system integration, data conversion, capturing agency configuration, system build, testing and logging requirements for the Taleo Learn service.

Also, the Contractor must utilize Oracle UPK to develop the Taleo Learn web-based training (WBT) content.

The Contractor will be responsible for defining the project timeline and associated activities needed to onboard all23 agencies onto Oracle Taleo Learn and their associate external learners. This RFP describes the State’s view of the minimum set of activities, deliverables and milestones required to deliver the Oracle Taleo Learn LMS solution to the aforementioned 23 State agencies currently on ELM. The Contractor must include any additional considerations that would increase the overall probability of success and result in a high quality of delivery.

Current ELM Agencies

Dept. of Administrative Services / Ethics Commission
Dept. of Agriculture / Housing Finance Agency
Dept. of Commerce / Industrial Commission
Department of Development / Medical Board
Dept. of Health / Nursing Board
Dept. of Insurance / Office of Budget & Management
Dept. of Job & Family Services / Ohio Civil Rights Commission
Dept. of Medicaid / Opportunities for Ohioans with Disabilities
Dept. of Natural Resources / Public Defender
Dept. of Rehab & Corrections / Public Utilities Commission
Dept. of Veteran Services / State Library
Dept. of Youth Services

The State will provide oversight for the Project, but the Contractor must provide overall Organizational Change Management, along with business analysis tasks for the Work under this Contract, including the day-to-day management of its staff. The Contractor also must assist the State with coordinating assignments for State staff, if any, involved in the Project. Additionally, the Contractor must provide all administrative support for its staff and activities.

1.1.Project Deliverables

The following is the minimum set of project deliverables that the Contractor must deliver to complete the Project. As a part of the offerorproposal, offerorsmust modify the deliverable list with any additional deliverables needed to execute their work. This list must only identify formal project deliverables for which the Contractor will receive payment. Work products needed to execute the project and create deliverables must not be listed in the table below but must be included in the project plan and labeled as such.

Each offerorresponding to this solicitation must include cost for each deliverable. Deliverables must follow OAKS designed templates where available. Templates and / or examples will be provided if available.

Deliverable / Deliverable Name / Deliverable Description / Phase
1 / Taleo Learn Project Plan / Documents all of the activities, deliverables, and milestones required to complete the Taleo Learn Extension Project. Documents must include but are not limited to the following:

Work breakdown structure
Timeline
Resource needs
Roles and responsibilities
Key milestones
Dependencies
Infrastructure impacts
Go/no-go criteria

The Project Plan deliverable must be submitted for approval within twenty business days after the State issues a purchase order for the Contract. / Analyze
2 / Project Kick-off Deck / Documents the governance for the project, roles, approach, timeline and deliverables in a presentation format for the project team and stakeholders / Analyze
3 / Taleo Requirements Traceability Matrix (RTM) / Develop the list of the requirements for the processes that the Taleo Learn system must meet for internal and external users. / Analyze
4 / Define Taleo Process Package / Defines agency Taleo Learn processes, updates documentation provided by OAKS for organizational change management “As-Is” and “To-Be” processes. Documents must include but are not limited to the following in this Process Package:

Swim-lane process flows for detailed processes
Identify enabling technology requirements and provide recommendations
Identify organization impacts and provide recommendations

Identify additional organizational change management impacts and provide recommendations (i.e. training material updates communication strategy, and stakeholder engagement) / Analyze
5 / Analyze Phase Gate Review / Documents the progress, decisions and lessons learned during the Analyze phase. Authorizes progress to Design phase. / Analyze
6 / Functional Design Specifications / Documents the functional design for RICEFW requirements and details the functional approach that will be followed to meet the identified requirements / Design
7 / Configuration Design Specifications / Details the functional approach that will be followed to meet the identified configuration requirements and the method for updating the existing configuration values / Design
8 / Security Design Specifications / Documents the security design for RICEFW requirements and outlines the plan for updating and implementing system security for the new solution / Design
9 / Batch Processing Design / Identifies changes to existing batch flows and includes the new batch processes / Design
10 / Checkpoint Report Design / Documents any potential differences in the project schedule, scope, and resources before the end of this phase / Design
11 / Technical Design Specifications / Documents the technical specifications for all RICEFW development objects for each in-scope process and enabling technology / Design
12 / Testing Strategy / Describes the testing approach that will be used; it outlines the testing scope, benefits, required testing environment, testing resources etc. / Design
13 / OCM Strategy / Documents key OCM activities required to complete the people readiness requirements of this project. Documents must include but are not limited to the following:

Strategy
Work Plan
Sponsor Action Plan
Resistance Management Plan
People Readiness Plan
Sustainability Plan

/ Design
14 / Training Design and Development
for WBT (Learners, managers, Training coordinator and Instructors): ILT and TTT for
System Administrators / The Contractor must be responsible for the design and development of training content. This training must incorporate all relevant State policies and procedures. Documents must include but are not limited to the following:

Training Needs Analysis
Training approach and methodology
Course Curriculum with descriptions
Training Development plan
Training Deployment plan
Training materials, job aids and exercises

/ Design
15 / Design Phase Gate Review / Documents the progress, decisions and lessons learned during the Design phase. Authorizes progress to Build phase. / Design
16 / Communication Plan / Communication strategy and plan that support and integrates organizational change management activities.
A. Detailed communications matrix
B. Key Messages and FAQs
C. Presentation content / Build
17 / Deployment Strategy / Defines the plan for cutover activities, deployment preparation, stabilization plan and transitioning the in-scope processes into production / Build
18 / Build Documentation and Unit Test Results / Provides build documentation, changes to code and the results of unit tests conducted / Build
19 / Master Test Plan / Documents the plan, scripts and schedule required to execute the various tests / Build
20 / Build Phase Gate Review / Documents the progress, decisions and lessons learned during the Build phase. Authorizes progress to Test phase. / Build
21 / State Taleo Learn Solutions /

A scalable systematic training data conversion approach from ELM 9.0 or future conversion of legacy LMS systems into Taleo Learn
PeopleSoft HCM 9.1 integration into Taleo Learn for all State of Ohio employees excluding the Ohio Department of Transportation (ODOT) staff
External learners (non-State of Ohio Employees) must have the ability to access Taleo Learn and the ability to be charged for training utilizing a State of Ohio designated payment gateway
Training approval workflow that does not involve a Manager, but by an identified individual based on HRMS position number and department ID (Dept. of Rehab & Corrections & Dept of Youth Services Only)
Load existing ELM WBT content and their courses into Taleo Learn

/ Test
22 / Taleo Learn Content, LearnCenters, Container Configuration / All 23 agency Taleo Learn content, containers, user groups, training plans, etc., are configured in Taleo Learn for agencies to utilize the tool. / Test
23 / Readiness Assessment / The Contractor must develop an overall readiness assessment designed to support the go-live, which includes:

Technical readiness assessment checklist
Evaluation and recommendation of any updates to policies, procedures, forms, manuals
Knowledge transfer
People readiness assessment checklist for each stakeholder group
Define utilization and proficiency metrics

Define methods and processes for ongoing measurement and reinforcement of changes / Test
24 / Taleo Adoption Guidebook / Create a “Taleo Learn Adoption Guidebook” that OAKS/HRD can use as a step-by-step guide on how to convert future State agencies to use Taleo Learn. This guidebook must provide a list of detailed tasks that can be used as templates to convert each new agency into Taleo.
Documents must include but are not limited to the following:

Identifies agencies and creates a timeline for when those agencies should convert to Taleo
Work breakdown structure plan
Resource needs analysis plan
OCM plan
Training needs analysis plan
Communications plan
Roles and responsibilities plan
Key milestones plan
Dependencies plan
Schedule plan
Infrastructure impacts plan
Go/no-go criteria plan
Functional configuration plan

/ Test
25 / System Test Results / Documents the results of systems test / Test
26 / Performance Test Plan / Documents the plan, scripts and schedule required to execute performance test / Test
27 / User Acceptance Test Plan / Documents the plan, scripts and schedule required to execute UAT / Test
28 / User Acceptance Test Results / Documents the results of UAT / Test
29 / Test Phase Gate Review / Documents the progress, decisions and lessons learned during the Test phase. Authorizes progress to Deploy phase. / Test
30 / Stabilization Plan / Documents the post go live support tasks, knowledge transfer/ training tasks, operational cutover tasks and data conversion / Deploy
31 / Training Content / The formal training content and materials that have been developed for System administrators, Training Coordinators, Instructors, Managers and end users / Deploy
32 / Transition and Knowledge Transfer Plan / Documents the knowledge transfer activities from the Contractor to the state / Deploy
33 / Deployment Plan / Documents the detailed activities needed to migrate the system into production. The Deployment Plan should include Taleo, integration, security, and any other activities needed for system deployment. / Deploy
34 / Go-Live Readiness Gate Review / Documents the progress, decisions and lessons learned during the Deployment phase. This deliverable authorizes go-live. / Deploy
35 / Project Acceptance / Deliverable formalize the project acceptance. Deliverable should be provided at the conclusion of post go-live readiness activities. / Closure

1.2.Document Convention: Deliverable Identification

All items in this Supplement that are marked with the sequentially numbered red identifier (e.g., Deliverable 000)will be considered formal deliverables inclusive of the elements of the deliverable as indicated by red bullets () and be subject to the State’s deliverable acceptance process described in Part 2: Special Provisions, Submittal of Deliverables of the RFP

1.3.Work Hours And Project Conditions

The State will make its resources available during normal business hours, Monday through Friday (generally 8 a.m. to 5:00 p.m.) during non-State holidays. The offeror mustindicate, as part of its response, any dependencies on the State by way of work location, hours outside those indicated or any other specialized project delivery work, location or conditions requirements.

The State will provide primary Contractor work space at 35 E. Chestnut, Columbus, Ohio 43215. If required, a secondary project location will be provided at a DAS-HRD location at Rhodes Tower, 30 E Broad St. in downtown Columbus. Any work requiring assistance from State staff or completion by State staff will be performed at a State location. The Contractor is expected to have their resources onsite from 10 a.m. on Monday through 3 p.m. on Thursday, if traveling. Exceptions to this rule must be approved by the State and identified on their resource plan.

The State will provide Internet connectivity and administrative printer access. Any office supplies, high volume publications or non-routine printing are the responsibility of the Contractor and must be included in the quoted cost. The Contractor will be required to provide computer and phone service for their staff which mustadhere to State security provisions in this RFP.

The Contractor must utilize the State’s hosted document management and team collaboration tool (SharePoint). Access will be provided via internal State networks and secure external connections to all Contractor team members.

The Contractor must:

Leverage the structure of SharePoint to support the defined State Software Development Life Cycle (SDLC) and the overall requirements of the Project.
At the conclusion of the Project, promptly provide State personnel with machine readable and comprehensive backup copies of the information which is owned by the State and not proprietary to the Contractor or otherwise required by the State to maintain ongoing Project documentation and artifacts, including WBT source files.
Current OAKS Technical Platform

As some elements of the proposed solution may integrate with OAKS, the following table provides an overview of existing OAKS applications. The Contractormust utilize either Taleo Connect or the Oracle Platinum Middleware Suite for all Taleo Learn integrations. The State’s preference is Service Oriented Architecture (SOA) except in instances where Taleo Connect provides delivered functionality. Additionally, the Contractormust utilize the State’s identify management solution for authentication.

FSCM / HCM / EPM / CRM / ELM / Portal
Current OAKS
(Configuration PeopleSoft) / PeopleSoft / 9.2 / 9.1 / 9.0 / 9.0 / ServiceNow * / 9.0 / 9.0
PeopleTools / 8.55.10 / 8.55.10 / 8.53 / 8.53 / 8.53 / 8.55.10
Web/App OS / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8
Database / 12c / 12c / 12c / 12c / 12c / 12c
DB OS / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8 / Oracle Enterprise Linux x86-64 OEL 5.8
Storage / Oracle ZFS / Oracle ZFS / Oracle ZFS / Oracle ZFS / Oracle ZFS / Oracle ZFS

*Note: The State is in the process migrating from CRM 9.0 to ServiceNow. (Jakarta version)

Taleo Learn / Taleo Recruit / Digital Experience / SOA / Oracle UPK / Identity Mgmt
Current OAKS
Configuration (Other) / Software Version / 17B.1 / 15B / IBM DX Portal - 8.5 CF 18, HTTP Server - 8.5.5.10 / Oracle Fusion Middleware Suite 12c / Oracle UPK 12.1.0 / WebSphere 8.5.5
Web/App OS / NA / NA / Exalogic-OEL / Windows 2012 / Linux 6.5
Database / NA / NA / DB2 - 10.5.0.3 / Oracle DB 12c / DB2 10.5
DB OS / NA / NA / Exadata-OEL / Linux 6.5
Storage / Government Cloud / Government Cloud / Oracle ZFS / eFS (elastic File System)

1.5.Organizational Change Management (OCM)

Organizational Change Management (OCM) is vital in preparing people for change and helping them adopt the ways they need to perform their work in the future state. The State created the Agency Engagement (AE) team to establish and ensure consistent and effective OCM practices are applied to projects. AE provides guidance and support to contractors as they prepare people for change to help ensure projects achieve their expected business results.
The State’s 3-phase approach to OCM is shown below, along with the available tools for each phase. The Contractor is expected to follow this methodology for each of the 23 agencies. The Contractor may modify the AE tools, with concurrence by the State, or supplement with their own tools, to deliver the requirements.
The State specifically requires the Prosci Impact Index tool is used to identify and assess the risks and impacts of the change. This tool is proprietary to Prosci, and the State will provide a Prosci-licensed AE resource to execute the tool. The State does not require the Contractor to be Prosci-licensed. The Contractor must participate and provide content as input to this tool and use the outputs for the remaining OCM process. The State and the Contractor must mutually agree to the initial and future outputs of the tool. The Contractor must review and provide updates to the Impact Index tool at least quarterly and as the Project evolves.

1.6.Data Conversion and Training Content Migration Approach

The offerors must detail the strategy to convert all data from PeopleSoft ELM into Taleo Learn. This must be done while also preserving the existing Taleo Learn data from the ODOT pilot implementation. The offerors must also provide their approach for migrating existing ELM content into Taleo Learn.