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[html undefined="|{ul style='list-style-type: none; display: flex; margin-top: 12px; justify-content: end;'|} |{li style='margin-right: 20px;'|}|{a href='#ES' style='color: #000; font-size: 15px; '|}Executive Summary|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#OBJ' style='color: #000; font-size: 15px;'|}Overview|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#CS' style='color: #000; font-size: 15px;'|}Case Study|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#pricing' style='color: #000; font-size: 15px;'|}Commercials|{/a|}|{/li|}|{/ul|}" format="ckeditor" different_values="0" style=""]<ul> <li><a href="#ES">Executive Summary</a></li> <li><a href="#OBJ">Overview</a></li> <li><a href="#CS">Case Study</a></li> <li><a href="#pricing">Commercials</a></li></ul>[/html]
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[html format="full_html" p_color="f-white" different_values="0" undefined="|{p style='color: #fff; font-size: 17px; margin-top: 35px;'|}|{span style='color: #fff; font-size: 24px; font-weight: 700;'|}Transforming Monolithic Application to Micro Services and Frontend|{/span|}|{br /|}|{/p|}" style_padding_left="35" style_padding_right="35"]Transforming Monolithic Application to Micro Services and Frontend[/html]
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[html format="full_html" different_values="0" undefined="|{h2 class='text-align-center' style=' margin-bottom: 40px; color: #fff;'|}Executive Summary|{/h2|}|{p class='text-align-center'|}Qentelli thanks Sun Life for providing us the opportunity to present our solution to the RFP for Modernizing your Monolithic Application to Microservices and Micro Frontend. We understand that Sun Life’s objective is to modernize the existing legacy application in line with the Goals and Strategy as part of the Digitalization journey.|{/p|}|{p class='text-align-center'|}Qentelli is a Digital and Cloud Technology Company. Being a Technology company, Qentelli teams powered by our Innovation Teams, backed by our Digital Center of Excellence have deep expertise and experience in delivering Digital Transformation solutions for several Fortune 100 customers. The solutions include Modernization, Cloud Native, Event Driven and Micro Architectures that bring rich Digital Experiences. |{/p|}|{p class='text-align-center'|}Our Digital Transformation practice has been the key partner in working with several customers in the BFSI sector which includes Traditional and Digital Banks, Financial Services providers for Residential, Commercial, Auto, Marine industries and Insurance in Life, Auto and other sectors. |{/p|}|{p class='text-align-center'|}Some of the work that we have done, which are relevant to this proposal include: |{/p|}" p_color="f-white" id="box2" style=""]Executive SummaryQentelli LLC (Qentelli) thanks NCH Corporation (NCH) for providing us the opportunity to respond to the RFP for a strategic IT Partner. We understand the vision of the RFP is to help NCH in consolidating and enhancing the ability to develop and maintain software systems operated by NCH.The key objectives from a business and technical perspective are outlined below BUSINESS OBJECTIVES ENGINEERING OBJECTIVES 1. Consolidate, optimize, and improve the IT footprint, spend and efficiency 1. Complete core IT Projects on Oracle EBS platform across EAS, Marketing, Global Business and other areas & move to “Evergreen” status 2. Allow for a lean IT Operation with the ability to scale as needed in specific areas globally, without needing NCH to sign multiple local contracts 2. Complete Roadmaps across Infrastructure, Security and Support Operations Qentelli believes our proposal addresses these objectives and much more. As such, Qentelli is pleased to respond to NCH with the following foundational and guiding principles for the proposal: <ul> <li><strong>Engineering Excellence</strong> – Architecting and developing high-quality, resilient platforms through professional expertise, maintaining high quality standards, and following modern Software Engineering practices</li> <li><strong>Collaborative culture</strong> – Co-creation of Business Value through close collaboration with Business and IT stakeholders at NCH through the following shared values: <ul> <li>Build Trust through transparent communications</li> <li>Fix issues, learn from them and move quickly – blameless post-mortems</li> <li>Track, learn, Calibrate and Continually improve</li> <li>Fail Fast, Learn Faster mindset</li> </ul> </li> <li><strong>Right shoring, right sizing, and right skilling</strong> – From our experience, IT systems need to run like a well-oiled machine – when done well, you don’t know it’s there, but when it does not operate properly, it slows down the organization considerably without everyone not recognizing the crisis. We will review and retain key skills, right shore roles that can be done effectively at a lower cost, as well as optimize the teams as needed</li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h3 style=' text-align: center; font-size: 27px; font-weight: 700; letter-spacing: 0px;'|}Powerful Features|{/h3|}|{p style='font-size: 14px; font-weight: 400; margin-top: 6px; text-align: center;'|}Limitless Possibilities. Best-In-Class Features.|{/p|}"]Company OverviewQentelli is a technology company that accelerates digital and cloud transformation journeys through implementation of DevOps, Automation, Agile, and next gen technologies in AI including Machine Learning & Deep learning.We help clients to deliver software faster, more efficiently and affordably. Qentelli is headquartered in Dallas, TX with a global presence. The services teams are powered by the Innovation Group that provides the thought leadership, problem-solving and technology needed for modern applications. Our Intellectual Property which includes AI based products/tools, frameworks, methodology and process playbooks help accelerate and deliver Digital Transformation, Cloud Adoption, DevOps, and Quality Engineering solutions to our customers. Some of our experience in the BFSI Space that underscores our expertise in the services in the scope of this RFP include:<ol> <li>IT-as-a-Service for a Global leader in Financial Services for managing their Revenue generating and internal platforms.</li> <li>Digital Transformation, DevOps, DevTestOps and DevSecOps for one of the largest Regional Banks in US by modernizing their revenue generating monolithic application into microservices architecture on Azure Platform.</li> <li>New Application Development on Microservices & Frontend for the World’s largest financial consulting organization.</li></ol>We believe that our proven expertise in Digital Transformation makes Qentelli the vendor of choice for this initiative. Qentelli Executive Leadership team assures NCH that it fully aligns with and will go the extra mile to help achieve the above objectives.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" style="" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|}Objective|{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]To meet the goals for this RFP, Qentelli will align with the IT functions at NCH today and provide support across the different tracks.Key Pillars of the SolutionPeopleIn such large Transitions, it is critical to ensure that<ul> <li>Knowledge Transfer – Knowledge of systems and operating practices are transitioned effectively, given that many people have long tenures at NCH</li> <li>Organizational Change Management – Staff may have developed close working relationships; a large-scale change can potentially lead to resistance and resentment. Managing such change through frequent and transparent communication from NCH is important to ensure that the initiative is successful</li> <li>Retention, right shoring and right sizing – Qentelli will make every effort to retain all the 26 Key FTEs identified by NCH for at least a year along with compensation benefits. However, there may be a flight risk for some people which needs to be planned</li> <li>Culture – With operations in multiple countries, understanding each country’s cultural nuances and managing them for optimal performance is a key success factor. Qentelli has experience working in multiple geos, working with local partners and being able to decentralize some decision-making to the functions and country leaders.</li></ul> ProcessQentelli’s approach to this initiative will follow a well-proven Framework that integrates all the other pillars of the solution. The Framework is a directional aspect with each function within IT having its own set of Processes, Tools, Structure, Governance and Reporting. Here, we are addressing our perspective for the whole of IT.The Framework consists of the below central Themes:<ul> <li>Transition Model – A Phased approach to Transition that includes Knowledge transfer, Secondary support (Shadow support), Primary role and Steady state. This is applied across all tracks </li> <li><strong>Governance</strong> – An effective IT Governance framework using industry standards such as COBIT as a model is required to address the rapidly changing IT Landscape. We recommend modeling the CIO office at NCH around the following functions to ensure a standardized, lean and consistent approach to IT. <ul> <li>Our Governance approach has multiple layers at Strategic, Tactical and Operational levels. The Strategic Governance model is applied at the overall IT Function level, while Tactical & operational governance is applied within IT Departments. Governance needs to be operationalized at various levels and must be performed consistently based on uniform tasks/criteria for it to be effective. Our Governance Review approach is shown below <strong>Note:</strong> the weekly and monthly reviews that will be performed within each track as Plans, Progress, Capacity and Performance will be different </li> </ul> </li></ul>KPIs and MetricsThe “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout software organizations. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are performing across the enterprise.The KPIs should help the teams and management make decisions based on the value at a point in time or trends over time. If no decisions are being made, then the metric needs to be reviewed for usefulness.It should also be recognized that KPIs/Metrics can and must change over time. When you start the process, you may focus on certain metrics to ensure that your baseline objectives are being met. After the baseline has been achieved and your team has adopted the practices, you should move to a different set of metrics to track how the team(s) are evolving.From our experience, we have observed the following:<ul> <li>Metrics drive behavior</li> <li>If KPIs are reported & not used for making changes, people will lose value for that data</li> <li>Punitive use of data will cause people to report false data</li> <li>Onus of metrics is on the “Consumer” rather than the “Producer”</li></ul>KPI Program – Our ApproachThe following framework defines the steps starting from metrics definition to measurement to continuous improvement. GQM for Metrics DefinitionA typical template used for identification of metrics with some samples is provided below: Business Goal Questions Metrics Notes Bring New Products and Features quickly to the market What factors impact time to market? What is our current baseline? What is our current process to introduce new features? Lead Time to Deploy Average Cost per Feature People utilization There may be other metrics that can be defined based on detailed answers to the questions Prevent Issues from being discovered by the Customer What are our Quality assurance parameters? How do we detect issues before the customer does? Defect Density per feature (can be categorized by size of feature) % of Customer reported incidents that already have an open ticket Defect Density is a measure of # of defects detected by the team before release to UAT / Production. This needs Unit tests, QA coverage (Manual and Automation) etc. TechnologyAs outlined in each Track, we bring extensive expertise in different IT Domains, including Enterprise Platforms such as Oracle EBS & Salesforce, custom-developed Apps, DevOps, Network & Infrastructure, Enterprise InfoSec & Business-as-Usual across multiple geos.A humming Technology organization will usually have solutions for almost all areas shown below – Qentelli’s responsibility is to make it leaner and transparent Track-Level SolutionsA summary of the different Tracks and our approach is described here – please refer to the detailed RFP Response for each track.Track 1: Process ChangeWe plan to introduce a Portfolio Approach to IT Capacity through the use of Quarterly Planning Cycles and an enhanced Demand Management process to manage change, prioritize business requests, scale capacity and institute chargeback models.We will continue to use Ivanti and ServiceNow to manage Demand across NCH IT.Track 2: Oracle EBSWe will apply a dual service delivery model for this stream as described below:<ul> <li>We will participate in Oracle EBS development, integration, QA and rollout of different modules for different Business units as outlined in the FY23 and FY24 planning documents</li> <li>We will continue to provide support through L1, L2 and L3 levels using a Plan-Transition-Steady state model</li></ul>The plan is to retain, replace or augment as necessary to enable the delivery of Oracle EBS resources for technical & functional areas, while optimizing Oracle support.Track 3: EAS MarketingSimilar to Track 2, we will adopt an Application Delivery Stream Global Order Entry and rollout for EU/other regions including China rollout in 2024 along with support for existing apps such as current Order entry system, NCH Live & SCORE.Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment – Discover the current system setup, solutions developed, current maintenance process, understand the business value and support model. Also, Determine the adoption strategy and roadmap in alignment with business vision and technology setup.</li> <li>Transition – Knowledge transfer across all business processes, business logic, modules, development methodology, integrations, deployment approaches, in-transit operations, and support history</li> <li>Steady State – Operate the system development and support tracks through retain/replace strategy based on the Planning and KT conducted earlier</li> <li>Optimization / Transformation – Bring in best practices and thought leadership to optimize the current setup, help migrate old systems to the new systems and bring in automation as necessary to help improve timelines and optimize cost.</li></ul>Track 4: Cloud MigrationQentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical stepsSQL Server MigrationQentelli understands NCH is running MS SQL Server for many of their applications. This document identifies the current SQL Server landscape and proposed migration below:<ul> <li>There are 7 physical servers hosting 25 virtual servers</li> <li>800 MS SQL Server databases running on these 25 virtual servers</li></ul>As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloudKey considerations while planning database migration<ul> <li>At high level 800 databases will be migrated to Azure</li> <li>Qentelli recommends the following proven execution methodology to minimize any project risk <ul> <li>Methodology consists of Discovery, Plan, Migrate, Cutover and Optimize phases. In a separate section, tasks involved in each phase will be given</li> </ul> </li></ul>Patch Management Policy and ProcedureQentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:<ol> <li>Maintain the integrity of network systems and data by applying the latest operating system and application security updates/patches in a timely manner</li> <li>Establish a baseline methodology and timeframe for patching and confirming patch management compliance</li></ol>Desktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.Track 5: Infra ManagementQentelli Infra support team considers NCH IT infrastructure & Security Services as a highly specialized service, designed for information management systems based on Oracle, Salesforce, MS SQL, Cloud, Mobile and other diversified platforms.Qentelli will follow certain IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAsTrack 6: Shadow IT Analysis & RecommendationsShadow IT is a reality in most organizations and reflects the demand for Information Systems from Business to remain competitive and to drive efficiency. However, Shadow IT systems can pose serious risks to the organization including Financial, Legal and Compliance issues.Qentelli will set up a Core team consisting of Infra, Application, Cloud, and other specialists to perform an Assessment of all Business verticals. At the end of the Assessment, this team will produce an “Inventory” of all IT systems (including hardware, software, subscriptions, storage, and other tools), along with details on use case, costs, contracts, and other information.Based on this inventory, NCH and Qentelli can decide which areas to bring in scope for IT.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|} |{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"] We recognize and appreciate that one of NCH’s core objectives for this RFP is to run a cost-optimized IT function. To help in achieving this goal, Qentelli offers the following commercials Pricing Summary Year Professional Services Cost NCH Current Spend $ 12,863,742.00 Qentelli Year 1 $ 12,363,742.00 Year 2 $ 11,363,742.00 Year 3 $ 10,863,742.00 Cumulative Savings with Qentelli for the span of 3 Years : Professional Services $ 2,000,000.00 What is included in this pricing<ul> <li>Rebadging of 26 NCH FTEs that NCH deems to be thought leaders or “super techs” – whose continuation will be critical to NCH’s plans for the next 1 year</li> <li>Retention or replacement of 70 NCH FTEs – replacements may be moved to any Qentelli location, including India</li> <li>Retention or replacement of 58 Contractors – Qentelli may choose to replace them or sub-contract with the existing contracting companies</li></ul>What is excluded from this pricing<ul> <li>Any additional lead/manager roles for offshore positions</li> <li>All roles which will be in operation (Qentelli or Contractors) will continue to be managed by NCH leads and Managers</li> <li>Any consulting services</li> <li>Guarantees of retention for any other resource</li></ul>Pricing Assumptions |LS|Important to confirm by NCH|RS|<ul> <li>All in-scope resources transitioned to Qentelli will work on best effort basis for completing the FY23 and FY24 IT Plans.</li> <li>As the estimates for schedule and team size were not provided and agreed by Qentelli, Qentelli reserves the right to review and propose alternate plans for the above planning</li> <li>All existing infrastructure costs, including but not limited to hardware, purchased software/systems, subscription software, Cloud provider costs, licenses</li> <li>All laptops and other software issued to retained employees (though rebadged by Qentelli) will continue to be supplied by NCH</li> <li>If any NCH FTEs request additional compensation for retention, Qentelli will pass on the additional cost</li> <li>NCH agrees to negotiate with FTEs that both parties agree to retain, in order to ensure continuity</li> <li>All Change Management, internal communications and risk management for this transition will be owned by NCH with significant contribution from Qentelli</li></ul>Value Proposition to NCHThe RFP response has more details, but here are some of the benefits that Qentelli is uniquely positioned to underwrite for NCH.<ol> <li>Commitment to YoY savings to reduce Total Cost of Ownership (TCO) to NCH over the 3 Year period of Engagement through <ul> <li>Overall savings of USD $2.5M through the levers of utilization efficiency, right-shoring of people, defect prevention and driving automation</li> <li>Technology investment of USD $250K (USD $85K per year) through our Products and Frameworks implemented for NCH</li> </ul> </li> <li>Founders’ |LS|President and CEO|RS| commitment from Qentelli on partnering with NCH through <ul> <li>Active Participation in the Steering Committee for Strategy, Governance and Relationship</li> </ul> </li> <li>Engagement Leadership <ul> <li>Qentelli will invest in a Senior Delivery Leader, based out of the US, who will work in close proximity to the CIO and IT Function Leaders on Strategic areas, provide thought leadership and drive towards achieving common goals.</li> <li>As needed, Qentelli will also bring in experts for consultative needs around Architecture, DevOps, Infrastructure, and InfoSec. Depending on the purpose and duration, such consulting assignments may be investments from Qentelli or charged at a discounted price to NCH.</li> </ul> </li> <li>Other elements of the Value Proposition include <ul> <li>Access to Qentelli’s University for Upskilling & Cross-skilling</li> <li>Access to Qentelli’s Resource Management Group to help you address spikes / business demand across your Enterprise needs</li> <li>80% Guaranteed retention of Key Named Resources agreed by NCH and Qentelli for a period of 3 years</li> </ul> </li></ol>We are excited to bring our proven expertise in IT for Enterprises such as NCH and we hope to be the vendor of choice to NCH and your long-term strategic technology partner. Along with our Executive Leadership team, we assure NCH to go the extra mile to help achieve your business objectives.With Appreciation and Excitement, Sanjay Jupudi Founder & President <a href="mailto:SanjayJ@Qentelli.com">SanjayJ@Qentelli.com</a> | +1 469 600 0696 Prasanna Singaraju Founder & CEO <a href="mailto:Prasanna@qentelli.com">Prasanna@qentelli.com</a> | +1 469 600 3217 [/html]
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[html format="ckeditor" different_values="0" style=""]RFP Track 1: Process Change and Demand ManagementBusiness Demand vs IT Capacity Management[/html]
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[html format="ckeditor" different_values="0" style=""]We will continue to use Ivanti and ServiceNow to manage demands on IT Capacity across NCH – to track Real time access to demands and know what’s coming next from every Business function in the organization. Centralized Demand Management process provides a central hub to manage and prioritize demand.Key steps:4. Introduce Quarterly Planning cycles with Business and IT leaders to plan for planned requests on IT Capacity<ul> <li>Introduce IT Portfolio Management process, managed by IT PMO, to approve, track, measure & decide on overall IT work. NCH VP of IT, IT Directors & Qentelli leaders will participate</li></ul>5. Ad-hoc requests during the quarter will be considered for the next planning cycle unless deemed “Critical-to-fly” by the Business and goes through an Exception process<ul> <li>Business Case to be submitted by Business functions – Need, Scope, Criticality/Impact, benefits and ROI, time to ROI and other parameters may be included</li></ul>6. Funding source to be discussed – Business-sponsored initiatives will be given precedence. IT Budgets will be used primarily for projects that benefit the Enterprise<ul> <li>NCH can now leverage Qentelli’s Core-Flex Model to manage variations in Business requests – it will now be possible for NCH to have short-term capacity to complete projects without any long-term financial commitment for those resources</li></ul>7. Release Planning and Governance will ensure that there is a “Release Train” to maintain predictability over major software and infrastructure changes <em>Figure 2: Intake Process</em>The above image shows how NCH IT would manage the intake process once the Demand-Capacity Management process is implemented. <em>Figure 3: Demand Management System</em> <em>Figure 4: Project Proposal Workflow</em>Our Stage gate process to match Business Demand vs IT Capacity Management is based on multiple parameters for decision making:<ul> <li>Requests that are aligned with on-going IT Projects as part of approved Roadmap</li> <li>Business Cases that show strong ROI in shorter periods of time (direct or indirect contribution to Revenue growth, improving efficiency and productivity, improving quality)</li> <li>Business-funded requests</li> <li>Skillsets needed</li> <li>Build vs Buy – Commercial product implementations or legacy modernization efforts can be long and expensive</li> <li>Contract, legal or regulatory compliance</li></ul>Responsibility and Timeline with organization capacity to achieve Company Goals:Strategy Execution and Transformation plans require a lot of financial and human resources. Therefore, strong human resource management and finance and budget management functionalities are a must for managers to know on what to focus their resources to achieve success.Get everyone on the same pageA high-level Portfolio Tracker that visualizes Initiatives, Program and Project in an easy-to-understand timeline, you provide managers and stakeholders full visibility of the plan.Case StudyIn a recent 18-month period, we reduced our new project intake by about 40%, by hard decisions on which projects would be funded.” ~ Ed Cohen, CIO[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}We propose an architecture based on microservices. The fundamental concept is to split functionalities into cohesive verticals — not by technological layers, but by implementing a specific domain. The following diagram depicts the overall layout of the solution. Following are extensive explanations of the decomposition of the respective frontend and backend layouts.|{/p|}|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}|{img alt='' data-entity-type='' data-entity-uuid='' height='597' src='/sites/default/files/Structural%20Design%201.jpg' width='1003' /|}|{/p|}|{p class='text-align-justify' paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|} |{/p|}"]<ul> <li>Significantly increased # of requests from Business for IT Capacity</li> <li>Skillsets not scalable quickly</li> <li>NCH historically has not engaged temporary contract resources (independent contractors or vendors) to augment capacity</li> <li>No clear boundary on chargebacks – who is going to pay for these initiatives: IT Budget, Discretionary IT Budget or Business Sponsors</li> <li>Quarterly planning cycles either not conducted or not consistent to gather Business needs and plan for the next few quarters</li> <li>Focus from Executive leadership on core NCH Capabilities – IT support is “after-the-fact” and not budgeted in the business projects</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Our research shows the following areas where Industry leaders are prioritizing their IT Budgets:[/html]
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[html format="full_html" different_values="0" style_padding_left="35" style_padding_right="35" undefined="|{h2 class='text-align-center' style=' margin-bottom: 10px; color: #fff;'|}Proposed Organizational Structure and Expertise|{/h2|}|{p class='text-align-center' style='margin-bottom: 40px;'|}|{/p|}" p_color="f-white" style=""]RFP Track 2: Oracle EBS [/html]
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[html format="ckeditor" different_values="0"]Qentelli is given to understand Oracle EBS implementation as listed here below:<ul> <li>EBS for ASIA & North America was upgraded to 12.2.8 (NOT OCI) in Jan 2022.</li> <li>The upgrade effort required remediation of 5000 CEMLIs and 1500 Discoverer Reports</li> <li>EBS for EUROPE is being upgraded to 12.2.8 and OCI, Target Feb / Mar of 2023</li> <li>EBS for NCH’s Plumbing Products Group (PPG) is excluded for EBS supported. Only has been upgraded to 12.2.9 and on OCI as of fall 2021.</li></ul>The support of PPG EBS code is EXCLUDED from this RFP. The environment is shared (licensed code, servers, hosting, etc.) and is therefore included Scope of Oracle EBS Region Description Comments North America & Asia EBS 12.2.8 Europe EBS (version not clear) Need to upgrade and support 12.2.8 Plumbing Products Group EBS 12.2.9 Support to the environment and not EBS All the above Regions have thousands of enhancements and Discoverer reports EBS Module coverage Sln# Application Asia-NA Europe Fin Cash Management Yes Yes Fin Fixed Assets Yes Yes Fin General Ledger Yes Yes Fin Vertex Series O for US Yes HR Advanced Benefits Yes HR Human Resources Yes Yes HR Incentive Compensation Yes Yes SCM Inventory Yes Yes SCM Shipping Execution Yes Yes SCM Warehouse Mgmt. Yes SCM Demantra Yes SCM Mobile Supply Chain Yes Yes Manf Advanced Planning Yes Yes Manf BOM Yes Yes Manf Discrete Cost Yes Yes Manf Manufacturing Yes Yes Manf Process Cost Yes Yes Manf Quality Yes Yes MDM Product Data Hub (PIM/PDH) Yes OTC Advanced Collections Yes Yes OTC Advanced Pricing Yes Yes OTC Order Management Yes Yes OTC Receivables Yes Yes PTP iExpense Yes Yes PTP Payables Yes Yes PTP Purchasing Yes Yes Common Automation Anywhere for BOT Processing Yes Common Formula Yes Yes Common Oracle Discoverer Yes Yes Common Precision/QAD TMS V16.1 system for US/Canada Yes Common System Admin activities Yes Common Oracle Localizations Yes Yes Integration Boomi Scope of Support Services Tier Description Comments L1, L2, L3 and L4 Initial Analysis · Production support · System Administration · Data fixes · Performance & tuning · Functional / User issues · Integration Issues Simple data fixes Selective RCA and CIP for repeat issue reduction, User Enablement Automation and Process improvement L1, L2, L3 and L4 Small / Medium Enhancement · 12-80 hrs. of effort per request · Provide design and specifications · coordinate with production environment for change scheduling · coordinate with techno / functional teams, developers, testers · postproduction support (4 – 6 weeks) Projects · More than 80 hrs. of effort · Discretionary fund · RFP is needed · End-to-End execution Ticket statisticsMonthly Ticket (Aug ’21) – Total 370 Category Peak ticket size (for all regions) Region wise breakup · NA-172 · Europe -139 · APAC-38 Function wise breakup · FIN – 67 · SCM – 41 · CRM – 44 · SR/Sys Admin - 197 Region wise Functional usage Functional Area Corporate North America Latin America Asia China Europe General Ledger x x x x X x Payables x x x x x x Receivables x x x x x Advanced Collections x x Cash Management x x x x x iExpense x x x x Fixed Assets x x x Advanced Benefits x Human Resources x x Human Resources (light) x Payroll (Cerdian Dayforce) x Order Management x x x x Advanced Pricing x x x x Incentive Compensation x x x Discrete Cost, Manufacturing, Quality, BOM x x Process Cost, Manufacturing, Quality, Formula x x x x Inventory x x x x Warehouse Mgmt. (costing only - one org) x Shipping Execution x x x x Purchasing x x x x Advanced Planning x x x x Demantra x Vertex Series O x Precision TMS (V16.1) x Clear Orbit* x Mobile Supply Chain/Intellinum x x x x Oracle Discoverer x x x x x x Noetix Views * x Oracle Localizations x ? ? x Sales Applications (Global OE/SMART/SCORE) x x x x NCH Contracts x x x x Salesforce x x x x Oracle Tech Skills Required to Support Technical Area Corporate North America Latin America Asia China Europe Oracle Forms x x x x x x Oracle XML Publisher x x x x x x Oracle Reports/6i x x x x x Oracle Discoverer/Client/Admin x x x x x x Oracle Workflow x x x x x Oracle Fusion Middleware x x x x Dell Boomi Integration x PL*SQL x x x x x x Unix Shell Scripting x x OA Framework x x Oracle AME x x Automation Anywhere RPA x x J-Developer x x x x x x Desktop ADI x x x x x x Toad/SQL Developer x x x x x x .NET x x x x x x Oracle Database x x x x x x SQL Server x x x x x Financial Statement Generator x x x x x x Oracle Report Writer x Oracle APEX x Instance Details Instance Description Comments [/html]
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[html format="ckeditor" different_values="0" undefined="|{h3|}Transition Activities, Deliverables and Exit Criteria|{/h3|}|{p|}This section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:|{/p|}|{p|} |{/p|}|{p|}The objectives for each track are described below:|{/p|}|{table class='Table' style='width:100.0%; border-collapse:collapse; border:solid #595959 1.0pt' width='100%'|} |{thead|} |{tr style='height:28.5pt'|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:22.82%; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='22%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}TRANSITION TRACK|{/p|} |{/td|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:77.18%; border-left:none; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='77%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}OBJECTIVE|{/p|} |{/td|} |{/tr|} |{/thead|} |{tbody|} |{tr style='height:78.8pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Functional/Technical Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}This also ensures technical details for CEMLI are acquired|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution|{/p|} |{/td|} |{/tr|} |{tr style='height:65.3pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Process Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisitions of Common Enterprise Processes|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Development of policy and procedure documents addresses various functions to support EBS|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications|{/p|} |{/td|} |{/tr|} |{tr style='height:49.1pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}People Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better|{/p|} |{/td|} |{/tr|} |{tr style='height:61.15pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Infrastructure & System Access|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Since EBS |{a name='_Int_NchKVjZR'|}produces|{/a|} heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Ensure support team has been provided access to all systems and tools required for NCH Support|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Planning Phase|{/h3|}|{p|}Key Activities covered|{/p|}|{ul|}|{li|}Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’ |{/li|}|{li|}Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,|{/li|}|{li|}Preparation of Daily Knowledge Transfer Plan for each wave|{/li|}|{li|}Initiating the connectivity setup between NCH & Qentelli|{/li|}|{li|}Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example |{ul|}|{li|}Functional requirement documents (RD50)|{/li|}|{li|}Setup document (BR100)|{/li|}|{li|}Security profiles (BR110)|{/li|}|{li|}Architecture related (if applicable) (TA20, TA40, TA90)|{/li|}|{li|}Extensions (MD50, MD80, MD100, MD110)|{/li|}|{/ul|}|{/li|}|{li|}Ensuring all needed logistics are in place|{/li|}|{li|}Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support|{/li|}|{li|}Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs |{/li|}|{/ul|}|{p|}Transition Boot Camp:|{/p|}|{ul|}|{li|}Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH. |{/li|}|{li|}Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases|{/li|}|{li|}Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)|{/li|}|{li|}Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition|{/li|}|{li|}Discuss Governance and Escalation mechanisms|{/li|}|{li|}Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings|{/li|}|{/ul|}"]Transition Activities, Deliverables and Exit CriteriaThis section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below: The objectives for each track are described below: TRANSITION TRACK OBJECTIVE Functional/Technical Track · Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge · This also ensures technical details for CEMLI are acquired · Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution Process Track · Achieves the goal of knowledge acquisitions of Common Enterprise Processes · Development of policy and procedure documents addresses various functions to support EBS · Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications People Track · As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better Infrastructure & System Access · Since EBS <a name="_Int_NchKVjZR">produces</a> heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed · Ensure support team has been provided access to all systems and tools required for NCH Support Planning PhaseKey Activities covered<ul> <li>Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’</li> <li>Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,</li> <li>Preparation of Daily Knowledge Transfer Plan for each wave</li> <li>Initiating the connectivity setup between NCH & Qentelli</li> <li>Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example <ul> <li>Functional requirement documents (RD50)</li> <li>Setup document (BR100)</li> <li>Security profiles (BR110)</li> <li>Architecture related (if applicable) (TA20, TA40, TA90)</li> <li>Extensions (MD50, MD80, MD100, MD110)</li> </ul> </li> <li>Ensuring all needed logistics are in place</li> <li>Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support</li> <li>Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs</li></ul>Transition Boot Camp:<ul> <li>Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH.</li> <li>Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases</li> <li>Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)</li> <li>Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition</li> <li>Discuss Governance and Escalation mechanisms</li> <li>Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings</li></ul>In Pre-Engagement Planning phase, Qentelli will invest half a day Transition Boot Camp with NCH that will be conducted in person/over Video conference.The main objective of this phase to agree on the transition approach, expectations and resources needed as well as timelines and deliverables.The key participants during Boot camp are: - <strong>NCH </strong> <strong>Qentelli </strong> · NCH Manager · NCH Transition Manager · NCH Competency Leads · Key SMEs from NCH who will be involved in § Knowledge Transfer activities, § Shadow Support and § Primary Support · NCH Process Track Lead · NCH Infrastructure Lead · Qentelli Transition Manager · Qentelli Onsite/Offshore Delivery Manager · Qentelli Transition Head · Qentelli Service Delivery Manager · Qentelli Support Team Leads The Entry-Task-Deliverables-Exit Criteria Mapping for this phase is shown below Entry Criteria Key Activities Deliverables Exit Criteria Planning Phase · Agreement signing and conditions precedent satisfied or waived · Finalize transition plan and Team mobilization for all the tracks · Ensure all access and infrastructure is in place · Finalization of transition communication plan · Prepare application specific document repository assessment like functional and technical specs, test data · Review entry and exit criteria for every phase and ensure NCH approves of the same · Finalize reporting and escalation mechanism that will be followed during transition phase · Review plan for the knowledge acquisition phase · Review Planning checklist · Detailed transition plan · Transition Governance Plan · Risk management plan · Calendar for KAP workshops sessions · Completion of detailed transition plan for all the tracks identified · Transition plan approval by NCH · Planning Check List signoff Typical Transition plan that would be followed for EBS transition. This will be tweaked during the Transition kick-off period Knowledge Acquisition PhaseQentelli follows a seamless approach to transition applications knowledge from NCH. The approach is designed to achieve the following objectives:<ul> <li>Understand the Business Scenarios implemented, all the setups, overview of CEMLI and other configurations</li> <li>Review of the last 1 year all the Incidents, Problem permanent fixes, minor and major enhancements</li> <li>Also review Oracle SR that were created for each module/region</li> <li>Review major customization or integration details</li> <li>Understand patch strategy, backup/Restore DR history</li> <li>Document the knowledge acquired from knowledge transfer sessions</li> <li>Confirm Knowledge acquired via playback sessions</li> <li>Build confidence to handle post transition</li></ul> Key methods that are used but not limited to during this phase include:<ul> <li>Document Study – Mandatory prerequisite prior to every session for the recipient</li> <li>Classroom Sessions – Business scenarios overview presentations</li> <li>Detailed knowledge transfer sessions</li> <li>Hands on practice sessions by Qentelli with minimal NCH SME involvement</li> <li>Clarification sessions – Need Based with Sufficient Notice</li> <li>Creating and Updating of the SMTD & EPD documentation. <ul> <li>System Maintenance Technical Document (SMTD) that will give an individual a broader insight into the system i.e., the application architecture, functionality, configuration and customizations and integration touch points.</li> <li>Execution Process Document (EPD) describes the steady state processes that will be followed by Qentelli</li> </ul> </li> <li>Playback Sessions to SME’s</li> <li>Delta Improvement based on feedback</li> <li>Playback to tower leads</li></ul> Knowledge Transfer Process FlowQentelli uses a 3 Level approach for transfer of knowledge from Incumbent support teams:<ul> <li>Level 1 - Process overview presentation and customer experience simulation</li> <li>Level 2 – Process variants – Detailed Simulation, Dependencies on Master Data, Enhancements, Interfaces, Criticality, Impact analysis, Country Variants, Process / Object Documentation sign off, SR History, Test scenarios and scripts</li> <li>Level 3 – Configuration relevance and rationale, associated Change Requests, Critical P1 and P2 tickets</li></ul> Entry Criteria Key Activities Deliverables Exit Criteria KAP Phase · Transition Plan approval by NCH · Knowledge acquisition workshops, Hands-on sessions in development / test / training systems. · Review of Business Process and Application set-up documents provided by NCH. · Interact with 3rd party vendors to understand the dependencies and respective knowledge transfer. · Identification of business events to be simulated during parallel performs phases. · Review SLA’s, Perform Tools Integration. · Conduct playback sessions. · Preparation of draft Application SMTD documents. · Finalize Secondary support plan. · Transition review meetings and Review transition risk mitigation plan. · Review entry and exit criteria. · Playback sessions and presentations · Draft System Maintenance Technical Document (SMTD) and Execution Process Document (EPD) · Detailed plan for the Secondary support Phase · SLA KPI document · ITSM (IT Service management) Scoping document · KAP checklist signoff · Draft SMTD and EPD Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Knowledge Acquisition Phase. Objective Description Assessment Approach Metrics When Timeframe for acceptance Threshold Dimension Completeness Completeness of knowledge acquisition conducted KAP questionnaire % Completion of reverse playback presentation for all identified areas (e.g., as per KA topics) After reverse playback presentation 3 days after playback 100% Knowledge Completeness Confirmation from Qentelli the completeness of our documentation List Documentation Agreement by Qentelli that documents are complete and identify any gaps in documentation After reverse playback presentation 3 days after playback 100% Document Knowledge understanding Level of functional and technical knowledge / understanding demonstrated in each area KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Knowledge Knowledge Understanding Level of knowledge / understanding of NCH processes applicable to application support KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Process Quality Quality of documentation delivered KAP questionnaire SME review and acceptance of SMTD and EPD document After reverse playback presentation 3 days after playback min 5 out of 7 Document / Knowledge Secondary Support PhaseDuring the Secondary Support Phase, Qentelli will “shadow” the current NCH team. As current Support team provides the Support, Qentelli team shadows them by simulating non-critical issues. Qentelli acts as a second line support whereas the current Support teams is the first line contact. Entry Criteria Key Activities Deliverables Exit Criteria Secondary Support · KAP Phase Sign-off · All access has been provided · Perform Secondary support to existing support team · Update SMTD document · Update EPD document · Finalize Primary Support Plan · Transition Review Meetings · Finalize metrics to be reported in Steady State · Review transition risk mitigation plan · Review entry and exit criteria · Updated SMTD and EPD Document · Detailed plan Primary Phase · Pilot Engagement Reports · Baseline Service Management Plan (SMP) · Service Delivery Description (SDD) / Technical Scoping Draft · Secondary support Checklist sign-off from NCH · Signed off SMTD and EPD Documents · Tools Integration completed Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Secondary Support Phase Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge Understanding / Quality Level of understanding demonstrated in areas of application functionality, production environment and incident management process Assign simulated cases to Qentelli as per agreed number and priority distribution •Score of past resolved/simulated cases assigned when proposed resolution accepted by reviewer 1st 2 weeks of Secondary stage -Average score of 5 out of 7 in assigned simulated cases Knowledge / Process •% of simulated cases resolved within contracted OLA -85% of the simulated cases resolved within contracted OLA Knowledge Understanding Provide hands on experience to resolve low priority live incidents/ work orders/ Assign live cases to Qentelli as per agreed number and priority distribution •% of assigned tickets resolved independently Last 2 weeks of Secondary stage - Resolve 60% of the tickets assigned independently Knowledge / Process % Of assigned tickets resolved within contracted OLA '- Resolve the tickets assigned with in contracted OLA Knowledge understanding / Completeness Level of understanding demonstrated in areas of application functionality, production environment and incident management process Improving / Creating monitoring checklist along with steps / methods, availability metrics and update of SMTD, EPD Delivery of checklist, steps / Methods, availability metrics, SMTD, EPD 1st 2 weeks of Secondary stage 100% delivery of all agreed documents Document '- Monitoring Checklist Steps/ Methods of Monitoring '-SMTD '-EPD Quality Quality rating on the delivered documents Review and rate delivered documentation Scoring on delivered documentation Last week of secondary Minimum score of 6 out of 7 Document / Quality Primary Support PhaseQentelli acts as a first line support and owns up the support for all priority tickets. Entry Criteria Key Activities Deliverables Exit Criteria Primary support Secondary support Checklist sign-off from NCH Signed off SMTD and EPD Documents Open ticket resolution plan · Qentelli team to be the primary support team for all tickets · Simulate identified scenarios covering end-to-end support process · Adjust team composition as required, Finalize ongoing reporting formats · Have a plan in place to solve the list of open tickets / unresolved tickets by the incumbent · Revised Engagement Reports · Open ticket resolution plan · Primary Support checklist sign-off from NCH · Engagement Reports Sign-off · Transition CSAT Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Primary Support Phase: Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge understanding Delivery of Service Levels Qentelli to take ownership of all the tickets that are created from the start of Primary Support Phase - Deliver service as per contracted OLA Throughout Primary As per contracted OLA Knowledge / Process - SME effort not exceeding more than the contracted hours Knowledge Understanding / Quality Positive customer Experience NCH scoring for tickets resolved by Qentelli Problem Resolution Capability Scoring Throughput Primary Current Score of Incumbent Customer Experience Completeness Delivery of Service Reports Verification of Service reports delivered Service reports delivered for each relevant application track as per reporting schedule End of Primary 100% Document/Process Quality Delivery of Service Reports Review of service reports delivered Service reports reviewed for accuracy / Quality End of Primary 100% Document/Process Transition Acceptance CriteriaThe transition acceptance criteria developed by Qentelli considers the customer’s critical-to-quality (CTQ) aspects thus ensuring seamless transition with minimal disruption to ongoing service and reduced change impact on business / end users.Qentelli will collect the metrics shown in the below figure and will be used to measure the transition performance. The service levels that would be set against each of the following metrics will be used to identify the effectiveness of transition and form the basis for movement towards a steady state. The suggested periodicity of their measurement is weekly but will be further fine-tuned during the transition. Transition RACIThe list of key critical activities and interdependencies during Transition Phase is listed below using RACI Matrix. Legend Responsible (R) - Those who do work to achieve the task<a name="_Int_fb51zGKr">. </a> Accountable (A) - The resource ultimately accountable for the completion of the task. There must be exactly one A specified for each task. Consulted (C) - Those whose opinions are sought. Two-way communication. Informed (I) - Those who are kept up to date on progress. One-way communication Activity Phase Qentelli NCH SME Transition Management Office setup Planning R/A I C Detailed Transition Plan preparation for each track Planning R/A C/I C/I Entry Criteria for each of the phases of the tracks identified Planning R/A C Phase wise Deliverables Planning R/A C C Exit Criteria for each phase of the tracks identified Planning R/A I C Track wise transition progress monitoring and reporting process Planning R/A I C/I Ongoing Service Management Process and SLA to be reported (Transition Phase) Planning R/A I C Identify the SMEs and critical contacts for each of the tracks Planning R I A Tools Integration Plan Planning R/A I C Link Connectivity between NCH and Qentelli Planning R/A C NCH Contractor and Employee On boarding and roll off plan Planning R/A C Review and sign off of all deliverables Planning A C/I R Go – No go decision to Knowledge Acquisition Phase Planning R I A Transfer of Knowledge KA C/I R/A Acquisition of Knowledge KA R/A C Transfer of all relevant and updated documents KA I A R Access to Knowledge Repository KA I R/A C Application access KA C/I R/A C Playback of understanding KA R/A I I Playback / Knowledge Assessment KA R/A R/C SMTD Preparation and submission KA R/A I C/I Review of SMTD KA I A R Signoff of KAP KA I R/A C Primary responsibility of resolution of tickets Secondary support A R Secondary responsibility of resolution of tickets Secondary support R/A I C/I Update SMTD and EPD Document Secondary support R/A Update Secondary Support tracker Secondary support R/A I I Common Enterprise Process Implementation Secondary support R/A C I Tools Integration Testing Secondary support R/A I Resolve all the open tickets that were created before the start of Secondary Support Secondary support I A R Prepare Primary Support Plan Secondary support R/A C/I I Close all KAP Phase action items (Playback Action Items etc.) Secondary support R/A I Review and sign off of all deliverables Secondary support A R C/I Go – No go decision to Primary Support Secondary support I R/A C/I Primary responsibility of resolution of tickets Primary Support R/A I C/I Generate Pilot Steady State Reports Primary Support R/A I Update Primary Support tracker Primary Support R/A Ensure all the support resources are on-boarded Primary Support R/A Develop Backlog ticket resolution plan Primary Support R/A I Review and sign off of all deliverables Primary Support A R C/I Go – No go decision to Steady State Primary Support C/I R/A Transition GovernanceQentelli believes that establishing a robust transition governance is a critical aspect to manage transition. Therefore, Qentelli recommends establishing a “Three-in-a-box” model as a joint transition governance structure. This joint governance structure involves key personnel from NCH and Qentelli, and any incumbent service providers/Product vendors to manage transition activities. The structure will provide a platform to all stakeholders to review transition progress, and it will also enable deploying appropriate controls to mitigate any risks and to minimize business disruptions. As a part of transition governance, Qentelli will produce appropriate transition reports for reviews at different levels.Qentelli will set a Governance model for NCH that will oversee the following activities:Monitor Transition Effectiveness<ul> <li>Weekly and Monthly transition status update at Application Level, technology track level (i.e., reviewing Oracle Forms, Workflow, Integration, Discoverer reports)</li> <li>Highlight any deviations/delay with the plan and the reason for deviation/delay.</li> <li>Gated approach with measurable Milestones for each phase.</li></ul>Service Continuity during transition<ul> <li>Ensure Seamless transition with minimal disruption to NCH ongoing service.</li> <li>Acts as a forum for information exchange between transition team and service delivery team.</li> <li>Addresses concerns, if any, on priorities and service ownership, Monitor SME utilization rate.</li></ul>NCH Process and IT User Change Management<ul> <li>Address Gap’s between execution process, service desk tool, Service Levels and Reporting.</li> <li>Critical deviations in operational process / procedures, if any, between the 3 NCH zones.</li> <li>Address change management issues with respect to End User Management, OLA’s with other vendors.</li> <li>Alignment of Qentelli and NCH delivery team.</li></ul> Governance Committees and Key ObjectivesThe Governance and escalation Model at various levels are shown below:[/html]
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[nd_accordion title="Oracle EBS Administration" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0" undefined="|{p|}The program comprises multiple stakeholders - including Vice President of Engineering, Director of Delivery, Program managers, Architects, Project managers / Scrum masters, and one or more Scrum teams.|{/p|}|{p|}|{br /|}The Scrum team comprises:|{/p|}|{ul|} |{li|}3 BED developers (Sun Life)|{/li|} |{li|}3 FED developers|{/li|} |{li|}3 Automation QA engineers|{/li|} |{li|}1 Accessibility engineer|{/li|} |{li|}2 DevOps engineer|{/li|} |{li|}1 Product Owner (Can be shared among 2 Scrum teams)|{/li|}|{/ul|}|{p class='MsoNormal'|}|{span style='mso-bidi-font-family:Calibri;mso-bidi-theme-font:minor-latin'|}The Architecture team comprises:|{o:p|}|{/o:p|}|{/span|}|{/p|}|{ul|} |{li|}Database Architects|{/li|} |{li|}Application Architects|{/li|} |{li|}Infrastructure / DevOps Architect (Sun Life)|{/li|} |{li|}NFR (Performance & Security Architect - Sun Life)|{/li|}|{/ul|}|{p|}The total number of scrum teams would be determined based on the size of the program.|{/p|}"]Keep the lights on - AvailabilityAs part of the support engagement Qentelli will ensure Oracle EBS is up and running for users to use. At high level EBS Availability denotes below services/connections are working:<ul> <li>All the servers of Oracle Apps are running</li> <li>Database instances are up and running</li> <li>Internal concurrent manager</li> <li>Concurrent manager</li> <li>Apps listener</li> <li>Workflow services <ul> <li>Concurrent processing</li> <li>background engine</li> </ul> </li> <li>Agents' listener <ul> <li>Notification mailer</li> </ul> </li> <li>Forms services <ul> <li>Forms Server</li> <li>HTTP service</li> </ul> </li> <li>Services pertaining to self-service modules</li> <li>All integration jobs. Either in concurrent request or third-party tool</li></ul>To verify the above services are working, ensure an auto-triggering mechanism is put to alert upon any issues. Also, as a normal proactive verification, ensure below tasks are run as a smoke-test on Prod on a daily basis:<ul> <li>All the background services such as concurrent manager are not down</li> <li>Concurrent requests that are submitted are executed as per the schedule</li> <li>Users can connect to EBS / Database from all the desired sources</li> <li>make sure system and database are monitored with seeded and user created scripts for availability and stability</li></ul>Oracle EBS could be maintained through various tools and scripts that Oracle has provided, as well as custom scripts for added needs. However, Oracle Applications Management Pack can be installed and will help the Administrators with several monitoring options. Also, Oracle Applications Management Pack can be configured with NCH’s ticketing system so that tickets can be automatically created upon any incident/failure Monitoring (Pro-active maintenance)Qentelli will ensure the Administration team will monitor Oracle EBS instances from various perspectives to ensure any issues are prevented. This could include ensuring the right-thing-to-do concept as well leveraging tool/custom script to detect any issues. Typical tasks involved in this role would be: Apps DBA and System Administration tasksIn the general database world, DBAs perform tasks pertaining to install /upgrade/ maintenance/ extension of database for optimum usage of applications. In the EBS world, there are added tasks that are unique to supporting Oracle Apps, tasks in following areas:<ul> <li>User ID creation and RBAC definition</li> <li>Patch management</li> <li>Instance cloning</li> <li>System Administration</li> <li>Data security/li></li> <li>Concurrent manager and requests</li> <li>Audit log</li> <li>Facilitating Application manager functionality to support Forms Extensions and customizations</li> <li>Workflow management</li> <li>Diagnosis and repair</li> <li>And License manager</li> <li>Application level <ul> <li>Whether JVM is running (wherever applicable)</li> <li>Application module pool</li> <li>Locked AOLJ connections</li> <li>Cache components</li> </ul> </li> <li>User level <ul> <li>to monitor how a user has logged in, and how the user is accessing application, database, or self-service modules</li> <li>Top waiting sessions</li> <li>Top running SQL statements</li> <li>Top CPU consuming sessions</li> <li>Top memory intense sessions</li> </ul> </li></ul> MaintenanceAs Qentelli understands NCH’s EBS implementation is huge and complex, Qentelli will ensure right people and process is put into place to ensure system is performing in its optimum level.<ul> <li>Involve well experienced Oracle Apps DBA as well as System Administrator</li> <li>Many database features would be included for optimum performance and data retention</li> <li>Establish right process/policies are defined and followed for any customizations and extensions</li> <li>Work with IT / business team to plan deployment as code deployment could be complex in some scenarios</li> <li>Patch management which includes functional/security, as well as cutover</li> <li>Establish cloning standards to ensure both Production and Development teams</li> <li>Application tuning from various module perspectives</li> <li>Work with Business/IT to recommend Configuration tuning opportunities</li></ul>[/html]
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[nd_accordion title="EBS Upgrades" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0"]OverviewGenerally, EBS are upgraded to address Functional expansion, Technical advancement, Security/compliance topics. Qentelli has witnessed customers perform due diligence and make informed decisions carefully, due to the complexity and effort of upgrading. There is tremendous risk also involved in upgrading due to change management issuesGeneral benefits of upgrades could be:<ul> <li>Improved overall architecture</li> <li>Better integration with systems</li> <li>Ease of maintaining Oracle EBS</li> <li>Enhanced technical capabilities</li> <li>Added functionality to existing modules</li> <li>News introduced modules</li> <li>Migrating customized features to seeded features, thereby increasing Oracle support capability</li></ul> Approach to EBS UpgradesAs Oracle has provided a clear plan of upgrade, Qentelli consultants will adapt Oracle’s recommended approach in efficient implementation approach as described in below diagram, with minor tweaks to cater need of each customerAt high level the following activities would take place:<ul> <li>During the discovery stage, Qentelli will understand each and every aspect of Oracle EBS, such as <ul> <li>Business scope implemented</li> <li># Of Instances</li> <li>Ledgers, Legal Entities, Inventory Org, etc.,</li> <li>Regions / languages / currencies</li> <li>Detailed configuration setups</li> <li>Integrations that are in place</li> <li>Customizations and Personalization details</li> <li>Reporting method</li> <li>Current application/middleware/DB version and issues around it</li> <li>Performance and security related issues</li> <li>Access control and other system administration related configurations</li> </ul> </li> <li>During the plan stage <ul> <li>Qentelli consultants will determine if we need to upgrade or reimplement</li> <li>Reimplementation involves fresh installation of Oracle apps, migrating setups using iSetup, FSM or third-party tools</li> <li>Work with Functional and Techno-functional team to determine impact from all aspects and prepare Gap/Fit analysis from upgrade perspective</li> <li>Consult business and IT dept to determine downtime and cutover planning</li> <li>Finally design an approach and detailed project plan detailing every step involved</li> </ul> </li> <li>During Upgrade/migrate phase, <ul> <li>Team will prepare Dev environment</li> <li>Migrate DB and application related data</li> <li>Migrate customizations and Integrations</li> <li>Develop scripts to migrate objects to the next instance</li> <li>Plan for Unit test</li> <li>Once Dev test is successful, prepare UAT/Performance instance</li> <li>Deploy migration scripts to move all objects from Dev to UAT/Performance instance</li> <li>Enable integration jobs to export/import data to simulate Prod environment</li> <li>Upon UAT sign-off, please for production cutover</li> </ul> </li> <li>Production Cutover <ul> <li>EBS Prod cutover will definitely require bringing down services for brief period, as user will be pointing to new Apps/DB server. This must be communicated to all stakeholders and users to plan their activities</li> <li>Similarly, all the jobs, whether its withing Oracle Apps concurrent manager/requests or integrations, they need to be put a hold and reprocess once upgrade is completed</li> <li>Smoke-test to be done upon completing the migration to allow users to resume work</li> </ul> </li> <li>Optimization <ul> <li>As its new instance, Oracle Apps DBA will closely monitor activities to ensure services are up and running as expected, if not better</li> <li>Once basic stability is confirmed, optimization activities could be started for better performance</li> <li>Close the upgrade project and resume support tasks</li> </ul> </li></ul>[/html]
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[nd_accordion title="Incident management process" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0"]Purpose & ScopePurposeThe objective of Incident Management process is to restore normal service operation as quickly as possible, thus ensuring that the best possible levels of service quality and availability are maintained for Customer business.This section is limited to incidents and excluding service requests ScopeScope of incidents are:<ul> <li>One of the services of Oracle EBS is down</li> <li>One of the concurrent managers or notification mailer is down</li> <li>Data is not getting exported/important via integration services</li> <li>Users are not able to perform their tasks, due to transaction stuck, or some other reason</li> <li>Not able to perform batch process between Oracle modules, Inventory or JE or close the books</li> <li>Minor configuration changes which will not affect other modules</li></ul> Process FlowThree levels of supportLevel 1 (L1) Support:Level 1 is the first support line, Qentelli support team will be pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems.They usually engage with end-users of the application via tickets system. In some cases where users reach out to the support team directly, L1 team will involve engaging with end-users, knowing their challenge, and generating tickets against it.Key activities<ul> <li>Resolve “Quick Fix” tickets expeditiously</li> <li>Minimize handoffs</li> <li>Eliminate tickets from “falling through the cracks”</li> <li>Minimize need to circle back to collect more information</li> <li>Facilitate Incident Management tool status to the user community</li> <li>Provide perspective for resource needs and business priorities</li></ul>When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives. Level 2 (L2) Support:Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3.Key Activities<ul> <li>Review tickets as they are submitted by end-user/customer from a respective location</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team) is accurate</li> <li>Resolve the ticket within the defined SLAs</li> <li>Route ticket to appropriate group for assignment and prioritization</li> <li>Keep “customers/end-user” apprised of ticket receipt and status</li> <li>Business advocate for tickets in need of prioritization or resources</li> <li>Serve as “Level 3” support for resolving assigned tickets</li></ul>The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of NCH’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required NCH information.In some cases, the Support team will be required to make configuration changes. This could be done by getting approval from Business SME/Lead of a specific region. In case of hot data fix, it could be approved by Oracle support team (if needed) or SME/Techno-functional team. In some cases, there could be minor code fixes. If the fix is urgently needed, it could be fixed in Dev, and promoted using code fix promotion policy, using Oracle DevOps. However, all the necessary documents should be updated with any permanent change to the system Level 3 (L3) Support:Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems.Key Activities<ul> <li>Resolve assigned Incident Management tool tickets (ServiceNow)</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct</li> <li>Support and transfer knowledge to other Level 1/Level 2 resources resolving Incident Management tool tickets</li> <li>Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise</li></ul>This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner. Classification of Incident Priority.The priority of an incident can be determined by combining the assessment of both Impact and Urgency of a service now Ticket. Impact + Urgency = Priority High High Critical High Medium High High Low Moderate Medium High High Medium Medium Moderate Medium Low Low Low High Moderate Low Medium Low Low Low Planning Priority 1 Incidents.An Incident which has a critical Business Impact and affects operations, complete loss of a Production system, loss of service or loss of a functionality which affects an entire site or a huge number of users and has a potential Revenue Loss. Ex-<ul> <li>The complete EBS Production system is down.</li> <li>User not able to log in to EBS in any form</li> <li>A tier 1 application is not responding.</li> <li>Production Data center has an outage</li> <li>Critical changes to the configuration / patch to be applied / changes in the host environment.</li> <li>This will be done in extreme cases where major part of EBS is not operational, or data fix is needed for critical data flow</li> <li>This must be initiated by Apps dba or Support lead, and approved by Business users or Oracle Support</li> <li>This will also be approved as ‘Emergency Change Request’ by CAB (Change Approval Board)</li></ul> Priority 2 Incidents.An incident which indicates serious production issues and has a high Business impact where solution available can be used but is limited.<ul> <li>Some important functions of EBS could not be done <ul> <li>Not able to ship an item, or make payments,</li> <li>Not able to receive or send data via integration services</li> </ul> </li> <li>Multiple users receiving the same error message.</li> <li>Loss of specific functionality for multiple users in application.</li> <li>Multiple users are seeing incorrect O/P and a manual workaround is needed.</li></ul> Priority 3 Incidents.An incident which has a moderate business impact where a solution is available, but a manual workaround is needed, which is not critical for business.<ul> <li>An issue which has no-outage or a functional issue where workaround is available, and it affects a small number of users. The user was not able to generate the reports but has workaround available through which user can successfully generate reports.</li></ul> Priority 4 Incidents.An Incident which has a minimal business impact on operations, the solution is available and implemented with no impact and operations is running as normal.<ul> <li>Access requests which are non-critical to business.</li> <li>One-time errors messages.</li></ul> Continuous improvementQentelli team will always work towards improving service quality so that effort and cost spent on that will be reduced on a year-on-year basis. Below approach would be adapted to implement this philosophy:<ul> <li>In a typical support engagement, most of the effort would go to take knowledge transition and begin to work on the systems</li> <li>During the first year of support engagement, primary focus of the team would be to ensure business is not interrupted and functional/technical deep understanding is acquired</li> <li>Towards the end of the first year, functional and technical SMEs will be assigned tasks to identify room for automation/ticket reduction so that benefited effort could be spent on projects</li> <li>SMEs will review tickets/Oracle SRs to find alternate methods of configuration or automation to improve some processes</li> <li>SMEs will also work on identifying ‘opportunity for improvement and ROI’ and propose it to be implemented as minor enhancement or major projects.</li> <li>One more important task that SMEs will perform is to look for rationalization opportunities for retiring or re-engineering</li> <li>Upon completing all the above steps, Qentelli leadership team will make a formal report showcasing all the points mentioned and present it to NCH for further actions and approvals</li> <li>This process will be repeated on yearly basis to make sure benefit is derived constantly, though every year challenges will be different</li></ul> Change Management Process<ul> <li>The change management process flow <ul> <li>Request for Change > Change Evaluation & Planning > Change Approvals > Change Implementation</li> </ul> </li> <li>Request for Change <ul> <li>An Incident that causes a change</li> <li>An Existing problem that results in a change</li> <li>User requesting a new change</li> <li>Change because of ongoing maintenance.</li> </ul> </li> <li>Change Evaluation & Planning <ul> <li>During this phase, Incident/Change prioritization and planning activities to minimize risk and impact on the business/customer satisfaction</li> <li>Prioritization - Determine the type of change and prioritize the requests accordingly.</li> <li>Scheduling - Check the Release schedule to get an estimated time frame and fix the planned start date and end date</li> <li>Roll out plan - Plan out the implementation activities</li> <li>Back out plan - Back out plan in case of unexpected setbacks</li> </ul> </li> <li>Change approvals <ul> <li>Change Approvals process differs based on change type.</li> <li>Any significant change like a new change request - solution replacement or enhancements or new feature requests approval from Product Management or Change Approval Board.</li> <li>Standard change(s) like patch deployment, defect fix, and Hot Fix does not require any additional approval(s) as they are pre-approved.</li> </ul> </li> <li>Change Implementation <ul> <li>L3 Team & Release management teams take care of the actual implementation of planned changes, and below is the implementation checklist.</li> <li>Define the change process and share it with internal teams</li> <li>Define change workflows to automate change processes</li> <li>Include members from the Release team in Change advisory board approval</li> <li>Use change templates to pre-fill standard changes, thus saving time</li> <li>Define success factors and KPIs for Change Management. i.e., change executed successfully vs. failed changes</li> <li>Upon successful implementation of the changes, track the related incident to closure, alerting end-users who are impacted by the changes.</li> <li>Continuous review & feedback is important to improve change management process outcome.</li> </ul> </li></ul> Observability, Monitoring, and Continuous Improvements<ul> <li>Qentelli recommends the implementation of 3-R’s Resilience, Recovery, and Reliability to provide 99.9% of NCH’s applications/systems available for the end-users. The team will publish weekly/Monthly and Quarterly Health index reports across the stakeholders <ul> <li>Resiliency: Avoid or mitigate impactful incidents from an adverse effect by quickly responding with an appropriate fix/resolution within the specified time limits per the defined service level agreements (SLA), helps the high availability of the applications/systems and increases uptime</li> <li>Recovery: <ul> <li>L2 & L3 teams will work to enable an action plan for the ability to restore applications/systems when a failure occurs. Below are few</li> <li>Historic Queue/Incident analysis to understand the most failure-prone areas across, prioritize & the fixes/resolutions</li> <li>Introduce automation where possible for easy recovery on the application/systems and easy recovery upon most common exceptions during the runtimes</li> <li>Publish the guidelines and action plans for the failover strategy</li> <li>Periodic drills on recovery procedures for applications/systems when under stress.</li> <li>Setup continuous monitoring and alert notifications for most business-critical applications/systems</li> </ul> </li> </ul> </li> <li>Setup SLAs and monitor <ul> <li>Recovery Time Objective (RTO), the time duration for an application to return to normal service levels after a failure.</li> <li>Recovery Point Objective (RPO), the tolerance to data loss in terms of time duration.</li> </ul> </li> <li>Reliability: <ul> <li>Make the most business-critical applications/systems more stable stability aligned to customer expectations with Zero impact on business continuity</li> <li>Cost optimization – Enable the ability to track usage costs over time for AppInfra resource management.</li> <li>Security – Ability to secure infrastructure and provide guardrails for continuous review and detection of anomalies.</li> <li>Set up the Service Level Objectives (SLOs) for end-user critical transactions.</li> <li>Security compliances for applications/systems that are publicly exposed</li> <li>Application/Systems Performance Monitoring to understand the behavioural patterns under stress</li> </ul> </li></ul> Demand management processPurposeThe objective of Demand Management process is to channelize all the requests that the IT team would receive from business during support engagement, both discretionary and non-discretionary. At a high level there will be some guiding principles upon which Demand management is designed.At high level:<ul> <li>Business users are not expected to know if a request is small or major. Therefore, criteria will be defined to guide business teams while making the request</li> <li>It is also recommended that NCH come up with a checkbook concept where $ or effort for a year/quarter is allocated to each business team. Any effort that is used for work requests will be deducted from this checkbook balance</li> <li>Qentelli and NCH will plan demand by working with business users. Based on the checkbook allocation, demand will be shortlisted and taken into consideration</li></ul> Approach<ul> <li>Typically, each year, Business teams will be allocated amount that could be spent on Discretionary projects. This could also mean non-Discretionary spending</li> <li>There will be an annual planning meeting where Business, IT and CIO’s office will collaboratively determine how to plan for a year.</li> <li>This includes resource availability by skill wise, sequencing the enhancements to get better ROI and smooth deployment</li> <li>Upon completing the planning, CIO/IT team would start maintaining the availability effort/$, and will start utilizing for the approved requests</li> <li>When business users make the request, IT will perform due diligence to ensure</li> <li>estimation is done properly</li> <li>Development is scheduled properly to ensure availability of business and developers without any contention</li> <li>Estimation is approved by business</li> <li>Any conflict to other in-flight projects</li> <li>Once a business approves the request, the IT team will add to the delivery pool</li> <li>The IT team will also mobilize the team, identify stakeholders, and prepare a project plan</li> <li>Request will be executed like any other development project, with discovery, development, testing and release details</li> <li>Work with business to adjust planned and actual effort so that business can update their checkbook balance accordingly</li></ul>[/html]
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[html format="ckeditor" different_values="0"]Knowledge Management StrategyWe need to create a strategy for identifying the information that should be processed through knowledge management. Repeated incidents and routine tasks which are associated to the cost of service need to be translated into facts to be distributed across the team. Strategy should determine the types of information to target for processing through knowledge management. Information ManagementInformation can only become knowledge if it is effectively managed and distributed across your team. Access to information is essential to the knowledge management process. Information management is part of the process that involves gathering data, managing information, and determining how this information will be translated to become knowledge. Knowledge TransferOnce the strategy is in place, we need to decide how the knowledge will be transferred among team members. This is a very important activity as this activity will give a plan to disseminate information to the team Benefits of Knowledge management<ul> <li>Lower support costs</li> <li>Enable self-service</li> <li>Respond and resolve issues faster</li> <li>Improve First Contact Resolution</li> <li>Provide consistent solutions to issues</li> <li>Answering recurring questions</li> <li>Address the lack of time for training other team members</li> <li>Support analyst will not be stressed out for resolving complex/repetitive issues</li></ul> Types of content to record in Knowledge Article (KA)The section below lists each column and recommended data that could be captured to maintain Knowledge Article based on Incident/Maintenance/Patching. Attached excel could be customized for each team. Sample template will be uploaded in SharePoint and location will be given in the subsequent section Column Description KA created By KA creation date KA Category New incident, Repeat incident, Upgrade, Patch, Pro-active Maintenance KA Status Draft, In Review, Approved, Published, Obsolete KA Expiry Date some entries might have expiry entry KA Reference NO Incident No, Patch No, Problem ticket No, WO No, etc., KA Reference Date Environment Summary of an issue Attribute 1 to 5 This attribute can be customized to each track to decide on which value KA to be searchable, apart from summary and description. For example, Environment, OS, Data center, Application... Description Recent changes to Env Change to the environment in the last 30 days (new code, bug fix, config changes, etc.,) Resolution Resolution given by Resolution given date Type of resolution data fix, configuration changes, patches, upgrade, etc. Resolution impact Permanent or Temporary workaround Is Problem ticket created? Problem ticket no Were there any lessons Learnt Yes/No Detailed description of Lessons learnt (If lesson learnt description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in the Excel) Can best practice be developed out of this issue? Yes Detailed description of best practices (If best practice description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in Excel) Did this Solution Help Yes / No Reference No If this solution did help, mention No of incident/s or situations this helped<a name="_Int_8TGzpwFa">. </a>This is used to check Knowledge article’s usefulness in terms of # of tickets/activities Training given to team Date training was given Reverse KT conducted <ul> <li>Steps while upgrading and patching. This should also involve pre-requisite steps, testing patching, etc.,</li> <li>Proactive assessment done on a defined frequency</li> <li>Update the KM document for any changes to the KM data change… for example, when temporary workaround is fixed permanently by finding RCA, this must be updated</li></ul> Reusability during Incident resolutionThe main purpose of maintaining Knowledgebase is to use at the time of resolving incidents. Team members will be instructed to verify Knowledgebase before resolving any incidents. If the symptom of incident has some similarity in the past incidents of knowledge article that is available, that should be followed properly. If it is a new incident, resolve the incident and share it with the lead or SDM to see whether this can be added to the Knowledgebase for future use.An important activity that should be done while using Knowledgebase is to ensure whether the resolution given in the knowledge article is the same or different. If it is different update the Knowledge article. Also, Incident reference to be tagged to a knowledge article to measure the effectiveness of Knowledge article and improve if needed Reporting KM effectivenessIn this section the Management information provided by the Knowledge base lead is specified.Management reporting takes place on a weekly basis. monthly and quarterly basis about the following subjects: Weekly Reports Monthly Reports New KB entries Expired documents Pending Expiry No of New entries added it its details No. “hits<a name="_Int_cB0A84Le">.”</a> How many Knowledge articles tagged to same or similar issue No of incidents this knowledge article helped to resolve [/html]
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[html format="ckeditor" different_values="0"]Communication to the teamThis is one of the most important activities that should be done periodically (most probably weekly) to ensure the entire team knows about important events that took place and what should be the outcome of the activities. A weekly Knowledge Base solutions list report should be produced and made available to all with following:<ul> <li>Title of the issue/solution</li> <li>Environment</li> <li>High level Summary</li> <li>Hyperlink to IT Portal ticket</li></ul> TrainingAnother important aspect of Knowledge management is to have weekly training so that the entire team gets familiarized with added/updated Knowledgebase item, and be comfortable to refer this at the event of similar situationThere will be two drivers to perform the training<ul> <li>The first one is to go through a knowledge database, best practices and lessons learnt and explain</li> <li>The second one is to have a resource-wise capability matrix and ensure all the resources are at the same level.</li> <li>After performing training, it will be the duty of SDM to update capability matrix and Knowledgebase spreadsheet to mark training completed. In case reverse knowledge transfer is performed, that should be recorded too.</li></ul> Feedback mechanisms on the contentIt is a good practice to get feedback from the team while performing the training to ensure knowledge article creator’s flow of steps and interpretations are same as team members, to ensure there are no different thought process while applying knowledge articles in the event of a need. Once feedback is obtained, knowledge articles can be updated with the latest information[/html]
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[html format="ckeditor" different_values="0" style=""]RFP Track 3: EAS, Sales, and Marketing Solutions[/html]
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[html format="ckeditor" different_values="0" style=""]NCH Corporation seeks a 3rd party service provider to outsource their Enterprise Application Services (EAS) platforms focused on Sales and Marketing Technology. Qentelli is best positioned to help NCH (for details refer to be)SCOPE OF ENGAGEMENTCurrent Scenario (AS IS)NCH performs sales using various tools like Salesforce, SCORE, Note pads, Tablets, NCH Live (old order entry system), GOE (Global Order Entry is in rollout phase replacing NCH Live), SMARTSITE, Smart FSR (NAC Konformance) and SMART GUIDE (Water Treatment Proposal System).Salesforce and GOE used by 2000+ global sales personnel and integrated with Oracle.Current Processes- Business issues/ impacts,Corporate issue with Sales representatives – They are older and do not like technologySome of it is cultural and some of it due to lack of infra-accessibility (sales sometimes happen in the basements where there is no data access). Now the focus is on,<ul> <li>Drive Cost Efficiencies</li> <li>Intuitive Enough to support people from all experience levels</li> <li>Immediate wins – near term and long-term wins</li> <li>Innovation and similar experiences</li></ul> Go Forward (To BE)<ul> <li>Rebadge all NCH resources to 3rd party provider, conduct knowledge transfer, migrate workload to lower cost resource pool / location</li> <li>Prefer NEAR TIME ZONE SUPPORT & RESOURCES (Mexico, Central / South America, Belize, etc.)</li> <li>Legacy Applications and/or Websites (50-100 aps) to be supported by EAS team</li> <li>Agile-Light Development Methodology with DevOps</li> <li>Most of all apps are custom/Proprietary for S&M with more than 2000 global users: ~25-50 Apps</li> <li>Type of Resources could include: <ul> <li>.NET, Angular, Salesforce</li> <li>Architects</li> <li>Designers</li> <li>Developers</li> <li>Testing and Quality Assurance</li> <li>Business Analyst Functional Team</li> </ul> </li> <li>Effort Categories <ul> <li>Support - Day-to-day production support of applications and small enhancements under 80 hours <ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li> </ul> </li> <li>Miscellaneous Legacy Sales Tool and other NCH legacy custom application <ul> <li>Identify and assess aggressive decommissioning targets</li> </ul> </li> <li>Oversight of the environment and integration to other applications <ul> <li>This includes managing / monitoring the servers, BOOMI, integration to Oracle, etc.</li> </ul> </li> <li>Small Enhancements - 12 – 80 hours of IT effort</li> <li>Projects – projects are defined as over 80 hours of IT effort</li> </ul> </li> <li>Cost and Staffing Data: 25 Resources in total <ul> <li>Tech Management</li> <li>Super Tech – Archi, Int, Design and Dev: 2 (1- US, 1-EU)</li> <li>Tech - Predominantly .NET, ASP, Angular, Java, Agile: 12: (10-US, 2EU) <ul> <li>Note: above 3 EUs (2-Tech + 1 – Super Tech)</li> </ul> </li> <li>BA/PM: 5</li> <li>NCH Contracts Expert: 1</li> <li>SQL DBA (800 DBs): 1</li> <li>DISCRETIONARY FUNDING</li> </ul> </li></ul> RequirementNCH custom build applications are essential for business success, 3rd party service provider must have ability to perform Roll outs, Support, and Integration of Sales Tools.Ability to provide services for below stages of project scope<ul> <li>Design</li> <li>Development</li> <li>Architecture</li> <li>Coding</li> <li>Integration</li> <li>Testing</li> <li>User Roll-Out assistance</li> <li>User Adoption assistance</li> <li>Break / Fix services</li> <li>Documentation (throughout the process)</li> <li>Tier 2, 3 support</li></ul>Sales driven integration with multiple tools/applications with cost effective approach. Roll-Out Project<ul> <li>End-to-End support</li> <li>Critical support for Testing</li> <li>Adoption processes</li></ul> Support RequirementDay-to-Day production support of applications and small enhancements under 80 hours<ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li></ul> Integration<ul> <li>Oversight of the environment and integration to other applications, included managing/ monitoring the servers and BOOMI (integration platform as a service)</li> <li>All the sales tools need to integrate with Oracle.</li></ul>Support three different order entry systems for sales representatives:-<ul> <li>New one that is rolling out – GOE (Global Order Entry) – Rolling it out through EU and replacing the current one.</li> <li>Old one for EU (called NCH Live) – Will continue next FY as well</li> <li>Old one for APAC and NA – called SCORE – Obsolete, but still heavily used.</li> <li>China – Focus for year 2024 (around 900 sales representatives’ presence in China alone)</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli, as our name implies, we are in the business of transformation. Through the measured application of our expertise, industry Leading Practices and the Salesforce (CRM) 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.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.Qentelli has implemented and/or supported Sales & Marketing, CRM applications across various industry client segments, with a 100% success rate. Our success stems from our commitment to working as true partners with our clients throughout the lifecycle of their project, ensuring a successful implementation and managed services every time.We offer a skilled team of techno functional professionals widely recognized as the best in North America. Their expertise, coupled with our singular focus on the unique requirements of client business needs makes Qentelli the logical choice for our clients.[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli offers a broad range of consulting services. The list below outlines our product/service line-up. Solution LandscapeOur expertise covers the entire solution landscape of Salesforce suite of products,Our client engagement roadmap with our client is a comprehensive 360-degree way,Consulting Implementation Integration Migration Support Delivery MethodologyQentelli will use the Salesforce certified methodology (Salesforce Professional Services Methodology) to deliver the end-to-end services to our customers. This methodology allows the SFDC to adapt the delivery approach to meet the unique needs of each customer.The services include the following stages,<ul> <li>Define</li> <li>Design</li> <li>Deliver</li> <li>Deploy</li></ul>The Salesforce Professional Services Methodology has both waterfall and agile principles embedded within it, and either methodology (or a mix of the frameworks) can be emphasized depending on Customer’s needs, the nature of the engagement, and SFDC’s recommendations on best practices. Determining the most appropriate approach, including specifically how scope will be managed, is critical to successful delivery of the Professional Services.<ul> <li>For Waterfall-leaning approaches, scope will be documents in detail and signed-off before the Deliver Stage.</li> <li>For agile-leaning approaches, scope will be documented in less detail and signed-off before the start of the Deliver stage, with the understanding that scope details will be iteratively refined during the Deliver stage.</li></ul>As a part of the methodology,<ul> <li>Document the desired configured application functionality as a list of functional needs by user type (“User Stories”)</li> <li>Development will be done in a series of regular increments (“Sprints”), which include delivery of the solutions components and testing of them as they are built.</li> <li>Review the development at the completion of each Sprint to measure functional progress and to validate and provide feedback on the functionality to be delivered in the configured application.</li> <li>On-going User Story prioritization will dictate the final content of the configured application/integration.</li></ul>Qentelli focuses on Total Solution Management using the Salesforce certified methodology. The methodology is a Business Process Management method is based on a comprehensive set of business process integration and engineering principles. These principles, which have been derived and developed over many years of real-world project experience, represent a fusion of best practices and have been proven to create and deliver true value to clients.Qentelli utilizes the methodology as a standardized guide to establish project phases, define tasks, and maintain high-quality deliverables. By combining the Qentelli Leading Practices Project Management Methodology and the Salesforce certified methodology, an effective implementation & support methodology is available to realize the following:<ul> <li>Streamlines implementations & support models</li> <li>Dramatically reduces project risk</li> <li>Significantly reduces implementation & maintenance costs</li></ul>The Salesforce certified methodology provides the foundation for the following:<ul> <li>Ensures that the engagement is run in accordance with strict quality control standards</li> <li>Provides a disciplined approach to project management and implementation and steady state maintenance</li> <li>Greatly facilitates Organizational Change Management</li> <li>Supports focused Total Solution Management</li></ul>The methodology governs and supports our project teams with templates, tools, questionnaires, checklists, guidebooks, and accelerators.[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p|}Qentelli proposes a 4-phase process in this engagement.|{/p|}|{ul|} |{li|}Assessment|{/li|} |{li|}Transition|{/li|} |{li|}Steady State|{/li|} |{li|}Optimization / Transformation|{/li|}|{/ul|}|{p|} |{/p|}|{h3|}Assessment Phase|{/h3|}|{p|}Study and Assess the AS-IS system, processes, and operational model.|{/p|}|{p|} |{/p|}|{h4|}Discover|{/h4|}|{p|}The purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.|{/p|}|{p|}This stage will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:24.15pt'|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:55.28%; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='55%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Deliverable (Documentation)|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:19.68%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='19%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Responsibility|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:11.28%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='11%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Review|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:13.76%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='13%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Approval|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:12.55pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Current IT Architecture|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Procedures and Standards|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Data Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Security standards & User Adoption|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Support Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h4|}Prepare|{/h4|}|{p|}The purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally.|{/p|}|{p|} |{/p|}|{h4|}Key Prepare Activities:|{/h4|}|{ul|} |{li|}Define engagement goals, a high-level scope, and a Transition plan|{/li|} |{li|}Identify and quantify business value objectives|{/li|} |{li|}Secure executive sponsorship|{/li|} |{li|}Establish project standards, organization, and governance|{/li|} |{li|}Define and secure approval for the engagement strategy|{/li|} |{li|}Define roles and responsibilities for the project team|{/li|} |{li|}Validate the project/engagement objectives|{/li|} |{li|}Develop a project team training strategy, and start project team training|{/li|} |{li|}Establish project management, tracking, and reporting mechanisms for value delivery/engagement|{/li|} |{li|}Document all initiation activities in the project charter|{/li|} |{li|}Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes|{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Itemized task plan|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:18.48%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:17.9%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:12.94%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Finalized Super user training and documentation strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Defined business process requirement|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Blueprint document|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Review of Business Blueprint by QA|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:48.0pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Identification of FIT gap based on business needs|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Development/Support list (Gaps, interfaces, integrations, Processes and Data Models)|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Define user roles authorization requirement and design|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Testing Strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}End user training strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Business blueprint sign off|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td colspan='2' style='border-bottom:solid windowtext 1.0pt; width:30.84%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='30%'|} |{p align='center' class='01-TableTextMS' style='text-align:center'|}Milestone|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Transition Phase|{/h3|}|{h4|}Knowledge Transfer|{/h4|}|{p|}P|{b|}roject specifications: |{/b|} Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.|{/p|}|{p|}The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do.|{/p|}|{p|}|{/p|}|{h3|}*High level plan of KT sessions|{/h3|}|{p|}Qentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,|{/p|} |{ul|}|{li|}Knowledge transfer activities|{/li|}|{li|}System prototyping and demonstration|{/li|}|{li|}Targeted formal training where appropriate|{/li|}|{li|}Active participation in system design, documentation, and testing|{/li|}|{li|}Development of business process procedures (BPPs)|{/li|}|{/ul|}|{p|}|{/p|}|{h4|}Accelerated System Adoption|{/h4|}|{p|}Using our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:|{/p|}|{ul|}|{li|}Data mapping, including significant focus on data validation, begins as early as possible|{/li|}|{li|}System prototyping and demonstration used during blueprinting to accelerate understanding by the project team|{/li|}|{li|}The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users:|{ul|}|{li|}Restructuring of processes|{/li|}|{li|}Changes to the people performing activities|{/li|}|{li|}Revisions to policies and procedures|{/li|}|{li|}Technology Support models|{/li|}|{li|}Education and training required to use and support the system|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on testing|{ul|}|{li|}Integration|{/li|}|{li|}Fiscal year-end closing|{/li|}|{li|}Usability (user acceptance)|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on documentation to increase system ownership and assist with on-going maintenance and support|{ul|}|{li|}System builds |{/li|}|{li|}Solution configuration and integration|{/li|}|{li|}End-to-end processes|{/li|}|{li|}Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements|{/li|}|{/ul|}|{/li|}|{/ul|}|{p|}|{/p|}|{h3|}Documentation / Process Capture|{/h3|}|{p|}|{b|}Code/ Functional documentation:|{/b|} Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.|{/p|} |{p|}|{b|}Note:|{/b|} NCH team should provide all the information, documents, and observations in English language.|{/p|}|{p|}|{/p|}|{h3|}Joint Engagement / Support Model|{/h3|}|{p|}Key functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not.|{/p|}|{p|}|{/p|}|{h3|}NCH Team LEAD|{/h3|}|{p|}The NCH team should perform a working session with the vendor team (shadowing) to understand the current flow. |{/p|}|{p|}|{b|}Qentelli Team LEAD|{/b|}Conversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.|{/p|}|{p|}NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.|{/p|}|{p|}Overview of real time scenario will be executed with guidance/ support of NCH team.|{/p|}|{p|}The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.|{/p|}|{ul|}|{li|}Analyze all crucial open issues:|{ul|}|{li|}Conduct system tests|{/li|}|{li|}Check that system management is in place|{/li|}|{li|}Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments|{/li|}|{/ul|}|{/li|}|{li|}Execute transition plans including organizational change management (OCM) plans|{/li|}|{li|}Complete all scheduled end user training|{/li|}|{li|}Identify and document all issues encountered in the transition|{/li|}|{li|}Monitor business process results and the production environment|{/li|}|{li|}Establish a “extra-care” center of excellence for support that provides: |{ul|}|{li|}Production support processes|{/li|}|{li|}Exceptional business monitoring processes|{/li|}|{li|}Extraordinary technical support|{/li|}|{li|}System enhancements|{/li|}|{/ul|} |{/li|}|{li|}Track and report on the current system and processes |{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}"]Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment</li> <li>Transition</li> <li>Steady State</li> <li>Optimization / Transformation</li></ul> Assessment PhaseStudy and Assess the AS-IS system, processes, and operational model. DiscoverThe purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.This stage will include the following deliverables: Deliverable (Documentation) Responsibility Review Approval Study Current IT Architecture Qentelli Client Client Study the Procedures and Standards Qentelli Client Client Study Data Models Qentelli Client Client Study Security standards & User Adoption Qentelli Client Client Study the Support Models Qentelli Client Client PrepareThe purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally. Key Prepare Activities:<ul> <li>Define engagement goals, a high-level scope, and a Transition plan</li> <li>Identify and quantify business value objectives</li> <li>Secure executive sponsorship</li> <li>Establish project standards, organization, and governance</li> <li>Define and secure approval for the engagement strategy</li> <li>Define roles and responsibilities for the project team</li> <li>Validate the project/engagement objectives</li> <li>Develop a project team training strategy, and start project team training</li> <li>Establish project management, tracking, and reporting mechanisms for value delivery/engagement</li> <li>Document all initiation activities in the project charter</li> <li>Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes</li></ul>This phase will include the following deliverables: Itemized task plan Qentelli Client Client Finalized Super user training and documentation strategy Qentelli/Client Qentelli/Client Client Defined business process requirement Qentelli/Client Qentelli/Client Client Blueprint document Qentelli Qentelli/Client Client Review of Business Blueprint by QA Qentelli Qentelli Client Identification of FIT gap based on business needs Qentelli/Client Qentelli/Client Client Development/Support list (Gaps, interfaces, integrations, Processes and Data Models) Qentelli Qentelli/Client Client Define user roles authorization requirement and design Qentelli/Client Qentelli/Client Client Testing Strategy Qentelli Client Client End user training strategy Qentelli/Client Qentelli/Client Client Business blueprint sign off Client Milestone Transition PhaseKnowledge TransferProject specifications: Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do. *High level plan of KT sessionsQentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,<ul> <li>Knowledge transfer activities</li> <li>System prototyping and demonstration</li> <li>Targeted formal training where appropriate</li> <li>Active participation in system design, documentation, and testing</li> <li>Development of business process procedures (BPPs)</li></ul> Accelerated System AdoptionUsing our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:<ul> <li>Data mapping, including significant focus on data validation, begins as early as possible</li> <li>System prototyping and demonstration used during blueprinting to accelerate understanding by the project team</li> <li>The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users: <ul> <li>Restructuring of processes</li> <li>Changes to the people performing activities</li> <li>Revisions to policies and procedures</li> <li>Technology Support models</li> <li>Education and training required to use and support the system</li> </ul> </li> <li>Increased focus on testing <ul> <li>Integration</li> <li>Fiscal year-end closing</li> <li>Usability (user acceptance)</li> </ul> </li> <li>Increased focus on documentation to increase system ownership and assist with on-going maintenance and support <ul> <li>System builds</li> <li>Solution configuration and integration</li> <li>End-to-end processes</li> <li>Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements</li> </ul> </li></ul> Documentation / Process CaptureCode/ Functional documentation: Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.Note: NCH team should provide all the information, documents, and observations in English language. Joint Engagement / Support ModelKey functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not. NCH Team LEADThe NCH team should perform a working session with the vendor team (shadowing) to understand the current flow.Qentelli Team LEADConversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.Overview of real time scenario will be executed with guidance/ support of NCH team.The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.<ul> <li>Analyze all crucial open issues: <ul> <li>Conduct system tests</li> <li>Check that system management is in place</li> <li>Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments</li> </ul> </li> <li>Execute transition plans including organizational change management (OCM) plans</li> <li>Complete all scheduled end user training</li> <li>Identify and document all issues encountered in the transition</li> <li>Monitor business process results and the production environment</li> <li>Establish a “extra-care” center of excellence for support that provides: <ul> <li>Production support processes</li> <li>Exceptional business monitoring processes</li> <li>Extraordinary technical support</li> <li>System enhancements</li> </ul> </li> <li>Track and report on the current system and processes</li></ul>This phase will include the following deliverables: Deliverable Responsibility Review Approval Confirmed transition model to Qentelli Qentelli Client Client Establish Business Process Monitoring Qentelli/Client Client Client Hand over / Take over processes/documentation/environment details etc. Qentelli/Client Client Client Transition Phase Sign off Client Milestone Readiness Assessment / ConfirmationPresentation to Business (NCH): The documentation for Readiness confirmation is a continuous process and dependent on every stage of Response template of RFP.Qentelli’s presentation to Business before overall engagement sign off. Steady State PhaseThis phase would focus more on the Resilience of sustainability of technical and functional transition to shift to more sustainable mode of understanding and consumption Business-As-Usual Support ServicesOur recommended Support Structure is integrative and includes roles and responsibilities that are filled in general by the Functional (Business) and IT teams. These teams are arranged in a three-level support tier supported by a Governance team dedicated to addressing escalated issues and concerns. The diagram below shows the typical lines for the support organization: Tier 1 Support<ul> <li>Business Teams can either be a group or individuals (such as Trained Super users / Lead Users) who can provide peer guidance on techno functional processes. These teams are the ones who can create interactions in the issues management system.</li> <li>The IT Team will be represented by the Qentelli’s Help Desk Team. They are trained and supplemented with additional knowledge to support calls from users of the Sales & Marketing systems. The Help Desk will primarily answer questions surrounding log-in, password resets and other issues surrounding access and will direct calls to other departments if necessary. The Help Desk (along with their website support portal and tools) will provide the primary Point of Contact (POC) for end users to raise questions, issues, or problems. This may be communicated information posted to the web, recorded messages, or bulletins provided via mail/email.</li></ul> Tier 2 Support<ul> <li>Mostly, these are Subject Matter Experts from the Qentelli teams who will connect with respective business users and help answer escalated queries from Tier 1 and define, prioritize, and test enhancements to the issue.</li></ul> Tier 3 Support<ul> <li>This is composed of the Support team and Qentelli Consultants. The Support Team consists of developers, security experts, and functional analysts who will maintain the infrastructure, solution, system performance and network. Tier 3 provides the lowest level of application problem resolution. This support level provides the means to research and correct escalated problems from Tier 1 and 2 supports.</li> <li>Tier 3 is where we set the flexibility of Qentelli’s Support and answer the question “How much involvement would you need in addressing this point of production support?” Tier 3 has the ability to make configuration and programming changes, enter support notes, or make enhancements to the system.</li></ul>The following describes these tasks in detail:<ul> <li><strong>Enhancements – </strong>minor enhancements to the production solution may need to be implemented. This will be driven from the client’s business operations organization, a decision from the Governance is required to identify and prioritize enhancements. Enhancements may have resulted from the prioritization of requirements based on business priority. These enhancements may require changes to configurations of architecture components. Large, complex enhancements may result in major releases and require additional resources.</li> <li><strong>Keep current support –</strong> new releases of product software and/or patches must be applied, tested, and put into production. This may be necessary either to obtain critical fixes or continue to obtain vendor support as they drop support for older versions of their products.</li> <li><strong>Problem Research /Investigation –</strong> problems escalated from the help desk may require detailed analysis and investigation to find the root cause. Depending on the priority or impact, a SLA would bind the support to resolve, (fix or work around), within a specific time period.</li> <li><strong>Application Problem Resolution –</strong> upon investigation, the problem may result in a change to a configuration or code. An implementation team member would make the appropriate fix following change management and quality management procedures to release the fix to production.</li> <li><strong>Ad Hoc Reporting –</strong> to further investigate or resolve a problem, a support application developer may need to perform Ad Hoc reporting. This may entail performing queries on production databases, tracing logs, monitoring applications, etc.</li> <li><strong>Data Fixes –</strong> if a problem results in incorrect data persisting in a database, data fixes may need to be implemented. This may entail a change in the field of a row in a table. In any case, a support application developer would make the appropriate fix following change management and quality management procedures to release the fix to production.</li> <li><strong>Subject Matter Expertise –</strong> support developers may need to provide their subject matter expertise on the applications and architecture components to help desk personnel. They may need to advise or clarify issues raised by the end-user.</li></ul> Escalation Matrix Escalation Level Qentelli Escalation Categories 1st escalation Project SPOC <ul> <li class="01-TableBullet1MS">Issues</li> <li class="01-TableBullet1MS">Process Deviations/Non-compliance, Improvements</li> <li class="01-TableBullet1MS">First level for Quality & Productivity Issues</li> </ul> 2nd escalation Project Manager <ul> <li class="01-TableBullet1MS">Prioritize Change Disputes</li> <li class="01-TableBullet1MS">Service Deficiencies</li> <li class="01-TableBullet1MS">Customer Satisfaction Issues</li> <li class="01-TableBullet1MS">Transition Issues</li> <li class="01-TableBullet1MS">Quality & Productivity Not Resolved at Level-1</li> </ul> 3rd escalation Delivery Head <ul> <li class="01-TableBullet1MS">Non-Action on agreed action items</li> <li class="01-TableBullet1MS">Unresolved Service Deficiency</li> <li class="01-TableBullet1MS">Customer Satisfaction Issues</li> <li class="01-TableBullet1MS">Unresolved Supplier Difficulties Affecting Performance</li> <li class="01-TableBullet1MS">Issues Unresolved at Level-2</li> </ul> Phase includes the standardizing the processes and eliminating any non-compliance mode of operation.<ul> <li>Identification of key Business processes - Ability to standardize, <ul> <li>Most important business processes that help improve business outcomes</li> <li>To strengthen the existing process and Controls</li> </ul> </li> <li>Streamlining the Process map – Process mapping helps IT team and end user understand the steps that lead to the result and identifies redundancies and process bottlenecks.</li> <li>Standardization framework – Harnessing the existing load of customization and adoption to the accepted standardized version for the better process enhancement, a quick sneak-peak explained in the picture below</li></ul> Documentation of the process - Revamping and maintaining the existing user documentations which consist of:<ul> <li> <ul> <li>The reviewing/analyzing the existing documentation</li> <li>Identification of errors & simplifying the content</li> <li>Material additions and sign off</li> </ul> </li> <li>Monitor and analyze – Analyze and Monitor the existing functionality meticulously through a two-way communication for continuous feedback</li></ul> OptimizationThis stage is important in the business process improvement cycle, based on which the potential future changes in the system can be well researched and planned. This phase will include running old and new systems in parallel, migrating data, training users, and adjusting in accordance with the business processes.The number of iterations in this phase varies from one iteration (for a simple system requiring primarily minor bug fixing) to many iterations (for a complex system involving adding features and performing activities.Qentelli recognizes that quality project management is a key factor to the success of this engagement during the optimization phase. We will utilize the<strong> Qentelli Project Management Methodology (Qentelli PMM)</strong> to support this project. In continuation the Steady State Model in support to Business-As-Usual; all new developments, implementations and transformation activities will be guided and governed by Qentelli PMM. ApproachThe <strong>Qentelli Project Management Methodology (Qentelli PMM)</strong> was designed to ensure quality project execution with an emphasis on reducing risk, ensuring that scheduled milestones are achieved within the available budget. Our approach is illustrated below:The Qentelli PMM consists of the six workstreams described below: Managing Project Staff and Stakeholders.Qentelli understands that the key to a project’s success is its people: Project Team members, Business Process Owners, and Stakeholders. We believe in forming an enduring partnership and strive to become intimately familiar with our clients and their goals, environment, and pain points. Each client is unique, and our process repeatedly produces outstanding results, which has allowed us to develop the following:<ul> <li><strong>Human Resource Management Plan.</strong> This plan outlines the processes required to staff, organize, and manage the project team. At the beginning of the engagement, Qentelli identifies qualified personnel and assigns roles. During the engagement, the team member evaluations and appraisals are conducted. Qentelli ensures that everyone on the team, especially those who are new to the project, understands the Support model objectives and available performance development opportunities.</li> <li><strong>Project Communications Management Plan.</strong> This represents our internal communications plan which outlines the processes required to ensure timely generation, distribution, storage, and retrieval of project information. This provides an effective mechanism for managing internal information communications.</li> <li><strong>Stakeholder Communication Management Plan. </strong>This is our external communications plan which outlines the type and frequency of communications between the Qentelli team members and the Steering Committee, Business Process Owners and the client SPOC Team. Qentelli believes in a straightforward and transparent approach to client communications and holds regular meetings to provide status reports to communicate the following: <ul> <li>Progress of work performed</li> <li>Delayed tasks</li> <li>Problems encountered and corrective action taken</li> <li>Work plan updates incorporating mutually agreed upon revisions</li> <li>Upcoming tasks and staff responsibilities</li> <li>Potential risks with planned mitigation</li> </ul> </li></ul> Managing Organizational Change and Knowledge TransferManaging change is an important element of any technology implementation. With the introduction of new technologies, processes and procedures, end-users can easily feel overwhelmed and become reluctant to adopt the new changes in the system and/or process. Qentelli recognizes this possibility and has developed a comprehensive <strong>Organizational Change Management (OCM)</strong> and Knowledge Transfer Program that significantly enhances the user experience and greatly facilitates system acceptance. A detailed discussion on our OCM and Knowledge Transfer Plan can be found but, at a high level, our OCM process consists of the following:<ul> <li>Clearly defined Change Management Goals</li> <li>Consistent Knowledge Transfer throughout the Project Lifecycle</li> <li>Robust Training Plan</li></ul> Quality ManagementQentelli takes quality management very seriously and has developed a rigorous Quality Management Plan that outlines the specific organization, processes and services needed to ensure the highest quality results for a project. Qentelli assigns its most knowledgeable and experienced personnel to the following roles:<ul> <li>Project Executive. The Project Executive is the project advocate whose role is to support the project manager, participate in Steering committee meetings and accept responsibility for resolving problems escalated by the client SPOC.</li> <li>Quality Assurance Manager. The Quality Assurance Manager regularly holds internal project quality reviews to assess project progress, obtains feedback from project team members, Client SPOC, and leadership, identifies issues, and determines risk mitigation, monitors change management progress, and manages deliverable quality. The Quality Assurance Manager works closely with the Qentelli Project manager and the Project Executive and will make any adjustments necessary to ensure that quality standards are met.</li></ul> Risk ManagementRisk mitigation is a major part of our Project Management methodology. To ensure that all risks are identified and mitigated, we have instituted a risk identification process that is logged and analyzed by the Project Management Office. Our Risk Management Plan defines how often risk reviews are conducted and how risks are identified, analyzed, and mitigated. Each risk identified by the Project Team has a corresponding mitigation plan and is carefully monitored. Higher risk items that may potentially impact the project are brought to the attention of the Steering Committee for evaluation and/or assistance with resolution. Risk management is documented using the following:<ul> <li><strong>Risk Register Log. </strong>This document tracks all risks affecting a project and the strategies chosen by the project team to mitigate them. This control procedure provides a comprehensive view of project risk, impact and mitigation strategies identified by the project team. Without this important document, a project will most likely incur cost overruns, project delays and client dissatisfaction due to ineffective responses to risks.</li></ul> Change Control and Issue ManagementBefore the start of a project, Qentelli ensures that the following processes are in place for change control and issue management:<ul> <li><strong>Integrated Change Control Procedures. </strong>These procedures were developed by Qentelli to provide a method of controlling and monitoring project changes. Change is defined as any activity that alters the scope, schedule, deliverables, value or cost of the project. Our change control procedure includes a description of the proposed change, options considered, impact assessment, change benefits and potential impact if the change is not implemented. If any changes are deemed necessary, Qentelli documents the change in the project Change Request Log described below: <ul> <li><strong>Change Request Log. </strong>This log provides a consistent, comprehensive approach to managing the lifecycle of a potential change and is a critical component of an integrated change control system. It outlines the nature of the change's impact on scope, schedule and dependent tasks; resources required to complete the change; estimated work effort; timeline to complete; and estimated change to project cost, if any. It the change has been determined to be acceptable by both Qentelli and the client team managers, the change request will be sent for approval following our escalation procedure.</li> </ul> </li> <li><strong>Issue Management Procedure.</strong> A critical component of any effective project management system, Qentelli has instituted a consistent, comprehensive approach to managing and resolving project issues. An issue is defined as a situation, action, problem or question arising during the project that the project team cannot resolve efficiently or effectively. Issues are logged, assigned to an individual responsible for resolving the issue and given a date for the issue to be resolved. The Issue Log, which is described in more detail below, is reviewed on a regular basis to ensure the timely closure of issues. <ul> <li><strong>Issue Log -</strong> The Issue Log System supports the issue management procedure by enabling the multiple levels of analysis and decision making necessary to resolve an issue. The issue report in the Issue Log system provides a formal record of all issues raised for the project. Effective issue management involves the appropriate level of management making decisions on issues and tracking progress towards resolution in accordance with the project issue management procedure. The issue log is formally finalized and closed with other project controlling documentation during project completion activities.</li> </ul> </li></ul> Scope and Configuration ManagementOne of the primary threats to a project is poor scope control. Qentelli is keenly aware of this reality and has implemented a comprehensive<strong> Scope and Configuration Management Plan</strong> to maintain tight control over potential scope creep. The elements of this plan are as follows:<ul> <li><strong>Business Blueprint Document.</strong> Developed during the Blueprint Phase, this critical document defines the project and is used as the definitive reference point for controlling project scope. Any scope or change requests will be measured by what has been identified in the Business Blueprint Document.</li> <li><strong>Change Request Log. </strong>As a part of our change control procedures, any changes affecting project scope must be submitted for review and approval by both Qentelli project executives and the Project Steering Committee.</li> <li><strong>Configuration Management Procedure.</strong> Although Best Practices state otherwise, there are occasions when standard application functionality does not adequately address a critical client requirement and some custom development or enhancement to the standard Salesforce system may be necessary. In order to address gaps in functionality, Salesforce enables enhancements to its software through Business Add-Ins.</li></ul>The purpose of this phase is to further optimize and automate the operability of the applications to support the business in line with the vision of NCH. Operability is the ability to maintain IT systems in a functioning and operating condition, guaranteeing systems availability and required performance.[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p|}Qentelli proposes a 4-phase process in this engagement.|{/p|}|{ul|} |{li|}Assessment|{/li|} |{li|}Transition|{/li|} |{li|}Steady State|{/li|} |{li|}Optimization / Transformation|{/li|}|{/ul|}|{p|} |{/p|}|{h3|}Assessment Phase|{/h3|}|{p|}Study and Assess the AS-IS system, processes, and operational model.|{/p|}|{p|} |{/p|}|{h4|}Discover|{/h4|}|{p|}The purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.|{/p|}|{p|}This stage will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:24.15pt'|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:55.28%; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='55%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Deliverable (Documentation)|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:19.68%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='19%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Responsibility|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:11.28%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='11%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Review|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:13.76%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='13%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Approval|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:12.55pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Current IT Architecture|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Procedures and Standards|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Data Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Security standards & User Adoption|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Support Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h4|}Prepare|{/h4|}|{p|}The purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally.|{/p|}|{p|} |{/p|}|{h4|}Key Prepare Activities:|{/h4|}|{ul|} |{li|}Define engagement goals, a high-level scope, and a Transition plan|{/li|} |{li|}Identify and quantify business value objectives|{/li|} |{li|}Secure executive sponsorship|{/li|} |{li|}Establish project standards, organization, and governance|{/li|} |{li|}Define and secure approval for the engagement strategy|{/li|} |{li|}Define roles and responsibilities for the project team|{/li|} |{li|}Validate the project/engagement objectives|{/li|} |{li|}Develop a project team training strategy, and start project team training|{/li|} |{li|}Establish project management, tracking, and reporting mechanisms for value delivery/engagement|{/li|} |{li|}Document all initiation activities in the project charter|{/li|} |{li|}Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes|{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Itemized task plan|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:18.48%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:17.9%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:12.94%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Finalized Super user training and documentation strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Defined business process requirement|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Blueprint document|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Review of Business Blueprint by QA|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:48.0pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Identification of FIT gap based on business needs|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Development/Support list (Gaps, interfaces, integrations, Processes and Data Models)|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Define user roles authorization requirement and design|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Testing Strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}End user training strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Business blueprint sign off|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td colspan='2' style='border-bottom:solid windowtext 1.0pt; width:30.84%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='30%'|} |{p align='center' class='01-TableTextMS' style='text-align:center'|}Milestone|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Transition Phase|{/h3|}|{h4|}Knowledge Transfer|{/h4|}|{p|}P|{b|}roject specifications: |{/b|} Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.|{/p|}|{p|}The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do.|{/p|}|{p|}|{/p|}|{h3|}*High level plan of KT sessions|{/h3|}|{p|}Qentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,|{/p|} |{ul|}|{li|}Knowledge transfer activities|{/li|}|{li|}System prototyping and demonstration|{/li|}|{li|}Targeted formal training where appropriate|{/li|}|{li|}Active participation in system design, documentation, and testing|{/li|}|{li|}Development of business process procedures (BPPs)|{/li|}|{/ul|}|{p|}|{/p|}|{h4|}Accelerated System Adoption|{/h4|}|{p|}Using our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:|{/p|}|{ul|}|{li|}Data mapping, including significant focus on data validation, begins as early as possible|{/li|}|{li|}System prototyping and demonstration used during blueprinting to accelerate understanding by the project team|{/li|}|{li|}The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users:|{ul|}|{li|}Restructuring of processes|{/li|}|{li|}Changes to the people performing activities|{/li|}|{li|}Revisions to policies and procedures|{/li|}|{li|}Technology Support models|{/li|}|{li|}Education and training required to use and support the system|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on testing|{ul|}|{li|}Integration|{/li|}|{li|}Fiscal year-end closing|{/li|}|{li|}Usability (user acceptance)|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on documentation to increase system ownership and assist with on-going maintenance and support|{ul|}|{li|}System builds |{/li|}|{li|}Solution configuration and integration|{/li|}|{li|}End-to-end processes|{/li|}|{li|}Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements|{/li|}|{/ul|}|{/li|}|{/ul|}|{p|}|{/p|}|{h3|}Documentation / Process Capture|{/h3|}|{p|}|{b|}Code/ Functional documentation:|{/b|} Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.|{/p|} |{p|}|{b|}Note:|{/b|} NCH team should provide all the information, documents, and observations in English language.|{/p|}|{p|}|{/p|}|{h3|}Joint Engagement / Support Model|{/h3|}|{p|}Key functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not.|{/p|}|{p|}|{/p|}|{h3|}NCH Team LEAD|{/h3|}|{p|}The NCH team should perform a working session with the vendor team (shadowing) to understand the current flow. |{/p|}|{p|}|{b|}Qentelli Team LEAD|{/b|}Conversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.|{/p|}|{p|}NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.|{/p|}|{p|}Overview of real time scenario will be executed with guidance/ support of NCH team.|{/p|}|{p|}The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.|{/p|}|{ul|}|{li|}Analyze all crucial open issues:|{ul|}|{li|}Conduct system tests|{/li|}|{li|}Check that system management is in place|{/li|}|{li|}Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments|{/li|}|{/ul|}|{/li|}|{li|}Execute transition plans including organizational change management (OCM) plans|{/li|}|{li|}Complete all scheduled end user training|{/li|}|{li|}Identify and document all issues encountered in the transition|{/li|}|{li|}Monitor business process results and the production environment|{/li|}|{li|}Establish a “extra-care” center of excellence for support that provides: |{ul|}|{li|}Production support processes|{/li|}|{li|}Exceptional business monitoring processes|{/li|}|{li|}Extraordinary technical support|{/li|}|{li|}System enhancements|{/li|}|{/ul|} |{/li|}|{li|}Track and report on the current system and processes |{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}"]Detailed Assumptions have been called out in the attached document below. S.no Application Assumptions 1 SCORE - 10/2023 Retired – These applications are retired or decommissioned status and there will be no carry forward operation required from Vendor Firm. 2 SMARTSITE - 5/2024 3 Smart FSR (NAC Konformance) - 5/2024 4 SMART GUIDE (Water Treatment Proposal System - Websites based - 10 / 2022 5 NCH Card is a software package for business cards EOL – These applications are End of the life (EOL) status; it is our assumption that there will be no carry forward operation required from Vendor firm. 6 LubeMaster Calculator App - Oil cleaning and filtration equipment 7 Smart Net Live Active Status with Blank - These lists of apps are marked as Not-needed or Not-evaluated status as per the inventory status deck shared earlier. It is our assumption that there will be no carry forward operation required from Vendor firm. 8 SMART Net Local 9 ALPS 10 Call Tracker (telecom) 11 Print and Apply - CAS Labels 12 SharePoint Instances [/html]
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[html format="ckeditor" different_values="0" undefined="|{h2 style='text-align: center;'|}Commercials|{/h2|}|{p style='margin:0cm 0cm 8pt'|} |{/p|}|{p class='text-align-justify'|}Commercials mentioned here are a ballpark based on the high-level understanding of the project scope. Planning has been performed based on the capacity and timelines which serve as two fixed known constants. Estimates will be revised after discovery phase once scope is uncovered for iterative planning. Meanwhile, in the unknown areas team capacity and timelines will be used for planning purposes.|{/p|}|{p|} |{/p|}|{div style='padding: 0px;'|}|{table class='Table' style='width:460.2pt; border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='614'|} |{tbody|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}DISCOVERY PHASE|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Factor|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Detail|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}8 weeks or 4 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}320|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $159,680|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}IMPLEMENTATION PHASE|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}24 weeks or 12 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}4|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1920|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $927,360|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}TOTAL PROGRAM|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}32 weeks or 16 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2 during Discovery and 4 during Implementation|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2240|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $1,087,040|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{h4|} |{/h4|}|{h4 style='text-align: center;'|}Team Cost (USD) – Discovery|{/h4|}|{p style='margin:0cm 0cm 8pt'|} |{/p|}|{table class='Table' style='width:467.3pt; border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='623'|} |{tbody|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}SKILLSET|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:80.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST/HR (USD)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:91.3pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / 4 Weeks (USD)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td colspan='2' style='border:solid black 1.0pt; width:152.45pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='203'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DISCOVERY (8 weeks or 4 sprints)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Application Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$35|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5600|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Associate Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Delivery Manager|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Scrum Master|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UX Designer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$24|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$3840|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DevOps / Release Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:30.85pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Squad Cost / 4 sprints|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='122'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$100,160|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$59,520|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:30.85pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='190'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Cost|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='122'|} |{/td|} |{td colspan='2' style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:152.45pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='203'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$159,680|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}2 squads for 4 sprints|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h2 style='text-align: center;'|}Team Cost (USD) – Implementation|{/h2|}|{p|} |{/p|}|{table class='Table' style='border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='614'|} |{tbody|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}SKILLSET|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:43.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / HR|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:64.15pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / 4 WEEKS|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td colspan='4' style='border:solid black 1.0pt; width:246.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='329'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}IMPLEMENTATION (24 weeks or 12 sprints)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 3 (Optional)|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 4 (Optional)|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Application Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$35|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5600|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Associate Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Delivery Manager|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Scrum Master|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UX Designer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$24|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$3840|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DevOps / Release Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Squad Cost / 12 sprints|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$300,480|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$178,560|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$269,760|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$178,560|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Cost|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td colspan='4' style='border-bottom:solid black 1.0pt; background:#deebf7; width:246.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='329'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$927,360|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}4 squads for 12 sprints|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{/div|}" id="pricing"]Commercials Commercials mentioned here are a ballpark based on the high-level understanding of the project scope. Planning has been performed based on the capacity and timelines which serve as two fixed known constants. Estimates will be revised after discovery phase once scope is uncovered for iterative planning. Meanwhile, in the unknown areas team capacity and timelines will be used for planning purposes.[/html]
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[html format="full_html" different_values="0" style_padding_left="35" style_padding_right="35" undefined="|{h2 class='text-align-center' style=' margin-bottom: 10px; color: #fff;'|}Proposed Organizational Structure and Expertise|{/h2|}|{p class='text-align-center' style='margin-bottom: 40px;'|}|{/p|}" p_color="f-white" style=""]6 RFP Track 5: Infrastructure Management and Security Services [/html]
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[html format="ckeditor" different_values="0"]IT infrastructure is the system of hardware, software, and service components that support the delivery of NCH business systems and IT-enabled processesIT infrastructure maintenance is the key to ensuring business continuity. The Qentelli will follow certain standard IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. Critical Infrastructure Maintenance & AvailabilityQentelli Infra support team considers NCH Critical IT infrastructure maintenance as a highly specialized service, designed for information management systems based on Oracle, MS SQL, or other database platforms. General server administration tasks such as service check, event log monitoring, account management, software updates and patches, script management or specialized user authentication system support, e-mail system (onprem exchange or office 365) maintenance etc. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAs NCH IT infrastructure availabilityIT infrastructure availability service covers proactive monitoring of critical servers, storage arrays and other IT infrastructure; preventive maintenance of IT equipment and equipment recovery from unplanned downtime according to agreed timeframe, backup and restore system administration tasks such as backup results validation, procedure testing, backup plan or strategy analysis, tuning and testing Infrastructure Management ApproachQentelli infrastructure team manages NCH IT Infrastructure and the part of support team Level 1, Level 2, Level 3 support engineers and domain experts in part of this team to support NCH infrastructure. Qentelli team downloaded the full KT from NCH team to understand how existing set up infrastructure components.<ul> <li><strong>Hardware infrastructure management</strong> Selecting, installing, deploying, maintaining, and configuring all the hardware in the infrastructure. Physical infrastructure hardware includes: <ul> <li>Cabling – Datacenter Patch cable</li> <li>Firewalls</li> <li>MPLS & ISP Connectivity devices.</li> <li>Patch panels - Data center’s</li> <li>Routers, Wan Optimizers</li> <li>Server racks and server hardware</li> <li>SQL or DB servers for load balancing, security, Internet gateways, email filtering gateways, etc.</li> <li>Storage devices (SAN, NAS..etc.)</li> <li>Switches</li> <li>Telecommunications equipment</li> <li>Wireless access points</li> </ul> </li></ul>Qentelli on-prem support will support Hardware Installation, Hardware upgrades, Operating system installs and updates, Configurations.<ul> <li><strong>Network infrastructure management</strong> Qentelli Network infrastructure team involves all the interconnected hardware and internet components that must be configured to transport data and allow access into and out of NCH infrastructure. The network infrastructure organizes NCH hardware so that all network nodes can find and talk to each other—while keeping the bad guys out. <ul> <li>The hardware infrastructure is physically connected through cabling or wireless access points.</li> <li>Patch panels, switches, routers, firewalls, and appliances are cabled and configured for access.</li> <li>IP addresses, subnets, and gateways are created to segment your network, along with the TCP/IP services (such as DHCP and DNS) that allow traffic to move inside and outside each network segment.</li> <li>The network infrastructure is also connected to the internet and your Wide Area Network (WAN) through security servers\devices such as firewalls, edge servers, and telecommunication lines.</li> </ul> </li> <li><strong>Network Devices (Firewall, Router, WIFI controllers, Telecommunication) Security</strong>. <ul> <li>Regularly auditing firewall & all network critical device logs to identify any suspicious activity</li> <li>Implementing forced change of passwords at regular intervals by all users at the company</li> <li>Backing up network and security devices configurations</li> <li>Testing the security system periodically by simulating internal and external intrusions and noting observations</li> </ul> </li></ul>An escalation matrix should be defined for escalating issues whenever required. This will streamline the entire process and the maintenance job will be much easier.<ul> <li><strong>Software infrastructure management</strong> Qentelli team maintains Infrastructure software including all the application and utility software that runs on your on-premises and cloud servers. Hypervisor (VMWare, Microsoft Hyper-V, etc.), installation, configuration, updates, and maintenance <ul> <li>Server operating system installation, configuration, upgrade, and maintenance (Windows, Linux, etc.)</li> <li>Server utility software (email, monitoring, job scheduling, FTP\SFTP, Windows AD &DNS, CRM, other third-party software) installation, update, configuration, and maintenance</li> <li>On-premises and cloud backup server setup, upgrades, maintenance, and configuration</li> <li>User provisioning and security for system access, services, and some applications</li> </ul> </li> <li><strong>Server Maintenance</strong> <ul> <li>Investigating known and unknown server errors based on solutions applied in the past and fresh investigations, respectively</li> <li>Regularly applying critical patches and updates and then testing servers regressively</li> <li>Regularly updating anti-virus and ensuring the anti-virus protection is working</li> <li>Regularly checking disk space and all relevant partitions as well as keeping track of all free disk space thresholds and configuring alerts for free disk space threshold breaches</li> <li>Ensuring that server performance is optimal by regularly examining disk I/O, RAM, CPU, and fragmentation.</li> </ul> </li> <li><strong>Desktop Maintenance</strong> <ul> <li>Regularly monitoring the Windows Server Update Services (WSUS) or NCH implemented existing patch management tool to ensure that all critical patches are applied</li> <li>Regularly updating anti-virus and ensuring anti-virus protection is working</li> <li>Auditing desktops for compliance with IT policies. For example, approved and unapproved software, internet usage, approved websites, and disk space.</li> </ul> </li> <li><strong>Backup Maintenance</strong> <ul> <li>Monitoring backup notifications, Backup solution \tools trigger to support teams.</li> <li>Maintaining backup media and escalating any issues with backup media</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h3|}Transition Activities, Deliverables and Exit Criteria|{/h3|}|{p|}This section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:|{/p|}|{p|} |{/p|}|{p|}The objectives for each track are described below:|{/p|}|{table class='Table' style='width:100.0%; border-collapse:collapse; border:solid #595959 1.0pt' width='100%'|} |{thead|} |{tr style='height:28.5pt'|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:22.82%; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='22%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}TRANSITION TRACK|{/p|} |{/td|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:77.18%; border-left:none; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='77%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}OBJECTIVE|{/p|} |{/td|} |{/tr|} |{/thead|} |{tbody|} |{tr style='height:78.8pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Functional/Technical Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}This also ensures technical details for CEMLI are acquired|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution|{/p|} |{/td|} |{/tr|} |{tr style='height:65.3pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Process Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisitions of Common Enterprise Processes|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Development of policy and procedure documents addresses various functions to support EBS|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications|{/p|} |{/td|} |{/tr|} |{tr style='height:49.1pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}People Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better|{/p|} |{/td|} |{/tr|} |{tr style='height:61.15pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Infrastructure & System Access|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Since EBS |{a name='_Int_NchKVjZR'|}produces|{/a|} heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Ensure support team has been provided access to all systems and tools required for NCH Support|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Planning Phase|{/h3|}|{p|}Key Activities covered|{/p|}|{ul|}|{li|}Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’ |{/li|}|{li|}Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,|{/li|}|{li|}Preparation of Daily Knowledge Transfer Plan for each wave|{/li|}|{li|}Initiating the connectivity setup between NCH & Qentelli|{/li|}|{li|}Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example |{ul|}|{li|}Functional requirement documents (RD50)|{/li|}|{li|}Setup document (BR100)|{/li|}|{li|}Security profiles (BR110)|{/li|}|{li|}Architecture related (if applicable) (TA20, TA40, TA90)|{/li|}|{li|}Extensions (MD50, MD80, MD100, MD110)|{/li|}|{/ul|}|{/li|}|{li|}Ensuring all needed logistics are in place|{/li|}|{li|}Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support|{/li|}|{li|}Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs |{/li|}|{/ul|}|{p|}Transition Boot Camp:|{/p|}|{ul|}|{li|}Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH. |{/li|}|{li|}Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases|{/li|}|{li|}Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)|{/li|}|{li|}Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition|{/li|}|{li|}Discuss Governance and Escalation mechanisms|{/li|}|{li|}Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings|{/li|}|{/ul|}"]Transition Activities, Deliverables and Exit CriteriaThis section outlines the activities related to the takeover of Global helpdesk environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:<ul> <li>The objectives for each track are described below: TRANSITION TRACK OBJECTIVE <ul> <li class="01-TableBullet1MS">Functional/Technical Track</li> </ul> <ul> <li class="01-TableBullet1MS">Achieves the goal of knowledge acquisition of the NCH Global helpdesk process and Functional knowledge</li> <li class="01-TableBullet1MS">This also ensures technical details for CEMLI are acquired</li> <li class="01-TableBullet1MS">Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution</li> </ul> <ul> <li class="01-TableBullet1MS">Process Track</li> </ul> <ul> <li class="01-TableBullet1MS">Achieves the goal of knowledge acquisitions of Common Enterprise Processes</li> <li class="01-TableBullet1MS">Development of policy and procedure documents addresses various functions to support global helpdesk.</li> <li class="01-TableBullet1MS">Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc.</li> </ul> <ul> <li class="01-TableBullet1MS">People Track</li> </ul> <ul> <li class="01-TableBullet1MS">As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better</li> </ul> <ul> <li class="01-TableBullet1MS">Infrastructure & System Access</li> </ul> <ul> <li class="01-TableBullet1MS">Since Global helpdesk comes up with heavy load on Servers, VM ware forms, office365 services, ESXI ,Telcom,MPLS, Anysupport365 and system administration, a step to identify how the environments are maintained and access will be needed.</li> <li class="01-TableBullet1MS">Ensure support team has been provided access to all systems and tools required for NCH Support</li> </ul> </li></ul> Planning PhaseKey Activities covered<ul> <li>Appraisal of Knowledge Transfer methodology and come up with Master transition plan which will specify transition timeline, which is termed as ‘wave’.</li> <li>Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,</li> <li>Preparation of Daily Knowledge Transfer Plan for each wave</li> <li>Initiating the connectivity setup between NCH & Qentelli</li> <li>Share documents to Qentelli for going through them. Some of the key information that needs to be part of a document are, as an example <ul> <li>Process & polices documents or repository access.</li> <li>Network Architecture low level diagrams and connectivity flow for all locations.</li> <li>List of inventories (SW, HW) NCH using.</li> <li>All services point of contact’s and services related information.</li> <li>All the key function \department heads contact information.</li> <li>All Global helpdesk tools access (ticketing tool, remote support tools, patch management services, AD &DNS servers, ESXi hosts. etc.)</li> <li>Change management & Incident management, Endpoint Security (Antivirus) process documents.</li> <li>Firewall & Backup process, maintenance windows process.</li> </ul> </li> <li>Ensuring all needed logistics are in place</li> <li>The transition plan will be created to address the set of modules for each Wave and the expected duration for KA, Shadow support, and Primary support</li> <li>Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs</li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{p|}The program comprises multiple stakeholders - including Vice President of Engineering, Director of Delivery, Program managers, Architects, Project managers / Scrum masters, and one or more Scrum teams.|{/p|}|{p|}|{br /|}The Scrum team comprises:|{/p|}|{ul|} |{li|}3 BED developers (Sun Life)|{/li|} |{li|}3 FED developers|{/li|} |{li|}3 Automation QA engineers|{/li|} |{li|}1 Accessibility engineer|{/li|} |{li|}2 DevOps engineer|{/li|} |{li|}1 Product Owner (Can be shared among 2 Scrum teams)|{/li|}|{/ul|}|{p class='MsoNormal'|}|{span style='mso-bidi-font-family:Calibri;mso-bidi-theme-font:minor-latin'|}The Architecture team comprises:|{o:p|}|{/o:p|}|{/span|}|{/p|}|{ul|} |{li|}Database Architects|{/li|} |{li|}Application Architects|{/li|} |{li|}Infrastructure / DevOps Architect (Sun Life)|{/li|} |{li|}NFR (Performance & Security Architect - Sun Life)|{/li|}|{/ul|}|{p|}The total number of scrum teams would be determined based on the size of the program.|{/p|}"]ProdOps Team will contribute to or supports NCH’s overall IT customer service philosophy. The team straddles the technical world of IT and the practical side of customer service. Team is multi-Level structured with three different levels: Level 1, Level 2, and Level 3 which helps to<ul> <li>Quick Incident Resolutions on small or easy-to-manage issues</li> <li>Strategically addressing customer needs</li> <li>Increasing the end-user experiences and customer satisfaction Index</li> <li>SLA driven approach for harder-to-solve problems</li> <li>Continuous Feedback for continuous improvements to AppDev Teams</li></ul>Below infographic image is the proposed complete approach and process workflow for ProdOps at NCH <ul> <li> <strong>Level 1 (L1) Support:</strong> Level 1 is the first support line, and its executives are effectively trained with the required Application knowledge and supporting documentation as a mandatory pre-requisite. They usually engage with end-users of the application via chat, phone, and email communications to resolve the incidents that come through the Ivanti application. L1 involves engaging with end-users, knowing their challenge, and generating tickets against it. They are pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems. <ul> <li><strong>Key activities</strong> <ul> <li>Resolve “Quick Fix” tickets expeditiously</li> <li>Minimize handoffs</li> <li>Eliminate tickets from “falling through the cracks”</li> <li>Minimize need to circle back to collect more information</li> <li>Facilitate Incident Management tool (ServiceNow) status to the user community</li> <li>Provide perspective for resource needs and business priority</li> </ul> </li> </ul> </li></ul>When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives.<ul> <li><strong>Level 2 (L2) Support</strong>: Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3. <ul> <li>Key Activities Review tickets as they are submitted by end-user/customer from a respective location</li> <li>Ensure the Incident Management tool (Ivanti) ticket’s description, Urgency, Type (team) is accurate</li> <li>Resolve the ticket within the defined SLAs</li> <li>Route ticket to appropriate group for assignment and prioritization</li> <li>Keep “customers/end-user” apprised of ticket receipt and status</li> <li>Business advocate for tickets in need of prioritization or resources</li> <li>Serve as “Level 3” support for resolving assigned tickets</li> </ul> </li></ul>The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of NCH’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required NCH information.<ul> <li><strong>Level 3 (L3) Support</strong>: Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems. <ul> <li>Key Activities Resolve assigned Incident Management tool tickets (Ivanti)</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct</li> <li>Support and transfer knowledge to other Level 1/Level 2 resource resolving Incident Management tool tickets</li> </ul> </li></ul>Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise. This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner.[/html]
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[html format="ckeditor" different_values="0"]Our Approach to IT Security Services ManagementQentelli SecOps team understands NCH goals and implements a cybersecurity strategy that relies on the right tools and processes to detect, classify, and mitigate cyber threats proactively.Qentelli vulnerability management programQentelli Team will implement a robust vulnerability management program, where NCH can better address the risks, they face today and in the future.<ul> <li>Qentelli security team runs comprehensive scans for servers and desktop computers on the NCH enterprise network. <ul> <li>Qentelli vulnerability management program helps the visibility into NCH Corporation entire attack surface, including the cloud, and automatically detects devices as they connect to your network for the first time.</li> <li>Continually assess NCH vulnerabilities. Infrastructures and applications can change on a daily and even hourly basis.</li> </ul> </li> <li>Constantly scan NCH environment to detect and identify new vulnerabilities as early as possible.</li> <li>Implement vulnerability management solutions that include endpoint agents and other integrations for a real-time view of vulnerabilities across NCH environment.</li> <li>Qentelli will introduce automation into the vulnerability management process to manage the modern risks business faces at scale correctly and avoid redundant work</li> <li>Qentelli will ensure that Security teams will collaborate with IT operations and application development groups to identify and remediate vulnerabilities of all kinds more quickly.</li> <li>Introduce User education trainings and attack simulation exercises to improve NCH’s resilience to phishing and other social-engineering attacks.</li> <li>Implement analytics & KPI tracking to continually optimize the techniques that are in use for remediation.</li></ul> Vulnerability Management ProcessQentelli strengthens the existing NCH corporate IT SecOps team with structured<ul> <li><strong>Step 1: Identify & Discover</strong> <ul> <li>Scan network-accessible systems by pinging them or sending them TCP/UDP packets</li> <li>Identify open ports and services running on scanned systems</li> <li>If possible, remotely log in to systems to gather detailed system information</li> <li>Correlate system information with known vulnerabilities</li> </ul> </li> <li><strong>Step 2: Evaluate and Assess</strong> <ul> <li>Qentelli security team evaluates the risks posed</li> <li>Disposition the findings appropriately and in accordance with NCH’s risk management strategy.</li> <li>Publish risk ratings and scores for vulnerabilities as per Common Vulnerability Scoring System (CVSS) scores.</li> </ul> </li> <li><strong>Step 3: Report</strong> <ul> <li>Publish period vulnerability risks reports</li> <li>Create a data repository for all these vulnerability scan data and periodic reports</li> <li>Create automated visualization reports to help IT teams to easily understand which remediation techniques will work to fix the most vulnerabilities with the least amount of effort</li> </ul> </li> <li><strong>Step 4: Remediate </strong> <ul> <li>Once a vulnerability has been validated and deemed a risk, IT SecOps team along with key business stakeholders will prioritize fixing the vulnerabilities as below</li> <li>Remediation: Fully fixing or patching a vulnerability so it can’t be exploited.</li> <li>Mitigation: Lessen the likelihood and/or impact of a vulnerability to buy time to eventually remediate a vulnerability.</li> <li>Acceptance: Taking no action to fix or lessen the likelihood/impact of a vulnerability being exploited, when a vulnerability is deemed a low risk, and the cost of fixing the vulnerability is substantially greater than the cost incurred by an organization</li> </ul> </li> <li><strong>Step 5: Verify and Monitor </strong> <ul> <li>Upon completing remediation activities, run a vulnerability scan to confirm that the vulnerability has been fully resolved.</li> <li>Continue Monitoring to Identify and discover the vulnerabilities.</li> </ul> </li></ul> Qentelli Zero Trust Security Model SecOps metricsQentelli team will establish continuous monitoring thru APM/ and other IT security tools and collects the below are few of the main metrics helps as part of continuous improvements<ul> <li><strong>Mean time to acknowledge (MTTA):</strong> Responsiveness is one of the few elements SecOps has more direct control over.</li> <li><strong>Mean time to remediate (MTTR):</strong> Effectiveness of reducing risk measures the next period. That period is the time the analyst begins the investigation to when the incident is remediated.</li> <li><strong>Incidents remediated (manually or with automation): </strong>Measuring how many incidents are remediated manually vs automation to calculate the costing & ROI</li> <li><strong>Escalations between each tier:</strong> Track how many incidents escalated between tiers. It helps to measure the quality of the work and queue sizes to accurately estimate the efforts made within each tier.</li> <li><strong>Incident preparation:</strong> Help the organization prepare for future attacks.</li> <li><strong>Threat intelligence:</strong> Gathering, processing, and disseminating threat intelligence to security operations, security teams, security leadership, and business leadership stakeholders through security leadership.</li></ul>[/html]
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[html format="ckeditor" different_values="0"]Patch Management Policy and ProcedureQentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:Maintain the integrity of network systems and data by applying the latest operating system and application security updates/patches in a timely mannerEstablish a baseline methodology and timeframe for patching and confirming patch management complianceDesktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.The processes addressed in this policy affect all NCH managed systems, including desktops, laptops, servers, network devices, and applications that connect to the company network.<ul> <li>Responsibility</li></ul> Process<ul> <li><strong>End-users’ computers</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Schedule deployment</li> <li>Deploy patches</li> </ul> </li> <li><strong>Corporate and IT servers and network devices</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>QA, Integration, Development</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>Preproduction, Demo and staging</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>Production</strong> <ul> <li>Patches are approved, deployed, and applied in staging</li> <li>Create a change management request one week before the maintenance date</li> <li>The Customer Support team posts a maintenance window on customers’ portal</li> <li>Deploy patches</li> <li>Communicate extended outages to appropriate teams. If an outage goes past the window, Customer Support must communicate it to customers</li> <li>Verify services</li> </ul> </li> <li><strong>Zero-day and emergency security patching</strong> Note: The Security team will determine the risk and the relevance of the patch, as well as when the system should be patched. <ul> <li>Create a change management request before the maintenance date</li> <li>Notify users</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li></ul> Exceptions<ul> <li>Systems or applications that cannot be patched to resolve a known vulnerability will have the justification documented by the device/application owner and the necessary compensating control(s) implemented: <ul> <li>Justification: <ul> <li>No vendor patch available</li> <li>Patch provided by vendor creates instability within the system; instability outweighs the risk.</li> </ul> </li> <li>Compensating Controls <ul> <li>Network segmentation</li> <li>Access Control Lists</li> <li>Intrusion Prevention System</li> </ul> </li> </ul> </li> <li>Systems that transmit or store protected data and cannot be patched to resolve a known vulnerability will be brought to the attention of the data owner (typically the IT Security manager, IT Director, and the department Director) and the necessary compensating control(s) will be implemented.</li></ul> Patch-Compliance Review Procedure<ul> <li>The IT Security team will generate and review patch management/compliance reports on at least a monthly basis from the NCH vulnerability management tools.</li> <li>In reviewing the patch reports, The IT Security team will identify unpatched machines that connect to the company network and either patch or define an exception.</li> <li>IT security will conduct an external vulnerability scan on at least a monthly basis using Nessus to identify known and potential vulnerabilities with the publicly facing system. Vulnerabilities will be brought to the attention of the system/application administrator(s) for mitigation.</li></ul> Security Patching WorkflowSLA with PriorityPatches must be deployed as per the below-mentioned category classification and SLAs from the time of the patch being released.the time of the patch being released. Device Type Potential Business Impact Critical High Medium Low Compliance Target Acceptable Level Internet Facing 5 days 7 days 30 days 90 days 100% 95% Non-Internet Facing 7 days 30 days 60 days 90 days 100% 95% Laptops / Desktops 7 days 10 days 60 days 90 days 100% 95% Network Devices Within 30 days 90 days 100% 95% Category Definitions to be considered for Patch Deployment Rating Red Hat, Microsoft & Adobe Rating Typical CVSS Score Description Critical Critical 10 A vulnerability whose exploitation could allow code execution or complete system compromise without user interaction. These scenarios include self-propagating malware or unavoidable common use scenarios where code execution occurs without warnings or prompts. This could include browsing a web page or opening an email or no action at all. High Important 7.0 – 9.9 A vulnerability whose exploitation could result in compromise of the confidentiality, integrity, or availability of user data, or of the integrity or availability of processing resources. This includes common use scenarios where a system is compromised with warnings or prompts, regardless of their provenance, quality, or usability. Sequences of user actions that do not generate prompts or warnings are also covered. Medium Moderate 4.0 – 6.9 Impact of the vulnerability is mitigated to a significant degree by factors such as authentication requirements or applicability only to non-default configurations. The vulnerability is normally difficult to exploit. Low Low < 4.0 This classification applies to all other issues that have a security impact. These are the types of vulnerabilities that are believed to require unlikely circumstances to be able to be exploited, or where a successful exploit would give minimal consequences. <strong>Note:</strong> Systems that are locked down within segregated networks may still be vulnerable to risks as they are classified above, but the likelihood of exploitation may be reduced. [/html]
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[html format="ckeditor" different_values="0" style=""]5 RFP Track 4: Cloud MigrationPOTENTIAL Cloud migration of all possible NCH on-prem data center activity[/html]
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[html format="ckeditor" different_values="0" style=""]Understand the NCH requirements and challenges, Criticality of services\applications on prem infrastructure, Evaluate the reasons to move to Cloud, what are the data\services, alongside identifying the business needs. <ul> <li>Run the assessment and identified the bottlenecks, challenges, licenses, on Prem exchange infra capabilities.</li> <li>Identifying the migration strategy depends on assessment.</li> <li>Cost analysis (Licenses, migration if required tools)</li> <li>High level and low-level documentation.</li> <li>Understand the security & Compliance.</li></ul> Challenges<ul> <li>Identify the critical mailboxes and service accounts.</li> <li>Cataloging the required software and its capabilities.</li> <li>Categorizing applications and their workloads.</li> <li>Destination identification for specific tasks.</li> <li>Data security and staying compliant during the migration.</li> <li>Automation capabilities.</li></ul> Solution Approach<ul> <li>Assessment of on-prem hosted, proprietary applications to determine suitability for cloud migration 1. Identify / Assess aggressive Decommissioning targets <ul> <li>If any direct applications deployed in physical servers instead of VMs then we need to upgrade to latest versions and then move to cloud or deploy same version of applications and then migrate the data</li> <li>Backups of internal/external applications, NAS Drives not needed to migrate to cloud</li> <li>Old PST backups, server non used or going to retire applications can be decommissioned</li> <li>Detect unused storage using KOMPRISE tool used by the client to detect the regularly used, rarely used, and move rarely used data to cold storage.</li> <li>Projects with old frameworks like .NET, keep it as is</li> <li>Projects/Servers with newer versions can be migrated to cloud (Physical Server applications)</li> <li>VMs can be migrated to cloud irrespective of application version</li> </ul> </li> <li>Assessment of on-prem data storage <ul> <li>Significant data could move to “cold storage” for better storage price points1.NCH has recently installed KOMPRISE that can identify access and usage patterns, label old & rarely used data, and move those old data assets / files / folders to cold storage. NCH has just installed the tool. No migrations have taken place.</li> <li>Email storage – Current mailboxes and required PSTs</li> <li>Application storage backups.</li> <li>SQL DB backups.</li> <li>Detect unused storage using KOMPRISE tool used by the client to detect the regularly used, rarely used, and move rarely used data to cold storage.</li> </ul> </li> <li>Onprem Exchange to office 365 Migration: (Onprem exchange 2013 or above) <ul> <li>Recommended solution: Full Hybrid Migration we can migrate on-Prem AD to cloud.</li> <li>Run the reports onprem exchange mailboxes information and Distribution lists.</li> <li>Signup with EA agreement with Microsoft to get the discount price on office 365 licenses.</li> <li>b: NCH users located in multi regions are recommended to go with multi geo tenant model, it will leverage to use teams Voice calling using all geo locations.</li> <li>Verify the domains on office 365.</li> <li>Configure directory synchronization (AD connect) to sync password hash sync and create users in Office 365.</li> <li>Assign the license (E1 or E3) for all mailbox required users (work with NCH team to finalize the license allocation)</li> <li>Start migrating user mailbox data (Hybrid migration exchange to office 365)</li> <li>Data migration is completed run the migration status report.</li> <li>Enabled the MFA for all users.</li> <li>Share the communication with all users with required KB’s, how to register MFA and after migration outlook client issues KB’s.</li> <li>Change the MX records and txt records, as per the cutover plan.</li> <li>Test the mail flow.</li> </ul> </li> <li>When migrating to cloud <ul> <li>Onprem AD servers (Note: we are enabling azure AD to connect to sync onprem users to azure AD).</li> <li>DNS & DHCP & Radius servers.</li> <li>Pros: <ul> <li>Migration time no interruption of emails services.</li> <li>Hybrid Migration process</li> <li>It will move all NCH mailboxes, emails, contacts, calendars, and tasks to the cloud.</li> </ul> </li> <li>Cons: <ul> <li>Need to migrate mailboxes in batches.</li> <li>Migration speed varies depending on diff parameters: Internet connectivity, mailbox size, email attachments.</li> </ul> </li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}We propose an architecture based on microservices. The fundamental concept is to split functionalities into cohesive verticals — not by technological layers, but by implementing a specific domain. The following diagram depicts the overall layout of the solution. Following are extensive explanations of the decomposition of the respective frontend and backend layouts.|{/p|}|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}|{img alt='' data-entity-type='' data-entity-uuid='' height='597' src='/sites/default/files/Structural%20Design%201.jpg' width='1003' /|}|{/p|}|{p class='text-align-justify' paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|} |{/p|}"]Migrate exchange to office 365Understand the NCH requirements and challenges, Criticality of services/applications on prem infrastructure, Approach Challenges<ul> <li>Identify the critical mailboxes and service accounts.</li> <li>Cataloging the required software and its capabilities.</li> <li>Categorizing licenses and their workload.</li> <li>Data security and staying compliant during the migration.</li></ul> Migration Strategy<ul> <li>Hybrid Deployment – Based on NCH info – Qentelli proposed solution.</li> <li>Cutover Migration</li> <li>PST Import - Any old\aging .pst files backups involved – Qentelli proposed the solution for old email backups import.</li> <li>IMAP Migration</li> <li>users import their mailboxes.</li> <li>Using third party tools.</li></ul>After the assessment report Qentelli team proposed the best migration strategy for mailboxes migration. Solution ApproachOnprem Exchange to office 365 Migration: (we are assuming NCH Onprem exchange server’s version 2013 or above). Our recommended solution: Full Hybrid Migration we can migrate on-Prem AD to cloud.Migration Phase(**Actual migration activities may vary and will be scoped prior project start)<ul> <li><strong>Step 1: Assessment</strong> Qentelli team runs the assessment the Exchange Server’s onprem environment is fully compatible for the Hybrid model migration or not, if not Qentelli team provides technical guidance or helps the team to be ready the servers for migrations state (update to the latest Cumulative Updates to ensure full compatibility), and Qentelli team prepare remediation and migration detailed plan to execute.</li> <li><strong>Step 2: Verify the Domain</strong> Qentelli team verifies the NCH domain and adds the domain as a usable one in the tenant. Nothing will change at this stage. This is to verify and attach the domain accordingly. Here are the steps: <ul> <li>Click on Setup and Domains.</li> <li>Click on Add Domains.</li> <li>Integrate identity (SSO, MFA, self-password rest options ... etc.)</li> <li>Add the domain that you will be using (which matches the one being used as the default domain in your Exchange) and click Next to verify. <ul> <li><strong>Note:</strong> If the domain is registered with GoDaddy or DNS register account, you can sign in with your account and it will automatically verify the domain. You need to verify if you have another registrar by adding a TXT record.</li> </ul> </li> <li>After following the instructions and adding the record in the DNS, you can verify the domain. <ul> <li><strong>Note:</strong> Qentelli team set the records without affecting onprem exchange email services email flow.</li> </ul> </li> </ul> </li> <li>Step 3: Preparing for the Migration Process Qentelli team creates small batches of all mailboxes and starts the migration using hybrid or import and export strategies.</li> <li>Step 4: Directory Synchronization Qentelli Team enabled the synchronization AD local users, to Office 365. It will create an identity on Office 365 with the same username, email, and other attributes as you have in NCH Exchange Server. Using AD connect tool.</li> <li>Step 5: Assigning the Licenses Assessment time Qentelli will capture the mailbox license classification inputs from the NCH team and assign the licenses to all required mailboxes.</li> <li>Step 6: Starting the Migration Process After verifying the domain, setting up the user synchronization, and assigning the licenses, the Qentelli Migration team starts the migration process and the Qentelli team monitors the mailbox migration status and fixes the migration issues at the same time. <ul> <li>Note: Before going further, the Qentelli team give a test run with a small mailbox or two to see that the migration is working.</li> </ul> </li> <li>Step 7: Cutting off between the On-Premises and Office 365 After the migration is done and verifying the migration report, Qentelli team approves the NCH team to move (Cutover) the MX records to new tenant and support end users' issues and optimization part. <ul> <li>Old, archived emails or backed up PST files migration Solution:</li> <li>Any old email data in. PST backup format we follow the below plan to migrate, if the is below 500 GB, we can use network migration, if the .PST data in TB’s we can choose Microsoft data center hard copy shipping options.</li> </ul> </li></ul> Our Proposal to move Office 365<ul> <li>There are many possibilities in the integrations within Office- and Microsoft 365. Microsoft products and services are deeply integrated into the Microsoft eco-system.</li> <li>Example: Microsoft 365 and Microsoft Teams are close together. In this image you can see that it is important that your Exchange environment is integrated into Microsoft Teams.</li> <li>Office 365 Migration Advantages and what are the services that collaborate and optimize the opex expanses: <ul> <li>Qentelli team help to optimize the opex expenses to use migrated office 365 services (ex: MS teams will replace the WebEx services and teams will help the optimize the VOIP (Voice), Voice related infra structure and simplify the teams' collaborations.</li> <li>Qentelli team will help NCH team, project-based team groups to maintain documentations project related information’s.</li> </ul> </li> <li>Is Email backup and recovery included as part of the service? <ul> <li>Yes, office 365 allows us to recover deleted emails until 30 days, if we require more than that, we need to choose third party application to backup mailboxes and save cloud storage.</li> </ul> </li></ul> Assumptions<ul> <li>Resourcing model and pricing Structures: (We are assuming NCH users required E3 licenses)</li> <li>Resourcing and pricing will very depend on the assessment report.</li></ul><strong>Use case 1:</strong> all NCH users required office apps (Outlook, Excel, Word, PowerPoint) email mailbox need to choose E3 licenses. office 365 License Type No of users Per month $ Total per month $ per year $ 1 Office 365 E3 7000 23 161000 1932000 <strong>Use case 2: office 365 E1 – online web-based office products,</strong> office 365 License Type No of users Per month $ Total per month $ per year $ 1 Office 365 E3 4647 23 106881 1,282,572 2 Office 365 E1 2353 8 20424 245,088 3 7000 127,305 1527660 <ul> <li><strong>Note:</strong> Signup with EA agreement with Microsoft to get the discount 15 % to 20 % price on office 365 licenses.</li> <li>No share point sites & OneDrive using NCH teams.</li> <li>All mailboxes size below 50 GB, including archive emails.</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Cloud migration: Infra Migration physical & VMware to cloud Qentelli’s SolutionA data center migration can entirely transform NCH’s overall infrastructure operating environment and yield significant and lasting benefits, such as an attractive ROI. It’s a strategic, high-visibility project that impacts your business operations, performance availability and service level agreements.Qentelli Proposed data center migration methodology helps ensure operational stability. It appropriately balances the overbearing process with the appropriate amount of rigor required to produce an on-budget, on-time relocation. Therefore, it both protects and guides for NCH. ScopeAs per NCH shared information, the below list of servers and services in part of data center migration and Qentelli team proposing for support plan.NCH Data Center: (Physical servers: 50, VM hosts: 35, Virtual machines (Vm’s) : 900) and majority server infra 80 % hosted USA data centers, 20 % hosted on other regions. What are infrastructure support and migration to cloud services?<ul> <li>SQL Infra (SQL DBs: ~800, Phy Servers: 7 hosts dedicated to SQL, Virtual Servers: 25, DB backups: 12 TB)</li> <li>Infrastructure (Telecom Mgmt. (MPLS,Voice, Call Center, Cisco VOIP,CUCM’s,Anyware 365, Intranet)</li> <li>Network Management, Firewall Mgmt,Cisco DNA center, 150 Locations network support) <ul> <li>Data, Backups and Storage Usage</li> <li>SQL DBs</li> <li>Server Storage & Compute</li> <li>Patch Mgmt.</li> <li>Global Service Desk</li> <li>Workplace Services and Provisioning</li> <li>Security Services</li> <li>MSP Services</li> <li>Reduce Threat and Vulnerability resource costs with 24/7 offshore</li> <li>Opportunity for Consolidation of SOC & SIEM/VCISO:</li> <li>Current Resources: Security and Projects.: ~11+</li> <li>Appx $1MM invested in Security Related Tools</li> </ul> </li></ul> Approach to migrate data centerThere is no defined time frame for on-premises cloud migration. The process is built individually and depends on individual NCH onprem criteria. If a seamless migration is needed, that is, a transfer without the downtime of information systems, then this is considered at the planning stage and reflected in the work schedule.Qentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical steps Onprem to cloud migration methods Migration Stages<ul> <li>Assessment \Discovery Qentelli team ran the assessment with help of NCH support teams and created detailed report (bottlenecks, challenges, licenses, onprem infra capabilities). what are the servers\servers \applications compatible to move cloud and discourse the migration plan and decide the migration strategy with minimum downtime to optimize the operational expenditures and improve the application, servers’ performance with HA and DR solutions, Business continuity Plan’s and timelines. <ul> <li>Document the entire data center footprint</li> <li>Include a resource grouping classification</li> <li>Engage in cross-functional discussions with other internal business units</li> </ul> </li> <li>Planning stage: Qentelli team understanding of the NCH goals and Road map, scope of the migration in place, the next step is to plan the migration strategy. Important steps in the migration planning process include <ul> <li>Rehost (Lift & shift)</li> <li>Re-Platform (Lift & reshape/Optimize)</li> <li>Rip and replace (Retire and rehost)</li> <li>Decide on the optimal place to migrate to (cloud, on-prem, hyperconverged, etc.) based on the organization’s need</li> <li>Create a phased execution plan</li> <li>Set timelines for each phase and identified the execution challenges.</li> <li>Understand and map out and document the dependencies</li> <li>Automate where you can</li> <li>Define SLAs and support processes</li> </ul> </li> <li>Validation Stage: Qentelli team validates the prepared data center migration plan into action, as part of this process, be sure to include business validation to ensure that all the stakeholders are aware of any changes in the migration process.</li> <li>Migration Stage: Qentelli Team identifies the migration method depending on the source platform (the type of virtualization in the case of a private cloud migration or an iron server) and data activity (will it be an offline move, or it is necessary to transfer hot data). The speed of the Internet channel between the source infrastructure and the cloud provider’s data center also plays a role. If the speed or quality of the communication line is low, it makes sense to consider migrating using an external NAS. Once the services that need migration to the cloud are being identified, below are a few mandatory requisites to start moving the services are transferred to the provider’s cloud.</li> <li>Power consumption has been calculated</li> <li>Migration plan has been drawn up considering the priority,</li> <li>The data transfer method has been selected and an agreement has been concluded with a cloud provider.</li></ul>Qentelli team could conduct a Test Migration of all the applications, data, and network configurations to see if everything is ready. It also gives you a rough idea of how long migration will take. One great way to conduct a Test Migration is to move your backup instead of the production infrastructure. You can also opt to test one or two production applications as well. You can mix and match test migration elements according to the criticality of your applications. Verification and Optimization StageWhen the migration phase is complete, the fully functional data center. However, oversights and other issues can cause problems in the long term. Qentelli Team will verify that services are running, review the data center architecture and configurations, and optimize where needed<ul> <li>Data Center Migration Challenges <ul> <li>Failure to Set Realistic Time Expectations for the Migration</li> <li>Incompatible infrastructure between clouds</li> <li>Migrating apps with dependencies</li> <li>Cost of refactoring and rewriting apps</li> <li>Post-Migration Testing</li> <li>Hidden Complexities Always Occur</li> <li>Migration Breaks Regular Work Schedules</li> <li>Application Delivery Optimization.</li> <li>Back Up Your Data and Applications before the Migration</li> </ul> </li> <li>Physical servers to cloud migration Tools: <ul> <li>Data center migration we need to use tools to minimize the server down time (Azure migrate services, AWS migrate services).</li> </ul> </li> <li>VMware environment to cloud migration tools: <ul> <li>VMware Cloud on AWS, Azure VMware Solution.</li> </ul> </li></ul> Assumptions:Resourcing and pricing will very depend on the assessment report.<ul> <li>Use case 1 Lift and shift strategy: all physical servers using 16 GB RAM ,4 vCPU’s, 70 GB storage, windows OS and onprem VMware solution plan to use on cloud. Service category Service type Region Description Estimated monthly cost Computer Virtual Machines North Central US 50 D4 v3 (4 vCPUs, 16 GB RAM) x 730 Hours (Pay as you go), Windows (License included), OS Only; 0 managed disks – E6, 100 transaction units; Inter Region transfer type, 5 GB outbound data transfer from North Central US to East Asia $14,016.20 Computer Azure VMware Solution North Central US 14 AV36 (36 Cores(s), 576 GB RAM, 15.36 TB All Flash Storage x 730 Hours) Pay as you go $85,439.20 Networking Virtual Network East US (Virtual Network 1): 2 TB Outbound Data Transfer; Central India (Virtual Network 2): 3 TB Outbound Data Transfer $1,200.00 Networking VPN Gateway East US VPN Gateways, VpnGw1 tier, 730 gateway hour(s), 0 additional S2S tunnels (beyond included amount), 8 additional P2S connections (beyond included amount), 0 GB, Inter-VNET VPN gateway type $1,200.00 Networking Application Gateway East US Basic tier, Small Instance size: 4 Gateway hours instance(s) x 730 Hours, 3 TB Data processed unit(s), 3 TB Zone unit(s) $1,200.00 Support Support 0 $0.00 Total $103,055.00 </li> <li>Use case 2: With DR and HA, the cost will double the use case 1 projections.</li> <li>Use case 3: Hybrid model (Primary cloud and HA onprem) , assessment is mandatory to evaluate this option.</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Cloud Migration: MS SQL BackgroundQentelli is given to understand NCH is running MS SQL Server for many of their applications. This document gives SQL Server landscape and proposed migration solution options below: <ul> <li>There are 7 physical servers hosting 25 virtual servers</li> <li>800 MS SQL Server databases running on these 25 virtual servers</li></ul>As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloud Key considerations while planning database migration<ul> <li>At high level 800 databases will be migrated to Azure</li> <li>Qentelli recommends the following proven execution methodology to minimize any project risk</li> <li>Methodology consists of Discovery, Plan, Migrate, Cutover and Optimize phases. In a separate section task involved in each phase will be given</li> <li>Overall approach is designed keeping in mind of standard migration process. However, there may be some database configurations that could be different from most of them, and during the discovery phase deep understanding of them will be performed to determine migration approach</li> <li>Each database migration will be dependent upon the application to which it is connected. Hence understanding application is essential during the discovery phase</li> <li>The migration approach of database will be decided during the discovery phase. For example, some databases could be brought down for a period of migration time. Whereas some databases may have very little down time. In some cases, no down time could be allowed.</li> <li>Based on the migration approach, method to migrate could be determined.</li> <li>If a High Availability option is needed to migrate, it will be suggested</li> <li>In whatever the migration method, business disruption will be kept to the minimum and when the migration is completed, application connectivity will be seamlessly switched at the backend</li> <li>Qentelli will be given Dev environment with Applications servers, Applications, Databases cloned from Production. Qentelli will make changes after detailed analysis</li> <li>Database changes related to the in-flight projects will be updated as a collaborated activity</li> <li>Scope in Applications/Applications servers will be limited to changing connection strings to new DB</li> <li>Data quality and transformation will not be in scope</li> <li>Would expect no changes to target SQL Server instance or target database once migration activity is started until production sign-off</li></ul> Database Migration methodologyBelow diagram shows 5 stages of database migration, high level tasks involved in each stage and the outcome of each stage Migration StrategyIt is given to Qentelli’s understanding that NCH is running several applications on these 800 databases. Hence it is very critical to strategize how migration should happen.This involves understanding functional and technical aspects of each application to determine:<ul> <li>sequence of databases to be migrated</li> <li>one or more databases to be migrated together to maintain referential integrity</li> <li>Availability</li> <li>Some databases could be brought down for long duration to migrate</li> <li>Some could be brought down for a very brief period to migrate</li> <li>Some cannot be brought down, I,e., Need to plan high availability solution before migrating</li> <li>whether we need to send the data from Azure to On-prem to support to-be-migrated databases/applications</li> <li>Ensure existing Production and in-flights projects do not get impacted</li></ul>Below diagram explains above points in a pictorial representation Implementation approach<ul> <li>Copy entire current Prod (Appn/DB/Other scripts) to New Development servers</li> <li>Make changes in New Dev on Azure</li> <li>Parallel loading data into New Dev to validate</li> <li>Clone New Dev to New UAT and Parallel loading data into New UAT</li> <li>Clone New Dev to New Prod and parallel loading data into New Prod</li> <li>Once User signs-off, turn off data loading in current Prod, Dev and UAT</li> <li>After user sign-off, the dev team will be notified to update their changes in New Dev and New UAT</li></ul> Rationale to choose right toolSQL Server and Azure services provide multiple ways to migrate database to AzureAt high level there are 4 types of DB that will be migrated<ul> <li>Business critical database where downtime is very minimal</li> <li>Regular application database where downtime is allowed upto 8 hours (either day time or night time)</li> <li>Medium important database where entire weekend is available for migration</li> <li>Reference database where data needs to be kept in Source and Target in parallel for application usage</li></ul>In order to apply above 4 types to each database, understanding functional and architectural details of each application/database is essential. This will be achieved during High level functional walk-thru and Detailed Server/db walk-thru <ul> <li>Sample project plan and team size to give high level planning tasks that will be involved</li> <li>Typical migration steps to Azure SQL Managed Instance <ul> <li>Determine if Production instance will be used as Migration source, or prod cloned instance</li> <li>List down servers/databases that will be migrated sequentially</li> <li>Identify databases that will be migrated online (avoid downtime) and offline (using backup)</li> <li>Ensure Dev/UAT environments in Azure are created with minimal computer power</li> <li>DB access and Firewall settings are configured</li> <li>Enable TCP/IP protocol in On-prem SQL Server instance</li> <li>Subscribe to Azure Data migration services (ADMS)</li> <li>Create Network share for ADMS to backup DB before migration</li> <li>Create Blob container</li> <li>Create a project in ADMS, with source/target</li> <li>Run DMA assessment to check incompatibility issues between source and target for fixes <ul> <li>Migration blockers</li> <li>Information issues</li> </ul> </li> <li>Determine whether ADMS will use already backed up source data or will create a backup to use</li> <li>Upon completing all the settings, run the job and monitor the progress or any issues</li> <li>Once migration is successfully completed, execute the same steps for Production migration, after considering downtime need, storage needs, etc.</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h2 style='text-align: center; color: #fff;'|}Proposed Release Cycle and Delivery Milestones|{/h2|}|{div style='padding: 0px;'|}|{p|}Qentelli executes projects using both Standard Agile and Scaled Agile methodologies.|{/p|}|{p class='text-align-justify'|}Scaled Agile would be optimal for Sun Life as it appears to be a huge initiative consisting of multiple applications that would eventually require extensive cross-team communication.|{/p|}|{h4 style='color: #fff;'|}Scaled Agile Execution Model:|{/h4|}|{ul style='color: #fff;'|} |{li|}PI duration: 6 sprints (Each phase is a PI)|{/li|} |{li|}PI planning exercise (2-3 days) – Occurs every quarter |{ul|} |{li|}(This ensures the readiness of the product backlog and enables multiple Scrum teams to arrive at the Sprint backlog)|{/li|} |{/ul|} |{/li|} |{li|}Product Backlog: Comprise of Epics/Features with highest priority & ROI for the quarter|{/li|} |{li|}Sprint Backlog: User stories for the scrum teams|{/li|} |{li|}Sprint Execution Model: 5 sprints of development, 1 sprint of hardening|{/li|} |{li|}Architectural Runway: Architectural solution readiness for the PI.|{/li|} |{li|}Sprint Ceremonies: Sprint planning meeting, Sprint retro, Grooming, Sprint review, Daily Stand-up.|{/li|}|{/ul|}|{/div|}" id="pricing" p_color="f-white" extra_classes="back_bg"]RFP Track 6: Shadow IT Analysis and Recommendations to NCHShadow IT Industry trendsWith the current trends of IT moving towards Open-source and freeware software applications, Shadow IT refers to the use of any application, device, or cloud service in an organization without explicit approval from the IT department.Shadow IT is inevitable. Most IT users adopt shadow IT practices only to fulfill their job requirements in ways that make their life easier. Gartner research finds that an average of 30-40% of the purchases in the enterprise involve shadow IT spending. A research study by Everest Group found these figures put closer to 50%.Most IT employees find more efficient tools in the Open-source market than the approved corporate solutions. Drastic cloud adoption enabled the growth of shadow IT. An example of shadow IT is an employee using a cloud storage application, such as Google Drive and Dropbox, to store official files when the organization doesn't approve its use. Shadow IT – Vulnerability & RisksShadow IT – Vulnerability Unmanaged Shadow IT Risks<ul> <li>Limited control and visibility: The risks include security and regulatory noncompliance, data leaks, and inability to perform disaster recovery measures involving data in shadow IT systems.</li> <li>Data Loss: Organizations can lose access to shadow cloud-based data, particularly when the user who owns the information leaves the company or user is terminated.</li> <li>Potential Risk of attack /Data Breach: Organizational attack surfaces increase with unmanaged shadow IT. Weak or default credentials risk exposing unmanaged assets to the Internet.</li> <li>System Inefficiencies: When Organization is not informed of the data flows, IT departments cannot plan for capacity, system architecture, security, and performance across data in disparate and siloed shadow IT apps.</li> <li>Compliance management: Employees not aware of strict compliance regulations may introduce shadow IT applications into their workflow without proper research. When they use those applications to transfer confidential information, they are unknowingly exposing sensitive information to potential cyberattacks.</li> <li>Increased costs: Employees usually sign up for services that share a similar purpose with the approved applications leading to unnecessary subscriptions costs and there is no process to track the software and licenses used in the network.</li></ul> Our Approach to Shadow IT ManagementOur Strategy towards Shadow ITQentelli’s strategy is to embrace the benefits of Shadow IT by supporting the security, redundancy, availability, and compliance policies of NCH organization. Here below is the strategic way to collectively tackle the side-effects of Shadow IT practicesBuild Shadow IT team<ul> <li>Qentelli will set up a combined Shadow IT Program Team consisting of existing AppInfra Technology experts from both NCH and Qentelli teams</li> <li>Designate a Shadow IT program manager to execute this program</li> <li>This Team is dedicated to maintaining inventory, driving IT tooling adoption, and providing guidance to the IT teams</li> <li>Team works toward compliance and serves as primary contact for engaging executive support from those IT App Infra teams.</li></ul>Define the scope<ul> <li>Scan IT inventory and configurations within NCH Corporation</li> <li>Define On-Prem & cloud security controls</li></ul>Support<ul> <li>Expand engineering and security capabilities to support additional services</li> <li>Develop a communication plan for driving compliance</li> <li>Implement a reporting process to identify focus areas and show progress</li></ul> ApproachQentelli adopts the industry proven 3-phased approach for managing the Shadow-IT at NCH Corporation as defined belowDiscovery & IdentifyPortfolio Assessment to discover Shadow IT<ul> <li>Identify which apps are being used across NCH corporation from existing application catalog of all Oracle EBS, EAS, Sales and Marketing, Cloud apps and custom apps</li> <li>Setup and Run applications discover at Organization level by integrating with Microsoft Defender or Similar for Endpoint.</li> <li>Deploy the Defender or similar for Cloud Apps log collector on your firewalls and other proxies to collect data from your endpoints and send it to Defender for Cloud Apps for analysis.</li> <li>Start collecting data on cloud traffic across all devices, on and off NCH’s network.</li> <li>Create and publish reports to get a full picture of what apps are being used in your NCH.</li></ul> Identify Risk Index for NCH Apps<ul> <li>Understand the risk associated with discovered applications based on Qentelli’s Risk Analysis and Vulnerability Check list containing 90 risk factors including, security factors, industry- and legal regulations.</li> <li>Filter the list of apps discovered and organize by the risk factors.</li> <li>Drill down into the details to understand about its compliance and the app's security risk factors.</li> <li>Provide the Risk index Scoring for each of the applications</li></ul> Evaluate and AnalyzeCompliance Evaluation<ul> <li>Filter the apps discovered in NCH by the compliance risk factors</li> <li>Evaluate whether the discovered apps meet the NCH compliance standards or against factors like European, GDPR or industry-relevant standards</li></ul> Usage Analysis<ul> <li>Understand the usage patterns based on traffic data, top users and IP addresses, app categories and devices.</li> <li>Identify the users who often access unapproved applications, the top unapproved applications being used in your network, its bandwidth consumption, and more.</li> <li>Analyze the usage trends, level of impact, and risk profiles.</li></ul> Manage & Continuous MonitoringManage Applications<ul> <li>Start managing cloud apps and leverage one of several actions such as Sanction, Unsanctioned, onboarding an app to AD to leverage SSO, marking them for review or blocking them from NCH network</li> <li>Classifying the applications is to use external threat feeds that provide information on malicious URLs and domains</li> <li>Correlating external threat feed details with the shadow IT application list helps determine malicious apps that should be banned.</li> <li>Use inventory and controls reports to start enforcing security and engineering compliance.</li></ul> Continuous Monitoring<ul> <li>Setup alerts with specific SLAs and thresholds when new, risky or high-volume, apps are discovered in NCH environment for continuous monitoring and ongoing control over NCH internal, Custom and cloud apps</li> <li>Continuous Monitor and control the data transmitted from and to the endpoint devices. Setup total visibility over the data stored in cloud apps to identify if they contain any confidential data, and determine the owner of the file, location, and the access level of the information.</li> <li>Setup centralizing access controls to help prevent data loss or breaches, ensuring productivity while providing security for data in transit.</li> <li>Publish & implement the guidelines and policies to minimize the security risks, financial penalties, and IT spending.</li></ul> Recommendations and Next Steps<ul> <li>Establish a Continuous process to adopt the changes on the new technologies which can provide new opportunities for NCH teams to deliver better products, faster, and through convenient efforts.</li> <li>Raise the awareness in the IT Teams by publishing the importance of security and how to ensure security as a part of their day-to-day actions.</li> <li>Educate employees by sharing real security events and highlighting the impacts of these events to emphasize the importance of the actions people take.</li> <li>Data Driven Decisions through continuous monitoring can help solve users’ pain points and minimize their need to engage in unauthorized practices. <ul> <li>Understand what type of applications and devices employees use, IT can right-size resources based on employees’ needs.</li> <li>Ensure employees follow the best practices for cybersecurity and data privacy.</li> <li>Maintain regulatory compliance and system performance.</li> <li>Monitor threats, scan systems, and patch applications for vulnerabilities.</li> <li>Solve IT issues quickly thanks to automated root cause analysis (RCA).</li> <li>Take a proactive approach to IT support, fixing issues before users are impacted</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h2|}Key Assumptions|{/h2|}|{ul|} |{li|}The project will be executed in Time and Material|{/li|} |{li|}Success of this program depends on the collaboration between all the stakeholders and various teams in Sun Life. We would provide a dependency chart and estimated hours from stakeholders to execute and deliver the scope|{/li|} |{li|}Access as needed by the dev team will be provided by Sun Life|{/li|} |{li|}Developers and Architects will collaborate and adhere to the proposed timelines to meet the schedule|{/li|} |{li|}Environment and tools required for the engagement will be provided by Sun Life. Qentelli will share the recommendations|{/li|}|{/ul|}" extra_classes="white_bg"]RFP Track 7: Identify future structure & best practicesWhat future IT Org structure should NCH adopt?The goal of the IT Function within NCH should be to act as the Technology partner for all business initiatives.Keeping with Industry best practices, competitive landscape and business needs, we recommend the following Org Structure for NCH IT.Depending on the overall roadmap, Platform Engineering Office can be optional for now. The enabling functions such as Procurement and Talent will be part of the respective corporate functions but will have dedicated resources to support IT’s needs. What resources would respondent recommend for NCH to retain?We recommend the following roles to be NCH’s full-time staff to provide leadership and continuity:<ol> <li>Technology functional leaders (Program Management, Applications, InfoSec, Cloud etc)</li> <li>Architects in different streams</li> <li>Techno-functional experts who have significant expertise and experience in working with businesses within NCH</li> <li>Tactical leaders for applications and projects</li></ol> What services would respondent recommend for NCH to continue to provide in-house?We recommend that IT include all services to the business |LS|Service Catalog|RS| to provide in-house. The actual delivery of those services can be outsourced, but NCH IT must continue to be responsible and accountable for the delivery of such services.Without this, business teams would increasingly rely on their own “IT shops”, either through providers or as Shadow IT. What processes would respondent recommend for NCH to retain?Assuming that this question relates to the IT processes such as Helpdesk, Incident Management, new Application Delivery & KTLO, we recommend that NCH retain core capabilities such as Program Leadership, Governance, and ownership of new Systems & services. All other services and even subprocesses can be offloaded to partners.The underlying principle is that NCH IT must retain “ownership” of all core IT, irrespective of who is doing the delivery of such processes & services. What are the typical ways / tactics for NCH to effectively manage this engagement?Since this engagement will offload a good portion of core capabilities, NCH must treat the selected company as a “true partner” – by providing direction, collaboration, change management and advocacy.With a multi-vendor model, NCH must also ensure that all vendors “play nice” through frequent meetings with all vendors and underscoring the need by everyone to keep NCH’s objectives and needs above all other considerations.NCH must also advocate for this change and constantly brief all stakeholders who will be potentially impacted by this decision – business function representatives, leaders who work closely at all levels with their IT counterparts, 3rd party collaborators etc.Most importantly, NCH should ensure a smooth transition from existing employees, encouraging them to join the selected partner (if retained by the partner), provide them opportunities elsewhere within NCH OR support them as they go through the process of finding positions outside of NCH |LS|especially true for employees with a long tenure with NCH|RS|.[/html]
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[nd_tab active="1" different_values="0" title="RFP Track 8: Assess opportunities for vendor contract & services renegotiation"]
[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" style="" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|}Objective|{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]Does respondent assist with the re-negotiation of contractsYes, Qentelli will work with NCH to renegotiate existing contracts based on industry practices to ensure that NCH gets the best deal – either in services covered or in costing What are the top 10 contracts / contract types that make good candidates to review and look for cost efficiencies / renegotiation?Based on our experience, the following contract types provide the highest value for review and renegotiation<ul> <li>Contracts that are up for renewal or are less than 3 months from the date of renewal</li> <li>Contracts that are more than 3 years older</li> <li>Any contracts that DO NOT have service credits or some other performance guarantee, especially for subscription/leased services (including Telecom, infrastructure, cloud services, SaaS)</li> <li>Contracts where NCH has good purchasing power parity – where the market is highly competitive, and NCH has the necessary scale and volume to make it attractive to Sellers. Examples include Telecom providers, standard software such as CRM, cloud services, Service Management tools, tools used for internal Systems Development/Management etc.</li> <li>Contracts will have many arbitration clauses that might be blind-sided, always be sure to have expert legal team review before signing</li> <li>Contracts where there are opportunities for consolidation of some common needs across IT or business functions. This may reflect as a need for the same type of infrastructure or software, but the solution set is fragmented. For example, every function needs a Storage + Knowledge Management + Task Management toolset. This might be fragmented today with some teams using SharePoint + OneDrive + MS Teams and other teams relying on Jira + Confluence</li></ul> Any other recommendations regarding contract renegotiation or optimization?<ul> <li>We usually recommend reviewing all contracts every 2 years using a cross-functional team that has members from all stakeholder or impacted teams. Such reviews not only focus on cost alone but also to confirm if the need still exists at the required scale and the ability to continuously satisfy such needs</li> <li>We also recommend doing internal evaluations for alternatives and going back to the contract providers to see if they can “price-match” OR “feature-match” against their competition</li></ul>[/html]
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[nd_tab active="0" different_values="0" title="RFP Track 9: Other - Please offer any additional vendor recommendations for IT Cost Reduction targets" style=""]
[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|} |{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]Based on the Business Plan shared by NCH IT and the current understanding, we believe that opportunities for cost reduction in the following areas:<ul> <li>Centralization of some areas that may be duplicated or not effectively procured due to smaller scale across countries</li> <li>Spending deferrals to ensure that the need is genuine</li> <li>Flex staffing to bring on resources for shorter periods of time</li> <li>Auditing device and systems utilization</li> <li>Review cloud spending and remove test accounts, services that may not be needed during non-business hours, using auto-scaling groups to spin and spin down capacity automatically only when needed</li> <li>Consolidate some services into a “Shared Services Model”</li> <li>Investing now in Automation for Software Distribution, RPA or QA Automation to reduce time</li> <li>Server and Mainframe consolidation</li> <li>Run internal campaigns and hackathons for staff to identify opportunities – there may be many manual tasks costing hundreds of hours each month that can be automated or even removed Qentelli can bring in a Cost Optimization Decision Framework to help NCH get an objective, visual representation of cost optimization ideas early on — by the level of benefit, cost, risk and viability. The Framework uses multiple parameters and scoring to identify the ideas that have the most optimal and least impact.</li></ul>Some of the parameters and questions are shown for representation:<ul> <li>Financial benefit ideas but tradeoff against risk and cashflow</li> <li>Time for implementation and time for ROI including soft savings</li> <li>Degree of Organizational risk and Technical Risk</li> <li>Large Capex/OpEx investments</li></ul>We then use a X-Y matrix to Map your cost optimization initiatives and visualize trade-offs where the X-Axis is scored along Financial Benefit and/or Business impact and Y-Axis is scored along Investment, Time and Risk[/html]
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[html format="ckeditor" different_values="0" style=""]Why Qentelli?[/html]
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[html undefined="|{ul style='list-style-type: none; display: flex; margin-top: 15px; justify-content: end;'|} |{li style='margin-right: 20px;'|}|{a href='#TechApproach' style='color: #000; font-size: 15px; font-weight: 600;'|}Tech Approach|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#ORG' style='color: #000; font-size: 15px; font-weight: 600;'|}Organizational Structure & Expertise|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#PDG' style='color: #000; font-size: 15px; font-weight: 600;'|}Program Delivery and Governance|{/a|}|{/li|}|{/ul|}" format="ckeditor" different_values="0" style=""]<ul> <li><a href="#TechApproach">Tech Approach</a></li> <li><a href="#ORG">Organizational Structure & Expertise</a></li> <li><a href="#PDG">Program Delivery and Governance</a></li></ul>[/html]
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[html format="full_html" different_values="0" undefined="|{h2 class='text-align-center' style=' margin-bottom: 40px; color: #fff;'|}Executive Summary|{/h2|}|{p class='text-align-center'|}Qentelli thanks Sun Life for providing us the opportunity to present our solution to the RFP for Modernizing your Monolithic Application to Microservices and Micro Frontend. We understand that Sun Life’s objective is to modernize the existing legacy application in line with the Goals and Strategy as part of the Digitalization journey.|{/p|}|{p class='text-align-center'|}Qentelli is a Digital and Cloud Technology Company. Being a Technology company, Qentelli teams powered by our Innovation Teams, backed by our Digital Center of Excellence have deep expertise and experience in delivering Digital Transformation solutions for several Fortune 100 customers. The solutions include Modernization, Cloud Native, Event Driven and Micro Architectures that bring rich Digital Experiences. |{/p|}|{p class='text-align-center'|}Our Digital Transformation practice has been the key partner in working with several customers in the BFSI sector which includes Traditional and Digital Banks, Financial Services providers for Residential, Commercial, Auto, Marine industries and Insurance in Life, Auto and other sectors. |{/p|}|{p class='text-align-center'|}Some of the work that we have done, which are relevant to this proposal include: |{/p|}" p_color="f-white" id="box2" style=""]Executive SummaryQentelli LLC (Qentelli) thanks NCH Corporation (NCH) for providing us the opportunity to respond to the RFP for a strategic IT Partner. We understand the vision of the RFP is to help NCH in consolidating and enhancing the ability to develop and maintain software systems operated by NCH.The key objectives from a business and technical perspective are outlined below BUSINESS OBJECTIVES ENGINEERING OBJECTIVES 1. Consolidate, optimize, and improve the IT footprint, spend and efficiency 1. Complete core IT Projects on Oracle EBS platform across EAS, Marketing, Global Business and other areas & move to “Evergreen” status 2. Allow for a lean IT Operation with the ability to scale as needed in specific areas globally, without needing NCH to sign multiple local contracts 2. Complete Roadmaps across Infrastructure, Security and Support Operations Qentelli believes our proposal addresses these objectives and much more. As such, Qentelli is pleased to respond to NCH with the following foundational and guiding principles for the proposal: <ul> <li><strong>Engineering Excellence</strong> – Architecting and developing high-quality, resilient platforms through professional expertise, maintaining high quality standards, and following modern Software Engineering practices</li> <li><strong>Collaborative culture</strong> – Co-creation of Business Value through close collaboration with Business and IT stakeholders at NCH through the following shared values: <ul> <li>Build Trust through transparent communications</li> <li>Fix issues, learn from them and move quickly – blameless post-mortems</li> <li>Track, learn, Calibrate and Continually improve</li> <li>Fail Fast, Learn Faster mindset</li> </ul> </li> <li><strong>Right shoring, right sizing, and right skilling</strong> – From our experience, IT systems need to run like a well-oiled machine – when done well, you don’t know it’s there, but when it does not operate properly, it slows down the organization considerably without everyone not recognizing the crisis. We will review and retain key skills, right shore roles that can be done effectively at a lower cost, as well as optimize the teams as needed</li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h3 style=' text-align: center; font-size: 27px; font-weight: 700; letter-spacing: 0px;'|}Powerful Features|{/h3|}|{p style='font-size: 14px; font-weight: 400; margin-top: 6px; text-align: center;'|}Limitless Possibilities. Best-In-Class Features.|{/p|}"]Company OverviewQentelli is a technology company that accelerates digital and cloud transformation journeys through implementation of DevOps, Automation, Agile, and next gen technologies in AI including Machine Learning & Deep learning.We help clients to deliver software faster, more efficiently and affordably. Qentelli is headquartered in Dallas, TX with a global presence. The services teams are powered by the Innovation Group that provides the thought leadership, problem-solving and technology needed for modern applications. Our Intellectual Property which includes AI based products/tools, frameworks, methodology and process playbooks help accelerate and deliver Digital Transformation, Cloud Adoption, DevOps, and Quality Engineering solutions to our customers. Some of our experience in the BFSI Space that underscores our expertise in the services in the scope of this RFP include:<ol> <li>IT-as-a-Service for a Global leader in Financial Services for managing their Revenue generating and internal platforms.</li> <li>Digital Transformation, DevOps, DevTestOps and DevSecOps for one of the largest Regional Banks in US by modernizing their revenue generating monolithic application into microservices architecture on Azure Platform.</li> <li>New Application Development on Microservices & Frontend for the World’s largest financial consulting organization.</li></ol>We believe that our proven expertise in Digital Transformation makes Qentelli the vendor of choice for this initiative. Qentelli Executive Leadership team assures NCH that it fully aligns with and will go the extra mile to help achieve the above objectives.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" style="" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|}Objective|{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]To meet the goals for this RFP, Qentelli will align with the IT functions at NCH today and provide support across the different tracks.Key Pillars of the SolutionPeopleIn such large Transitions, it is critical to ensure that<ul> <li>Knowledge Transfer – Knowledge of systems and operating practices are transitioned effectively, given that many people have long tenures at NCH</li> <li>Organizational Change Management – Staff may have developed close working relationships; a large-scale change can potentially lead to resistance and resentment. Managing such change through frequent and transparent communication from NCH is important to ensure that the initiative is successful</li> <li>Retention, right shoring and right sizing – Qentelli will make every effort to retain all the 26 Key FTEs identified by NCH for at least a year along with compensation benefits. However, there may be a flight risk for some people which needs to be planned</li> <li>Culture – With operations in multiple countries, understanding each country’s cultural nuances and managing them for optimal performance is a key success factor. Qentelli has experience working in multiple geos, working with local partners and being able to decentralize some decision-making to the functions and country leaders.</li></ul> ProcessQentelli’s approach to this initiative will follow a well-proven Framework that integrates all the other pillars of the solution. The Framework is a directional aspect with each function within IT having its own set of Processes, Tools, Structure, Governance and Reporting. Here, we are addressing our perspective for the whole of IT.The Framework consists of the below central Themes:<ul> <li>Transition Model – A Phased approach to Transition that includes Knowledge transfer, Secondary support (Shadow support), Primary role and Steady state. This is applied across all tracks </li> <li><strong>Governance</strong> – An effective IT Governance framework using industry standards such as COBIT as a model is required to address the rapidly changing IT Landscape. We recommend modeling the CIO office at NCH around the following functions to ensure a standardized, lean and consistent approach to IT. <ul> <li>Our Governance approach has multiple layers at Strategic, Tactical and Operational levels. The Strategic Governance model is applied at the overall IT Function level, while Tactical & operational governance is applied within IT Departments. Governance needs to be operationalized at various levels and must be performed consistently based on uniform tasks/criteria for it to be effective. Our Governance Review approach is shown below <strong>Note:</strong> the weekly and monthly reviews that will be performed within each track as Plans, Progress, Capacity and Performance will be different </li> </ul> </li></ul>KPIs and MetricsThe “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout software organizations. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are performing across the enterprise.The KPIs should help the teams and management make decisions based on the value at a point in time or trends over time. If no decisions are being made, then the metric needs to be reviewed for usefulness.It should also be recognized that KPIs/Metrics can and must change over time. When you start the process, you may focus on certain metrics to ensure that your baseline objectives are being met. After the baseline has been achieved and your team has adopted the practices, you should move to a different set of metrics to track how the team(s) are evolving.From our experience, we have observed the following:<ul> <li>Metrics drive behavior</li> <li>If KPIs are reported & not used for making changes, people will lose value for that data</li> <li>Punitive use of data will cause people to report false data</li> <li>Onus of metrics is on the “Consumer” rather than the “Producer”</li></ul>KPI Program – Our ApproachThe following framework defines the steps starting from metrics definition to measurement to continuous improvement. GQM for Metrics DefinitionA typical template used for identification of metrics with some samples is provided below: Business Goal Questions Metrics Notes Bring New Products and Features quickly to the market What factors impact time to market? What is our current baseline? What is our current process to introduce new features? Lead Time to Deploy Average Cost per Feature People utilization There may be other metrics that can be defined based on detailed answers to the questions Prevent Issues from being discovered by the Customer What are our Quality assurance parameters? How do we detect issues before the customer does? Defect Density per feature (can be categorized by size of feature) % of Customer reported incidents that already have an open ticket Defect Density is a measure of # of defects detected by the team before release to UAT / Production. This needs Unit tests, QA coverage (Manual and Automation) etc. TechnologyAs outlined in each Track, we bring extensive expertise in different IT Domains, including Enterprise Platforms such as Oracle EBS & Salesforce, custom-developed Apps, DevOps, Network & Infrastructure, Enterprise InfoSec & Business-as-Usual across multiple geos.A humming Technology organization will usually have solutions for almost all areas shown below – Qentelli’s responsibility is to make it leaner and transparent Track-Level SolutionsA summary of the different Tracks and our approach is described here – please refer to the detailed RFP Response for each track.Track 1: Process ChangeWe plan to introduce a Portfolio Approach to IT Capacity through the use of Quarterly Planning Cycles and an enhanced Demand Management process to manage change, prioritize business requests, scale capacity and institute chargeback models.We will continue to use Ivanti and ServiceNow to manage Demand across NCH IT.Track 2: Oracle EBSWe will apply a dual service delivery model for this stream as described below:<ul> <li>We will participate in Oracle EBS development, integration, QA and rollout of different modules for different Business units as outlined in the FY23 and FY24 planning documents</li> <li>We will continue to provide support through L1, L2 and L3 levels using a Plan-Transition-Steady state model</li></ul>The plan is to retain, replace or augment as necessary to enable the delivery of Oracle EBS resources for technical & functional areas, while optimizing Oracle support.Track 3: EAS MarketingSimilar to Track 2, we will adopt an Application Delivery Stream Global Order Entry and rollout for EU/other regions including China rollout in 2024 along with support for existing apps such as current Order entry system, NCH Live & SCORE.Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment – Discover the current system setup, solutions developed, current maintenance process, understand the business value and support model. Also, Determine the adoption strategy and roadmap in alignment with business vision and technology setup.</li> <li>Transition – Knowledge transfer across all business processes, business logic, modules, development methodology, integrations, deployment approaches, in-transit operations, and support history</li> <li>Steady State – Operate the system development and support tracks through retain/replace strategy based on the Planning and KT conducted earlier</li> <li>Optimization / Transformation – Bring in best practices and thought leadership to optimize the current setup, help migrate old systems to the new systems and bring in automation as necessary to help improve timelines and optimize cost.</li></ul>Track 4: Cloud MigrationQentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical stepsSQL Server MigrationQentelli understands NCH is running MS SQL Server for many of their applications. This document identifies the current SQL Server landscape and proposed migration below:<ul> <li>There are 7 physical servers hosting 25 virtual servers</li> <li>800 MS SQL Server databases running on these 25 virtual servers</li></ul>As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloudKey considerations while planning database migration<ul> <li>At high level 800 databases will be migrated to Azure</li> <li>Qentelli recommends the following proven execution methodology to minimize any project risk <ul> <li>Methodology consists of Discovery, Plan, Migrate, Cutover and Optimize phases. In a separate section, tasks involved in each phase will be given</li> </ul> </li></ul>Patch Management Policy and ProcedureQentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:<ol> <li>Maintain the integrity of network systems and data by applying the latest operating system and application security updates/patches in a timely manner</li> <li>Establish a baseline methodology and timeframe for patching and confirming patch management compliance</li></ol>Desktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.Track 5: Infra ManagementQentelli Infra support team considers NCH IT infrastructure & Security Services as a highly specialized service, designed for information management systems based on Oracle, Salesforce, MS SQL, Cloud, Mobile and other diversified platforms.Qentelli will follow certain IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAsTrack 6: Shadow IT Analysis & RecommendationsShadow IT is a reality in most organizations and reflects the demand for Information Systems from Business to remain competitive and to drive efficiency. However, Shadow IT systems can pose serious risks to the organization including Financial, Legal and Compliance issues.Qentelli will set up a Core team consisting of Infra, Application, Cloud, and other specialists to perform an Assessment of all Business verticals. At the end of the Assessment, this team will produce an “Inventory” of all IT systems (including hardware, software, subscriptions, storage, and other tools), along with details on use case, costs, contracts, and other information.Based on this inventory, NCH and Qentelli can decide which areas to bring in scope for IT.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|} |{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"] We recognize and appreciate that one of NCH’s core objectives for this RFP is to run a cost-optimized IT function. To help in achieving this goal, Qentelli offers the following commercials Pricing Summary Year Professional Services Cost NCH Current Spend $ 12,863,742.00 Qentelli Year 1 $ 12,363,742.00 Year 2 $ 11,363,742.00 Year 3 $ 10,863,742.00 Cumulative Savings with Qentelli for the span of 3 Years : Professional Services $ 2,000,000.00 What is included in this pricing<ul> <li>Rebadging of 26 NCH FTEs that NCH deems to be thought leaders or “super techs” – whose continuation will be critical to NCH’s plans for the next 1 year</li> <li>Retention or replacement of 70 NCH FTEs – replacements may be moved to any Qentelli location, including India</li> <li>Retention or replacement of 58 Contractors – Qentelli may choose to replace them or sub-contract with the existing contracting companies</li></ul>What is excluded from this pricing<ul> <li>Any additional lead/manager roles for offshore positions</li> <li>All roles which will be in operation (Qentelli or Contractors) will continue to be managed by NCH leads and Managers</li> <li>Any consulting services</li> <li>Guarantees of retention for any other resource</li></ul>Pricing Assumptions |LS|Important to confirm by NCH|RS|<ul> <li>All in-scope resources transitioned to Qentelli will work on best effort basis for completing the FY23 and FY24 IT Plans.</li> <li>As the estimates for schedule and team size were not provided and agreed by Qentelli, Qentelli reserves the right to review and propose alternate plans for the above planning</li> <li>All existing infrastructure costs, including but not limited to hardware, purchased software/systems, subscription software, Cloud provider costs, licenses</li> <li>All laptops and other software issued to retained employees (though rebadged by Qentelli) will continue to be supplied by NCH</li> <li>If any NCH FTEs request additional compensation for retention, Qentelli will pass on the additional cost</li> <li>NCH agrees to negotiate with FTEs that both parties agree to retain, in order to ensure continuity</li> <li>All Change Management, internal communications and risk management for this transition will be owned by NCH with significant contribution from Qentelli</li></ul>Value Proposition to NCHThe RFP response has more details, but here are some of the benefits that Qentelli is uniquely positioned to underwrite for NCH.<ol> <li>Commitment to YoY savings to reduce Total Cost of Ownership (TCO) to NCH over the 3 Year period of Engagement through <ul> <li>Overall savings of USD $2.5M through the levers of utilization efficiency, right-shoring of people, defect prevention and driving automation</li> <li>Technology investment of USD $250K (USD $85K per year) through our Products and Frameworks implemented for NCH</li> </ul> </li> <li>Founders’ |LS|President and CEO|RS| commitment from Qentelli on partnering with NCH through <ul> <li>Active Participation in the Steering Committee for Strategy, Governance and Relationship</li> </ul> </li> <li>Engagement Leadership <ul> <li>Qentelli will invest in a Senior Delivery Leader, based out of the US, who will work in close proximity to the CIO and IT Function Leaders on Strategic areas, provide thought leadership and drive towards achieving common goals.</li> <li>As needed, Qentelli will also bring in experts for consultative needs around Architecture, DevOps, Infrastructure, and InfoSec. Depending on the purpose and duration, such consulting assignments may be investments from Qentelli or charged at a discounted price to NCH.</li> </ul> </li> <li>Other elements of the Value Proposition include <ul> <li>Access to Qentelli’s University for Upskilling & Cross-skilling</li> <li>Access to Qentelli’s Resource Management Group to help you address spikes / business demand across your Enterprise needs</li> <li>80% Guaranteed retention of Key Named Resources agreed by NCH and Qentelli for a period of 3 years</li> </ul> </li></ol>We are excited to bring our proven expertise in IT for Enterprises such as NCH and we hope to be the vendor of choice to NCH and your long-term strategic technology partner. Along with our Executive Leadership team, we assure NCH to go the extra mile to help achieve your business objectives.With Appreciation and Excitement, Sanjay Jupudi Founder & President <a href="mailto:SanjayJ@Qentelli.com">SanjayJ@Qentelli.com</a> | +1 469 600 0696 Prasanna Singaraju Founder & CEO <a href="mailto:Prasanna@qentelli.com">Prasanna@qentelli.com</a> | +1 469 600 3217 [/html]
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[html format="ckeditor" different_values="0" style=""]RFP Track 1: Process Change and Demand ManagementBusiness Demand vs IT Capacity Management[/html]
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[html format="ckeditor" different_values="0" style=""]We will continue to use Ivanti and ServiceNow to manage demands on IT Capacity across NCH – to track Real time access to demands and know what’s coming next from every Business function in the organization. Centralized Demand Management process provides a central hub to manage and prioritize demand.Key steps:4. Introduce Quarterly Planning cycles with Business and IT leaders to plan for planned requests on IT Capacity<ul> <li>Introduce IT Portfolio Management process, managed by IT PMO, to approve, track, measure & decide on overall IT work. NCH VP of IT, IT Directors & Qentelli leaders will participate</li></ul>5. Ad-hoc requests during the quarter will be considered for the next planning cycle unless deemed “Critical-to-fly” by the Business and goes through an Exception process<ul> <li>Business Case to be submitted by Business functions – Need, Scope, Criticality/Impact, benefits and ROI, time to ROI and other parameters may be included</li></ul>6. Funding source to be discussed – Business-sponsored initiatives will be given precedence. IT Budgets will be used primarily for projects that benefit the Enterprise<ul> <li>NCH can now leverage Qentelli’s Core-Flex Model to manage variations in Business requests – it will now be possible for NCH to have short-term capacity to complete projects without any long-term financial commitment for those resources</li></ul>7. Release Planning and Governance will ensure that there is a “Release Train” to maintain predictability over major software and infrastructure changes <em>Figure 2: Intake Process</em>The above image shows how NCH IT would manage the intake process once the Demand-Capacity Management process is implemented. <em>Figure 3: Demand Management System</em> <em>Figure 4: Project Proposal Workflow</em>Our Stage gate process to match Business Demand vs IT Capacity Management is based on multiple parameters for decision making:<ul> <li>Requests that are aligned with on-going IT Projects as part of approved Roadmap</li> <li>Business Cases that show strong ROI in shorter periods of time (direct or indirect contribution to Revenue growth, improving efficiency and productivity, improving quality)</li> <li>Business-funded requests</li> <li>Skillsets needed</li> <li>Build vs Buy – Commercial product implementations or legacy modernization efforts can be long and expensive</li> <li>Contract, legal or regulatory compliance</li></ul>Responsibility and Timeline with organization capacity to achieve Company Goals:Strategy Execution and Transformation plans require a lot of financial and human resources. Therefore, strong human resource management and finance and budget management functionalities are a must for managers to know on what to focus their resources to achieve success.Get everyone on the same pageA high-level Portfolio Tracker that visualizes Initiatives, Program and Project in an easy-to-understand timeline, you provide managers and stakeholders full visibility of the plan.Case StudyIn a recent 18-month period, we reduced our new project intake by about 40%, by hard decisions on which projects would be funded.” ~ Ed Cohen, CIO[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}We propose an architecture based on microservices. The fundamental concept is to split functionalities into cohesive verticals — not by technological layers, but by implementing a specific domain. The following diagram depicts the overall layout of the solution. Following are extensive explanations of the decomposition of the respective frontend and backend layouts.|{/p|}|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}|{img alt='' data-entity-type='' data-entity-uuid='' height='597' src='/sites/default/files/Structural%20Design%201.jpg' width='1003' /|}|{/p|}|{p class='text-align-justify' paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|} |{/p|}"]<ul> <li>Significantly increased # of requests from Business for IT Capacity</li> <li>Skillsets not scalable quickly</li> <li>NCH historically has not engaged temporary contract resources (independent contractors or vendors) to augment capacity</li> <li>No clear boundary on chargebacks – who is going to pay for these initiatives: IT Budget, Discretionary IT Budget or Business Sponsors</li> <li>Quarterly planning cycles either not conducted or not consistent to gather Business needs and plan for the next few quarters</li> <li>Focus from Executive leadership on core NCH Capabilities – IT support is “after-the-fact” and not budgeted in the business projects</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Our research shows the following areas where Industry leaders are prioritizing their IT Budgets:[/html]
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[html format="full_html" different_values="0" style_padding_left="35" style_padding_right="35" undefined="|{h2 class='text-align-center' style=' margin-bottom: 10px; color: #fff;'|}Proposed Organizational Structure and Expertise|{/h2|}|{p class='text-align-center' style='margin-bottom: 40px;'|}|{/p|}" p_color="f-white" style=""]RFP Track 2: Oracle EBS [/html]
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[html format="ckeditor" different_values="0"]Qentelli is given to understand Oracle EBS implementation as listed here below:<ul> <li>EBS for ASIA & North America was upgraded to 12.2.8 (NOT OCI) in Jan 2022.</li> <li>The upgrade effort required remediation of 5000 CEMLIs and 1500 Discoverer Reports</li> <li>EBS for EUROPE is being upgraded to 12.2.8 and OCI, Target Feb / Mar of 2023</li> <li>EBS for NCH’s Plumbing Products Group (PPG) is excluded for EBS supported. Only has been upgraded to 12.2.9 and on OCI as of fall 2021.</li></ul>The support of PPG EBS code is EXCLUDED from this RFP. The environment is shared (licensed code, servers, hosting, etc.) and is therefore included Scope of Oracle EBS Region Description Comments North America & Asia EBS 12.2.8 Europe EBS (version not clear) Need to upgrade and support 12.2.8 Plumbing Products Group EBS 12.2.9 Support to the environment and not EBS All the above Regions have thousands of enhancements and Discoverer reports EBS Module coverage Sln# Application Asia-NA Europe Fin Cash Management Yes Yes Fin Fixed Assets Yes Yes Fin General Ledger Yes Yes Fin Vertex Series O for US Yes HR Advanced Benefits Yes HR Human Resources Yes Yes HR Incentive Compensation Yes Yes SCM Inventory Yes Yes SCM Shipping Execution Yes Yes SCM Warehouse Mgmt. Yes SCM Demantra Yes SCM Mobile Supply Chain Yes Yes Manf Advanced Planning Yes Yes Manf BOM Yes Yes Manf Discrete Cost Yes Yes Manf Manufacturing Yes Yes Manf Process Cost Yes Yes Manf Quality Yes Yes MDM Product Data Hub (PIM/PDH) Yes OTC Advanced Collections Yes Yes OTC Advanced Pricing Yes Yes OTC Order Management Yes Yes OTC Receivables Yes Yes PTP iExpense Yes Yes PTP Payables Yes Yes PTP Purchasing Yes Yes Common Automation Anywhere for BOT Processing Yes Common Formula Yes Yes Common Oracle Discoverer Yes Yes Common Precision/QAD TMS V16.1 system for US/Canada Yes Common System Admin activities Yes Common Oracle Localizations Yes Yes Integration Boomi Scope of Support Services Tier Description Comments L1, L2, L3 and L4 Initial Analysis · Production support · System Administration · Data fixes · Performance & tuning · Functional / User issues · Integration Issues Simple data fixes Selective RCA and CIP for repeat issue reduction, User Enablement Automation and Process improvement L1, L2, L3 and L4 Small / Medium Enhancement · 12-80 hrs. of effort per request · Provide design and specifications · coordinate with production environment for change scheduling · coordinate with techno / functional teams, developers, testers · postproduction support (4 – 6 weeks) Projects · More than 80 hrs. of effort · Discretionary fund · RFP is needed · End-to-End execution Ticket statisticsMonthly Ticket (Aug ’21) – Total 370 Category Peak ticket size (for all regions) Region wise breakup · NA-172 · Europe -139 · APAC-38 Function wise breakup · FIN – 67 · SCM – 41 · CRM – 44 · SR/Sys Admin - 197 Region wise Functional usage Functional Area Corporate North America Latin America Asia China Europe General Ledger x x x x X x Payables x x x x x x Receivables x x x x x Advanced Collections x x Cash Management x x x x x iExpense x x x x Fixed Assets x x x Advanced Benefits x Human Resources x x Human Resources (light) x Payroll (Cerdian Dayforce) x Order Management x x x x Advanced Pricing x x x x Incentive Compensation x x x Discrete Cost, Manufacturing, Quality, BOM x x Process Cost, Manufacturing, Quality, Formula x x x x Inventory x x x x Warehouse Mgmt. (costing only - one org) x Shipping Execution x x x x Purchasing x x x x Advanced Planning x x x x Demantra x Vertex Series O x Precision TMS (V16.1) x Clear Orbit* x Mobile Supply Chain/Intellinum x x x x Oracle Discoverer x x x x x x Noetix Views * x Oracle Localizations x ? ? x Sales Applications (Global OE/SMART/SCORE) x x x x NCH Contracts x x x x Salesforce x x x x Oracle Tech Skills Required to Support Technical Area Corporate North America Latin America Asia China Europe Oracle Forms x x x x x x Oracle XML Publisher x x x x x x Oracle Reports/6i x x x x x Oracle Discoverer/Client/Admin x x x x x x Oracle Workflow x x x x x Oracle Fusion Middleware x x x x Dell Boomi Integration x PL*SQL x x x x x x Unix Shell Scripting x x OA Framework x x Oracle AME x x Automation Anywhere RPA x x J-Developer x x x x x x Desktop ADI x x x x x x Toad/SQL Developer x x x x x x .NET x x x x x x Oracle Database x x x x x x SQL Server x x x x x Financial Statement Generator x x x x x x Oracle Report Writer x Oracle APEX x Instance Details Instance Description Comments [/html]
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[html format="ckeditor" different_values="0" undefined="|{h3|}Transition Activities, Deliverables and Exit Criteria|{/h3|}|{p|}This section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:|{/p|}|{p|} |{/p|}|{p|}The objectives for each track are described below:|{/p|}|{table class='Table' style='width:100.0%; border-collapse:collapse; border:solid #595959 1.0pt' width='100%'|} |{thead|} |{tr style='height:28.5pt'|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:22.82%; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='22%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}TRANSITION TRACK|{/p|} |{/td|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:77.18%; border-left:none; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='77%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}OBJECTIVE|{/p|} |{/td|} |{/tr|} |{/thead|} |{tbody|} |{tr style='height:78.8pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Functional/Technical Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}This also ensures technical details for CEMLI are acquired|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution|{/p|} |{/td|} |{/tr|} |{tr style='height:65.3pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Process Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisitions of Common Enterprise Processes|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Development of policy and procedure documents addresses various functions to support EBS|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications|{/p|} |{/td|} |{/tr|} |{tr style='height:49.1pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}People Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better|{/p|} |{/td|} |{/tr|} |{tr style='height:61.15pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Infrastructure & System Access|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Since EBS |{a name='_Int_NchKVjZR'|}produces|{/a|} heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Ensure support team has been provided access to all systems and tools required for NCH Support|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Planning Phase|{/h3|}|{p|}Key Activities covered|{/p|}|{ul|}|{li|}Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’ |{/li|}|{li|}Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,|{/li|}|{li|}Preparation of Daily Knowledge Transfer Plan for each wave|{/li|}|{li|}Initiating the connectivity setup between NCH & Qentelli|{/li|}|{li|}Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example |{ul|}|{li|}Functional requirement documents (RD50)|{/li|}|{li|}Setup document (BR100)|{/li|}|{li|}Security profiles (BR110)|{/li|}|{li|}Architecture related (if applicable) (TA20, TA40, TA90)|{/li|}|{li|}Extensions (MD50, MD80, MD100, MD110)|{/li|}|{/ul|}|{/li|}|{li|}Ensuring all needed logistics are in place|{/li|}|{li|}Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support|{/li|}|{li|}Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs |{/li|}|{/ul|}|{p|}Transition Boot Camp:|{/p|}|{ul|}|{li|}Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH. |{/li|}|{li|}Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases|{/li|}|{li|}Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)|{/li|}|{li|}Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition|{/li|}|{li|}Discuss Governance and Escalation mechanisms|{/li|}|{li|}Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings|{/li|}|{/ul|}"]Transition Activities, Deliverables and Exit CriteriaThis section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below: The objectives for each track are described below: TRANSITION TRACK OBJECTIVE Functional/Technical Track · Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge · This also ensures technical details for CEMLI are acquired · Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution Process Track · Achieves the goal of knowledge acquisitions of Common Enterprise Processes · Development of policy and procedure documents addresses various functions to support EBS · Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications People Track · As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better Infrastructure & System Access · Since EBS <a name="_Int_NchKVjZR">produces</a> heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed · Ensure support team has been provided access to all systems and tools required for NCH Support Planning PhaseKey Activities covered<ul> <li>Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’</li> <li>Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,</li> <li>Preparation of Daily Knowledge Transfer Plan for each wave</li> <li>Initiating the connectivity setup between NCH & Qentelli</li> <li>Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example <ul> <li>Functional requirement documents (RD50)</li> <li>Setup document (BR100)</li> <li>Security profiles (BR110)</li> <li>Architecture related (if applicable) (TA20, TA40, TA90)</li> <li>Extensions (MD50, MD80, MD100, MD110)</li> </ul> </li> <li>Ensuring all needed logistics are in place</li> <li>Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support</li> <li>Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs</li></ul>Transition Boot Camp:<ul> <li>Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH.</li> <li>Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases</li> <li>Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)</li> <li>Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition</li> <li>Discuss Governance and Escalation mechanisms</li> <li>Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings</li></ul>In Pre-Engagement Planning phase, Qentelli will invest half a day Transition Boot Camp with NCH that will be conducted in person/over Video conference.The main objective of this phase to agree on the transition approach, expectations and resources needed as well as timelines and deliverables.The key participants during Boot camp are: - <strong>NCH </strong> <strong>Qentelli </strong> · NCH Manager · NCH Transition Manager · NCH Competency Leads · Key SMEs from NCH who will be involved in § Knowledge Transfer activities, § Shadow Support and § Primary Support · NCH Process Track Lead · NCH Infrastructure Lead · Qentelli Transition Manager · Qentelli Onsite/Offshore Delivery Manager · Qentelli Transition Head · Qentelli Service Delivery Manager · Qentelli Support Team Leads The Entry-Task-Deliverables-Exit Criteria Mapping for this phase is shown below Entry Criteria Key Activities Deliverables Exit Criteria Planning Phase · Agreement signing and conditions precedent satisfied or waived · Finalize transition plan and Team mobilization for all the tracks · Ensure all access and infrastructure is in place · Finalization of transition communication plan · Prepare application specific document repository assessment like functional and technical specs, test data · Review entry and exit criteria for every phase and ensure NCH approves of the same · Finalize reporting and escalation mechanism that will be followed during transition phase · Review plan for the knowledge acquisition phase · Review Planning checklist · Detailed transition plan · Transition Governance Plan · Risk management plan · Calendar for KAP workshops sessions · Completion of detailed transition plan for all the tracks identified · Transition plan approval by NCH · Planning Check List signoff Typical Transition plan that would be followed for EBS transition. This will be tweaked during the Transition kick-off period Knowledge Acquisition PhaseQentelli follows a seamless approach to transition applications knowledge from NCH. The approach is designed to achieve the following objectives:<ul> <li>Understand the Business Scenarios implemented, all the setups, overview of CEMLI and other configurations</li> <li>Review of the last 1 year all the Incidents, Problem permanent fixes, minor and major enhancements</li> <li>Also review Oracle SR that were created for each module/region</li> <li>Review major customization or integration details</li> <li>Understand patch strategy, backup/Restore DR history</li> <li>Document the knowledge acquired from knowledge transfer sessions</li> <li>Confirm Knowledge acquired via playback sessions</li> <li>Build confidence to handle post transition</li></ul> Key methods that are used but not limited to during this phase include:<ul> <li>Document Study – Mandatory prerequisite prior to every session for the recipient</li> <li>Classroom Sessions – Business scenarios overview presentations</li> <li>Detailed knowledge transfer sessions</li> <li>Hands on practice sessions by Qentelli with minimal NCH SME involvement</li> <li>Clarification sessions – Need Based with Sufficient Notice</li> <li>Creating and Updating of the SMTD & EPD documentation. <ul> <li>System Maintenance Technical Document (SMTD) that will give an individual a broader insight into the system i.e., the application architecture, functionality, configuration and customizations and integration touch points.</li> <li>Execution Process Document (EPD) describes the steady state processes that will be followed by Qentelli</li> </ul> </li> <li>Playback Sessions to SME’s</li> <li>Delta Improvement based on feedback</li> <li>Playback to tower leads</li></ul> Knowledge Transfer Process FlowQentelli uses a 3 Level approach for transfer of knowledge from Incumbent support teams:<ul> <li>Level 1 - Process overview presentation and customer experience simulation</li> <li>Level 2 – Process variants – Detailed Simulation, Dependencies on Master Data, Enhancements, Interfaces, Criticality, Impact analysis, Country Variants, Process / Object Documentation sign off, SR History, Test scenarios and scripts</li> <li>Level 3 – Configuration relevance and rationale, associated Change Requests, Critical P1 and P2 tickets</li></ul> Entry Criteria Key Activities Deliverables Exit Criteria KAP Phase · Transition Plan approval by NCH · Knowledge acquisition workshops, Hands-on sessions in development / test / training systems. · Review of Business Process and Application set-up documents provided by NCH. · Interact with 3rd party vendors to understand the dependencies and respective knowledge transfer. · Identification of business events to be simulated during parallel performs phases. · Review SLA’s, Perform Tools Integration. · Conduct playback sessions. · Preparation of draft Application SMTD documents. · Finalize Secondary support plan. · Transition review meetings and Review transition risk mitigation plan. · Review entry and exit criteria. · Playback sessions and presentations · Draft System Maintenance Technical Document (SMTD) and Execution Process Document (EPD) · Detailed plan for the Secondary support Phase · SLA KPI document · ITSM (IT Service management) Scoping document · KAP checklist signoff · Draft SMTD and EPD Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Knowledge Acquisition Phase. Objective Description Assessment Approach Metrics When Timeframe for acceptance Threshold Dimension Completeness Completeness of knowledge acquisition conducted KAP questionnaire % Completion of reverse playback presentation for all identified areas (e.g., as per KA topics) After reverse playback presentation 3 days after playback 100% Knowledge Completeness Confirmation from Qentelli the completeness of our documentation List Documentation Agreement by Qentelli that documents are complete and identify any gaps in documentation After reverse playback presentation 3 days after playback 100% Document Knowledge understanding Level of functional and technical knowledge / understanding demonstrated in each area KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Knowledge Knowledge Understanding Level of knowledge / understanding of NCH processes applicable to application support KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Process Quality Quality of documentation delivered KAP questionnaire SME review and acceptance of SMTD and EPD document After reverse playback presentation 3 days after playback min 5 out of 7 Document / Knowledge Secondary Support PhaseDuring the Secondary Support Phase, Qentelli will “shadow” the current NCH team. As current Support team provides the Support, Qentelli team shadows them by simulating non-critical issues. Qentelli acts as a second line support whereas the current Support teams is the first line contact. Entry Criteria Key Activities Deliverables Exit Criteria Secondary Support · KAP Phase Sign-off · All access has been provided · Perform Secondary support to existing support team · Update SMTD document · Update EPD document · Finalize Primary Support Plan · Transition Review Meetings · Finalize metrics to be reported in Steady State · Review transition risk mitigation plan · Review entry and exit criteria · Updated SMTD and EPD Document · Detailed plan Primary Phase · Pilot Engagement Reports · Baseline Service Management Plan (SMP) · Service Delivery Description (SDD) / Technical Scoping Draft · Secondary support Checklist sign-off from NCH · Signed off SMTD and EPD Documents · Tools Integration completed Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Secondary Support Phase Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge Understanding / Quality Level of understanding demonstrated in areas of application functionality, production environment and incident management process Assign simulated cases to Qentelli as per agreed number and priority distribution •Score of past resolved/simulated cases assigned when proposed resolution accepted by reviewer 1st 2 weeks of Secondary stage -Average score of 5 out of 7 in assigned simulated cases Knowledge / Process •% of simulated cases resolved within contracted OLA -85% of the simulated cases resolved within contracted OLA Knowledge Understanding Provide hands on experience to resolve low priority live incidents/ work orders/ Assign live cases to Qentelli as per agreed number and priority distribution •% of assigned tickets resolved independently Last 2 weeks of Secondary stage - Resolve 60% of the tickets assigned independently Knowledge / Process % Of assigned tickets resolved within contracted OLA '- Resolve the tickets assigned with in contracted OLA Knowledge understanding / Completeness Level of understanding demonstrated in areas of application functionality, production environment and incident management process Improving / Creating monitoring checklist along with steps / methods, availability metrics and update of SMTD, EPD Delivery of checklist, steps / Methods, availability metrics, SMTD, EPD 1st 2 weeks of Secondary stage 100% delivery of all agreed documents Document '- Monitoring Checklist Steps/ Methods of Monitoring '-SMTD '-EPD Quality Quality rating on the delivered documents Review and rate delivered documentation Scoring on delivered documentation Last week of secondary Minimum score of 6 out of 7 Document / Quality Primary Support PhaseQentelli acts as a first line support and owns up the support for all priority tickets. Entry Criteria Key Activities Deliverables Exit Criteria Primary support Secondary support Checklist sign-off from NCH Signed off SMTD and EPD Documents Open ticket resolution plan · Qentelli team to be the primary support team for all tickets · Simulate identified scenarios covering end-to-end support process · Adjust team composition as required, Finalize ongoing reporting formats · Have a plan in place to solve the list of open tickets / unresolved tickets by the incumbent · Revised Engagement Reports · Open ticket resolution plan · Primary Support checklist sign-off from NCH · Engagement Reports Sign-off · Transition CSAT Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Primary Support Phase: Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge understanding Delivery of Service Levels Qentelli to take ownership of all the tickets that are created from the start of Primary Support Phase - Deliver service as per contracted OLA Throughout Primary As per contracted OLA Knowledge / Process - SME effort not exceeding more than the contracted hours Knowledge Understanding / Quality Positive customer Experience NCH scoring for tickets resolved by Qentelli Problem Resolution Capability Scoring Throughput Primary Current Score of Incumbent Customer Experience Completeness Delivery of Service Reports Verification of Service reports delivered Service reports delivered for each relevant application track as per reporting schedule End of Primary 100% Document/Process Quality Delivery of Service Reports Review of service reports delivered Service reports reviewed for accuracy / Quality End of Primary 100% Document/Process Transition Acceptance CriteriaThe transition acceptance criteria developed by Qentelli considers the customer’s critical-to-quality (CTQ) aspects thus ensuring seamless transition with minimal disruption to ongoing service and reduced change impact on business / end users.Qentelli will collect the metrics shown in the below figure and will be used to measure the transition performance. The service levels that would be set against each of the following metrics will be used to identify the effectiveness of transition and form the basis for movement towards a steady state. The suggested periodicity of their measurement is weekly but will be further fine-tuned during the transition. Transition RACIThe list of key critical activities and interdependencies during Transition Phase is listed below using RACI Matrix. Legend Responsible (R) - Those who do work to achieve the task<a name="_Int_fb51zGKr">. </a> Accountable (A) - The resource ultimately accountable for the completion of the task. There must be exactly one A specified for each task. Consulted (C) - Those whose opinions are sought. Two-way communication. Informed (I) - Those who are kept up to date on progress. One-way communication Activity Phase Qentelli NCH SME Transition Management Office setup Planning R/A I C Detailed Transition Plan preparation for each track Planning R/A C/I C/I Entry Criteria for each of the phases of the tracks identified Planning R/A C Phase wise Deliverables Planning R/A C C Exit Criteria for each phase of the tracks identified Planning R/A I C Track wise transition progress monitoring and reporting process Planning R/A I C/I Ongoing Service Management Process and SLA to be reported (Transition Phase) Planning R/A I C Identify the SMEs and critical contacts for each of the tracks Planning R I A Tools Integration Plan Planning R/A I C Link Connectivity between NCH and Qentelli Planning R/A C NCH Contractor and Employee On boarding and roll off plan Planning R/A C Review and sign off of all deliverables Planning A C/I R Go – No go decision to Knowledge Acquisition Phase Planning R I A Transfer of Knowledge KA C/I R/A Acquisition of Knowledge KA R/A C Transfer of all relevant and updated documents KA I A R Access to Knowledge Repository KA I R/A C Application access KA C/I R/A C Playback of understanding KA R/A I I Playback / Knowledge Assessment KA R/A R/C SMTD Preparation and submission KA R/A I C/I Review of SMTD KA I A R Signoff of KAP KA I R/A C Primary responsibility of resolution of tickets Secondary support A R Secondary responsibility of resolution of tickets Secondary support R/A I C/I Update SMTD and EPD Document Secondary support R/A Update Secondary Support tracker Secondary support R/A I I Common Enterprise Process Implementation Secondary support R/A C I Tools Integration Testing Secondary support R/A I Resolve all the open tickets that were created before the start of Secondary Support Secondary support I A R Prepare Primary Support Plan Secondary support R/A C/I I Close all KAP Phase action items (Playback Action Items etc.) Secondary support R/A I Review and sign off of all deliverables Secondary support A R C/I Go – No go decision to Primary Support Secondary support I R/A C/I Primary responsibility of resolution of tickets Primary Support R/A I C/I Generate Pilot Steady State Reports Primary Support R/A I Update Primary Support tracker Primary Support R/A Ensure all the support resources are on-boarded Primary Support R/A Develop Backlog ticket resolution plan Primary Support R/A I Review and sign off of all deliverables Primary Support A R C/I Go – No go decision to Steady State Primary Support C/I R/A Transition GovernanceQentelli believes that establishing a robust transition governance is a critical aspect to manage transition. Therefore, Qentelli recommends establishing a “Three-in-a-box” model as a joint transition governance structure. This joint governance structure involves key personnel from NCH and Qentelli, and any incumbent service providers/Product vendors to manage transition activities. The structure will provide a platform to all stakeholders to review transition progress, and it will also enable deploying appropriate controls to mitigate any risks and to minimize business disruptions. As a part of transition governance, Qentelli will produce appropriate transition reports for reviews at different levels.Qentelli will set a Governance model for NCH that will oversee the following activities:Monitor Transition Effectiveness<ul> <li>Weekly and Monthly transition status update at Application Level, technology track level (i.e., reviewing Oracle Forms, Workflow, Integration, Discoverer reports)</li> <li>Highlight any deviations/delay with the plan and the reason for deviation/delay.</li> <li>Gated approach with measurable Milestones for each phase.</li></ul>Service Continuity during transition<ul> <li>Ensure Seamless transition with minimal disruption to NCH ongoing service.</li> <li>Acts as a forum for information exchange between transition team and service delivery team.</li> <li>Addresses concerns, if any, on priorities and service ownership, Monitor SME utilization rate.</li></ul>NCH Process and IT User Change Management<ul> <li>Address Gap’s between execution process, service desk tool, Service Levels and Reporting.</li> <li>Critical deviations in operational process / procedures, if any, between the 3 NCH zones.</li> <li>Address change management issues with respect to End User Management, OLA’s with other vendors.</li> <li>Alignment of Qentelli and NCH delivery team.</li></ul> Governance Committees and Key ObjectivesThe Governance and escalation Model at various levels are shown below:[/html]
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[nd_accordion title="Oracle EBS Administration" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0" undefined="|{p|}The program comprises multiple stakeholders - including Vice President of Engineering, Director of Delivery, Program managers, Architects, Project managers / Scrum masters, and one or more Scrum teams.|{/p|}|{p|}|{br /|}The Scrum team comprises:|{/p|}|{ul|} |{li|}3 BED developers (Sun Life)|{/li|} |{li|}3 FED developers|{/li|} |{li|}3 Automation QA engineers|{/li|} |{li|}1 Accessibility engineer|{/li|} |{li|}2 DevOps engineer|{/li|} |{li|}1 Product Owner (Can be shared among 2 Scrum teams)|{/li|}|{/ul|}|{p class='MsoNormal'|}|{span style='mso-bidi-font-family:Calibri;mso-bidi-theme-font:minor-latin'|}The Architecture team comprises:|{o:p|}|{/o:p|}|{/span|}|{/p|}|{ul|} |{li|}Database Architects|{/li|} |{li|}Application Architects|{/li|} |{li|}Infrastructure / DevOps Architect (Sun Life)|{/li|} |{li|}NFR (Performance & Security Architect - Sun Life)|{/li|}|{/ul|}|{p|}The total number of scrum teams would be determined based on the size of the program.|{/p|}"]Keep the lights on - AvailabilityAs part of the support engagement Qentelli will ensure Oracle EBS is up and running for users to use. At high level EBS Availability denotes below services/connections are working:<ul> <li>All the servers of Oracle Apps are running</li> <li>Database instances are up and running</li> <li>Internal concurrent manager</li> <li>Concurrent manager</li> <li>Apps listener</li> <li>Workflow services <ul> <li>Concurrent processing</li> <li>background engine</li> </ul> </li> <li>Agents' listener <ul> <li>Notification mailer</li> </ul> </li> <li>Forms services <ul> <li>Forms Server</li> <li>HTTP service</li> </ul> </li> <li>Services pertaining to self-service modules</li> <li>All integration jobs. Either in concurrent request or third-party tool</li></ul>To verify the above services are working, ensure an auto-triggering mechanism is put to alert upon any issues. Also, as a normal proactive verification, ensure below tasks are run as a smoke-test on Prod on a daily basis:<ul> <li>All the background services such as concurrent manager are not down</li> <li>Concurrent requests that are submitted are executed as per the schedule</li> <li>Users can connect to EBS / Database from all the desired sources</li> <li>make sure system and database are monitored with seeded and user created scripts for availability and stability</li></ul>Oracle EBS could be maintained through various tools and scripts that Oracle has provided, as well as custom scripts for added needs. However, Oracle Applications Management Pack can be installed and will help the Administrators with several monitoring options. Also, Oracle Applications Management Pack can be configured with NCH’s ticketing system so that tickets can be automatically created upon any incident/failure Monitoring (Pro-active maintenance)Qentelli will ensure the Administration team will monitor Oracle EBS instances from various perspectives to ensure any issues are prevented. This could include ensuring the right-thing-to-do concept as well leveraging tool/custom script to detect any issues. Typical tasks involved in this role would be: Apps DBA and System Administration tasksIn the general database world, DBAs perform tasks pertaining to install /upgrade/ maintenance/ extension of database for optimum usage of applications. In the EBS world, there are added tasks that are unique to supporting Oracle Apps, tasks in following areas:<ul> <li>User ID creation and RBAC definition</li> <li>Patch management</li> <li>Instance cloning</li> <li>System Administration</li> <li>Data security/li></li> <li>Concurrent manager and requests</li> <li>Audit log</li> <li>Facilitating Application manager functionality to support Forms Extensions and customizations</li> <li>Workflow management</li> <li>Diagnosis and repair</li> <li>And License manager</li> <li>Application level <ul> <li>Whether JVM is running (wherever applicable)</li> <li>Application module pool</li> <li>Locked AOLJ connections</li> <li>Cache components</li> </ul> </li> <li>User level <ul> <li>to monitor how a user has logged in, and how the user is accessing application, database, or self-service modules</li> <li>Top waiting sessions</li> <li>Top running SQL statements</li> <li>Top CPU consuming sessions</li> <li>Top memory intense sessions</li> </ul> </li></ul> MaintenanceAs Qentelli understands NCH’s EBS implementation is huge and complex, Qentelli will ensure right people and process is put into place to ensure system is performing in its optimum level.<ul> <li>Involve well experienced Oracle Apps DBA as well as System Administrator</li> <li>Many database features would be included for optimum performance and data retention</li> <li>Establish right process/policies are defined and followed for any customizations and extensions</li> <li>Work with IT / business team to plan deployment as code deployment could be complex in some scenarios</li> <li>Patch management which includes functional/security, as well as cutover</li> <li>Establish cloning standards to ensure both Production and Development teams</li> <li>Application tuning from various module perspectives</li> <li>Work with Business/IT to recommend Configuration tuning opportunities</li></ul>[/html]
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[html format="ckeditor" different_values="0"]OverviewGenerally, EBS are upgraded to address Functional expansion, Technical advancement, Security/compliance topics. Qentelli has witnessed customers perform due diligence and make informed decisions carefully, due to the complexity and effort of upgrading. There is tremendous risk also involved in upgrading due to change management issuesGeneral benefits of upgrades could be:<ul> <li>Improved overall architecture</li> <li>Better integration with systems</li> <li>Ease of maintaining Oracle EBS</li> <li>Enhanced technical capabilities</li> <li>Added functionality to existing modules</li> <li>News introduced modules</li> <li>Migrating customized features to seeded features, thereby increasing Oracle support capability</li></ul> Approach to EBS UpgradesAs Oracle has provided a clear plan of upgrade, Qentelli consultants will adapt Oracle’s recommended approach in efficient implementation approach as described in below diagram, with minor tweaks to cater need of each customerAt high level the following activities would take place:<ul> <li>During the discovery stage, Qentelli will understand each and every aspect of Oracle EBS, such as <ul> <li>Business scope implemented</li> <li># Of Instances</li> <li>Ledgers, Legal Entities, Inventory Org, etc.,</li> <li>Regions / languages / currencies</li> <li>Detailed configuration setups</li> <li>Integrations that are in place</li> <li>Customizations and Personalization details</li> <li>Reporting method</li> <li>Current application/middleware/DB version and issues around it</li> <li>Performance and security related issues</li> <li>Access control and other system administration related configurations</li> </ul> </li> <li>During the plan stage <ul> <li>Qentelli consultants will determine if we need to upgrade or reimplement</li> <li>Reimplementation involves fresh installation of Oracle apps, migrating setups using iSetup, FSM or third-party tools</li> <li>Work with Functional and Techno-functional team to determine impact from all aspects and prepare Gap/Fit analysis from upgrade perspective</li> <li>Consult business and IT dept to determine downtime and cutover planning</li> <li>Finally design an approach and detailed project plan detailing every step involved</li> </ul> </li> <li>During Upgrade/migrate phase, <ul> <li>Team will prepare Dev environment</li> <li>Migrate DB and application related data</li> <li>Migrate customizations and Integrations</li> <li>Develop scripts to migrate objects to the next instance</li> <li>Plan for Unit test</li> <li>Once Dev test is successful, prepare UAT/Performance instance</li> <li>Deploy migration scripts to move all objects from Dev to UAT/Performance instance</li> <li>Enable integration jobs to export/import data to simulate Prod environment</li> <li>Upon UAT sign-off, please for production cutover</li> </ul> </li> <li>Production Cutover <ul> <li>EBS Prod cutover will definitely require bringing down services for brief period, as user will be pointing to new Apps/DB server. This must be communicated to all stakeholders and users to plan their activities</li> <li>Similarly, all the jobs, whether its withing Oracle Apps concurrent manager/requests or integrations, they need to be put a hold and reprocess once upgrade is completed</li> <li>Smoke-test to be done upon completing the migration to allow users to resume work</li> </ul> </li> <li>Optimization <ul> <li>As its new instance, Oracle Apps DBA will closely monitor activities to ensure services are up and running as expected, if not better</li> <li>Once basic stability is confirmed, optimization activities could be started for better performance</li> <li>Close the upgrade project and resume support tasks</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0"]Purpose & ScopePurposeThe objective of Incident Management process is to restore normal service operation as quickly as possible, thus ensuring that the best possible levels of service quality and availability are maintained for Customer business.This section is limited to incidents and excluding service requests ScopeScope of incidents are:<ul> <li>One of the services of Oracle EBS is down</li> <li>One of the concurrent managers or notification mailer is down</li> <li>Data is not getting exported/important via integration services</li> <li>Users are not able to perform their tasks, due to transaction stuck, or some other reason</li> <li>Not able to perform batch process between Oracle modules, Inventory or JE or close the books</li> <li>Minor configuration changes which will not affect other modules</li></ul> Process FlowThree levels of supportLevel 1 (L1) Support:Level 1 is the first support line, Qentelli support team will be pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems.They usually engage with end-users of the application via tickets system. In some cases where users reach out to the support team directly, L1 team will involve engaging with end-users, knowing their challenge, and generating tickets against it.Key activities<ul> <li>Resolve “Quick Fix” tickets expeditiously</li> <li>Minimize handoffs</li> <li>Eliminate tickets from “falling through the cracks”</li> <li>Minimize need to circle back to collect more information</li> <li>Facilitate Incident Management tool status to the user community</li> <li>Provide perspective for resource needs and business priorities</li></ul>When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives. Level 2 (L2) Support:Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3.Key Activities<ul> <li>Review tickets as they are submitted by end-user/customer from a respective location</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team) is accurate</li> <li>Resolve the ticket within the defined SLAs</li> <li>Route ticket to appropriate group for assignment and prioritization</li> <li>Keep “customers/end-user” apprised of ticket receipt and status</li> <li>Business advocate for tickets in need of prioritization or resources</li> <li>Serve as “Level 3” support for resolving assigned tickets</li></ul>The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of NCH’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required NCH information.In some cases, the Support team will be required to make configuration changes. This could be done by getting approval from Business SME/Lead of a specific region. In case of hot data fix, it could be approved by Oracle support team (if needed) or SME/Techno-functional team. In some cases, there could be minor code fixes. If the fix is urgently needed, it could be fixed in Dev, and promoted using code fix promotion policy, using Oracle DevOps. However, all the necessary documents should be updated with any permanent change to the system Level 3 (L3) Support:Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems.Key Activities<ul> <li>Resolve assigned Incident Management tool tickets (ServiceNow)</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct</li> <li>Support and transfer knowledge to other Level 1/Level 2 resources resolving Incident Management tool tickets</li> <li>Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise</li></ul>This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner. Classification of Incident Priority.The priority of an incident can be determined by combining the assessment of both Impact and Urgency of a service now Ticket. Impact + Urgency = Priority High High Critical High Medium High High Low Moderate Medium High High Medium Medium Moderate Medium Low Low Low High Moderate Low Medium Low Low Low Planning Priority 1 Incidents.An Incident which has a critical Business Impact and affects operations, complete loss of a Production system, loss of service or loss of a functionality which affects an entire site or a huge number of users and has a potential Revenue Loss. Ex-<ul> <li>The complete EBS Production system is down.</li> <li>User not able to log in to EBS in any form</li> <li>A tier 1 application is not responding.</li> <li>Production Data center has an outage</li> <li>Critical changes to the configuration / patch to be applied / changes in the host environment.</li> <li>This will be done in extreme cases where major part of EBS is not operational, or data fix is needed for critical data flow</li> <li>This must be initiated by Apps dba or Support lead, and approved by Business users or Oracle Support</li> <li>This will also be approved as ‘Emergency Change Request’ by CAB (Change Approval Board)</li></ul> Priority 2 Incidents.An incident which indicates serious production issues and has a high Business impact where solution available can be used but is limited.<ul> <li>Some important functions of EBS could not be done <ul> <li>Not able to ship an item, or make payments,</li> <li>Not able to receive or send data via integration services</li> </ul> </li> <li>Multiple users receiving the same error message.</li> <li>Loss of specific functionality for multiple users in application.</li> <li>Multiple users are seeing incorrect O/P and a manual workaround is needed.</li></ul> Priority 3 Incidents.An incident which has a moderate business impact where a solution is available, but a manual workaround is needed, which is not critical for business.<ul> <li>An issue which has no-outage or a functional issue where workaround is available, and it affects a small number of users. The user was not able to generate the reports but has workaround available through which user can successfully generate reports.</li></ul> Priority 4 Incidents.An Incident which has a minimal business impact on operations, the solution is available and implemented with no impact and operations is running as normal.<ul> <li>Access requests which are non-critical to business.</li> <li>One-time errors messages.</li></ul> Continuous improvementQentelli team will always work towards improving service quality so that effort and cost spent on that will be reduced on a year-on-year basis. Below approach would be adapted to implement this philosophy:<ul> <li>In a typical support engagement, most of the effort would go to take knowledge transition and begin to work on the systems</li> <li>During the first year of support engagement, primary focus of the team would be to ensure business is not interrupted and functional/technical deep understanding is acquired</li> <li>Towards the end of the first year, functional and technical SMEs will be assigned tasks to identify room for automation/ticket reduction so that benefited effort could be spent on projects</li> <li>SMEs will review tickets/Oracle SRs to find alternate methods of configuration or automation to improve some processes</li> <li>SMEs will also work on identifying ‘opportunity for improvement and ROI’ and propose it to be implemented as minor enhancement or major projects.</li> <li>One more important task that SMEs will perform is to look for rationalization opportunities for retiring or re-engineering</li> <li>Upon completing all the above steps, Qentelli leadership team will make a formal report showcasing all the points mentioned and present it to NCH for further actions and approvals</li> <li>This process will be repeated on yearly basis to make sure benefit is derived constantly, though every year challenges will be different</li></ul> Change Management Process<ul> <li>The change management process flow <ul> <li>Request for Change > Change Evaluation & Planning > Change Approvals > Change Implementation</li> </ul> </li> <li>Request for Change <ul> <li>An Incident that causes a change</li> <li>An Existing problem that results in a change</li> <li>User requesting a new change</li> <li>Change because of ongoing maintenance.</li> </ul> </li> <li>Change Evaluation & Planning <ul> <li>During this phase, Incident/Change prioritization and planning activities to minimize risk and impact on the business/customer satisfaction</li> <li>Prioritization - Determine the type of change and prioritize the requests accordingly.</li> <li>Scheduling - Check the Release schedule to get an estimated time frame and fix the planned start date and end date</li> <li>Roll out plan - Plan out the implementation activities</li> <li>Back out plan - Back out plan in case of unexpected setbacks</li> </ul> </li> <li>Change approvals <ul> <li>Change Approvals process differs based on change type.</li> <li>Any significant change like a new change request - solution replacement or enhancements or new feature requests approval from Product Management or Change Approval Board.</li> <li>Standard change(s) like patch deployment, defect fix, and Hot Fix does not require any additional approval(s) as they are pre-approved.</li> </ul> </li> <li>Change Implementation <ul> <li>L3 Team & Release management teams take care of the actual implementation of planned changes, and below is the implementation checklist.</li> <li>Define the change process and share it with internal teams</li> <li>Define change workflows to automate change processes</li> <li>Include members from the Release team in Change advisory board approval</li> <li>Use change templates to pre-fill standard changes, thus saving time</li> <li>Define success factors and KPIs for Change Management. i.e., change executed successfully vs. failed changes</li> <li>Upon successful implementation of the changes, track the related incident to closure, alerting end-users who are impacted by the changes.</li> <li>Continuous review & feedback is important to improve change management process outcome.</li> </ul> </li></ul> Observability, Monitoring, and Continuous Improvements<ul> <li>Qentelli recommends the implementation of 3-R’s Resilience, Recovery, and Reliability to provide 99.9% of NCH’s applications/systems available for the end-users. The team will publish weekly/Monthly and Quarterly Health index reports across the stakeholders <ul> <li>Resiliency: Avoid or mitigate impactful incidents from an adverse effect by quickly responding with an appropriate fix/resolution within the specified time limits per the defined service level agreements (SLA), helps the high availability of the applications/systems and increases uptime</li> <li>Recovery: <ul> <li>L2 & L3 teams will work to enable an action plan for the ability to restore applications/systems when a failure occurs. Below are few</li> <li>Historic Queue/Incident analysis to understand the most failure-prone areas across, prioritize & the fixes/resolutions</li> <li>Introduce automation where possible for easy recovery on the application/systems and easy recovery upon most common exceptions during the runtimes</li> <li>Publish the guidelines and action plans for the failover strategy</li> <li>Periodic drills on recovery procedures for applications/systems when under stress.</li> <li>Setup continuous monitoring and alert notifications for most business-critical applications/systems</li> </ul> </li> </ul> </li> <li>Setup SLAs and monitor <ul> <li>Recovery Time Objective (RTO), the time duration for an application to return to normal service levels after a failure.</li> <li>Recovery Point Objective (RPO), the tolerance to data loss in terms of time duration.</li> </ul> </li> <li>Reliability: <ul> <li>Make the most business-critical applications/systems more stable stability aligned to customer expectations with Zero impact on business continuity</li> <li>Cost optimization – Enable the ability to track usage costs over time for AppInfra resource management.</li> <li>Security – Ability to secure infrastructure and provide guardrails for continuous review and detection of anomalies.</li> <li>Set up the Service Level Objectives (SLOs) for end-user critical transactions.</li> <li>Security compliances for applications/systems that are publicly exposed</li> <li>Application/Systems Performance Monitoring to understand the behavioural patterns under stress</li> </ul> </li></ul> Demand management processPurposeThe objective of Demand Management process is to channelize all the requests that the IT team would receive from business during support engagement, both discretionary and non-discretionary. At a high level there will be some guiding principles upon which Demand management is designed.At high level:<ul> <li>Business users are not expected to know if a request is small or major. Therefore, criteria will be defined to guide business teams while making the request</li> <li>It is also recommended that NCH come up with a checkbook concept where $ or effort for a year/quarter is allocated to each business team. Any effort that is used for work requests will be deducted from this checkbook balance</li> <li>Qentelli and NCH will plan demand by working with business users. Based on the checkbook allocation, demand will be shortlisted and taken into consideration</li></ul> Approach<ul> <li>Typically, each year, Business teams will be allocated amount that could be spent on Discretionary projects. This could also mean non-Discretionary spending</li> <li>There will be an annual planning meeting where Business, IT and CIO’s office will collaboratively determine how to plan for a year.</li> <li>This includes resource availability by skill wise, sequencing the enhancements to get better ROI and smooth deployment</li> <li>Upon completing the planning, CIO/IT team would start maintaining the availability effort/$, and will start utilizing for the approved requests</li> <li>When business users make the request, IT will perform due diligence to ensure</li> <li>estimation is done properly</li> <li>Development is scheduled properly to ensure availability of business and developers without any contention</li> <li>Estimation is approved by business</li> <li>Any conflict to other in-flight projects</li> <li>Once a business approves the request, the IT team will add to the delivery pool</li> <li>The IT team will also mobilize the team, identify stakeholders, and prepare a project plan</li> <li>Request will be executed like any other development project, with discovery, development, testing and release details</li> <li>Work with business to adjust planned and actual effort so that business can update their checkbook balance accordingly</li></ul>[/html]
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[html format="ckeditor" different_values="0"]Knowledge Management StrategyWe need to create a strategy for identifying the information that should be processed through knowledge management. Repeated incidents and routine tasks which are associated to the cost of service need to be translated into facts to be distributed across the team. Strategy should determine the types of information to target for processing through knowledge management. Information ManagementInformation can only become knowledge if it is effectively managed and distributed across your team. Access to information is essential to the knowledge management process. Information management is part of the process that involves gathering data, managing information, and determining how this information will be translated to become knowledge. Knowledge TransferOnce the strategy is in place, we need to decide how the knowledge will be transferred among team members. This is a very important activity as this activity will give a plan to disseminate information to the team Benefits of Knowledge management<ul> <li>Lower support costs</li> <li>Enable self-service</li> <li>Respond and resolve issues faster</li> <li>Improve First Contact Resolution</li> <li>Provide consistent solutions to issues</li> <li>Answering recurring questions</li> <li>Address the lack of time for training other team members</li> <li>Support analyst will not be stressed out for resolving complex/repetitive issues</li></ul> Types of content to record in Knowledge Article (KA)The section below lists each column and recommended data that could be captured to maintain Knowledge Article based on Incident/Maintenance/Patching. Attached excel could be customized for each team. Sample template will be uploaded in SharePoint and location will be given in the subsequent section Column Description KA created By KA creation date KA Category New incident, Repeat incident, Upgrade, Patch, Pro-active Maintenance KA Status Draft, In Review, Approved, Published, Obsolete KA Expiry Date some entries might have expiry entry KA Reference NO Incident No, Patch No, Problem ticket No, WO No, etc., KA Reference Date Environment Summary of an issue Attribute 1 to 5 This attribute can be customized to each track to decide on which value KA to be searchable, apart from summary and description. For example, Environment, OS, Data center, Application... Description Recent changes to Env Change to the environment in the last 30 days (new code, bug fix, config changes, etc.,) Resolution Resolution given by Resolution given date Type of resolution data fix, configuration changes, patches, upgrade, etc. Resolution impact Permanent or Temporary workaround Is Problem ticket created? Problem ticket no Were there any lessons Learnt Yes/No Detailed description of Lessons learnt (If lesson learnt description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in the Excel) Can best practice be developed out of this issue? Yes Detailed description of best practices (If best practice description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in Excel) Did this Solution Help Yes / No Reference No If this solution did help, mention No of incident/s or situations this helped<a name="_Int_8TGzpwFa">. </a>This is used to check Knowledge article’s usefulness in terms of # of tickets/activities Training given to team Date training was given Reverse KT conducted <ul> <li>Steps while upgrading and patching. This should also involve pre-requisite steps, testing patching, etc.,</li> <li>Proactive assessment done on a defined frequency</li> <li>Update the KM document for any changes to the KM data change… for example, when temporary workaround is fixed permanently by finding RCA, this must be updated</li></ul> Reusability during Incident resolutionThe main purpose of maintaining Knowledgebase is to use at the time of resolving incidents. Team members will be instructed to verify Knowledgebase before resolving any incidents. If the symptom of incident has some similarity in the past incidents of knowledge article that is available, that should be followed properly. If it is a new incident, resolve the incident and share it with the lead or SDM to see whether this can be added to the Knowledgebase for future use.An important activity that should be done while using Knowledgebase is to ensure whether the resolution given in the knowledge article is the same or different. If it is different update the Knowledge article. Also, Incident reference to be tagged to a knowledge article to measure the effectiveness of Knowledge article and improve if needed Reporting KM effectivenessIn this section the Management information provided by the Knowledge base lead is specified.Management reporting takes place on a weekly basis. monthly and quarterly basis about the following subjects: Weekly Reports Monthly Reports New KB entries Expired documents Pending Expiry No of New entries added it its details No. “hits<a name="_Int_cB0A84Le">.”</a> How many Knowledge articles tagged to same or similar issue No of incidents this knowledge article helped to resolve [/html]
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[html format="ckeditor" different_values="0"]Communication to the teamThis is one of the most important activities that should be done periodically (most probably weekly) to ensure the entire team knows about important events that took place and what should be the outcome of the activities. A weekly Knowledge Base solutions list report should be produced and made available to all with following:<ul> <li>Title of the issue/solution</li> <li>Environment</li> <li>High level Summary</li> <li>Hyperlink to IT Portal ticket</li></ul> TrainingAnother important aspect of Knowledge management is to have weekly training so that the entire team gets familiarized with added/updated Knowledgebase item, and be comfortable to refer this at the event of similar situationThere will be two drivers to perform the training<ul> <li>The first one is to go through a knowledge database, best practices and lessons learnt and explain</li> <li>The second one is to have a resource-wise capability matrix and ensure all the resources are at the same level.</li> <li>After performing training, it will be the duty of SDM to update capability matrix and Knowledgebase spreadsheet to mark training completed. In case reverse knowledge transfer is performed, that should be recorded too.</li></ul> Feedback mechanisms on the contentIt is a good practice to get feedback from the team while performing the training to ensure knowledge article creator’s flow of steps and interpretations are same as team members, to ensure there are no different thought process while applying knowledge articles in the event of a need. Once feedback is obtained, knowledge articles can be updated with the latest information[/html]
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[html format="ckeditor" different_values="0" style=""]NCH Corporation seeks a 3rd party service provider to outsource their Enterprise Application Services (EAS) platforms focused on Sales and Marketing Technology. Qentelli is best positioned to help NCH (for details refer to be)SCOPE OF ENGAGEMENTCurrent Scenario (AS IS)NCH performs sales using various tools like Salesforce, SCORE, Note pads, Tablets, NCH Live (old order entry system), GOE (Global Order Entry is in rollout phase replacing NCH Live), SMARTSITE, Smart FSR (NAC Konformance) and SMART GUIDE (Water Treatment Proposal System).Salesforce and GOE used by 2000+ global sales personnel and integrated with Oracle.Current Processes- Business issues/ impacts,Corporate issue with Sales representatives – They are older and do not like technologySome of it is cultural and some of it due to lack of infra-accessibility (sales sometimes happen in the basements where there is no data access). Now the focus is on,<ul> <li>Drive Cost Efficiencies</li> <li>Intuitive Enough to support people from all experience levels</li> <li>Immediate wins – near term and long-term wins</li> <li>Innovation and similar experiences</li></ul> Go Forward (To BE)<ul> <li>Rebadge all NCH resources to 3rd party provider, conduct knowledge transfer, migrate workload to lower cost resource pool / location</li> <li>Prefer NEAR TIME ZONE SUPPORT & RESOURCES (Mexico, Central / South America, Belize, etc.)</li> <li>Legacy Applications and/or Websites (50-100 aps) to be supported by EAS team</li> <li>Agile-Light Development Methodology with DevOps</li> <li>Most of all apps are custom/Proprietary for S&M with more than 2000 global users: ~25-50 Apps</li> <li>Type of Resources could include: <ul> <li>.NET, Angular, Salesforce</li> <li>Architects</li> <li>Designers</li> <li>Developers</li> <li>Testing and Quality Assurance</li> <li>Business Analyst Functional Team</li> </ul> </li> <li>Effort Categories <ul> <li>Support - Day-to-day production support of applications and small enhancements under 80 hours <ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li> </ul> </li> <li>Miscellaneous Legacy Sales Tool and other NCH legacy custom application <ul> <li>Identify and assess aggressive decommissioning targets</li> </ul> </li> <li>Oversight of the environment and integration to other applications <ul> <li>This includes managing / monitoring the servers, BOOMI, integration to Oracle, etc.</li> </ul> </li> <li>Small Enhancements - 12 – 80 hours of IT effort</li> <li>Projects – projects are defined as over 80 hours of IT effort</li> </ul> </li> <li>Cost and Staffing Data: 25 Resources in total <ul> <li>Tech Management</li> <li>Super Tech – Archi, Int, Design and Dev: 2 (1- US, 1-EU)</li> <li>Tech - Predominantly .NET, ASP, Angular, Java, Agile: 12: (10-US, 2EU) <ul> <li>Note: above 3 EUs (2-Tech + 1 – Super Tech)</li> </ul> </li> <li>BA/PM: 5</li> <li>NCH Contracts Expert: 1</li> <li>SQL DBA (800 DBs): 1</li> <li>DISCRETIONARY FUNDING</li> </ul> </li></ul> RequirementNCH custom build applications are essential for business success, 3rd party service provider must have ability to perform Roll outs, Support, and Integration of Sales Tools.Ability to provide services for below stages of project scope<ul> <li>Design</li> <li>Development</li> <li>Architecture</li> <li>Coding</li> <li>Integration</li> <li>Testing</li> <li>User Roll-Out assistance</li> <li>User Adoption assistance</li> <li>Break / Fix services</li> <li>Documentation (throughout the process)</li> <li>Tier 2, 3 support</li></ul>Sales driven integration with multiple tools/applications with cost effective approach. Roll-Out Project<ul> <li>End-to-End support</li> <li>Critical support for Testing</li> <li>Adoption processes</li></ul> Support RequirementDay-to-Day production support of applications and small enhancements under 80 hours<ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li></ul> Integration<ul> <li>Oversight of the environment and integration to other applications, included managing/ monitoring the servers and BOOMI (integration platform as a service)</li> <li>All the sales tools need to integrate with Oracle.</li></ul>Support three different order entry systems for sales representatives:-<ul> <li>New one that is rolling out – GOE (Global Order Entry) – Rolling it out through EU and replacing the current one.</li> <li>Old one for EU (called NCH Live) – Will continue next FY as well</li> <li>Old one for APAC and NA – called SCORE – Obsolete, but still heavily used.</li> <li>China – Focus for year 2024 (around 900 sales representatives’ presence in China alone)</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli, as our name implies, we are in the business of transformation. Through the measured application of our expertise, industry Leading Practices and the Salesforce (CRM) 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.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.Qentelli has implemented and/or supported Sales & Marketing, CRM applications across various industry client segments, with a 100% success rate. Our success stems from our commitment to working as true partners with our clients throughout the lifecycle of their project, ensuring a successful implementation and managed services every time.We offer a skilled team of techno functional professionals widely recognized as the best in North America. Their expertise, coupled with our singular focus on the unique requirements of client business needs makes Qentelli the logical choice for our clients.[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli offers a broad range of consulting services. The list below outlines our product/service line-up. Solution LandscapeOur expertise covers the entire solution landscape of Salesforce suite of products,Our client engagement roadmap with our client is a comprehensive 360-degree way,Consulting Implementation Integration Migration Support Delivery MethodologyQentelli will use the Salesforce certified methodology (Salesforce Professional Services Methodology) to deliver the end-to-end services to our customers. This methodology allows the SFDC to adapt the delivery approach to meet the unique needs of each customer.The services include the following stages,<ul> <li>Define</li> <li>Design</li> <li>Deliver</li> <li>Deploy</li></ul>The Salesforce Professional Services Methodology has both waterfall and agile principles embedded within it, and either methodology (or a mix of the frameworks) can be emphasized depending on Customer’s needs, the nature of the engagement, and SFDC’s recommendations on best practices. Determining the most appropriate approach, including specifically how scope will be managed, is critical to successful delivery of the Professional Services.<ul> <li>For Waterfall-leaning approaches, scope will be documents in detail and signed-off before the Deliver Stage.</li> <li>For agile-leaning approaches, scope will be documented in less detail and signed-off before the start of the Deliver stage, with the understanding that scope details will be iteratively refined during the Deliver stage.</li></ul>As a part of the methodology,<ul> <li>Document the desired configured application functionality as a list of functional needs by user type (“User Stories”)</li> <li>Development will be done in a series of regular increments (“Sprints”), which include delivery of the solutions components and testing of them as they are built.</li> <li>Review the development at the completion of each Sprint to measure functional progress and to validate and provide feedback on the functionality to be delivered in the configured application.</li> <li>On-going User Story prioritization will dictate the final content of the configured application/integration.</li></ul>Qentelli focuses on Total Solution Management using the Salesforce certified methodology. The methodology is a Business Process Management method is based on a comprehensive set of business process integration and engineering principles. These principles, which have been derived and developed over many years of real-world project experience, represent a fusion of best practices and have been proven to create and deliver true value to clients.Qentelli utilizes the methodology as a standardized guide to establish project phases, define tasks, and maintain high-quality deliverables. By combining the Qentelli Leading Practices Project Management Methodology and the Salesforce certified methodology, an effective implementation & support methodology is available to realize the following:<ul> <li>Streamlines implementations & support models</li> <li>Dramatically reduces project risk</li> <li>Significantly reduces implementation & maintenance costs</li></ul>The Salesforce certified methodology provides the foundation for the following:<ul> <li>Ensures that the engagement is run in accordance with strict quality control standards</li> <li>Provides a disciplined approach to project management and implementation and steady state maintenance</li> <li>Greatly facilitates Organizational Change Management</li> <li>Supports focused Total Solution Management</li></ul>The methodology governs and supports our project teams with templates, tools, questionnaires, checklists, guidebooks, and accelerators.[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p|}Qentelli proposes a 4-phase process in this engagement.|{/p|}|{ul|} |{li|}Assessment|{/li|} |{li|}Transition|{/li|} |{li|}Steady State|{/li|} |{li|}Optimization / Transformation|{/li|}|{/ul|}|{p|} |{/p|}|{h3|}Assessment Phase|{/h3|}|{p|}Study and Assess the AS-IS system, processes, and operational model.|{/p|}|{p|} |{/p|}|{h4|}Discover|{/h4|}|{p|}The purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.|{/p|}|{p|}This stage will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:24.15pt'|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:55.28%; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='55%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Deliverable (Documentation)|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:19.68%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='19%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Responsibility|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:11.28%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='11%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Review|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:13.76%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='13%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Approval|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:12.55pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Current IT Architecture|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Procedures and Standards|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Data Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Security standards & User Adoption|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Support Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h4|}Prepare|{/h4|}|{p|}The purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally.|{/p|}|{p|} |{/p|}|{h4|}Key Prepare Activities:|{/h4|}|{ul|} |{li|}Define engagement goals, a high-level scope, and a Transition plan|{/li|} |{li|}Identify and quantify business value objectives|{/li|} |{li|}Secure executive sponsorship|{/li|} |{li|}Establish project standards, organization, and governance|{/li|} |{li|}Define and secure approval for the engagement strategy|{/li|} |{li|}Define roles and responsibilities for the project team|{/li|} |{li|}Validate the project/engagement objectives|{/li|} |{li|}Develop a project team training strategy, and start project team training|{/li|} |{li|}Establish project management, tracking, and reporting mechanisms for value delivery/engagement|{/li|} |{li|}Document all initiation activities in the project charter|{/li|} |{li|}Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes|{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Itemized task plan|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:18.48%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:17.9%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:12.94%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Finalized Super user training and documentation strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Defined business process requirement|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Blueprint document|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Review of Business Blueprint by QA|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:48.0pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Identification of FIT gap based on business needs|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Development/Support list (Gaps, interfaces, integrations, Processes and Data Models)|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Define user roles authorization requirement and design|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Testing Strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}End user training strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Business blueprint sign off|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td colspan='2' style='border-bottom:solid windowtext 1.0pt; width:30.84%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='30%'|} |{p align='center' class='01-TableTextMS' style='text-align:center'|}Milestone|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Transition Phase|{/h3|}|{h4|}Knowledge Transfer|{/h4|}|{p|}P|{b|}roject specifications: |{/b|} Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.|{/p|}|{p|}The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do.|{/p|}|{p|}|{/p|}|{h3|}*High level plan of KT sessions|{/h3|}|{p|}Qentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,|{/p|} |{ul|}|{li|}Knowledge transfer activities|{/li|}|{li|}System prototyping and demonstration|{/li|}|{li|}Targeted formal training where appropriate|{/li|}|{li|}Active participation in system design, documentation, and testing|{/li|}|{li|}Development of business process procedures (BPPs)|{/li|}|{/ul|}|{p|}|{/p|}|{h4|}Accelerated System Adoption|{/h4|}|{p|}Using our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:|{/p|}|{ul|}|{li|}Data mapping, including significant focus on data validation, begins as early as possible|{/li|}|{li|}System prototyping and demonstration used during blueprinting to accelerate understanding by the project team|{/li|}|{li|}The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users:|{ul|}|{li|}Restructuring of processes|{/li|}|{li|}Changes to the people performing activities|{/li|}|{li|}Revisions to policies and procedures|{/li|}|{li|}Technology Support models|{/li|}|{li|}Education and training required to use and support the system|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on testing|{ul|}|{li|}Integration|{/li|}|{li|}Fiscal year-end closing|{/li|}|{li|}Usability (user acceptance)|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on documentation to increase system ownership and assist with on-going maintenance and support|{ul|}|{li|}System builds |{/li|}|{li|}Solution configuration and integration|{/li|}|{li|}End-to-end processes|{/li|}|{li|}Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements|{/li|}|{/ul|}|{/li|}|{/ul|}|{p|}|{/p|}|{h3|}Documentation / Process Capture|{/h3|}|{p|}|{b|}Code/ Functional documentation:|{/b|} Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.|{/p|} |{p|}|{b|}Note:|{/b|} NCH team should provide all the information, documents, and observations in English language.|{/p|}|{p|}|{/p|}|{h3|}Joint Engagement / Support Model|{/h3|}|{p|}Key functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not.|{/p|}|{p|}|{/p|}|{h3|}NCH Team LEAD|{/h3|}|{p|}The NCH team should perform a working session with the vendor team (shadowing) to understand the current flow. |{/p|}|{p|}|{b|}Qentelli Team LEAD|{/b|}Conversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.|{/p|}|{p|}NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.|{/p|}|{p|}Overview of real time scenario will be executed with guidance/ support of NCH team.|{/p|}|{p|}The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.|{/p|}|{ul|}|{li|}Analyze all crucial open issues:|{ul|}|{li|}Conduct system tests|{/li|}|{li|}Check that system management is in place|{/li|}|{li|}Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments|{/li|}|{/ul|}|{/li|}|{li|}Execute transition plans including organizational change management (OCM) plans|{/li|}|{li|}Complete all scheduled end user training|{/li|}|{li|}Identify and document all issues encountered in the transition|{/li|}|{li|}Monitor business process results and the production environment|{/li|}|{li|}Establish a “extra-care” center of excellence for support that provides: |{ul|}|{li|}Production support processes|{/li|}|{li|}Exceptional business monitoring processes|{/li|}|{li|}Extraordinary technical support|{/li|}|{li|}System enhancements|{/li|}|{/ul|} |{/li|}|{li|}Track and report on the current system and processes |{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}"]Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment</li> <li>Transition</li> <li>Steady State</li> <li>Optimization / Transformation</li></ul> Assessment PhaseStudy and Assess the AS-IS system, processes, and operational model. DiscoverThe purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.This stage will include the following deliverables: Deliverable (Documentation) Responsibility Review Approval Study Current IT Architecture Qentelli Client Client Study the Procedures and Standards Qentelli Client Client Study Data Models Qentelli Client Client Study Security standards & User Adoption Qentelli Client Client Study the Support Models Qentelli Client Client PrepareThe purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally. Key Prepare Activities:<ul> <li>Define engagement goals, a high-level scope, and a Transition plan</li> <li>Identify and quantify business value objectives</li> <li>Secure executive sponsorship</li> <li>Establish project standards, organization, and governance</li> <li>Define and secure approval for the engagement strategy</li> <li>Define roles and responsibilities for the project team</li> <li>Validate the project/engagement objectives</li> <li>Develop a project team training strategy, and start project team training</li> <li>Establish project management, tracking, and reporting mechanisms for value delivery/engagement</li> <li>Document all initiation activities in the project charter</li> <li>Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes</li></ul>This phase will include the following deliverables: Itemized task plan Qentelli Client Client Finalized Super user training and documentation strategy Qentelli/Client Qentelli/Client Client Defined business process requirement Qentelli/Client Qentelli/Client Client Blueprint document Qentelli Qentelli/Client Client Review of Business Blueprint by QA Qentelli Qentelli Client Identification of FIT gap based on business needs Qentelli/Client Qentelli/Client Client Development/Support list (Gaps, interfaces, integrations, Processes and Data Models) Qentelli Qentelli/Client Client Define user roles authorization requirement and design Qentelli/Client Qentelli/Client Client Testing Strategy Qentelli Client Client End user training strategy Qentelli/Client Qentelli/Client Client Business blueprint sign off Client Milestone Transition PhaseKnowledge TransferProject specifications: Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do. *High level plan of KT sessionsQentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,<ul> <li>Knowledge transfer activities</li> <li>System prototyping and demonstration</li> <li>Targeted formal training where appropriate</li> <li>Active participation in system design, documentation, and testing</li> <li>Development of business process procedures (BPPs)</li></ul> Accelerated System AdoptionUsing our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:<ul> <li>Data mapping, including significant focus on data validation, begins as early as possible</li> <li>System prototyping and demonstration used during blueprinting to accelerate understanding by the project team</li> <li>The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users: <ul> <li>Restructuring of processes</li> <li>Changes to the people performing activities</li> <li>Revisions to policies and procedures</li> <li>Technology Support models</li> <li>Education and training required to use and support the system</li> </ul> </li> <li>Increased focus on testing <ul> <li>Integration</li> <li>Fiscal year-end closing</li> <li>Usability (user acceptance)</li> </ul> </li> <li>Increased focus on documentation to increase system ownership and assist with on-going maintenance and support <ul> <li>System builds</li> <li>Solution configuration and integration</li> <li>End-to-end processes</li> <li>Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements</li> </ul> </li></ul> Documentation / Process CaptureCode/ Functional documentation: Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.Note: NCH team should provide all the information, documents, and observations in English language. Joint Engagement / Support ModelKey functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not. NCH Team LEADThe NCH team should perform a working session with the vendor team (shadowing) to understand the current flow.Qentelli Team LEADConversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.Overview of real time scenario will be executed with guidance/ support of NCH team.The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.<ul> <li>Analyze all crucial open issues: <ul> <li>Conduct system tests</li> <li>Check that system management is in place</li> <li>Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments</li> </ul> </li> <li>Execute transition plans including organizational change management (OCM) plans</li> <li>Complete all scheduled end user training</li> <li>Identify and document all issues encountered in the transition</li> <li>Monitor business process results and the production environment</li> <li>Establish a “extra-care” center of excellence for support that provides: <ul> <li>Production support processes</li> <li>Exceptional business monitoring processes</li> <li>Extraordinary technical support</li> <li>System enhancements</li> </ul> </li> <li>Track and report on the current system and processes</li></ul>This phase will include the following deliverables: Deliverable Responsibility Review Approval Confirmed transition model to Qentelli Qentelli Client Client Establish Business Process Monitoring Qentelli/Client Client Client Hand over / Take over processes/documentation/environment details etc. Qentelli/Client Client Client Transition Phase Sign off Client Milestone Readiness Assessment / ConfirmationPresentation to Business (NCH): The documentation for Readiness confirmation is a continuous process and dependent on every stage of Response template of RFP.Qentelli’s presentation to Business before overall engagement sign off. Steady State PhaseThis phase would focus more on the Resilience of sustainability of technical and functional transition to shift to more sustainable mode of understanding and consumption Business-As-Usual Support ServicesOur recommended Support Structure is integrative and includes roles and responsibilities that are filled in general by the Functional (Business) and IT teams. These teams are arranged in a three-level support tier supported by a Governance team dedicated to addressing escalated issues and concerns. The diagram below shows the typical lines for the support organization: Tier 1 Support<ul> <li>Business Teams can either be a group or individuals (such as Trained Super users / Lead Users) who can provide peer guidance on techno functional processes. These teams are the ones who can create interactions in the issues management system.</li> <li>The IT Team will be represented by the Qentelli’s Help Desk Team. They are trained and supplemented with additional knowledge to support calls from users of the Sales & Marketing systems. The Help Desk will primarily answer questions surrounding log-in, password resets and other issues surrounding access and will direct calls to other departments if necessary. The Help Desk (along with their website support portal and tools) will provide the primary Point of Contact (POC) for end users to raise questions, issues, or problems. This may be communicated information posted to the web, recorded messages, or bulletins provided via mail/email.</li></ul> Tier 2 Support<ul> <li>Mostly, these are Subject Matter Experts from the Qentelli teams who will connect with respective business users and help answer escalated queries from Tier 1 and define, prioritize, and test enhancements to the issue.</li></ul> Tier 3 Support<ul> <li>This is composed of the Support team and Qentelli Consultants. The Support Team consists of developers, security experts, and functional analysts who will maintain the infrastructure, solution, system performance and network. Tier 3 provides the lowest level of application problem resolution. This support level provides the means to research and correct escalated problems from Tier 1 and 2 supports.</li> <li>Tier 3 is where we set the flexibility of Qentelli’s Support and answer the question “How much involvement would you need in addressing this point of production support?” Tier 3 has the ability to make configuration and programming changes, enter support notes, or make enhancements to the system.</li></ul>The following describes these tasks in detail:<ul> <li><strong>Enhancements – </strong>minor enhancements to the production solution may need to be implemented. This will be driven from the client’s business operations organization, a decision from the Governance is required to identify and prioritize enhancements. Enhancements may have resulted from the prioritization of requirements based on business priority. These enhancements may require changes to configurations of architecture components. Large, complex enhancements may result in major releases and require additional resources.</li> <li><strong>Keep current support –</strong> new releases of product software and/or patches must be applied, tested, and put into production. This may be necessary either to obtain critical fixes or continue to obtain vendor support as they drop support for older versions of their products.</li> <li><strong>Problem Research /Investigation –</strong> problems escalated from the help desk may require detailed analysis and investigation to find the root cause. Depending on the priority or impact, a SLA would bind the support to resolve, (fix or work around), within a specific time period.</li> <li><strong>Application Problem Resolution –</strong> upon investigation, the problem may result in a change to a configuration or code. An implementation team member would make the appropriate fix following change management and quality management procedures to release the fix to production.</li> <li><strong>Ad Hoc Reporting –</strong> to further investigate or resolve a problem, a support application developer may need to perform Ad Hoc reporting. This may entail performing queries on production databases, tracing logs, monitoring applications, etc.</li> <li><strong>Data Fixes –</strong> if a problem results in incorrect data persisting in a database, data fixes may need to be implemented. This may entail a change in the field of a row in a table. In any case, a support application developer would make the appropriate fix following change management and quality management procedures to release the fix to production.</li> <li><strong>Subject Matter Expertise –</strong> support developers may need to provide their subject matter expertise on the applications and architecture components to help desk personnel. They may need to advise or clarify issues raised by the end-user.</li></ul> Escalation Matrix Escalation Level Qentelli Escalation Categories 1st escalation Project SPOC <ul> <li class="01-TableBullet1MS">Issues</li> <li class="01-TableBullet1MS">Process Deviations/Non-compliance, Improvements</li> <li class="01-TableBullet1MS">First level for Quality & Productivity Issues</li> </ul> 2nd escalation Project Manager <ul> <li class="01-TableBullet1MS">Prioritize Change Disputes</li> <li class="01-TableBullet1MS">Service Deficiencies</li> <li class="01-TableBullet1MS">Customer Satisfaction Issues</li> <li class="01-TableBullet1MS">Transition Issues</li> <li class="01-TableBullet1MS">Quality & Productivity Not Resolved at Level-1</li> </ul> 3rd escalation Delivery Head <ul> <li class="01-TableBullet1MS">Non-Action on agreed action items</li> <li class="01-TableBullet1MS">Unresolved Service Deficiency</li> <li class="01-TableBullet1MS">Customer Satisfaction Issues</li> <li class="01-TableBullet1MS">Unresolved Supplier Difficulties Affecting Performance</li> <li class="01-TableBullet1MS">Issues Unresolved at Level-2</li> </ul> Phase includes the standardizing the processes and eliminating any non-compliance mode of operation.<ul> <li>Identification of key Business processes - Ability to standardize, <ul> <li>Most important business processes that help improve business outcomes</li> <li>To strengthen the existing process and Controls</li> </ul> </li> <li>Streamlining the Process map – Process mapping helps IT team and end user understand the steps that lead to the result and identifies redundancies and process bottlenecks.</li> <li>Standardization framework – Harnessing the existing load of customization and adoption to the accepted standardized version for the better process enhancement, a quick sneak-peak explained in the picture below</li></ul> Documentation of the process - Revamping and maintaining the existing user documentations which consist of:<ul> <li> <ul> <li>The reviewing/analyzing the existing documentation</li> <li>Identification of errors & simplifying the content</li> <li>Material additions and sign off</li> </ul> </li> <li>Monitor and analyze – Analyze and Monitor the existing functionality meticulously through a two-way communication for continuous feedback</li></ul> OptimizationThis stage is important in the business process improvement cycle, based on which the potential future changes in the system can be well researched and planned. This phase will include running old and new systems in parallel, migrating data, training users, and adjusting in accordance with the business processes.The number of iterations in this phase varies from one iteration (for a simple system requiring primarily minor bug fixing) to many iterations (for a complex system involving adding features and performing activities.Qentelli recognizes that quality project management is a key factor to the success of this engagement during the optimization phase. We will utilize the<strong> Qentelli Project Management Methodology (Qentelli PMM)</strong> to support this project. In continuation the Steady State Model in support to Business-As-Usual; all new developments, implementations and transformation activities will be guided and governed by Qentelli PMM. ApproachThe <strong>Qentelli Project Management Methodology (Qentelli PMM)</strong> was designed to ensure quality project execution with an emphasis on reducing risk, ensuring that scheduled milestones are achieved within the available budget. Our approach is illustrated below:The Qentelli PMM consists of the six workstreams described below: Managing Project Staff and Stakeholders.Qentelli understands that the key to a project’s success is its people: Project Team members, Business Process Owners, and Stakeholders. We believe in forming an enduring partnership and strive to become intimately familiar with our clients and their goals, environment, and pain points. Each client is unique, and our process repeatedly produces outstanding results, which has allowed us to develop the following:<ul> <li><strong>Human Resource Management Plan.</strong> This plan outlines the processes required to staff, organize, and manage the project team. At the beginning of the engagement, Qentelli identifies qualified personnel and assigns roles. During the engagement, the team member evaluations and appraisals are conducted. Qentelli ensures that everyone on the team, especially those who are new to the project, understands the Support model objectives and available performance development opportunities.</li> <li><strong>Project Communications Management Plan.</strong> This represents our internal communications plan which outlines the processes required to ensure timely generation, distribution, storage, and retrieval of project information. This provides an effective mechanism for managing internal information communications.</li> <li><strong>Stakeholder Communication Management Plan. </strong>This is our external communications plan which outlines the type and frequency of communications between the Qentelli team members and the Steering Committee, Business Process Owners and the client SPOC Team. Qentelli believes in a straightforward and transparent approach to client communications and holds regular meetings to provide status reports to communicate the following: <ul> <li>Progress of work performed</li> <li>Delayed tasks</li> <li>Problems encountered and corrective action taken</li> <li>Work plan updates incorporating mutually agreed upon revisions</li> <li>Upcoming tasks and staff responsibilities</li> <li>Potential risks with planned mitigation</li> </ul> </li></ul> Managing Organizational Change and Knowledge TransferManaging change is an important element of any technology implementation. With the introduction of new technologies, processes and procedures, end-users can easily feel overwhelmed and become reluctant to adopt the new changes in the system and/or process. Qentelli recognizes this possibility and has developed a comprehensive <strong>Organizational Change Management (OCM)</strong> and Knowledge Transfer Program that significantly enhances the user experience and greatly facilitates system acceptance. A detailed discussion on our OCM and Knowledge Transfer Plan can be found but, at a high level, our OCM process consists of the following:<ul> <li>Clearly defined Change Management Goals</li> <li>Consistent Knowledge Transfer throughout the Project Lifecycle</li> <li>Robust Training Plan</li></ul> Quality ManagementQentelli takes quality management very seriously and has developed a rigorous Quality Management Plan that outlines the specific organization, processes and services needed to ensure the highest quality results for a project. Qentelli assigns its most knowledgeable and experienced personnel to the following roles:<ul> <li>Project Executive. The Project Executive is the project advocate whose role is to support the project manager, participate in Steering committee meetings and accept responsibility for resolving problems escalated by the client SPOC.</li> <li>Quality Assurance Manager. The Quality Assurance Manager regularly holds internal project quality reviews to assess project progress, obtains feedback from project team members, Client SPOC, and leadership, identifies issues, and determines risk mitigation, monitors change management progress, and manages deliverable quality. The Quality Assurance Manager works closely with the Qentelli Project manager and the Project Executive and will make any adjustments necessary to ensure that quality standards are met.</li></ul> Risk ManagementRisk mitigation is a major part of our Project Management methodology. To ensure that all risks are identified and mitigated, we have instituted a risk identification process that is logged and analyzed by the Project Management Office. Our Risk Management Plan defines how often risk reviews are conducted and how risks are identified, analyzed, and mitigated. Each risk identified by the Project Team has a corresponding mitigation plan and is carefully monitored. Higher risk items that may potentially impact the project are brought to the attention of the Steering Committee for evaluation and/or assistance with resolution. Risk management is documented using the following:<ul> <li><strong>Risk Register Log. </strong>This document tracks all risks affecting a project and the strategies chosen by the project team to mitigate them. This control procedure provides a comprehensive view of project risk, impact and mitigation strategies identified by the project team. Without this important document, a project will most likely incur cost overruns, project delays and client dissatisfaction due to ineffective responses to risks.</li></ul> Change Control and Issue ManagementBefore the start of a project, Qentelli ensures that the following processes are in place for change control and issue management:<ul> <li><strong>Integrated Change Control Procedures. </strong>These procedures were developed by Qentelli to provide a method of controlling and monitoring project changes. Change is defined as any activity that alters the scope, schedule, deliverables, value or cost of the project. Our change control procedure includes a description of the proposed change, options considered, impact assessment, change benefits and potential impact if the change is not implemented. If any changes are deemed necessary, Qentelli documents the change in the project Change Request Log described below: <ul> <li><strong>Change Request Log. </strong>This log provides a consistent, comprehensive approach to managing the lifecycle of a potential change and is a critical component of an integrated change control system. It outlines the nature of the change's impact on scope, schedule and dependent tasks; resources required to complete the change; estimated work effort; timeline to complete; and estimated change to project cost, if any. It the change has been determined to be acceptable by both Qentelli and the client team managers, the change request will be sent for approval following our escalation procedure.</li> </ul> </li> <li><strong>Issue Management Procedure.</strong> A critical component of any effective project management system, Qentelli has instituted a consistent, comprehensive approach to managing and resolving project issues. An issue is defined as a situation, action, problem or question arising during the project that the project team cannot resolve efficiently or effectively. Issues are logged, assigned to an individual responsible for resolving the issue and given a date for the issue to be resolved. The Issue Log, which is described in more detail below, is reviewed on a regular basis to ensure the timely closure of issues. <ul> <li><strong>Issue Log -</strong> The Issue Log System supports the issue management procedure by enabling the multiple levels of analysis and decision making necessary to resolve an issue. The issue report in the Issue Log system provides a formal record of all issues raised for the project. Effective issue management involves the appropriate level of management making decisions on issues and tracking progress towards resolution in accordance with the project issue management procedure. The issue log is formally finalized and closed with other project controlling documentation during project completion activities.</li> </ul> </li></ul> Scope and Configuration ManagementOne of the primary threats to a project is poor scope control. Qentelli is keenly aware of this reality and has implemented a comprehensive<strong> Scope and Configuration Management Plan</strong> to maintain tight control over potential scope creep. The elements of this plan are as follows:<ul> <li><strong>Business Blueprint Document.</strong> Developed during the Blueprint Phase, this critical document defines the project and is used as the definitive reference point for controlling project scope. Any scope or change requests will be measured by what has been identified in the Business Blueprint Document.</li> <li><strong>Change Request Log. </strong>As a part of our change control procedures, any changes affecting project scope must be submitted for review and approval by both Qentelli project executives and the Project Steering Committee.</li> <li><strong>Configuration Management Procedure.</strong> Although Best Practices state otherwise, there are occasions when standard application functionality does not adequately address a critical client requirement and some custom development or enhancement to the standard Salesforce system may be necessary. In order to address gaps in functionality, Salesforce enables enhancements to its software through Business Add-Ins.</li></ul>The purpose of this phase is to further optimize and automate the operability of the applications to support the business in line with the vision of NCH. Operability is the ability to maintain IT systems in a functioning and operating condition, guaranteeing systems availability and required performance.[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p|}Qentelli proposes a 4-phase process in this engagement.|{/p|}|{ul|} |{li|}Assessment|{/li|} |{li|}Transition|{/li|} |{li|}Steady State|{/li|} |{li|}Optimization / Transformation|{/li|}|{/ul|}|{p|} |{/p|}|{h3|}Assessment Phase|{/h3|}|{p|}Study and Assess the AS-IS system, processes, and operational model.|{/p|}|{p|} |{/p|}|{h4|}Discover|{/h4|}|{p|}The purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.|{/p|}|{p|}This stage will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:24.15pt'|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:55.28%; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='55%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Deliverable (Documentation)|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:19.68%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='19%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Responsibility|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:11.28%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='11%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Review|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:13.76%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='13%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Approval|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:12.55pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Current IT Architecture|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Procedures and Standards|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Data Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Security standards & User Adoption|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Support Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h4|}Prepare|{/h4|}|{p|}The purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally.|{/p|}|{p|} |{/p|}|{h4|}Key Prepare Activities:|{/h4|}|{ul|} |{li|}Define engagement goals, a high-level scope, and a Transition plan|{/li|} |{li|}Identify and quantify business value objectives|{/li|} |{li|}Secure executive sponsorship|{/li|} |{li|}Establish project standards, organization, and governance|{/li|} |{li|}Define and secure approval for the engagement strategy|{/li|} |{li|}Define roles and responsibilities for the project team|{/li|} |{li|}Validate the project/engagement objectives|{/li|} |{li|}Develop a project team training strategy, and start project team training|{/li|} |{li|}Establish project management, tracking, and reporting mechanisms for value delivery/engagement|{/li|} |{li|}Document all initiation activities in the project charter|{/li|} |{li|}Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes|{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Itemized task plan|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:18.48%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:17.9%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:12.94%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Finalized Super user training and documentation strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Defined business process requirement|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Blueprint document|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Review of Business Blueprint by QA|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:48.0pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Identification of FIT gap based on business needs|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Development/Support list (Gaps, interfaces, integrations, Processes and Data Models)|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Define user roles authorization requirement and design|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Testing Strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}End user training strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Business blueprint sign off|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td colspan='2' style='border-bottom:solid windowtext 1.0pt; width:30.84%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='30%'|} |{p align='center' class='01-TableTextMS' style='text-align:center'|}Milestone|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Transition Phase|{/h3|}|{h4|}Knowledge Transfer|{/h4|}|{p|}P|{b|}roject specifications: |{/b|} Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.|{/p|}|{p|}The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do.|{/p|}|{p|}|{/p|}|{h3|}*High level plan of KT sessions|{/h3|}|{p|}Qentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,|{/p|} |{ul|}|{li|}Knowledge transfer activities|{/li|}|{li|}System prototyping and demonstration|{/li|}|{li|}Targeted formal training where appropriate|{/li|}|{li|}Active participation in system design, documentation, and testing|{/li|}|{li|}Development of business process procedures (BPPs)|{/li|}|{/ul|}|{p|}|{/p|}|{h4|}Accelerated System Adoption|{/h4|}|{p|}Using our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:|{/p|}|{ul|}|{li|}Data mapping, including significant focus on data validation, begins as early as possible|{/li|}|{li|}System prototyping and demonstration used during blueprinting to accelerate understanding by the project team|{/li|}|{li|}The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users:|{ul|}|{li|}Restructuring of processes|{/li|}|{li|}Changes to the people performing activities|{/li|}|{li|}Revisions to policies and procedures|{/li|}|{li|}Technology Support models|{/li|}|{li|}Education and training required to use and support the system|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on testing|{ul|}|{li|}Integration|{/li|}|{li|}Fiscal year-end closing|{/li|}|{li|}Usability (user acceptance)|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on documentation to increase system ownership and assist with on-going maintenance and support|{ul|}|{li|}System builds |{/li|}|{li|}Solution configuration and integration|{/li|}|{li|}End-to-end processes|{/li|}|{li|}Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements|{/li|}|{/ul|}|{/li|}|{/ul|}|{p|}|{/p|}|{h3|}Documentation / Process Capture|{/h3|}|{p|}|{b|}Code/ Functional documentation:|{/b|} Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.|{/p|} |{p|}|{b|}Note:|{/b|} NCH team should provide all the information, documents, and observations in English language.|{/p|}|{p|}|{/p|}|{h3|}Joint Engagement / Support Model|{/h3|}|{p|}Key functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not.|{/p|}|{p|}|{/p|}|{h3|}NCH Team LEAD|{/h3|}|{p|}The NCH team should perform a working session with the vendor team (shadowing) to understand the current flow. |{/p|}|{p|}|{b|}Qentelli Team LEAD|{/b|}Conversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.|{/p|}|{p|}NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.|{/p|}|{p|}Overview of real time scenario will be executed with guidance/ support of NCH team.|{/p|}|{p|}The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.|{/p|}|{ul|}|{li|}Analyze all crucial open issues:|{ul|}|{li|}Conduct system tests|{/li|}|{li|}Check that system management is in place|{/li|}|{li|}Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments|{/li|}|{/ul|}|{/li|}|{li|}Execute transition plans including organizational change management (OCM) plans|{/li|}|{li|}Complete all scheduled end user training|{/li|}|{li|}Identify and document all issues encountered in the transition|{/li|}|{li|}Monitor business process results and the production environment|{/li|}|{li|}Establish a “extra-care” center of excellence for support that provides: |{ul|}|{li|}Production support processes|{/li|}|{li|}Exceptional business monitoring processes|{/li|}|{li|}Extraordinary technical support|{/li|}|{li|}System enhancements|{/li|}|{/ul|} |{/li|}|{li|}Track and report on the current system and processes |{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}"]Detailed Assumptions have been called out in the attached document below. S.no Application Assumptions 1 SCORE - 10/2023 Retired – These applications are retired or decommissioned status and there will be no carry forward operation required from Vendor Firm. 2 SMARTSITE - 5/2024 3 Smart FSR (NAC Konformance) - 5/2024 4 SMART GUIDE (Water Treatment Proposal System - Websites based - 10 / 2022 5 NCH Card is a software package for business cards EOL – These applications are End of the life (EOL) status; it is our assumption that there will be no carry forward operation required from Vendor firm. 6 LubeMaster Calculator App - Oil cleaning and filtration equipment 7 Smart Net Live Active Status with Blank - These lists of apps are marked as Not-needed or Not-evaluated status as per the inventory status deck shared earlier. It is our assumption that there will be no carry forward operation required from Vendor firm. 8 SMART Net Local 9 ALPS 10 Call Tracker (telecom) 11 Print and Apply - CAS Labels 12 SharePoint Instances [/html]
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[html format="ckeditor" different_values="0" undefined="|{h2 style='text-align: center;'|}Commercials|{/h2|}|{p style='margin:0cm 0cm 8pt'|} |{/p|}|{p class='text-align-justify'|}Commercials mentioned here are a ballpark based on the high-level understanding of the project scope. Planning has been performed based on the capacity and timelines which serve as two fixed known constants. Estimates will be revised after discovery phase once scope is uncovered for iterative planning. Meanwhile, in the unknown areas team capacity and timelines will be used for planning purposes.|{/p|}|{p|} |{/p|}|{div style='padding: 0px;'|}|{table class='Table' style='width:460.2pt; border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='614'|} |{tbody|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}DISCOVERY PHASE|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Factor|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Detail|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}8 weeks or 4 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}320|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $159,680|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}IMPLEMENTATION PHASE|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}24 weeks or 12 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}4|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1920|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $927,360|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td colspan='2' style='border:solid black 1.0pt; width:460.2pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='614'|} |{p align='center' style='margin-bottom:.0001pt; text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}|{span style='letter-spacing:3.0pt'|}TOTAL PROGRAM|{/span|}|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Duration|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}32 weeks or 16 sprints|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of squads|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2 during Discovery and 4 during Implementation|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Number of story points delivered|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}2240|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:15.9pt'|} |{td style='border:solid black 1.0pt; width:195.6pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='261'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}Total Cost|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:264.6pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:15.9pt' valign='top' width='353'|} |{p style='margin-bottom:.0001pt; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:normal'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}US $1,087,040|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{h4|} |{/h4|}|{h4 style='text-align: center;'|}Team Cost (USD) – Discovery|{/h4|}|{p style='margin:0cm 0cm 8pt'|} |{/p|}|{table class='Table' style='width:467.3pt; border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='623'|} |{tbody|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}SKILLSET|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:80.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST/HR (USD)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:91.3pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / 4 Weeks (USD)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td colspan='2' style='border:solid black 1.0pt; width:152.45pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='203'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DISCOVERY (8 weeks or 4 sprints)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Application Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$35|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5600|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Associate Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Delivery Manager|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Scrum Master|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UX Designer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$24|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$3840|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:19.9pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DevOps / Release Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='108'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='122'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:19.9pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:30.85pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='190'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Squad Cost / 4 sprints|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='122'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:74.5pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='99'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$100,160|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:77.95pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='104'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$59,520|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:30.85pt'|} |{td style='border:solid black 1.0pt; width:142.65pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='190'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Cost|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:80.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='108'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:91.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='122'|} |{/td|} |{td colspan='2' style='border-bottom:solid black 1.0pt; background:#fbe5d6; width:152.45pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:30.85pt' valign='top' width='203'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$159,680|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}2 squads for 4 sprints|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h2 style='text-align: center;'|}Team Cost (USD) – Implementation|{/h2|}|{p|} |{/p|}|{table class='Table' style='border-collapse:collapse; border:solid black 1.0pt; margin: 0px auto;' width='614'|} |{tbody|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}SKILLSET|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:43.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / HR|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border:solid black 1.0pt; width:64.15pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}COST / 4 WEEKS|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td colspan='4' style='border:solid black 1.0pt; width:246.9pt; border-left:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='329'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}IMPLEMENTATION (24 weeks or 12 sprints)|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 2|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 3 (Optional)|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}Squad 4 (Optional)|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Application Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$35|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5600|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Associate Architect|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Delivery Manager|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$32|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$5120|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Scrum Master|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UX Designer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$24|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$3840|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}UI Developer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}Automation Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$25|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4000|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}DevOps / Release Engineer|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$28|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}$4480|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{span lang='EN-US' style='color:black'|}1|{/span|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Squad Cost / 12 sprints|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:56.3pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='75'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$300,480|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.05pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='84'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$178,560|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.75pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$269,760|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; background:#deebf7; width:63.8pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='85'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$178,560|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:20.1pt'|} |{td style='border:solid black 1.0pt; width:105.25pt; border-top:none; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='140'|} |{p style='margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}Total Cost|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:43.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='59'|} |{/td|} |{td style='border-bottom:solid black 1.0pt; width:64.15pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='86'|} |{/td|} |{td colspan='4' style='border-bottom:solid black 1.0pt; background:#deebf7; width:246.9pt; border-top:none; border-left:none; border-right:solid black 1.0pt; padding:3.6pt 7.2pt 3.6pt 7.2pt; height:20.1pt' valign='top' width='329'|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}$927,360|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{p align='center' style='text-align:center; margin:0cm 0cm 8pt'|}|{span style='font-size:11pt'|}|{span style='line-height:107%'|}|{span style='font-family:Calibri,sans-serif'|}|{b|}|{span lang='EN-US' style='color:black'|}4 squads for 12 sprints|{/span|}|{/b|}|{/span|}|{/span|}|{/span|}|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{/div|}" id="pricing"]Commercials Commercials mentioned here are a ballpark based on the high-level understanding of the project scope. Planning has been performed based on the capacity and timelines which serve as two fixed known constants. Estimates will be revised after discovery phase once scope is uncovered for iterative planning. Meanwhile, in the unknown areas team capacity and timelines will be used for planning purposes.[/html]
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[html format="full_html" different_values="0" style_padding_left="35" style_padding_right="35" undefined="|{h2 class='text-align-center' style=' margin-bottom: 10px; color: #fff;'|}Proposed Organizational Structure and Expertise|{/h2|}|{p class='text-align-center' style='margin-bottom: 40px;'|}|{/p|}" p_color="f-white" style=""]6 RFP Track 5: Infrastructure Management and Security Services [/html]
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[html format="ckeditor" different_values="0"]IT infrastructure is the system of hardware, software, and service components that support the delivery of NCH business systems and IT-enabled processesIT infrastructure maintenance is the key to ensuring business continuity. The Qentelli will follow certain standard IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. Critical Infrastructure Maintenance & AvailabilityQentelli Infra support team considers NCH Critical IT infrastructure maintenance as a highly specialized service, designed for information management systems based on Oracle, MS SQL, or other database platforms. General server administration tasks such as service check, event log monitoring, account management, software updates and patches, script management or specialized user authentication system support, e-mail system (onprem exchange or office 365) maintenance etc. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAs NCH IT infrastructure availabilityIT infrastructure availability service covers proactive monitoring of critical servers, storage arrays and other IT infrastructure; preventive maintenance of IT equipment and equipment recovery from unplanned downtime according to agreed timeframe, backup and restore system administration tasks such as backup results validation, procedure testing, backup plan or strategy analysis, tuning and testing Infrastructure Management ApproachQentelli infrastructure team manages NCH IT Infrastructure and the part of support team Level 1, Level 2, Level 3 support engineers and domain experts in part of this team to support NCH infrastructure. Qentelli team downloaded the full KT from NCH team to understand how existing set up infrastructure components.<ul> <li><strong>Hardware infrastructure management</strong> Selecting, installing, deploying, maintaining, and configuring all the hardware in the infrastructure. Physical infrastructure hardware includes: <ul> <li>Cabling – Datacenter Patch cable</li> <li>Firewalls</li> <li>MPLS & ISP Connectivity devices.</li> <li>Patch panels - Data center’s</li> <li>Routers, Wan Optimizers</li> <li>Server racks and server hardware</li> <li>SQL or DB servers for load balancing, security, Internet gateways, email filtering gateways, etc.</li> <li>Storage devices (SAN, NAS..etc.)</li> <li>Switches</li> <li>Telecommunications equipment</li> <li>Wireless access points</li> </ul> </li></ul>Qentelli on-prem support will support Hardware Installation, Hardware upgrades, Operating system installs and updates, Configurations.<ul> <li><strong>Network infrastructure management</strong> Qentelli Network infrastructure team involves all the interconnected hardware and internet components that must be configured to transport data and allow access into and out of NCH infrastructure. The network infrastructure organizes NCH hardware so that all network nodes can find and talk to each other—while keeping the bad guys out. <ul> <li>The hardware infrastructure is physically connected through cabling or wireless access points.</li> <li>Patch panels, switches, routers, firewalls, and appliances are cabled and configured for access.</li> <li>IP addresses, subnets, and gateways are created to segment your network, along with the TCP/IP services (such as DHCP and DNS) that allow traffic to move inside and outside each network segment.</li> <li>The network infrastructure is also connected to the internet and your Wide Area Network (WAN) through security servers\devices such as firewalls, edge servers, and telecommunication lines.</li> </ul> </li> <li><strong>Network Devices (Firewall, Router, WIFI controllers, Telecommunication) Security</strong>. <ul> <li>Regularly auditing firewall & all network critical device logs to identify any suspicious activity</li> <li>Implementing forced change of passwords at regular intervals by all users at the company</li> <li>Backing up network and security devices configurations</li> <li>Testing the security system periodically by simulating internal and external intrusions and noting observations</li> </ul> </li></ul>An escalation matrix should be defined for escalating issues whenever required. This will streamline the entire process and the maintenance job will be much easier.<ul> <li><strong>Software infrastructure management</strong> Qentelli team maintains Infrastructure software including all the application and utility software that runs on your on-premises and cloud servers. Hypervisor (VMWare, Microsoft Hyper-V, etc.), installation, configuration, updates, and maintenance <ul> <li>Server operating system installation, configuration, upgrade, and maintenance (Windows, Linux, etc.)</li> <li>Server utility software (email, monitoring, job scheduling, FTP\SFTP, Windows AD &DNS, CRM, other third-party software) installation, update, configuration, and maintenance</li> <li>On-premises and cloud backup server setup, upgrades, maintenance, and configuration</li> <li>User provisioning and security for system access, services, and some applications</li> </ul> </li> <li><strong>Server Maintenance</strong> <ul> <li>Investigating known and unknown server errors based on solutions applied in the past and fresh investigations, respectively</li> <li>Regularly applying critical patches and updates and then testing servers regressively</li> <li>Regularly updating anti-virus and ensuring the anti-virus protection is working</li> <li>Regularly checking disk space and all relevant partitions as well as keeping track of all free disk space thresholds and configuring alerts for free disk space threshold breaches</li> <li>Ensuring that server performance is optimal by regularly examining disk I/O, RAM, CPU, and fragmentation.</li> </ul> </li> <li><strong>Desktop Maintenance</strong> <ul> <li>Regularly monitoring the Windows Server Update Services (WSUS) or NCH implemented existing patch management tool to ensure that all critical patches are applied</li> <li>Regularly updating anti-virus and ensuring anti-virus protection is working</li> <li>Auditing desktops for compliance with IT policies. For example, approved and unapproved software, internet usage, approved websites, and disk space.</li> </ul> </li> <li><strong>Backup Maintenance</strong> <ul> <li>Monitoring backup notifications, Backup solution \tools trigger to support teams.</li> <li>Maintaining backup media and escalating any issues with backup media</li> </ul> </li></ul>[/html]
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[nd_accordion title="The Global Helpdesk" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0" undefined="|{h3|}Transition Activities, Deliverables and Exit Criteria|{/h3|}|{p|}This section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:|{/p|}|{p|} |{/p|}|{p|}The objectives for each track are described below:|{/p|}|{table class='Table' style='width:100.0%; border-collapse:collapse; border:solid #595959 1.0pt' width='100%'|} |{thead|} |{tr style='height:28.5pt'|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:22.82%; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='22%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}TRANSITION TRACK|{/p|} |{/td|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:77.18%; border-left:none; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='77%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}OBJECTIVE|{/p|} |{/td|} |{/tr|} |{/thead|} |{tbody|} |{tr style='height:78.8pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Functional/Technical Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}This also ensures technical details for CEMLI are acquired|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution|{/p|} |{/td|} |{/tr|} |{tr style='height:65.3pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Process Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisitions of Common Enterprise Processes|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Development of policy and procedure documents addresses various functions to support EBS|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications|{/p|} |{/td|} |{/tr|} |{tr style='height:49.1pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}People Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better|{/p|} |{/td|} |{/tr|} |{tr style='height:61.15pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Infrastructure & System Access|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Since EBS |{a name='_Int_NchKVjZR'|}produces|{/a|} heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Ensure support team has been provided access to all systems and tools required for NCH Support|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Planning Phase|{/h3|}|{p|}Key Activities covered|{/p|}|{ul|}|{li|}Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’ |{/li|}|{li|}Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,|{/li|}|{li|}Preparation of Daily Knowledge Transfer Plan for each wave|{/li|}|{li|}Initiating the connectivity setup between NCH & Qentelli|{/li|}|{li|}Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example |{ul|}|{li|}Functional requirement documents (RD50)|{/li|}|{li|}Setup document (BR100)|{/li|}|{li|}Security profiles (BR110)|{/li|}|{li|}Architecture related (if applicable) (TA20, TA40, TA90)|{/li|}|{li|}Extensions (MD50, MD80, MD100, MD110)|{/li|}|{/ul|}|{/li|}|{li|}Ensuring all needed logistics are in place|{/li|}|{li|}Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support|{/li|}|{li|}Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs |{/li|}|{/ul|}|{p|}Transition Boot Camp:|{/p|}|{ul|}|{li|}Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH. |{/li|}|{li|}Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases|{/li|}|{li|}Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)|{/li|}|{li|}Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition|{/li|}|{li|}Discuss Governance and Escalation mechanisms|{/li|}|{li|}Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings|{/li|}|{/ul|}"]Transition Activities, Deliverables and Exit CriteriaThis section outlines the activities related to the takeover of Global helpdesk environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:<ul> <li>The objectives for each track are described below: TRANSITION TRACK OBJECTIVE <ul> <li class="01-TableBullet1MS">Functional/Technical Track</li> </ul> <ul> <li class="01-TableBullet1MS">Achieves the goal of knowledge acquisition of the NCH Global helpdesk process and Functional knowledge</li> <li class="01-TableBullet1MS">This also ensures technical details for CEMLI are acquired</li> <li class="01-TableBullet1MS">Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution</li> </ul> <ul> <li class="01-TableBullet1MS">Process Track</li> </ul> <ul> <li class="01-TableBullet1MS">Achieves the goal of knowledge acquisitions of Common Enterprise Processes</li> <li class="01-TableBullet1MS">Development of policy and procedure documents addresses various functions to support global helpdesk.</li> <li class="01-TableBullet1MS">Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc.</li> </ul> <ul> <li class="01-TableBullet1MS">People Track</li> </ul> <ul> <li class="01-TableBullet1MS">As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better</li> </ul> <ul> <li class="01-TableBullet1MS">Infrastructure & System Access</li> </ul> <ul> <li class="01-TableBullet1MS">Since Global helpdesk comes up with heavy load on Servers, VM ware forms, office365 services, ESXI ,Telcom,MPLS, Anysupport365 and system administration, a step to identify how the environments are maintained and access will be needed.</li> <li class="01-TableBullet1MS">Ensure support team has been provided access to all systems and tools required for NCH Support</li> </ul> </li></ul> Planning PhaseKey Activities covered<ul> <li>Appraisal of Knowledge Transfer methodology and come up with Master transition plan which will specify transition timeline, which is termed as ‘wave’.</li> <li>Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,</li> <li>Preparation of Daily Knowledge Transfer Plan for each wave</li> <li>Initiating the connectivity setup between NCH & Qentelli</li> <li>Share documents to Qentelli for going through them. Some of the key information that needs to be part of a document are, as an example <ul> <li>Process & polices documents or repository access.</li> <li>Network Architecture low level diagrams and connectivity flow for all locations.</li> <li>List of inventories (SW, HW) NCH using.</li> <li>All services point of contact’s and services related information.</li> <li>All the key function \department heads contact information.</li> <li>All Global helpdesk tools access (ticketing tool, remote support tools, patch management services, AD &DNS servers, ESXi hosts. etc.)</li> <li>Change management & Incident management, Endpoint Security (Antivirus) process documents.</li> <li>Firewall & Backup process, maintenance windows process.</li> </ul> </li> <li>Ensuring all needed logistics are in place</li> <li>The transition plan will be created to address the set of modules for each Wave and the expected duration for KA, Shadow support, and Primary support</li> <li>Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs</li></ul>[/html]
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[nd_accordion title="ProdOps Incident Management" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0" undefined="|{p|}The program comprises multiple stakeholders - including Vice President of Engineering, Director of Delivery, Program managers, Architects, Project managers / Scrum masters, and one or more Scrum teams.|{/p|}|{p|}|{br /|}The Scrum team comprises:|{/p|}|{ul|} |{li|}3 BED developers (Sun Life)|{/li|} |{li|}3 FED developers|{/li|} |{li|}3 Automation QA engineers|{/li|} |{li|}1 Accessibility engineer|{/li|} |{li|}2 DevOps engineer|{/li|} |{li|}1 Product Owner (Can be shared among 2 Scrum teams)|{/li|}|{/ul|}|{p class='MsoNormal'|}|{span style='mso-bidi-font-family:Calibri;mso-bidi-theme-font:minor-latin'|}The Architecture team comprises:|{o:p|}|{/o:p|}|{/span|}|{/p|}|{ul|} |{li|}Database Architects|{/li|} |{li|}Application Architects|{/li|} |{li|}Infrastructure / DevOps Architect (Sun Life)|{/li|} |{li|}NFR (Performance & Security Architect - Sun Life)|{/li|}|{/ul|}|{p|}The total number of scrum teams would be determined based on the size of the program.|{/p|}"]ProdOps Team will contribute to or supports NCH’s overall IT customer service philosophy. The team straddles the technical world of IT and the practical side of customer service. Team is multi-Level structured with three different levels: Level 1, Level 2, and Level 3 which helps to<ul> <li>Quick Incident Resolutions on small or easy-to-manage issues</li> <li>Strategically addressing customer needs</li> <li>Increasing the end-user experiences and customer satisfaction Index</li> <li>SLA driven approach for harder-to-solve problems</li> <li>Continuous Feedback for continuous improvements to AppDev Teams</li></ul>Below infographic image is the proposed complete approach and process workflow for ProdOps at NCH <ul> <li> <strong>Level 1 (L1) Support:</strong> Level 1 is the first support line, and its executives are effectively trained with the required Application knowledge and supporting documentation as a mandatory pre-requisite. They usually engage with end-users of the application via chat, phone, and email communications to resolve the incidents that come through the Ivanti application. L1 involves engaging with end-users, knowing their challenge, and generating tickets against it. They are pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems. <ul> <li><strong>Key activities</strong> <ul> <li>Resolve “Quick Fix” tickets expeditiously</li> <li>Minimize handoffs</li> <li>Eliminate tickets from “falling through the cracks”</li> <li>Minimize need to circle back to collect more information</li> <li>Facilitate Incident Management tool (ServiceNow) status to the user community</li> <li>Provide perspective for resource needs and business priority</li> </ul> </li> </ul> </li></ul>When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives.<ul> <li><strong>Level 2 (L2) Support</strong>: Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3. <ul> <li>Key Activities Review tickets as they are submitted by end-user/customer from a respective location</li> <li>Ensure the Incident Management tool (Ivanti) ticket’s description, Urgency, Type (team) is accurate</li> <li>Resolve the ticket within the defined SLAs</li> <li>Route ticket to appropriate group for assignment and prioritization</li> <li>Keep “customers/end-user” apprised of ticket receipt and status</li> <li>Business advocate for tickets in need of prioritization or resources</li> <li>Serve as “Level 3” support for resolving assigned tickets</li> </ul> </li></ul>The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of NCH’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required NCH information.<ul> <li><strong>Level 3 (L3) Support</strong>: Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems. <ul> <li>Key Activities Resolve assigned Incident Management tool tickets (Ivanti)</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct</li> <li>Support and transfer knowledge to other Level 1/Level 2 resource resolving Incident Management tool tickets</li> </ul> </li></ul>Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise. This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner.[/html]
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[nd_accordion title="Security Services (SecOps)" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0"]Our Approach to IT Security Services ManagementQentelli SecOps team understands NCH goals and implements a cybersecurity strategy that relies on the right tools and processes to detect, classify, and mitigate cyber threats proactively.Qentelli vulnerability management programQentelli Team will implement a robust vulnerability management program, where NCH can better address the risks, they face today and in the future.<ul> <li>Qentelli security team runs comprehensive scans for servers and desktop computers on the NCH enterprise network. <ul> <li>Qentelli vulnerability management program helps the visibility into NCH Corporation entire attack surface, including the cloud, and automatically detects devices as they connect to your network for the first time.</li> <li>Continually assess NCH vulnerabilities. Infrastructures and applications can change on a daily and even hourly basis.</li> </ul> </li> <li>Constantly scan NCH environment to detect and identify new vulnerabilities as early as possible.</li> <li>Implement vulnerability management solutions that include endpoint agents and other integrations for a real-time view of vulnerabilities across NCH environment.</li> <li>Qentelli will introduce automation into the vulnerability management process to manage the modern risks business faces at scale correctly and avoid redundant work</li> <li>Qentelli will ensure that Security teams will collaborate with IT operations and application development groups to identify and remediate vulnerabilities of all kinds more quickly.</li> <li>Introduce User education trainings and attack simulation exercises to improve NCH’s resilience to phishing and other social-engineering attacks.</li> <li>Implement analytics & KPI tracking to continually optimize the techniques that are in use for remediation.</li></ul> Vulnerability Management ProcessQentelli strengthens the existing NCH corporate IT SecOps team with structured<ul> <li><strong>Step 1: Identify & Discover</strong> <ul> <li>Scan network-accessible systems by pinging them or sending them TCP/UDP packets</li> <li>Identify open ports and services running on scanned systems</li> <li>If possible, remotely log in to systems to gather detailed system information</li> <li>Correlate system information with known vulnerabilities</li> </ul> </li> <li><strong>Step 2: Evaluate and Assess</strong> <ul> <li>Qentelli security team evaluates the risks posed</li> <li>Disposition the findings appropriately and in accordance with NCH’s risk management strategy.</li> <li>Publish risk ratings and scores for vulnerabilities as per Common Vulnerability Scoring System (CVSS) scores.</li> </ul> </li> <li><strong>Step 3: Report</strong> <ul> <li>Publish period vulnerability risks reports</li> <li>Create a data repository for all these vulnerability scan data and periodic reports</li> <li>Create automated visualization reports to help IT teams to easily understand which remediation techniques will work to fix the most vulnerabilities with the least amount of effort</li> </ul> </li> <li><strong>Step 4: Remediate </strong> <ul> <li>Once a vulnerability has been validated and deemed a risk, IT SecOps team along with key business stakeholders will prioritize fixing the vulnerabilities as below</li> <li>Remediation: Fully fixing or patching a vulnerability so it can’t be exploited.</li> <li>Mitigation: Lessen the likelihood and/or impact of a vulnerability to buy time to eventually remediate a vulnerability.</li> <li>Acceptance: Taking no action to fix or lessen the likelihood/impact of a vulnerability being exploited, when a vulnerability is deemed a low risk, and the cost of fixing the vulnerability is substantially greater than the cost incurred by an organization</li> </ul> </li> <li><strong>Step 5: Verify and Monitor </strong> <ul> <li>Upon completing remediation activities, run a vulnerability scan to confirm that the vulnerability has been fully resolved.</li> <li>Continue Monitoring to Identify and discover the vulnerabilities.</li> </ul> </li></ul> Qentelli Zero Trust Security Model SecOps metricsQentelli team will establish continuous monitoring thru APM/ and other IT security tools and collects the below are few of the main metrics helps as part of continuous improvements<ul> <li><strong>Mean time to acknowledge (MTTA):</strong> Responsiveness is one of the few elements SecOps has more direct control over.</li> <li><strong>Mean time to remediate (MTTR):</strong> Effectiveness of reducing risk measures the next period. That period is the time the analyst begins the investigation to when the incident is remediated.</li> <li><strong>Incidents remediated (manually or with automation): </strong>Measuring how many incidents are remediated manually vs automation to calculate the costing & ROI</li> <li><strong>Escalations between each tier:</strong> Track how many incidents escalated between tiers. It helps to measure the quality of the work and queue sizes to accurately estimate the efforts made within each tier.</li> <li><strong>Incident preparation:</strong> Help the organization prepare for future attacks.</li> <li><strong>Threat intelligence:</strong> Gathering, processing, and disseminating threat intelligence to security operations, security teams, security leadership, and business leadership stakeholders through security leadership.</li></ul>[/html]
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[html format="ckeditor" different_values="0"]Patch Management Policy and ProcedureQentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:Maintain the integrity of network systems and data by applying the latest operating system and application security updates/patches in a timely mannerEstablish a baseline methodology and timeframe for patching and confirming patch management complianceDesktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.The processes addressed in this policy affect all NCH managed systems, including desktops, laptops, servers, network devices, and applications that connect to the company network.<ul> <li>Responsibility</li></ul> Process<ul> <li><strong>End-users’ computers</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Schedule deployment</li> <li>Deploy patches</li> </ul> </li> <li><strong>Corporate and IT servers and network devices</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>QA, Integration, Development</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>Preproduction, Demo and staging</strong> <ul> <li>Scan for available patches</li> <li>Download necessary patches from a trusted source (as made available)</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li> <li><strong>Production</strong> <ul> <li>Patches are approved, deployed, and applied in staging</li> <li>Create a change management request one week before the maintenance date</li> <li>The Customer Support team posts a maintenance window on customers’ portal</li> <li>Deploy patches</li> <li>Communicate extended outages to appropriate teams. If an outage goes past the window, Customer Support must communicate it to customers</li> <li>Verify services</li> </ul> </li> <li><strong>Zero-day and emergency security patching</strong> Note: The Security team will determine the risk and the relevance of the patch, as well as when the system should be patched. <ul> <li>Create a change management request before the maintenance date</li> <li>Notify users</li> <li>Deploy patches</li> <li>Verify services</li> <li>Notify and report testing results</li> </ul> </li></ul> Exceptions<ul> <li>Systems or applications that cannot be patched to resolve a known vulnerability will have the justification documented by the device/application owner and the necessary compensating control(s) implemented: <ul> <li>Justification: <ul> <li>No vendor patch available</li> <li>Patch provided by vendor creates instability within the system; instability outweighs the risk.</li> </ul> </li> <li>Compensating Controls <ul> <li>Network segmentation</li> <li>Access Control Lists</li> <li>Intrusion Prevention System</li> </ul> </li> </ul> </li> <li>Systems that transmit or store protected data and cannot be patched to resolve a known vulnerability will be brought to the attention of the data owner (typically the IT Security manager, IT Director, and the department Director) and the necessary compensating control(s) will be implemented.</li></ul> Patch-Compliance Review Procedure<ul> <li>The IT Security team will generate and review patch management/compliance reports on at least a monthly basis from the NCH vulnerability management tools.</li> <li>In reviewing the patch reports, The IT Security team will identify unpatched machines that connect to the company network and either patch or define an exception.</li> <li>IT security will conduct an external vulnerability scan on at least a monthly basis using Nessus to identify known and potential vulnerabilities with the publicly facing system. Vulnerabilities will be brought to the attention of the system/application administrator(s) for mitigation.</li></ul> Security Patching WorkflowSLA with PriorityPatches must be deployed as per the below-mentioned category classification and SLAs from the time of the patch being released.the time of the patch being released. Device Type Potential Business Impact Critical High Medium Low Compliance Target Acceptable Level Internet Facing 5 days 7 days 30 days 90 days 100% 95% Non-Internet Facing 7 days 30 days 60 days 90 days 100% 95% Laptops / Desktops 7 days 10 days 60 days 90 days 100% 95% Network Devices Within 30 days 90 days 100% 95% Category Definitions to be considered for Patch Deployment Rating Red Hat, Microsoft & Adobe Rating Typical CVSS Score Description Critical Critical 10 A vulnerability whose exploitation could allow code execution or complete system compromise without user interaction. These scenarios include self-propagating malware or unavoidable common use scenarios where code execution occurs without warnings or prompts. This could include browsing a web page or opening an email or no action at all. High Important 7.0 – 9.9 A vulnerability whose exploitation could result in compromise of the confidentiality, integrity, or availability of user data, or of the integrity or availability of processing resources. This includes common use scenarios where a system is compromised with warnings or prompts, regardless of their provenance, quality, or usability. Sequences of user actions that do not generate prompts or warnings are also covered. Medium Moderate 4.0 – 6.9 Impact of the vulnerability is mitigated to a significant degree by factors such as authentication requirements or applicability only to non-default configurations. The vulnerability is normally difficult to exploit. Low Low < 4.0 This classification applies to all other issues that have a security impact. These are the types of vulnerabilities that are believed to require unlikely circumstances to be able to be exploited, or where a successful exploit would give minimal consequences. <strong>Note:</strong> Systems that are locked down within segregated networks may still be vulnerable to risks as they are classified above, but the likelihood of exploitation may be reduced. [/html]
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[html format="ckeditor" different_values="0" style=""]5 RFP Track 4: Cloud MigrationPOTENTIAL Cloud migration of all possible NCH on-prem data center activity[/html]
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[html format="ckeditor" different_values="0" style=""]Understand the NCH requirements and challenges, Criticality of services\applications on prem infrastructure, Evaluate the reasons to move to Cloud, what are the data\services, alongside identifying the business needs. <ul> <li>Run the assessment and identified the bottlenecks, challenges, licenses, on Prem exchange infra capabilities.</li> <li>Identifying the migration strategy depends on assessment.</li> <li>Cost analysis (Licenses, migration if required tools)</li> <li>High level and low-level documentation.</li> <li>Understand the security & Compliance.</li></ul> Challenges<ul> <li>Identify the critical mailboxes and service accounts.</li> <li>Cataloging the required software and its capabilities.</li> <li>Categorizing applications and their workloads.</li> <li>Destination identification for specific tasks.</li> <li>Data security and staying compliant during the migration.</li> <li>Automation capabilities.</li></ul> Solution Approach<ul> <li>Assessment of on-prem hosted, proprietary applications to determine suitability for cloud migration 1. Identify / Assess aggressive Decommissioning targets <ul> <li>If any direct applications deployed in physical servers instead of VMs then we need to upgrade to latest versions and then move to cloud or deploy same version of applications and then migrate the data</li> <li>Backups of internal/external applications, NAS Drives not needed to migrate to cloud</li> <li>Old PST backups, server non used or going to retire applications can be decommissioned</li> <li>Detect unused storage using KOMPRISE tool used by the client to detect the regularly used, rarely used, and move rarely used data to cold storage.</li> <li>Projects with old frameworks like .NET, keep it as is</li> <li>Projects/Servers with newer versions can be migrated to cloud (Physical Server applications)</li> <li>VMs can be migrated to cloud irrespective of application version</li> </ul> </li> <li>Assessment of on-prem data storage <ul> <li>Significant data could move to “cold storage” for better storage price points1.NCH has recently installed KOMPRISE that can identify access and usage patterns, label old & rarely used data, and move those old data assets / files / folders to cold storage. NCH has just installed the tool. No migrations have taken place.</li> <li>Email storage – Current mailboxes and required PSTs</li> <li>Application storage backups.</li> <li>SQL DB backups.</li> <li>Detect unused storage using KOMPRISE tool used by the client to detect the regularly used, rarely used, and move rarely used data to cold storage.</li> </ul> </li> <li>Onprem Exchange to office 365 Migration: (Onprem exchange 2013 or above) <ul> <li>Recommended solution: Full Hybrid Migration we can migrate on-Prem AD to cloud.</li> <li>Run the reports onprem exchange mailboxes information and Distribution lists.</li> <li>Signup with EA agreement with Microsoft to get the discount price on office 365 licenses.</li> <li>b: NCH users located in multi regions are recommended to go with multi geo tenant model, it will leverage to use teams Voice calling using all geo locations.</li> <li>Verify the domains on office 365.</li> <li>Configure directory synchronization (AD connect) to sync password hash sync and create users in Office 365.</li> <li>Assign the license (E1 or E3) for all mailbox required users (work with NCH team to finalize the license allocation)</li> <li>Start migrating user mailbox data (Hybrid migration exchange to office 365)</li> <li>Data migration is completed run the migration status report.</li> <li>Enabled the MFA for all users.</li> <li>Share the communication with all users with required KB’s, how to register MFA and after migration outlook client issues KB’s.</li> <li>Change the MX records and txt records, as per the cutover plan.</li> <li>Test the mail flow.</li> </ul> </li> <li>When migrating to cloud <ul> <li>Onprem AD servers (Note: we are enabling azure AD to connect to sync onprem users to azure AD).</li> <li>DNS & DHCP & Radius servers.</li> <li>Pros: <ul> <li>Migration time no interruption of emails services.</li> <li>Hybrid Migration process</li> <li>It will move all NCH mailboxes, emails, contacts, calendars, and tasks to the cloud.</li> </ul> </li> <li>Cons: <ul> <li>Need to migrate mailboxes in batches.</li> <li>Migration speed varies depending on diff parameters: Internet connectivity, mailbox size, email attachments.</li> </ul> </li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}We propose an architecture based on microservices. The fundamental concept is to split functionalities into cohesive verticals — not by technological layers, but by implementing a specific domain. The following diagram depicts the overall layout of the solution. Following are extensive explanations of the decomposition of the respective frontend and backend layouts.|{/p|}|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}|{img alt='' data-entity-type='' data-entity-uuid='' height='597' src='/sites/default/files/Structural%20Design%201.jpg' width='1003' /|}|{/p|}|{p class='text-align-justify' paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|} |{/p|}"]Migrate exchange to office 365Understand the NCH requirements and challenges, Criticality of services/applications on prem infrastructure, Approach Challenges<ul> <li>Identify the critical mailboxes and service accounts.</li> <li>Cataloging the required software and its capabilities.</li> <li>Categorizing licenses and their workload.</li> <li>Data security and staying compliant during the migration.</li></ul> Migration Strategy<ul> <li>Hybrid Deployment – Based on NCH info – Qentelli proposed solution.</li> <li>Cutover Migration</li> <li>PST Import - Any old\aging .pst files backups involved – Qentelli proposed the solution for old email backups import.</li> <li>IMAP Migration</li> <li>users import their mailboxes.</li> <li>Using third party tools.</li></ul>After the assessment report Qentelli team proposed the best migration strategy for mailboxes migration. Solution ApproachOnprem Exchange to office 365 Migration: (we are assuming NCH Onprem exchange server’s version 2013 or above). Our recommended solution: Full Hybrid Migration we can migrate on-Prem AD to cloud.Migration Phase(**Actual migration activities may vary and will be scoped prior project start)<ul> <li><strong>Step 1: Assessment</strong> Qentelli team runs the assessment the Exchange Server’s onprem environment is fully compatible for the Hybrid model migration or not, if not Qentelli team provides technical guidance or helps the team to be ready the servers for migrations state (update to the latest Cumulative Updates to ensure full compatibility), and Qentelli team prepare remediation and migration detailed plan to execute.</li> <li><strong>Step 2: Verify the Domain</strong> Qentelli team verifies the NCH domain and adds the domain as a usable one in the tenant. Nothing will change at this stage. This is to verify and attach the domain accordingly. Here are the steps: <ul> <li>Click on Setup and Domains.</li> <li>Click on Add Domains.</li> <li>Integrate identity (SSO, MFA, self-password rest options ... etc.)</li> <li>Add the domain that you will be using (which matches the one being used as the default domain in your Exchange) and click Next to verify. <ul> <li><strong>Note:</strong> If the domain is registered with GoDaddy or DNS register account, you can sign in with your account and it will automatically verify the domain. You need to verify if you have another registrar by adding a TXT record.</li> </ul> </li> <li>After following the instructions and adding the record in the DNS, you can verify the domain. <ul> <li><strong>Note:</strong> Qentelli team set the records without affecting onprem exchange email services email flow.</li> </ul> </li> </ul> </li> <li>Step 3: Preparing for the Migration Process Qentelli team creates small batches of all mailboxes and starts the migration using hybrid or import and export strategies.</li> <li>Step 4: Directory Synchronization Qentelli Team enabled the synchronization AD local users, to Office 365. It will create an identity on Office 365 with the same username, email, and other attributes as you have in NCH Exchange Server. Using AD connect tool.</li> <li>Step 5: Assigning the Licenses Assessment time Qentelli will capture the mailbox license classification inputs from the NCH team and assign the licenses to all required mailboxes.</li> <li>Step 6: Starting the Migration Process After verifying the domain, setting up the user synchronization, and assigning the licenses, the Qentelli Migration team starts the migration process and the Qentelli team monitors the mailbox migration status and fixes the migration issues at the same time. <ul> <li>Note: Before going further, the Qentelli team give a test run with a small mailbox or two to see that the migration is working.</li> </ul> </li> <li>Step 7: Cutting off between the On-Premises and Office 365 After the migration is done and verifying the migration report, Qentelli team approves the NCH team to move (Cutover) the MX records to new tenant and support end users' issues and optimization part. <ul> <li>Old, archived emails or backed up PST files migration Solution:</li> <li>Any old email data in. PST backup format we follow the below plan to migrate, if the is below 500 GB, we can use network migration, if the .PST data in TB’s we can choose Microsoft data center hard copy shipping options.</li> </ul> </li></ul> Our Proposal to move Office 365<ul> <li>There are many possibilities in the integrations within Office- and Microsoft 365. Microsoft products and services are deeply integrated into the Microsoft eco-system.</li> <li>Example: Microsoft 365 and Microsoft Teams are close together. In this image you can see that it is important that your Exchange environment is integrated into Microsoft Teams.</li> <li>Office 365 Migration Advantages and what are the services that collaborate and optimize the opex expanses: <ul> <li>Qentelli team help to optimize the opex expenses to use migrated office 365 services (ex: MS teams will replace the WebEx services and teams will help the optimize the VOIP (Voice), Voice related infra structure and simplify the teams' collaborations.</li> <li>Qentelli team will help NCH team, project-based team groups to maintain documentations project related information’s.</li> </ul> </li> <li>Is Email backup and recovery included as part of the service? <ul> <li>Yes, office 365 allows us to recover deleted emails until 30 days, if we require more than that, we need to choose third party application to backup mailboxes and save cloud storage.</li> </ul> </li></ul> Assumptions<ul> <li>Resourcing model and pricing Structures: (We are assuming NCH users required E3 licenses)</li> <li>Resourcing and pricing will very depend on the assessment report.</li></ul><strong>Use case 1:</strong> all NCH users required office apps (Outlook, Excel, Word, PowerPoint) email mailbox need to choose E3 licenses. office 365 License Type No of users Per month $ Total per month $ per year $ 1 Office 365 E3 7000 23 161000 1932000 <strong>Use case 2: office 365 E1 – online web-based office products,</strong> office 365 License Type No of users Per month $ Total per month $ per year $ 1 Office 365 E3 4647 23 106881 1,282,572 2 Office 365 E1 2353 8 20424 245,088 3 7000 127,305 1527660 <ul> <li><strong>Note:</strong> Signup with EA agreement with Microsoft to get the discount 15 % to 20 % price on office 365 licenses.</li> <li>No share point sites & OneDrive using NCH teams.</li> <li>All mailboxes size below 50 GB, including archive emails.</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Cloud migration: Infra Migration physical & VMware to cloud Qentelli’s SolutionA data center migration can entirely transform NCH’s overall infrastructure operating environment and yield significant and lasting benefits, such as an attractive ROI. It’s a strategic, high-visibility project that impacts your business operations, performance availability and service level agreements.Qentelli Proposed data center migration methodology helps ensure operational stability. It appropriately balances the overbearing process with the appropriate amount of rigor required to produce an on-budget, on-time relocation. Therefore, it both protects and guides for NCH. ScopeAs per NCH shared information, the below list of servers and services in part of data center migration and Qentelli team proposing for support plan.NCH Data Center: (Physical servers: 50, VM hosts: 35, Virtual machines (Vm’s) : 900) and majority server infra 80 % hosted USA data centers, 20 % hosted on other regions. What are infrastructure support and migration to cloud services?<ul> <li>SQL Infra (SQL DBs: ~800, Phy Servers: 7 hosts dedicated to SQL, Virtual Servers: 25, DB backups: 12 TB)</li> <li>Infrastructure (Telecom Mgmt. (MPLS,Voice, Call Center, Cisco VOIP,CUCM’s,Anyware 365, Intranet)</li> <li>Network Management, Firewall Mgmt,Cisco DNA center, 150 Locations network support) <ul> <li>Data, Backups and Storage Usage</li> <li>SQL DBs</li> <li>Server Storage & Compute</li> <li>Patch Mgmt.</li> <li>Global Service Desk</li> <li>Workplace Services and Provisioning</li> <li>Security Services</li> <li>MSP Services</li> <li>Reduce Threat and Vulnerability resource costs with 24/7 offshore</li> <li>Opportunity for Consolidation of SOC & SIEM/VCISO:</li> <li>Current Resources: Security and Projects.: ~11+</li> <li>Appx $1MM invested in Security Related Tools</li> </ul> </li></ul> Approach to migrate data centerThere is no defined time frame for on-premises cloud migration. The process is built individually and depends on individual NCH onprem criteria. If a seamless migration is needed, that is, a transfer without the downtime of information systems, then this is considered at the planning stage and reflected in the work schedule.Qentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical steps Onprem to cloud migration methods Migration Stages<ul> <li>Assessment \Discovery Qentelli team ran the assessment with help of NCH support teams and created detailed report (bottlenecks, challenges, licenses, onprem infra capabilities). what are the servers\servers \applications compatible to move cloud and discourse the migration plan and decide the migration strategy with minimum downtime to optimize the operational expenditures and improve the application, servers’ performance with HA and DR solutions, Business continuity Plan’s and timelines. <ul> <li>Document the entire data center footprint</li> <li>Include a resource grouping classification</li> <li>Engage in cross-functional discussions with other internal business units</li> </ul> </li> <li>Planning stage: Qentelli team understanding of the NCH goals and Road map, scope of the migration in place, the next step is to plan the migration strategy. Important steps in the migration planning process include <ul> <li>Rehost (Lift & shift)</li> <li>Re-Platform (Lift & reshape/Optimize)</li> <li>Rip and replace (Retire and rehost)</li> <li>Decide on the optimal place to migrate to (cloud, on-prem, hyperconverged, etc.) based on the organization’s need</li> <li>Create a phased execution plan</li> <li>Set timelines for each phase and identified the execution challenges.</li> <li>Understand and map out and document the dependencies</li> <li>Automate where you can</li> <li>Define SLAs and support processes</li> </ul> </li> <li>Validation Stage: Qentelli team validates the prepared data center migration plan into action, as part of this process, be sure to include business validation to ensure that all the stakeholders are aware of any changes in the migration process.</li> <li>Migration Stage: Qentelli Team identifies the migration method depending on the source platform (the type of virtualization in the case of a private cloud migration or an iron server) and data activity (will it be an offline move, or it is necessary to transfer hot data). The speed of the Internet channel between the source infrastructure and the cloud provider’s data center also plays a role. If the speed or quality of the communication line is low, it makes sense to consider migrating using an external NAS. Once the services that need migration to the cloud are being identified, below are a few mandatory requisites to start moving the services are transferred to the provider’s cloud.</li> <li>Power consumption has been calculated</li> <li>Migration plan has been drawn up considering the priority,</li> <li>The data transfer method has been selected and an agreement has been concluded with a cloud provider.</li></ul>Qentelli team could conduct a Test Migration of all the applications, data, and network configurations to see if everything is ready. It also gives you a rough idea of how long migration will take. One great way to conduct a Test Migration is to move your backup instead of the production infrastructure. You can also opt to test one or two production applications as well. You can mix and match test migration elements according to the criticality of your applications. Verification and Optimization StageWhen the migration phase is complete, the fully functional data center. However, oversights and other issues can cause problems in the long term. Qentelli Team will verify that services are running, review the data center architecture and configurations, and optimize where needed<ul> <li>Data Center Migration Challenges <ul> <li>Failure to Set Realistic Time Expectations for the Migration</li> <li>Incompatible infrastructure between clouds</li> <li>Migrating apps with dependencies</li> <li>Cost of refactoring and rewriting apps</li> <li>Post-Migration Testing</li> <li>Hidden Complexities Always Occur</li> <li>Migration Breaks Regular Work Schedules</li> <li>Application Delivery Optimization.</li> <li>Back Up Your Data and Applications before the Migration</li> </ul> </li> <li>Physical servers to cloud migration Tools: <ul> <li>Data center migration we need to use tools to minimize the server down time (Azure migrate services, AWS migrate services).</li> </ul> </li> <li>VMware environment to cloud migration tools: <ul> <li>VMware Cloud on AWS, Azure VMware Solution.</li> </ul> </li></ul> Assumptions:Resourcing and pricing will very depend on the assessment report.<ul> <li>Use case 1 Lift and shift strategy: all physical servers using 16 GB RAM ,4 vCPU’s, 70 GB storage, windows OS and onprem VMware solution plan to use on cloud. Service category Service type Region Description Estimated monthly cost Computer Virtual Machines North Central US 50 D4 v3 (4 vCPUs, 16 GB RAM) x 730 Hours (Pay as you go), Windows (License included), OS Only; 0 managed disks – E6, 100 transaction units; Inter Region transfer type, 5 GB outbound data transfer from North Central US to East Asia $14,016.20 Computer Azure VMware Solution North Central US 14 AV36 (36 Cores(s), 576 GB RAM, 15.36 TB All Flash Storage x 730 Hours) Pay as you go $85,439.20 Networking Virtual Network East US (Virtual Network 1): 2 TB Outbound Data Transfer; Central India (Virtual Network 2): 3 TB Outbound Data Transfer $1,200.00 Networking VPN Gateway East US VPN Gateways, VpnGw1 tier, 730 gateway hour(s), 0 additional S2S tunnels (beyond included amount), 8 additional P2S connections (beyond included amount), 0 GB, Inter-VNET VPN gateway type $1,200.00 Networking Application Gateway East US Basic tier, Small Instance size: 4 Gateway hours instance(s) x 730 Hours, 3 TB Data processed unit(s), 3 TB Zone unit(s) $1,200.00 Support Support 0 $0.00 Total $103,055.00 </li> <li>Use case 2: With DR and HA, the cost will double the use case 1 projections.</li> <li>Use case 3: Hybrid model (Primary cloud and HA onprem) , assessment is mandatory to evaluate this option.</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Cloud Migration: MS SQL BackgroundQentelli is given to understand NCH is running MS SQL Server for many of their applications. This document gives SQL Server landscape and proposed migration solution options below: <ul> <li>There are 7 physical servers hosting 25 virtual servers</li> <li>800 MS SQL Server databases running on these 25 virtual servers</li></ul>As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloud Key considerations while planning database migration<ul> <li>At high level 800 databases will be migrated to Azure</li> <li>Qentelli recommends the following proven execution methodology to minimize any project risk</li> <li>Methodology consists of Discovery, Plan, Migrate, Cutover and Optimize phases. In a separate section task involved in each phase will be given</li> <li>Overall approach is designed keeping in mind of standard migration process. However, there may be some database configurations that could be different from most of them, and during the discovery phase deep understanding of them will be performed to determine migration approach</li> <li>Each database migration will be dependent upon the application to which it is connected. Hence understanding application is essential during the discovery phase</li> <li>The migration approach of database will be decided during the discovery phase. For example, some databases could be brought down for a period of migration time. Whereas some databases may have very little down time. In some cases, no down time could be allowed.</li> <li>Based on the migration approach, method to migrate could be determined.</li> <li>If a High Availability option is needed to migrate, it will be suggested</li> <li>In whatever the migration method, business disruption will be kept to the minimum and when the migration is completed, application connectivity will be seamlessly switched at the backend</li> <li>Qentelli will be given Dev environment with Applications servers, Applications, Databases cloned from Production. Qentelli will make changes after detailed analysis</li> <li>Database changes related to the in-flight projects will be updated as a collaborated activity</li> <li>Scope in Applications/Applications servers will be limited to changing connection strings to new DB</li> <li>Data quality and transformation will not be in scope</li> <li>Would expect no changes to target SQL Server instance or target database once migration activity is started until production sign-off</li></ul> Database Migration methodologyBelow diagram shows 5 stages of database migration, high level tasks involved in each stage and the outcome of each stage Migration StrategyIt is given to Qentelli’s understanding that NCH is running several applications on these 800 databases. Hence it is very critical to strategize how migration should happen.This involves understanding functional and technical aspects of each application to determine:<ul> <li>sequence of databases to be migrated</li> <li>one or more databases to be migrated together to maintain referential integrity</li> <li>Availability</li> <li>Some databases could be brought down for long duration to migrate</li> <li>Some could be brought down for a very brief period to migrate</li> <li>Some cannot be brought down, I,e., Need to plan high availability solution before migrating</li> <li>whether we need to send the data from Azure to On-prem to support to-be-migrated databases/applications</li> <li>Ensure existing Production and in-flights projects do not get impacted</li></ul>Below diagram explains above points in a pictorial representation Implementation approach<ul> <li>Copy entire current Prod (Appn/DB/Other scripts) to New Development servers</li> <li>Make changes in New Dev on Azure</li> <li>Parallel loading data into New Dev to validate</li> <li>Clone New Dev to New UAT and Parallel loading data into New UAT</li> <li>Clone New Dev to New Prod and parallel loading data into New Prod</li> <li>Once User signs-off, turn off data loading in current Prod, Dev and UAT</li> <li>After user sign-off, the dev team will be notified to update their changes in New Dev and New UAT</li></ul> Rationale to choose right toolSQL Server and Azure services provide multiple ways to migrate database to AzureAt high level there are 4 types of DB that will be migrated<ul> <li>Business critical database where downtime is very minimal</li> <li>Regular application database where downtime is allowed upto 8 hours (either day time or night time)</li> <li>Medium important database where entire weekend is available for migration</li> <li>Reference database where data needs to be kept in Source and Target in parallel for application usage</li></ul>In order to apply above 4 types to each database, understanding functional and architectural details of each application/database is essential. This will be achieved during High level functional walk-thru and Detailed Server/db walk-thru <ul> <li>Sample project plan and team size to give high level planning tasks that will be involved</li> <li>Typical migration steps to Azure SQL Managed Instance <ul> <li>Determine if Production instance will be used as Migration source, or prod cloned instance</li> <li>List down servers/databases that will be migrated sequentially</li> <li>Identify databases that will be migrated online (avoid downtime) and offline (using backup)</li> <li>Ensure Dev/UAT environments in Azure are created with minimal computer power</li> <li>DB access and Firewall settings are configured</li> <li>Enable TCP/IP protocol in On-prem SQL Server instance</li> <li>Subscribe to Azure Data migration services (ADMS)</li> <li>Create Network share for ADMS to backup DB before migration</li> <li>Create Blob container</li> <li>Create a project in ADMS, with source/target</li> <li>Run DMA assessment to check incompatibility issues between source and target for fixes <ul> <li>Migration blockers</li> <li>Information issues</li> </ul> </li> <li>Determine whether ADMS will use already backed up source data or will create a backup to use</li> <li>Upon completing all the settings, run the job and monitor the progress or any issues</li> <li>Once migration is successfully completed, execute the same steps for Production migration, after considering downtime need, storage needs, etc.</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h2 style='text-align: center; color: #fff;'|}Proposed Release Cycle and Delivery Milestones|{/h2|}|{div style='padding: 0px;'|}|{p|}Qentelli executes projects using both Standard Agile and Scaled Agile methodologies.|{/p|}|{p class='text-align-justify'|}Scaled Agile would be optimal for Sun Life as it appears to be a huge initiative consisting of multiple applications that would eventually require extensive cross-team communication.|{/p|}|{h4 style='color: #fff;'|}Scaled Agile Execution Model:|{/h4|}|{ul style='color: #fff;'|} |{li|}PI duration: 6 sprints (Each phase is a PI)|{/li|} |{li|}PI planning exercise (2-3 days) – Occurs every quarter |{ul|} |{li|}(This ensures the readiness of the product backlog and enables multiple Scrum teams to arrive at the Sprint backlog)|{/li|} |{/ul|} |{/li|} |{li|}Product Backlog: Comprise of Epics/Features with highest priority & ROI for the quarter|{/li|} |{li|}Sprint Backlog: User stories for the scrum teams|{/li|} |{li|}Sprint Execution Model: 5 sprints of development, 1 sprint of hardening|{/li|} |{li|}Architectural Runway: Architectural solution readiness for the PI.|{/li|} |{li|}Sprint Ceremonies: Sprint planning meeting, Sprint retro, Grooming, Sprint review, Daily Stand-up.|{/li|}|{/ul|}|{/div|}" id="pricing" p_color="f-white" extra_classes="back_bg"]RFP Track 6: Shadow IT Analysis and Recommendations to NCHShadow IT Industry trendsWith the current trends of IT moving towards Open-source and freeware software applications, Shadow IT refers to the use of any application, device, or cloud service in an organization without explicit approval from the IT department.Shadow IT is inevitable. Most IT users adopt shadow IT practices only to fulfill their job requirements in ways that make their life easier. Gartner research finds that an average of 30-40% of the purchases in the enterprise involve shadow IT spending. A research study by Everest Group found these figures put closer to 50%.Most IT employees find more efficient tools in the Open-source market than the approved corporate solutions. Drastic cloud adoption enabled the growth of shadow IT. An example of shadow IT is an employee using a cloud storage application, such as Google Drive and Dropbox, to store official files when the organization doesn't approve its use. Shadow IT – Vulnerability & RisksShadow IT – Vulnerability Unmanaged Shadow IT Risks<ul> <li>Limited control and visibility: The risks include security and regulatory noncompliance, data leaks, and inability to perform disaster recovery measures involving data in shadow IT systems.</li> <li>Data Loss: Organizations can lose access to shadow cloud-based data, particularly when the user who owns the information leaves the company or user is terminated.</li> <li>Potential Risk of attack /Data Breach: Organizational attack surfaces increase with unmanaged shadow IT. Weak or default credentials risk exposing unmanaged assets to the Internet.</li> <li>System Inefficiencies: When Organization is not informed of the data flows, IT departments cannot plan for capacity, system architecture, security, and performance across data in disparate and siloed shadow IT apps.</li> <li>Compliance management: Employees not aware of strict compliance regulations may introduce shadow IT applications into their workflow without proper research. When they use those applications to transfer confidential information, they are unknowingly exposing sensitive information to potential cyberattacks.</li> <li>Increased costs: Employees usually sign up for services that share a similar purpose with the approved applications leading to unnecessary subscriptions costs and there is no process to track the software and licenses used in the network.</li></ul> Our Approach to Shadow IT ManagementOur Strategy towards Shadow ITQentelli’s strategy is to embrace the benefits of Shadow IT by supporting the security, redundancy, availability, and compliance policies of NCH organization. Here below is the strategic way to collectively tackle the side-effects of Shadow IT practicesBuild Shadow IT team<ul> <li>Qentelli will set up a combined Shadow IT Program Team consisting of existing AppInfra Technology experts from both NCH and Qentelli teams</li> <li>Designate a Shadow IT program manager to execute this program</li> <li>This Team is dedicated to maintaining inventory, driving IT tooling adoption, and providing guidance to the IT teams</li> <li>Team works toward compliance and serves as primary contact for engaging executive support from those IT App Infra teams.</li></ul>Define the scope<ul> <li>Scan IT inventory and configurations within NCH Corporation</li> <li>Define On-Prem & cloud security controls</li></ul>Support<ul> <li>Expand engineering and security capabilities to support additional services</li> <li>Develop a communication plan for driving compliance</li> <li>Implement a reporting process to identify focus areas and show progress</li></ul> ApproachQentelli adopts the industry proven 3-phased approach for managing the Shadow-IT at NCH Corporation as defined belowDiscovery & IdentifyPortfolio Assessment to discover Shadow IT<ul> <li>Identify which apps are being used across NCH corporation from existing application catalog of all Oracle EBS, EAS, Sales and Marketing, Cloud apps and custom apps</li> <li>Setup and Run applications discover at Organization level by integrating with Microsoft Defender or Similar for Endpoint.</li> <li>Deploy the Defender or similar for Cloud Apps log collector on your firewalls and other proxies to collect data from your endpoints and send it to Defender for Cloud Apps for analysis.</li> <li>Start collecting data on cloud traffic across all devices, on and off NCH’s network.</li> <li>Create and publish reports to get a full picture of what apps are being used in your NCH.</li></ul> Identify Risk Index for NCH Apps<ul> <li>Understand the risk associated with discovered applications based on Qentelli’s Risk Analysis and Vulnerability Check list containing 90 risk factors including, security factors, industry- and legal regulations.</li> <li>Filter the list of apps discovered and organize by the risk factors.</li> <li>Drill down into the details to understand about its compliance and the app's security risk factors.</li> <li>Provide the Risk index Scoring for each of the applications</li></ul> Evaluate and AnalyzeCompliance Evaluation<ul> <li>Filter the apps discovered in NCH by the compliance risk factors</li> <li>Evaluate whether the discovered apps meet the NCH compliance standards or against factors like European, GDPR or industry-relevant standards</li></ul> Usage Analysis<ul> <li>Understand the usage patterns based on traffic data, top users and IP addresses, app categories and devices.</li> <li>Identify the users who often access unapproved applications, the top unapproved applications being used in your network, its bandwidth consumption, and more.</li> <li>Analyze the usage trends, level of impact, and risk profiles.</li></ul> Manage & Continuous MonitoringManage Applications<ul> <li>Start managing cloud apps and leverage one of several actions such as Sanction, Unsanctioned, onboarding an app to AD to leverage SSO, marking them for review or blocking them from NCH network</li> <li>Classifying the applications is to use external threat feeds that provide information on malicious URLs and domains</li> <li>Correlating external threat feed details with the shadow IT application list helps determine malicious apps that should be banned.</li> <li>Use inventory and controls reports to start enforcing security and engineering compliance.</li></ul> Continuous Monitoring<ul> <li>Setup alerts with specific SLAs and thresholds when new, risky or high-volume, apps are discovered in NCH environment for continuous monitoring and ongoing control over NCH internal, Custom and cloud apps</li> <li>Continuous Monitor and control the data transmitted from and to the endpoint devices. Setup total visibility over the data stored in cloud apps to identify if they contain any confidential data, and determine the owner of the file, location, and the access level of the information.</li> <li>Setup centralizing access controls to help prevent data loss or breaches, ensuring productivity while providing security for data in transit.</li> <li>Publish & implement the guidelines and policies to minimize the security risks, financial penalties, and IT spending.</li></ul> Recommendations and Next Steps<ul> <li>Establish a Continuous process to adopt the changes on the new technologies which can provide new opportunities for NCH teams to deliver better products, faster, and through convenient efforts.</li> <li>Raise the awareness in the IT Teams by publishing the importance of security and how to ensure security as a part of their day-to-day actions.</li> <li>Educate employees by sharing real security events and highlighting the impacts of these events to emphasize the importance of the actions people take.</li> <li>Data Driven Decisions through continuous monitoring can help solve users’ pain points and minimize their need to engage in unauthorized practices. <ul> <li>Understand what type of applications and devices employees use, IT can right-size resources based on employees’ needs.</li> <li>Ensure employees follow the best practices for cybersecurity and data privacy.</li> <li>Maintain regulatory compliance and system performance.</li> <li>Monitor threats, scan systems, and patch applications for vulnerabilities.</li> <li>Solve IT issues quickly thanks to automated root cause analysis (RCA).</li> <li>Take a proactive approach to IT support, fixing issues before users are impacted</li> </ul> </li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h2|}Key Assumptions|{/h2|}|{ul|} |{li|}The project will be executed in Time and Material|{/li|} |{li|}Success of this program depends on the collaboration between all the stakeholders and various teams in Sun Life. We would provide a dependency chart and estimated hours from stakeholders to execute and deliver the scope|{/li|} |{li|}Access as needed by the dev team will be provided by Sun Life|{/li|} |{li|}Developers and Architects will collaborate and adhere to the proposed timelines to meet the schedule|{/li|} |{li|}Environment and tools required for the engagement will be provided by Sun Life. Qentelli will share the recommendations|{/li|}|{/ul|}" extra_classes="white_bg"]RFP Track 7: Identify future structure & best practicesWhat future IT Org structure should NCH adopt?The goal of the IT Function within NCH should be to act as the Technology partner for all business initiatives.Keeping with Industry best practices, competitive landscape and business needs, we recommend the following Org Structure for NCH IT.Depending on the overall roadmap, Platform Engineering Office can be optional for now. The enabling functions such as Procurement and Talent will be part of the respective corporate functions but will have dedicated resources to support IT’s needs. What resources would respondent recommend for NCH to retain?We recommend the following roles to be NCH’s full-time staff to provide leadership and continuity:<ol> <li>Technology functional leaders (Program Management, Applications, InfoSec, Cloud etc)</li> <li>Architects in different streams</li> <li>Techno-functional experts who have significant expertise and experience in working with businesses within NCH</li> <li>Tactical leaders for applications and projects</li></ol> What services would respondent recommend for NCH to continue to provide in-house?We recommend that IT include all services to the business |LS|Service Catalog|RS| to provide in-house. The actual delivery of those services can be outsourced, but NCH IT must continue to be responsible and accountable for the delivery of such services.Without this, business teams would increasingly rely on their own “IT shops”, either through providers or as Shadow IT. What processes would respondent recommend for NCH to retain?Assuming that this question relates to the IT processes such as Helpdesk, Incident Management, new Application Delivery & KTLO, we recommend that NCH retain core capabilities such as Program Leadership, Governance, and ownership of new Systems & services. All other services and even subprocesses can be offloaded to partners.The underlying principle is that NCH IT must retain “ownership” of all core IT, irrespective of who is doing the delivery of such processes & services. What are the typical ways / tactics for NCH to effectively manage this engagement?Since this engagement will offload a good portion of core capabilities, NCH must treat the selected company as a “true partner” – by providing direction, collaboration, change management and advocacy.With a multi-vendor model, NCH must also ensure that all vendors “play nice” through frequent meetings with all vendors and underscoring the need by everyone to keep NCH’s objectives and needs above all other considerations.NCH must also advocate for this change and constantly brief all stakeholders who will be potentially impacted by this decision – business function representatives, leaders who work closely at all levels with their IT counterparts, 3rd party collaborators etc.Most importantly, NCH should ensure a smooth transition from existing employees, encouraging them to join the selected partner (if retained by the partner), provide them opportunities elsewhere within NCH OR support them as they go through the process of finding positions outside of NCH |LS|especially true for employees with a long tenure with NCH|RS|.[/html]
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[nd_tab active="1" different_values="0" title="RFP Track 8: Assess opportunities for vendor contract & services renegotiation"]
[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" style="" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|}Objective|{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]Does respondent assist with the re-negotiation of contractsYes, Qentelli will work with NCH to renegotiate existing contracts based on industry practices to ensure that NCH gets the best deal – either in services covered or in costing What are the top 10 contracts / contract types that make good candidates to review and look for cost efficiencies / renegotiation?Based on our experience, the following contract types provide the highest value for review and renegotiation<ul> <li>Contracts that are up for renewal or are less than 3 months from the date of renewal</li> <li>Contracts that are more than 3 years older</li> <li>Any contracts that DO NOT have service credits or some other performance guarantee, especially for subscription/leased services (including Telecom, infrastructure, cloud services, SaaS)</li> <li>Contracts where NCH has good purchasing power parity – where the market is highly competitive, and NCH has the necessary scale and volume to make it attractive to Sellers. Examples include Telecom providers, standard software such as CRM, cloud services, Service Management tools, tools used for internal Systems Development/Management etc.</li> <li>Contracts will have many arbitration clauses that might be blind-sided, always be sure to have expert legal team review before signing</li> <li>Contracts where there are opportunities for consolidation of some common needs across IT or business functions. This may reflect as a need for the same type of infrastructure or software, but the solution set is fragmented. For example, every function needs a Storage + Knowledge Management + Task Management toolset. This might be fragmented today with some teams using SharePoint + OneDrive + MS Teams and other teams relying on Jira + Confluence</li></ul> Any other recommendations regarding contract renegotiation or optimization?<ul> <li>We usually recommend reviewing all contracts every 2 years using a cross-functional team that has members from all stakeholder or impacted teams. Such reviews not only focus on cost alone but also to confirm if the need still exists at the required scale and the ability to continuously satisfy such needs</li> <li>We also recommend doing internal evaluations for alternatives and going back to the contract providers to see if they can “price-match” OR “feature-match” against their competition</li></ul>[/html]
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[nd_tab active="0" different_values="0" title="RFP Track 9: Other - Please offer any additional vendor recommendations for IT Cost Reduction targets" style=""]
[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|} |{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]Based on the Business Plan shared by NCH IT and the current understanding, we believe that opportunities for cost reduction in the following areas:<ul> <li>Centralization of some areas that may be duplicated or not effectively procured due to smaller scale across countries</li> <li>Spending deferrals to ensure that the need is genuine</li> <li>Flex staffing to bring on resources for shorter periods of time</li> <li>Auditing device and systems utilization</li> <li>Review cloud spending and remove test accounts, services that may not be needed during non-business hours, using auto-scaling groups to spin and spin down capacity automatically only when needed</li> <li>Consolidate some services into a “Shared Services Model”</li> <li>Investing now in Automation for Software Distribution, RPA or QA Automation to reduce time</li> <li>Server and Mainframe consolidation</li> <li>Run internal campaigns and hackathons for staff to identify opportunities – there may be many manual tasks costing hundreds of hours each month that can be automated or even removed Qentelli can bring in a Cost Optimization Decision Framework to help NCH get an objective, visual representation of cost optimization ideas early on — by the level of benefit, cost, risk and viability. The Framework uses multiple parameters and scoring to identify the ideas that have the most optimal and least impact.</li></ul>Some of the parameters and questions are shown for representation:<ul> <li>Financial benefit ideas but tradeoff against risk and cashflow</li> <li>Time for implementation and time for ROI including soft savings</li> <li>Degree of Organizational risk and Technical Risk</li> <li>Large Capex/OpEx investments</li></ul>We then use a X-Y matrix to Map your cost optimization initiatives and visualize trade-offs where the X-Axis is scored along Financial Benefit and/or Business impact and Y-Axis is scored along Investment, Time and Risk[/html]
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[html undefined="|{ul style='list-style-type: none; display: flex; margin-top: 12px; justify-content: end;'|} |{li style='margin-right: 20px;'|}|{a href='#ES' style='color: #000; font-size: 15px; '|}Executive Summary|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#OBJ' style='color: #000; font-size: 15px;'|}Overview|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#CS' style='color: #000; font-size: 15px;'|}Case Study|{/a|}|{/li|} |{li style='margin-right: 20px;'|}|{a href='#pricing' style='color: #000; font-size: 15px;'|}Commercials|{/a|}|{/li|}|{/ul|}" format="ckeditor" different_values="0" style=""]<ul> <li><a href="#ES">Executive Summary</a></li> <li><a href="#OBJ">Overview</a></li> <li><a href="#CS">Case Study</a></li> <li><a href="#pricing">Commercials</a></li></ul>[/html]
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[html format="full_html" p_color="f-white" different_values="0" undefined="|{p style='color: #fff; font-size: 17px; margin-top: 35px;'|}|{span style='color: #fff; font-size: 24px; font-weight: 700;'|}Transforming Monolithic Application to Micro Services and Frontend|{/span|}|{br /|}|{/p|}" style_padding_left="35" style_padding_right="35"]Transforming Monolithic Application to Micro Services and Frontend[/html]
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[html format="full_html" different_values="0" undefined="|{h2 class='text-align-center' style=' margin-bottom: 40px; color: #fff;'|}Executive Summary|{/h2|}|{p class='text-align-center'|}Qentelli thanks Sun Life for providing us the opportunity to present our solution to the RFP for Modernizing your Monolithic Application to Microservices and Micro Frontend. We understand that Sun Life’s objective is to modernize the existing legacy application in line with the Goals and Strategy as part of the Digitalization journey.|{/p|}|{p class='text-align-center'|}Qentelli is a Digital and Cloud Technology Company. Being a Technology company, Qentelli teams powered by our Innovation Teams, backed by our Digital Center of Excellence have deep expertise and experience in delivering Digital Transformation solutions for several Fortune 100 customers. The solutions include Modernization, Cloud Native, Event Driven and Micro Architectures that bring rich Digital Experiences. |{/p|}|{p class='text-align-center'|}Our Digital Transformation practice has been the key partner in working with several customers in the BFSI sector which includes Traditional and Digital Banks, Financial Services providers for Residential, Commercial, Auto, Marine industries and Insurance in Life, Auto and other sectors. |{/p|}|{p class='text-align-center'|}Some of the work that we have done, which are relevant to this proposal include: |{/p|}" p_color="f-white" id="box2" style=""]Executive SummaryQentelli LLC (Qentelli) thanks NCH Corporation (NCH) for providing us the opportunity to respond to the RFP for a strategic IT Partner. We understand the vision of the RFP is to help NCH in consolidating and enhancing the ability to develop and maintain software systems operated by NCH.The key objectives from a business and technical perspective are outlined below BUSINESS OBJECTIVES ENGINEERING OBJECTIVES 1. Consolidate, optimize, and improve the IT footprint, spend and efficiency 1. Complete core IT Projects on Oracle EBS platform across EAS, Marketing, Global Business and other areas & move to “Evergreen” status 2. Allow for a lean IT Operation with the ability to scale as needed in specific areas globally, without needing NCH to sign multiple local contracts 2. Complete Roadmaps across Infrastructure, Security and Support Operations Qentelli believes our proposal addresses these objectives and much more. As such, Qentelli is pleased to respond to NCH with the following foundational and guiding principles for the proposal: <ul> <li><strong>Engineering Excellence</strong> – Architecting and developing high-quality, resilient platforms through professional expertise, maintaining high quality standards, and following modern Software Engineering practices</li> <li><strong>Collaborative culture</strong> – Co-creation of Business Value through close collaboration with Business and IT stakeholders at NCH through the following shared values: <ul> <li>Build Trust through transparent communications</li> <li>Fix issues, learn from them and move quickly – blameless post-mortems</li> <li>Track, learn, Calibrate and Continually improve</li> <li>Fail Fast, Learn Faster mindset</li> </ul> </li> <li><strong>Right shoring, right sizing, and right skilling</strong> – From our experience, IT systems need to run like a well-oiled machine – when done well, you don’t know it’s there, but when it does not operate properly, it slows down the organization considerably without everyone not recognizing the crisis. We will review and retain key skills, right shore roles that can be done effectively at a lower cost, as well as optimize the teams as needed</li></ul>[/html]
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[html format="ckeditor" different_values="0" undefined="|{h3 style=' text-align: center; font-size: 27px; font-weight: 700; letter-spacing: 0px;'|}Powerful Features|{/h3|}|{p style='font-size: 14px; font-weight: 400; margin-top: 6px; text-align: center;'|}Limitless Possibilities. Best-In-Class Features.|{/p|}"]Company OverviewQentelli is a technology company that accelerates digital and cloud transformation journeys through implementation of DevOps, Automation, Agile, and next gen technologies in AI including Machine Learning & Deep learning.We help clients to deliver software faster, more efficiently and affordably. Qentelli is headquartered in Dallas, TX with a global presence. The services teams are powered by the Innovation Group that provides the thought leadership, problem-solving and technology needed for modern applications. Our Intellectual Property which includes AI based products/tools, frameworks, methodology and process playbooks help accelerate and deliver Digital Transformation, Cloud Adoption, DevOps, and Quality Engineering solutions to our customers. Some of our experience in the BFSI Space that underscores our expertise in the services in the scope of this RFP include:<ol> <li>IT-as-a-Service for a Global leader in Financial Services for managing their Revenue generating and internal platforms.</li> <li>Digital Transformation, DevOps, DevTestOps and DevSecOps for one of the largest Regional Banks in US by modernizing their revenue generating monolithic application into microservices architecture on Azure Platform.</li> <li>New Application Development on Microservices & Frontend for the World’s largest financial consulting organization.</li></ol>We believe that our proven expertise in Digital Transformation makes Qentelli the vendor of choice for this initiative. Qentelli Executive Leadership team assures NCH that it fully aligns with and will go the extra mile to help achieve the above objectives.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" style="" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|}Objective|{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"]To meet the goals for this RFP, Qentelli will align with the IT functions at NCH today and provide support across the different tracks.Key Pillars of the SolutionPeopleIn such large Transitions, it is critical to ensure that<ul> <li>Knowledge Transfer – Knowledge of systems and operating practices are transitioned effectively, given that many people have long tenures at NCH</li> <li>Organizational Change Management – Staff may have developed close working relationships; a large-scale change can potentially lead to resistance and resentment. Managing such change through frequent and transparent communication from NCH is important to ensure that the initiative is successful</li> <li>Retention, right shoring and right sizing – Qentelli will make every effort to retain all the 26 Key FTEs identified by NCH for at least a year along with compensation benefits. However, there may be a flight risk for some people which needs to be planned</li> <li>Culture – With operations in multiple countries, understanding each country’s cultural nuances and managing them for optimal performance is a key success factor. Qentelli has experience working in multiple geos, working with local partners and being able to decentralize some decision-making to the functions and country leaders.</li></ul> ProcessQentelli’s approach to this initiative will follow a well-proven Framework that integrates all the other pillars of the solution. The Framework is a directional aspect with each function within IT having its own set of Processes, Tools, Structure, Governance and Reporting. Here, we are addressing our perspective for the whole of IT.The Framework consists of the below central Themes:<ul> <li>Transition Model – A Phased approach to Transition that includes Knowledge transfer, Secondary support (Shadow support), Primary role and Steady state. This is applied across all tracks </li> <li><strong>Governance</strong> – An effective IT Governance framework using industry standards such as COBIT as a model is required to address the rapidly changing IT Landscape. We recommend modeling the CIO office at NCH around the following functions to ensure a standardized, lean and consistent approach to IT. <ul> <li>Our Governance approach has multiple layers at Strategic, Tactical and Operational levels. The Strategic Governance model is applied at the overall IT Function level, while Tactical & operational governance is applied within IT Departments. Governance needs to be operationalized at various levels and must be performed consistently based on uniform tasks/criteria for it to be effective. Our Governance Review approach is shown below <strong>Note:</strong> the weekly and monthly reviews that will be performed within each track as Plans, Progress, Capacity and Performance will be different </li> </ul> </li></ul>KPIs and MetricsThe “Goal-Question-Metric” (GQM) approach is a proven method for driving goal-oriented measures throughout software organizations. With GQM, we start by defining the goals we are trying to achieve, then ask clarifying questions around those goals, and finally answer our questions through objective metrics. By mapping business outcomes and goals to specific measures, we can form a better picture of the Agile environment and clearly demonstrate how we are performing across the enterprise.The KPIs should help the teams and management make decisions based on the value at a point in time or trends over time. If no decisions are being made, then the metric needs to be reviewed for usefulness.It should also be recognized that KPIs/Metrics can and must change over time. When you start the process, you may focus on certain metrics to ensure that your baseline objectives are being met. After the baseline has been achieved and your team has adopted the practices, you should move to a different set of metrics to track how the team(s) are evolving.From our experience, we have observed the following:<ul> <li>Metrics drive behavior</li> <li>If KPIs are reported & not used for making changes, people will lose value for that data</li> <li>Punitive use of data will cause people to report false data</li> <li>Onus of metrics is on the “Consumer” rather than the “Producer”</li></ul>KPI Program – Our ApproachThe following framework defines the steps starting from metrics definition to measurement to continuous improvement. GQM for Metrics DefinitionA typical template used for identification of metrics with some samples is provided below: Business Goal Questions Metrics Notes Bring New Products and Features quickly to the market What factors impact time to market? What is our current baseline? What is our current process to introduce new features? Lead Time to Deploy Average Cost per Feature People utilization There may be other metrics that can be defined based on detailed answers to the questions Prevent Issues from being discovered by the Customer What are our Quality assurance parameters? How do we detect issues before the customer does? Defect Density per feature (can be categorized by size of feature) % of Customer reported incidents that already have an open ticket Defect Density is a measure of # of defects detected by the team before release to UAT / Production. This needs Unit tests, QA coverage (Manual and Automation) etc. TechnologyAs outlined in each Track, we bring extensive expertise in different IT Domains, including Enterprise Platforms such as Oracle EBS & Salesforce, custom-developed Apps, DevOps, Network & Infrastructure, Enterprise InfoSec & Business-as-Usual across multiple geos.A humming Technology organization will usually have solutions for almost all areas shown below – Qentelli’s responsibility is to make it leaner and transparent Track-Level SolutionsA summary of the different Tracks and our approach is described here – please refer to the detailed RFP Response for each track.Track 1: Process ChangeWe plan to introduce a Portfolio Approach to IT Capacity through the use of Quarterly Planning Cycles and an enhanced Demand Management process to manage change, prioritize business requests, scale capacity and institute chargeback models.We will continue to use Ivanti and ServiceNow to manage Demand across NCH IT.Track 2: Oracle EBSWe will apply a dual service delivery model for this stream as described below:<ul> <li>We will participate in Oracle EBS development, integration, QA and rollout of different modules for different Business units as outlined in the FY23 and FY24 planning documents</li> <li>We will continue to provide support through L1, L2 and L3 levels using a Plan-Transition-Steady state model</li></ul>The plan is to retain, replace or augment as necessary to enable the delivery of Oracle EBS resources for technical & functional areas, while optimizing Oracle support.Track 3: EAS MarketingSimilar to Track 2, we will adopt an Application Delivery Stream Global Order Entry and rollout for EU/other regions including China rollout in 2024 along with support for existing apps such as current Order entry system, NCH Live & SCORE.Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment – Discover the current system setup, solutions developed, current maintenance process, understand the business value and support model. Also, Determine the adoption strategy and roadmap in alignment with business vision and technology setup.</li> <li>Transition – Knowledge transfer across all business processes, business logic, modules, development methodology, integrations, deployment approaches, in-transit operations, and support history</li> <li>Steady State – Operate the system development and support tracks through retain/replace strategy based on the Planning and KT conducted earlier</li> <li>Optimization / Transformation – Bring in best practices and thought leadership to optimize the current setup, help migrate old systems to the new systems and bring in automation as necessary to help improve timelines and optimize cost.</li></ul>Track 4: Cloud MigrationQentelli team will help NCH data center to migrate all or part of its IT infrastructure to the cloud and suggest the cloud services based on business needs and the volume of data, the principles of working with them, the presence of a geographically distributed network of offices, and other factors. The generally accepted scheme can be broken down into several typical stepsSQL Server MigrationQentelli understands NCH is running MS SQL Server for many of their applications. This document identifies the current SQL Server landscape and proposed migration below:<ul> <li>There are 7 physical servers hosting 25 virtual servers</li> <li>800 MS SQL Server databases running on these 25 virtual servers</li></ul>As part of this engagement, Qentelli is proposing an approach towards migrating to Azure cloudKey considerations while planning database migration<ul> <li>At high level 800 databases will be migrated to Azure</li> <li>Qentelli recommends the following proven execution methodology to minimize any project risk <ul> <li>Methodology consists of Discovery, Plan, Migrate, Cutover and Optimize phases. In a separate section, tasks involved in each phase will be given</li> </ul> </li></ul>Patch Management Policy and ProcedureQentelli’s Patch Management Policy and Procedure provides the processes and guidelines necessary to:<ol> <li>Maintain the integrity of network systems and data by applying the latest operating system and application security updates/patches in a timely manner</li> <li>Establish a baseline methodology and timeframe for patching and confirming patch management compliance</li></ol>Desktops, laptops, servers, applications, and network devices represent access points to sensitive and confidential company data, as well as access to technology resources and services. Ensuring updates and patches are distributed and implemented in a timely manner is essential to maintain system stability and mitigate malware, exploitation, and security threats.Track 5: Infra ManagementQentelli Infra support team considers NCH IT infrastructure & Security Services as a highly specialized service, designed for information management systems based on Oracle, Salesforce, MS SQL, Cloud, Mobile and other diversified platforms.Qentelli will follow certain IT infrastructure maintenance principles with a few variances, these practices can be customized based on the unique context of NCH requirements.IT infrastructure maintenance can be classified into some key areas includes Server, Desktop, Backup and Security, Telecom, Firewalls, Switches, routers, and Server rooms /Data center maintenance. The maintenance operation frequencies are real-time, daily, weekly, monthly, or quarterly, as needed. This service ensures system availability during a specified timeframe through constant monitoring and control of SLAsTrack 6: Shadow IT Analysis & RecommendationsShadow IT is a reality in most organizations and reflects the demand for Information Systems from Business to remain competitive and to drive efficiency. However, Shadow IT systems can pose serious risks to the organization including Financial, Legal and Compliance issues.Qentelli will set up a Core team consisting of Infra, Application, Cloud, and other specialists to perform an Assessment of all Business verticals. At the end of the Assessment, this team will produce an “Inventory” of all IT systems (including hardware, software, subscriptions, storage, and other tools), along with details on use case, costs, contracts, and other information.Based on this inventory, NCH and Qentelli can decide which areas to bring in scope for IT.[/html]
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[html format="ckeditor" different_values="0" style_padding_left="0" style_padding_right="0" style_padding_top="0" style_padding_bottom="0" undefined="|{div style='padding: 30px; font-size: 14px; color: #fff; background: #000; font-weight: 500; margin-top: 20px; overflow-y: scroll; height: 300px;'|}|{h3 style='color: #fff;'|} |{/h3|}|{p|}Application modernization for Sun Life: Transforming Monolithic Application to Micro Services and Frontend.|{/p|}|{p|} |{/p|}|{/div|}"] We recognize and appreciate that one of NCH’s core objectives for this RFP is to run a cost-optimized IT function. To help in achieving this goal, Qentelli offers the following commercials Pricing Summary Year Professional Services Cost NCH Current Spend $ 12,863,742.00 Qentelli Year 1 $ 12,363,742.00 Year 2 $ 11,363,742.00 Year 3 $ 10,863,742.00 Cumulative Savings with Qentelli for the span of 3 Years : Professional Services $ 2,000,000.00 What is included in this pricing<ul> <li>Rebadging of 26 NCH FTEs that NCH deems to be thought leaders or “super techs” – whose continuation will be critical to NCH’s plans for the next 1 year</li> <li>Retention or replacement of 70 NCH FTEs – replacements may be moved to any Qentelli location, including India</li> <li>Retention or replacement of 58 Contractors – Qentelli may choose to replace them or sub-contract with the existing contracting companies</li></ul>What is excluded from this pricing<ul> <li>Any additional lead/manager roles for offshore positions</li> <li>All roles which will be in operation (Qentelli or Contractors) will continue to be managed by NCH leads and Managers</li> <li>Any consulting services</li> <li>Guarantees of retention for any other resource</li></ul>Pricing Assumptions |LS|Important to confirm by NCH|RS|<ul> <li>All in-scope resources transitioned to Qentelli will work on best effort basis for completing the FY23 and FY24 IT Plans.</li> <li>As the estimates for schedule and team size were not provided and agreed by Qentelli, Qentelli reserves the right to review and propose alternate plans for the above planning</li> <li>All existing infrastructure costs, including but not limited to hardware, purchased software/systems, subscription software, Cloud provider costs, licenses</li> <li>All laptops and other software issued to retained employees (though rebadged by Qentelli) will continue to be supplied by NCH</li> <li>If any NCH FTEs request additional compensation for retention, Qentelli will pass on the additional cost</li> <li>NCH agrees to negotiate with FTEs that both parties agree to retain, in order to ensure continuity</li> <li>All Change Management, internal communications and risk management for this transition will be owned by NCH with significant contribution from Qentelli</li></ul>Value Proposition to NCHThe RFP response has more details, but here are some of the benefits that Qentelli is uniquely positioned to underwrite for NCH.<ol> <li>Commitment to YoY savings to reduce Total Cost of Ownership (TCO) to NCH over the 3 Year period of Engagement through <ul> <li>Overall savings of USD $2.5M through the levers of utilization efficiency, right-shoring of people, defect prevention and driving automation</li> <li>Technology investment of USD $250K (USD $85K per year) through our Products and Frameworks implemented for NCH</li> </ul> </li> <li>Founders’ |LS|President and CEO|RS| commitment from Qentelli on partnering with NCH through <ul> <li>Active Participation in the Steering Committee for Strategy, Governance and Relationship</li> </ul> </li> <li>Engagement Leadership <ul> <li>Qentelli will invest in a Senior Delivery Leader, based out of the US, who will work in close proximity to the CIO and IT Function Leaders on Strategic areas, provide thought leadership and drive towards achieving common goals.</li> <li>As needed, Qentelli will also bring in experts for consultative needs around Architecture, DevOps, Infrastructure, and InfoSec. Depending on the purpose and duration, such consulting assignments may be investments from Qentelli or charged at a discounted price to NCH.</li> </ul> </li> <li>Other elements of the Value Proposition include <ul> <li>Access to Qentelli’s University for Upskilling & Cross-skilling</li> <li>Access to Qentelli’s Resource Management Group to help you address spikes / business demand across your Enterprise needs</li> <li>80% Guaranteed retention of Key Named Resources agreed by NCH and Qentelli for a period of 3 years</li> </ul> </li></ol>We are excited to bring our proven expertise in IT for Enterprises such as NCH and we hope to be the vendor of choice to NCH and your long-term strategic technology partner. Along with our Executive Leadership team, we assure NCH to go the extra mile to help achieve your business objectives.With Appreciation and Excitement, Sanjay Jupudi Founder & President <a href="mailto:SanjayJ@Qentelli.com">SanjayJ@Qentelli.com</a> | +1 469 600 0696 Prasanna Singaraju Founder & CEO <a href="mailto:Prasanna@qentelli.com">Prasanna@qentelli.com</a> | +1 469 600 3217 [/html]
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[html format="ckeditor" different_values="0" style=""]RFP Track 1: Process Change and Demand ManagementBusiness Demand vs IT Capacity Management[/html]
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[html format="ckeditor" different_values="0" style=""]We will continue to use Ivanti and ServiceNow to manage demands on IT Capacity across NCH – to track Real time access to demands and know what’s coming next from every Business function in the organization. Centralized Demand Management process provides a central hub to manage and prioritize demand.Key steps:4. Introduce Quarterly Planning cycles with Business and IT leaders to plan for planned requests on IT Capacity<ul> <li>Introduce IT Portfolio Management process, managed by IT PMO, to approve, track, measure & decide on overall IT work. NCH VP of IT, IT Directors & Qentelli leaders will participate</li></ul>5. Ad-hoc requests during the quarter will be considered for the next planning cycle unless deemed “Critical-to-fly” by the Business and goes through an Exception process<ul> <li>Business Case to be submitted by Business functions – Need, Scope, Criticality/Impact, benefits and ROI, time to ROI and other parameters may be included</li></ul>6. Funding source to be discussed – Business-sponsored initiatives will be given precedence. IT Budgets will be used primarily for projects that benefit the Enterprise<ul> <li>NCH can now leverage Qentelli’s Core-Flex Model to manage variations in Business requests – it will now be possible for NCH to have short-term capacity to complete projects without any long-term financial commitment for those resources</li></ul>7. Release Planning and Governance will ensure that there is a “Release Train” to maintain predictability over major software and infrastructure changes <em>Figure 2: Intake Process</em>The above image shows how NCH IT would manage the intake process once the Demand-Capacity Management process is implemented. <em>Figure 3: Demand Management System</em> <em>Figure 4: Project Proposal Workflow</em>Our Stage gate process to match Business Demand vs IT Capacity Management is based on multiple parameters for decision making:<ul> <li>Requests that are aligned with on-going IT Projects as part of approved Roadmap</li> <li>Business Cases that show strong ROI in shorter periods of time (direct or indirect contribution to Revenue growth, improving efficiency and productivity, improving quality)</li> <li>Business-funded requests</li> <li>Skillsets needed</li> <li>Build vs Buy – Commercial product implementations or legacy modernization efforts can be long and expensive</li> <li>Contract, legal or regulatory compliance</li></ul>Responsibility and Timeline with organization capacity to achieve Company Goals:Strategy Execution and Transformation plans require a lot of financial and human resources. Therefore, strong human resource management and finance and budget management functionalities are a must for managers to know on what to focus their resources to achieve success.Get everyone on the same pageA high-level Portfolio Tracker that visualizes Initiatives, Program and Project in an easy-to-understand timeline, you provide managers and stakeholders full visibility of the plan.Case StudyIn a recent 18-month period, we reduced our new project intake by about 40%, by hard decisions on which projects would be funded.” ~ Ed Cohen, CIO[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}We propose an architecture based on microservices. The fundamental concept is to split functionalities into cohesive verticals — not by technological layers, but by implementing a specific domain. The following diagram depicts the overall layout of the solution. Following are extensive explanations of the decomposition of the respective frontend and backend layouts.|{/p|}|{p paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|}|{img alt='' data-entity-type='' data-entity-uuid='' height='597' src='/sites/default/files/Structural%20Design%201.jpg' width='1003' /|}|{/p|}|{p class='text-align-justify' paraeid='|LF|5fc75b6a-7258-4ed5-98c9-bd7282722ff7|RF||LF|201|RF|' paraid='1645491569'|} |{/p|}"]<ul> <li>Significantly increased # of requests from Business for IT Capacity</li> <li>Skillsets not scalable quickly</li> <li>NCH historically has not engaged temporary contract resources (independent contractors or vendors) to augment capacity</li> <li>No clear boundary on chargebacks – who is going to pay for these initiatives: IT Budget, Discretionary IT Budget or Business Sponsors</li> <li>Quarterly planning cycles either not conducted or not consistent to gather Business needs and plan for the next few quarters</li> <li>Focus from Executive leadership on core NCH Capabilities – IT support is “after-the-fact” and not budgeted in the business projects</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Our research shows the following areas where Industry leaders are prioritizing their IT Budgets:[/html]
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[html format="full_html" different_values="0" style_padding_left="35" style_padding_right="35" undefined="|{h2 class='text-align-center' style=' margin-bottom: 10px; color: #fff;'|}Proposed Organizational Structure and Expertise|{/h2|}|{p class='text-align-center' style='margin-bottom: 40px;'|}|{/p|}" p_color="f-white" style=""]RFP Track 2: Oracle EBS [/html]
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[html format="ckeditor" different_values="0"]Qentelli is given to understand Oracle EBS implementation as listed here below:<ul> <li>EBS for ASIA & North America was upgraded to 12.2.8 (NOT OCI) in Jan 2022.</li> <li>The upgrade effort required remediation of 5000 CEMLIs and 1500 Discoverer Reports</li> <li>EBS for EUROPE is being upgraded to 12.2.8 and OCI, Target Feb / Mar of 2023</li> <li>EBS for NCH’s Plumbing Products Group (PPG) is excluded for EBS supported. Only has been upgraded to 12.2.9 and on OCI as of fall 2021.</li></ul>The support of PPG EBS code is EXCLUDED from this RFP. The environment is shared (licensed code, servers, hosting, etc.) and is therefore included Scope of Oracle EBS Region Description Comments North America & Asia EBS 12.2.8 Europe EBS (version not clear) Need to upgrade and support 12.2.8 Plumbing Products Group EBS 12.2.9 Support to the environment and not EBS All the above Regions have thousands of enhancements and Discoverer reports EBS Module coverage Sln# Application Asia-NA Europe Fin Cash Management Yes Yes Fin Fixed Assets Yes Yes Fin General Ledger Yes Yes Fin Vertex Series O for US Yes HR Advanced Benefits Yes HR Human Resources Yes Yes HR Incentive Compensation Yes Yes SCM Inventory Yes Yes SCM Shipping Execution Yes Yes SCM Warehouse Mgmt. Yes SCM Demantra Yes SCM Mobile Supply Chain Yes Yes Manf Advanced Planning Yes Yes Manf BOM Yes Yes Manf Discrete Cost Yes Yes Manf Manufacturing Yes Yes Manf Process Cost Yes Yes Manf Quality Yes Yes MDM Product Data Hub (PIM/PDH) Yes OTC Advanced Collections Yes Yes OTC Advanced Pricing Yes Yes OTC Order Management Yes Yes OTC Receivables Yes Yes PTP iExpense Yes Yes PTP Payables Yes Yes PTP Purchasing Yes Yes Common Automation Anywhere for BOT Processing Yes Common Formula Yes Yes Common Oracle Discoverer Yes Yes Common Precision/QAD TMS V16.1 system for US/Canada Yes Common System Admin activities Yes Common Oracle Localizations Yes Yes Integration Boomi Scope of Support Services Tier Description Comments L1, L2, L3 and L4 Initial Analysis · Production support · System Administration · Data fixes · Performance & tuning · Functional / User issues · Integration Issues Simple data fixes Selective RCA and CIP for repeat issue reduction, User Enablement Automation and Process improvement L1, L2, L3 and L4 Small / Medium Enhancement · 12-80 hrs. of effort per request · Provide design and specifications · coordinate with production environment for change scheduling · coordinate with techno / functional teams, developers, testers · postproduction support (4 – 6 weeks) Projects · More than 80 hrs. of effort · Discretionary fund · RFP is needed · End-to-End execution Ticket statisticsMonthly Ticket (Aug ’21) – Total 370 Category Peak ticket size (for all regions) Region wise breakup · NA-172 · Europe -139 · APAC-38 Function wise breakup · FIN – 67 · SCM – 41 · CRM – 44 · SR/Sys Admin - 197 Region wise Functional usage Functional Area Corporate North America Latin America Asia China Europe General Ledger x x x x X x Payables x x x x x x Receivables x x x x x Advanced Collections x x Cash Management x x x x x iExpense x x x x Fixed Assets x x x Advanced Benefits x Human Resources x x Human Resources (light) x Payroll (Cerdian Dayforce) x Order Management x x x x Advanced Pricing x x x x Incentive Compensation x x x Discrete Cost, Manufacturing, Quality, BOM x x Process Cost, Manufacturing, Quality, Formula x x x x Inventory x x x x Warehouse Mgmt. (costing only - one org) x Shipping Execution x x x x Purchasing x x x x Advanced Planning x x x x Demantra x Vertex Series O x Precision TMS (V16.1) x Clear Orbit* x Mobile Supply Chain/Intellinum x x x x Oracle Discoverer x x x x x x Noetix Views * x Oracle Localizations x ? ? x Sales Applications (Global OE/SMART/SCORE) x x x x NCH Contracts x x x x Salesforce x x x x Oracle Tech Skills Required to Support Technical Area Corporate North America Latin America Asia China Europe Oracle Forms x x x x x x Oracle XML Publisher x x x x x x Oracle Reports/6i x x x x x Oracle Discoverer/Client/Admin x x x x x x Oracle Workflow x x x x x Oracle Fusion Middleware x x x x Dell Boomi Integration x PL*SQL x x x x x x Unix Shell Scripting x x OA Framework x x Oracle AME x x Automation Anywhere RPA x x J-Developer x x x x x x Desktop ADI x x x x x x Toad/SQL Developer x x x x x x .NET x x x x x x Oracle Database x x x x x x SQL Server x x x x x Financial Statement Generator x x x x x x Oracle Report Writer x Oracle APEX x Instance Details Instance Description Comments [/html]
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[html format="ckeditor" different_values="0" undefined="|{h3|}Transition Activities, Deliverables and Exit Criteria|{/h3|}|{p|}This section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below:|{/p|}|{p|} |{/p|}|{p|}The objectives for each track are described below:|{/p|}|{table class='Table' style='width:100.0%; border-collapse:collapse; border:solid #595959 1.0pt' width='100%'|} |{thead|} |{tr style='height:28.5pt'|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:22.82%; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='22%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}TRANSITION TRACK|{/p|} |{/td|} |{td style='border:solid #595959 1.0pt; background:#2e74b5; width:77.18%; border-left:none; padding:.75pt 5.9pt 0cm 5.9pt; height:28.5pt' width='77%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify; color: #fff;'|}OBJECTIVE|{/p|} |{/td|} |{/tr|} |{/thead|} |{tbody|} |{tr style='height:78.8pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Functional/Technical Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:78.8pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}This also ensures technical details for CEMLI are acquired|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution|{/p|} |{/td|} |{/tr|} |{tr style='height:65.3pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Process Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:65.3pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Achieves the goal of knowledge acquisitions of Common Enterprise Processes|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Development of policy and procedure documents addresses various functions to support EBS|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications|{/p|} |{/td|} |{/tr|} |{tr style='height:49.1pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}People Track|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:49.1pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better|{/p|} |{/td|} |{/tr|} |{tr style='height:61.15pt'|} |{td style='border:solid #595959 1.0pt; background:white; width:22.82%; border-top:none; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='22%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span lang='EN-US' style='color:black'|}Infrastructure & System Access|{/span|}|{/p|} |{/td|} |{td style='border-bottom:solid #595959 1.0pt; background:white; width:77.18%; border-top:none; border-left:none; border-right:solid #595959 1.0pt; padding:.75pt 5.9pt 0cm 5.9pt; height:61.15pt' valign='top' width='77%'|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Since EBS |{a name='_Int_NchKVjZR'|}produces|{/a|} heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed|{/p|} |{p class='01-TableBullet1MS' style='margin-top:0cm; margin-right:0cm; margin-bottom:.0001pt; margin-left:18.0pt; text-align:justify'|}|{span style='font-family:Symbol'|}· |{/span|}Ensure support team has been provided access to all systems and tools required for NCH Support|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Planning Phase|{/h3|}|{p|}Key Activities covered|{/p|}|{ul|}|{li|}Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’ |{/li|}|{li|}Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,|{/li|}|{li|}Preparation of Daily Knowledge Transfer Plan for each wave|{/li|}|{li|}Initiating the connectivity setup between NCH & Qentelli|{/li|}|{li|}Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example |{ul|}|{li|}Functional requirement documents (RD50)|{/li|}|{li|}Setup document (BR100)|{/li|}|{li|}Security profiles (BR110)|{/li|}|{li|}Architecture related (if applicable) (TA20, TA40, TA90)|{/li|}|{li|}Extensions (MD50, MD80, MD100, MD110)|{/li|}|{/ul|}|{/li|}|{li|}Ensuring all needed logistics are in place|{/li|}|{li|}Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support|{/li|}|{li|}Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs |{/li|}|{/ul|}|{p|}Transition Boot Camp:|{/p|}|{ul|}|{li|}Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH. |{/li|}|{li|}Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases|{/li|}|{li|}Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)|{/li|}|{li|}Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition|{/li|}|{li|}Discuss Governance and Escalation mechanisms|{/li|}|{li|}Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings|{/li|}|{/ul|}"]Transition Activities, Deliverables and Exit CriteriaThis section outlines the activities related to the takeover of EBS environments by Qentelli. Qentelli has a well-established process for smooth transition and our proven methodology ensures that the knowledge acquired is managed well. The Transition Approach across phases and tracks are shown below: The objectives for each track are described below: TRANSITION TRACK OBJECTIVE Functional/Technical Track · Achieves the goal of knowledge acquisition of the NCH EBS business process and Functional knowledge · This also ensures technical details for CEMLI are acquired · Demonstrating effective knowledge acquisition through Playback sessions and Hands-on ticket resolution Process Track · Achieves the goal of knowledge acquisitions of Common Enterprise Processes · Development of policy and procedure documents addresses various functions to support EBS · Finalize the Lifeline support processes like Incident Management, Problem Management, Change Management, etc., as this will be very different for EBS compared to home-grown applications People Track · As NCH has diversified implementation across multiple countries, it is very important to understand geographic specific dynamics and implementation to serve better Infrastructure & System Access · Since EBS <a name="_Int_NchKVjZR">produces</a> heavy load on Database and system administration, a step to identify how the environments are maintained and access will be needed · Ensure support team has been provided access to all systems and tools required for NCH Support Planning PhaseKey Activities covered<ul> <li>Appraisal of Knowledge Transfer methodology and produce Master transition plan which will specify transition timeline, which is termed as ‘wave.’</li> <li>Group list of modules and their associated CEMLIs and sequence them in Wave1, Wave2, etc.,</li> <li>Preparation of Daily Knowledge Transfer Plan for each wave</li> <li>Initiating the connectivity setup between NCH & Qentelli</li> <li>Share documents to Qentelli for going through them. Some of the key information that needs to be part of the document are, as an example <ul> <li>Functional requirement documents (RD50)</li> <li>Setup document (BR100)</li> <li>Security profiles (BR110)</li> <li>Architecture related (if applicable) (TA20, TA40, TA90)</li> <li>Extensions (MD50, MD80, MD100, MD110)</li> </ul> </li> <li>Ensuring all needed logistics are in place</li> <li>Transition plan will be created to address set of modules for each Wave and expected duration for KA, Shadow support and Primary support</li> <li>Post finalization of Knowledge transfer plan, send meeting invites along with relevant details to NCH SMEs</li></ul>Transition Boot Camp:<ul> <li>Documents that are received will be used for self-learning of NCH’s business processes, IT Landscape, support processes and service levels, based on information provided by NCH.</li> <li>Inform all key stakeholders within NCH on the activities that are going to take place during Transition phases</li> <li>Set expectations on requirements from NCH – sign offs, go-ahead deliverables to expect, support needed by Qentelli etc.)</li> <li>Address queries that NCH may have regarding roles, responsibilities, methodology & activities during transition</li> <li>Discuss Governance and Escalation mechanisms</li> <li>Outline and explain the exit criteria of each phase, so that all stakeholders within NCH are clear about what parameters the transition would be measured upon, helping in providing signoffs on for Go/No Go meetings</li></ul>In Pre-Engagement Planning phase, Qentelli will invest half a day Transition Boot Camp with NCH that will be conducted in person/over Video conference.The main objective of this phase to agree on the transition approach, expectations and resources needed as well as timelines and deliverables.The key participants during Boot camp are: - <strong>NCH </strong> <strong>Qentelli </strong> · NCH Manager · NCH Transition Manager · NCH Competency Leads · Key SMEs from NCH who will be involved in § Knowledge Transfer activities, § Shadow Support and § Primary Support · NCH Process Track Lead · NCH Infrastructure Lead · Qentelli Transition Manager · Qentelli Onsite/Offshore Delivery Manager · Qentelli Transition Head · Qentelli Service Delivery Manager · Qentelli Support Team Leads The Entry-Task-Deliverables-Exit Criteria Mapping for this phase is shown below Entry Criteria Key Activities Deliverables Exit Criteria Planning Phase · Agreement signing and conditions precedent satisfied or waived · Finalize transition plan and Team mobilization for all the tracks · Ensure all access and infrastructure is in place · Finalization of transition communication plan · Prepare application specific document repository assessment like functional and technical specs, test data · Review entry and exit criteria for every phase and ensure NCH approves of the same · Finalize reporting and escalation mechanism that will be followed during transition phase · Review plan for the knowledge acquisition phase · Review Planning checklist · Detailed transition plan · Transition Governance Plan · Risk management plan · Calendar for KAP workshops sessions · Completion of detailed transition plan for all the tracks identified · Transition plan approval by NCH · Planning Check List signoff Typical Transition plan that would be followed for EBS transition. This will be tweaked during the Transition kick-off period Knowledge Acquisition PhaseQentelli follows a seamless approach to transition applications knowledge from NCH. The approach is designed to achieve the following objectives:<ul> <li>Understand the Business Scenarios implemented, all the setups, overview of CEMLI and other configurations</li> <li>Review of the last 1 year all the Incidents, Problem permanent fixes, minor and major enhancements</li> <li>Also review Oracle SR that were created for each module/region</li> <li>Review major customization or integration details</li> <li>Understand patch strategy, backup/Restore DR history</li> <li>Document the knowledge acquired from knowledge transfer sessions</li> <li>Confirm Knowledge acquired via playback sessions</li> <li>Build confidence to handle post transition</li></ul> Key methods that are used but not limited to during this phase include:<ul> <li>Document Study – Mandatory prerequisite prior to every session for the recipient</li> <li>Classroom Sessions – Business scenarios overview presentations</li> <li>Detailed knowledge transfer sessions</li> <li>Hands on practice sessions by Qentelli with minimal NCH SME involvement</li> <li>Clarification sessions – Need Based with Sufficient Notice</li> <li>Creating and Updating of the SMTD & EPD documentation. <ul> <li>System Maintenance Technical Document (SMTD) that will give an individual a broader insight into the system i.e., the application architecture, functionality, configuration and customizations and integration touch points.</li> <li>Execution Process Document (EPD) describes the steady state processes that will be followed by Qentelli</li> </ul> </li> <li>Playback Sessions to SME’s</li> <li>Delta Improvement based on feedback</li> <li>Playback to tower leads</li></ul> Knowledge Transfer Process FlowQentelli uses a 3 Level approach for transfer of knowledge from Incumbent support teams:<ul> <li>Level 1 - Process overview presentation and customer experience simulation</li> <li>Level 2 – Process variants – Detailed Simulation, Dependencies on Master Data, Enhancements, Interfaces, Criticality, Impact analysis, Country Variants, Process / Object Documentation sign off, SR History, Test scenarios and scripts</li> <li>Level 3 – Configuration relevance and rationale, associated Change Requests, Critical P1 and P2 tickets</li></ul> Entry Criteria Key Activities Deliverables Exit Criteria KAP Phase · Transition Plan approval by NCH · Knowledge acquisition workshops, Hands-on sessions in development / test / training systems. · Review of Business Process and Application set-up documents provided by NCH. · Interact with 3rd party vendors to understand the dependencies and respective knowledge transfer. · Identification of business events to be simulated during parallel performs phases. · Review SLA’s, Perform Tools Integration. · Conduct playback sessions. · Preparation of draft Application SMTD documents. · Finalize Secondary support plan. · Transition review meetings and Review transition risk mitigation plan. · Review entry and exit criteria. · Playback sessions and presentations · Draft System Maintenance Technical Document (SMTD) and Execution Process Document (EPD) · Detailed plan for the Secondary support Phase · SLA KPI document · ITSM (IT Service management) Scoping document · KAP checklist signoff · Draft SMTD and EPD Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Knowledge Acquisition Phase. Objective Description Assessment Approach Metrics When Timeframe for acceptance Threshold Dimension Completeness Completeness of knowledge acquisition conducted KAP questionnaire % Completion of reverse playback presentation for all identified areas (e.g., as per KA topics) After reverse playback presentation 3 days after playback 100% Knowledge Completeness Confirmation from Qentelli the completeness of our documentation List Documentation Agreement by Qentelli that documents are complete and identify any gaps in documentation After reverse playback presentation 3 days after playback 100% Document Knowledge understanding Level of functional and technical knowledge / understanding demonstrated in each area KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Knowledge Knowledge Understanding Level of knowledge / understanding of NCH processes applicable to application support KAP questionnaire % Score in SME assessment / scoring After reverse playback presentation 3 days after playback min 5 out of 7 Process Quality Quality of documentation delivered KAP questionnaire SME review and acceptance of SMTD and EPD document After reverse playback presentation 3 days after playback min 5 out of 7 Document / Knowledge Secondary Support PhaseDuring the Secondary Support Phase, Qentelli will “shadow” the current NCH team. As current Support team provides the Support, Qentelli team shadows them by simulating non-critical issues. Qentelli acts as a second line support whereas the current Support teams is the first line contact. Entry Criteria Key Activities Deliverables Exit Criteria Secondary Support · KAP Phase Sign-off · All access has been provided · Perform Secondary support to existing support team · Update SMTD document · Update EPD document · Finalize Primary Support Plan · Transition Review Meetings · Finalize metrics to be reported in Steady State · Review transition risk mitigation plan · Review entry and exit criteria · Updated SMTD and EPD Document · Detailed plan Primary Phase · Pilot Engagement Reports · Baseline Service Management Plan (SMP) · Service Delivery Description (SDD) / Technical Scoping Draft · Secondary support Checklist sign-off from NCH · Signed off SMTD and EPD Documents · Tools Integration completed Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Secondary Support Phase Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge Understanding / Quality Level of understanding demonstrated in areas of application functionality, production environment and incident management process Assign simulated cases to Qentelli as per agreed number and priority distribution •Score of past resolved/simulated cases assigned when proposed resolution accepted by reviewer 1st 2 weeks of Secondary stage -Average score of 5 out of 7 in assigned simulated cases Knowledge / Process •% of simulated cases resolved within contracted OLA -85% of the simulated cases resolved within contracted OLA Knowledge Understanding Provide hands on experience to resolve low priority live incidents/ work orders/ Assign live cases to Qentelli as per agreed number and priority distribution •% of assigned tickets resolved independently Last 2 weeks of Secondary stage - Resolve 60% of the tickets assigned independently Knowledge / Process % Of assigned tickets resolved within contracted OLA '- Resolve the tickets assigned with in contracted OLA Knowledge understanding / Completeness Level of understanding demonstrated in areas of application functionality, production environment and incident management process Improving / Creating monitoring checklist along with steps / methods, availability metrics and update of SMTD, EPD Delivery of checklist, steps / Methods, availability metrics, SMTD, EPD 1st 2 weeks of Secondary stage 100% delivery of all agreed documents Document '- Monitoring Checklist Steps/ Methods of Monitoring '-SMTD '-EPD Quality Quality rating on the delivered documents Review and rate delivered documentation Scoring on delivered documentation Last week of secondary Minimum score of 6 out of 7 Document / Quality Primary Support PhaseQentelli acts as a first line support and owns up the support for all priority tickets. Entry Criteria Key Activities Deliverables Exit Criteria Primary support Secondary support Checklist sign-off from NCH Signed off SMTD and EPD Documents Open ticket resolution plan · Qentelli team to be the primary support team for all tickets · Simulate identified scenarios covering end-to-end support process · Adjust team composition as required, Finalize ongoing reporting formats · Have a plan in place to solve the list of open tickets / unresolved tickets by the incumbent · Revised Engagement Reports · Open ticket resolution plan · Primary Support checklist sign-off from NCH · Engagement Reports Sign-off · Transition CSAT Listed below are the gating criteria that Qentelli would leverage to determine the successful execution of Primary Support Phase: Objective Description Assessment Approach Metrics When Threshold Dimension Knowledge understanding Delivery of Service Levels Qentelli to take ownership of all the tickets that are created from the start of Primary Support Phase - Deliver service as per contracted OLA Throughout Primary As per contracted OLA Knowledge / Process - SME effort not exceeding more than the contracted hours Knowledge Understanding / Quality Positive customer Experience NCH scoring for tickets resolved by Qentelli Problem Resolution Capability Scoring Throughput Primary Current Score of Incumbent Customer Experience Completeness Delivery of Service Reports Verification of Service reports delivered Service reports delivered for each relevant application track as per reporting schedule End of Primary 100% Document/Process Quality Delivery of Service Reports Review of service reports delivered Service reports reviewed for accuracy / Quality End of Primary 100% Document/Process Transition Acceptance CriteriaThe transition acceptance criteria developed by Qentelli considers the customer’s critical-to-quality (CTQ) aspects thus ensuring seamless transition with minimal disruption to ongoing service and reduced change impact on business / end users.Qentelli will collect the metrics shown in the below figure and will be used to measure the transition performance. The service levels that would be set against each of the following metrics will be used to identify the effectiveness of transition and form the basis for movement towards a steady state. The suggested periodicity of their measurement is weekly but will be further fine-tuned during the transition. Transition RACIThe list of key critical activities and interdependencies during Transition Phase is listed below using RACI Matrix. Legend Responsible (R) - Those who do work to achieve the task<a name="_Int_fb51zGKr">. </a> Accountable (A) - The resource ultimately accountable for the completion of the task. There must be exactly one A specified for each task. Consulted (C) - Those whose opinions are sought. Two-way communication. Informed (I) - Those who are kept up to date on progress. One-way communication Activity Phase Qentelli NCH SME Transition Management Office setup Planning R/A I C Detailed Transition Plan preparation for each track Planning R/A C/I C/I Entry Criteria for each of the phases of the tracks identified Planning R/A C Phase wise Deliverables Planning R/A C C Exit Criteria for each phase of the tracks identified Planning R/A I C Track wise transition progress monitoring and reporting process Planning R/A I C/I Ongoing Service Management Process and SLA to be reported (Transition Phase) Planning R/A I C Identify the SMEs and critical contacts for each of the tracks Planning R I A Tools Integration Plan Planning R/A I C Link Connectivity between NCH and Qentelli Planning R/A C NCH Contractor and Employee On boarding and roll off plan Planning R/A C Review and sign off of all deliverables Planning A C/I R Go – No go decision to Knowledge Acquisition Phase Planning R I A Transfer of Knowledge KA C/I R/A Acquisition of Knowledge KA R/A C Transfer of all relevant and updated documents KA I A R Access to Knowledge Repository KA I R/A C Application access KA C/I R/A C Playback of understanding KA R/A I I Playback / Knowledge Assessment KA R/A R/C SMTD Preparation and submission KA R/A I C/I Review of SMTD KA I A R Signoff of KAP KA I R/A C Primary responsibility of resolution of tickets Secondary support A R Secondary responsibility of resolution of tickets Secondary support R/A I C/I Update SMTD and EPD Document Secondary support R/A Update Secondary Support tracker Secondary support R/A I I Common Enterprise Process Implementation Secondary support R/A C I Tools Integration Testing Secondary support R/A I Resolve all the open tickets that were created before the start of Secondary Support Secondary support I A R Prepare Primary Support Plan Secondary support R/A C/I I Close all KAP Phase action items (Playback Action Items etc.) Secondary support R/A I Review and sign off of all deliverables Secondary support A R C/I Go – No go decision to Primary Support Secondary support I R/A C/I Primary responsibility of resolution of tickets Primary Support R/A I C/I Generate Pilot Steady State Reports Primary Support R/A I Update Primary Support tracker Primary Support R/A Ensure all the support resources are on-boarded Primary Support R/A Develop Backlog ticket resolution plan Primary Support R/A I Review and sign off of all deliverables Primary Support A R C/I Go – No go decision to Steady State Primary Support C/I R/A Transition GovernanceQentelli believes that establishing a robust transition governance is a critical aspect to manage transition. Therefore, Qentelli recommends establishing a “Three-in-a-box” model as a joint transition governance structure. This joint governance structure involves key personnel from NCH and Qentelli, and any incumbent service providers/Product vendors to manage transition activities. The structure will provide a platform to all stakeholders to review transition progress, and it will also enable deploying appropriate controls to mitigate any risks and to minimize business disruptions. As a part of transition governance, Qentelli will produce appropriate transition reports for reviews at different levels.Qentelli will set a Governance model for NCH that will oversee the following activities:Monitor Transition Effectiveness<ul> <li>Weekly and Monthly transition status update at Application Level, technology track level (i.e., reviewing Oracle Forms, Workflow, Integration, Discoverer reports)</li> <li>Highlight any deviations/delay with the plan and the reason for deviation/delay.</li> <li>Gated approach with measurable Milestones for each phase.</li></ul>Service Continuity during transition<ul> <li>Ensure Seamless transition with minimal disruption to NCH ongoing service.</li> <li>Acts as a forum for information exchange between transition team and service delivery team.</li> <li>Addresses concerns, if any, on priorities and service ownership, Monitor SME utilization rate.</li></ul>NCH Process and IT User Change Management<ul> <li>Address Gap’s between execution process, service desk tool, Service Levels and Reporting.</li> <li>Critical deviations in operational process / procedures, if any, between the 3 NCH zones.</li> <li>Address change management issues with respect to End User Management, OLA’s with other vendors.</li> <li>Alignment of Qentelli and NCH delivery team.</li></ul> Governance Committees and Key ObjectivesThe Governance and escalation Model at various levels are shown below:[/html]
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[nd_accordion title="Oracle EBS Administration" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0" undefined="|{p|}The program comprises multiple stakeholders - including Vice President of Engineering, Director of Delivery, Program managers, Architects, Project managers / Scrum masters, and one or more Scrum teams.|{/p|}|{p|}|{br /|}The Scrum team comprises:|{/p|}|{ul|} |{li|}3 BED developers (Sun Life)|{/li|} |{li|}3 FED developers|{/li|} |{li|}3 Automation QA engineers|{/li|} |{li|}1 Accessibility engineer|{/li|} |{li|}2 DevOps engineer|{/li|} |{li|}1 Product Owner (Can be shared among 2 Scrum teams)|{/li|}|{/ul|}|{p class='MsoNormal'|}|{span style='mso-bidi-font-family:Calibri;mso-bidi-theme-font:minor-latin'|}The Architecture team comprises:|{o:p|}|{/o:p|}|{/span|}|{/p|}|{ul|} |{li|}Database Architects|{/li|} |{li|}Application Architects|{/li|} |{li|}Infrastructure / DevOps Architect (Sun Life)|{/li|} |{li|}NFR (Performance & Security Architect - Sun Life)|{/li|}|{/ul|}|{p|}The total number of scrum teams would be determined based on the size of the program.|{/p|}"]Keep the lights on - AvailabilityAs part of the support engagement Qentelli will ensure Oracle EBS is up and running for users to use. At high level EBS Availability denotes below services/connections are working:<ul> <li>All the servers of Oracle Apps are running</li> <li>Database instances are up and running</li> <li>Internal concurrent manager</li> <li>Concurrent manager</li> <li>Apps listener</li> <li>Workflow services <ul> <li>Concurrent processing</li> <li>background engine</li> </ul> </li> <li>Agents' listener <ul> <li>Notification mailer</li> </ul> </li> <li>Forms services <ul> <li>Forms Server</li> <li>HTTP service</li> </ul> </li> <li>Services pertaining to self-service modules</li> <li>All integration jobs. Either in concurrent request or third-party tool</li></ul>To verify the above services are working, ensure an auto-triggering mechanism is put to alert upon any issues. Also, as a normal proactive verification, ensure below tasks are run as a smoke-test on Prod on a daily basis:<ul> <li>All the background services such as concurrent manager are not down</li> <li>Concurrent requests that are submitted are executed as per the schedule</li> <li>Users can connect to EBS / Database from all the desired sources</li> <li>make sure system and database are monitored with seeded and user created scripts for availability and stability</li></ul>Oracle EBS could be maintained through various tools and scripts that Oracle has provided, as well as custom scripts for added needs. However, Oracle Applications Management Pack can be installed and will help the Administrators with several monitoring options. Also, Oracle Applications Management Pack can be configured with NCH’s ticketing system so that tickets can be automatically created upon any incident/failure Monitoring (Pro-active maintenance)Qentelli will ensure the Administration team will monitor Oracle EBS instances from various perspectives to ensure any issues are prevented. This could include ensuring the right-thing-to-do concept as well leveraging tool/custom script to detect any issues. Typical tasks involved in this role would be: Apps DBA and System Administration tasksIn the general database world, DBAs perform tasks pertaining to install /upgrade/ maintenance/ extension of database for optimum usage of applications. In the EBS world, there are added tasks that are unique to supporting Oracle Apps, tasks in following areas:<ul> <li>User ID creation and RBAC definition</li> <li>Patch management</li> <li>Instance cloning</li> <li>System Administration</li> <li>Data security/li></li> <li>Concurrent manager and requests</li> <li>Audit log</li> <li>Facilitating Application manager functionality to support Forms Extensions and customizations</li> <li>Workflow management</li> <li>Diagnosis and repair</li> <li>And License manager</li> <li>Application level <ul> <li>Whether JVM is running (wherever applicable)</li> <li>Application module pool</li> <li>Locked AOLJ connections</li> <li>Cache components</li> </ul> </li> <li>User level <ul> <li>to monitor how a user has logged in, and how the user is accessing application, database, or self-service modules</li> <li>Top waiting sessions</li> <li>Top running SQL statements</li> <li>Top CPU consuming sessions</li> <li>Top memory intense sessions</li> </ul> </li></ul> MaintenanceAs Qentelli understands NCH’s EBS implementation is huge and complex, Qentelli will ensure right people and process is put into place to ensure system is performing in its optimum level.<ul> <li>Involve well experienced Oracle Apps DBA as well as System Administrator</li> <li>Many database features would be included for optimum performance and data retention</li> <li>Establish right process/policies are defined and followed for any customizations and extensions</li> <li>Work with IT / business team to plan deployment as code deployment could be complex in some scenarios</li> <li>Patch management which includes functional/security, as well as cutover</li> <li>Establish cloning standards to ensure both Production and Development teams</li> <li>Application tuning from various module perspectives</li> <li>Work with Business/IT to recommend Configuration tuning opportunities</li></ul>[/html]
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[nd_accordion title="EBS Upgrades" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0"]OverviewGenerally, EBS are upgraded to address Functional expansion, Technical advancement, Security/compliance topics. Qentelli has witnessed customers perform due diligence and make informed decisions carefully, due to the complexity and effort of upgrading. There is tremendous risk also involved in upgrading due to change management issuesGeneral benefits of upgrades could be:<ul> <li>Improved overall architecture</li> <li>Better integration with systems</li> <li>Ease of maintaining Oracle EBS</li> <li>Enhanced technical capabilities</li> <li>Added functionality to existing modules</li> <li>News introduced modules</li> <li>Migrating customized features to seeded features, thereby increasing Oracle support capability</li></ul> Approach to EBS UpgradesAs Oracle has provided a clear plan of upgrade, Qentelli consultants will adapt Oracle’s recommended approach in efficient implementation approach as described in below diagram, with minor tweaks to cater need of each customerAt high level the following activities would take place:<ul> <li>During the discovery stage, Qentelli will understand each and every aspect of Oracle EBS, such as <ul> <li>Business scope implemented</li> <li># Of Instances</li> <li>Ledgers, Legal Entities, Inventory Org, etc.,</li> <li>Regions / languages / currencies</li> <li>Detailed configuration setups</li> <li>Integrations that are in place</li> <li>Customizations and Personalization details</li> <li>Reporting method</li> <li>Current application/middleware/DB version and issues around it</li> <li>Performance and security related issues</li> <li>Access control and other system administration related configurations</li> </ul> </li> <li>During the plan stage <ul> <li>Qentelli consultants will determine if we need to upgrade or reimplement</li> <li>Reimplementation involves fresh installation of Oracle apps, migrating setups using iSetup, FSM or third-party tools</li> <li>Work with Functional and Techno-functional team to determine impact from all aspects and prepare Gap/Fit analysis from upgrade perspective</li> <li>Consult business and IT dept to determine downtime and cutover planning</li> <li>Finally design an approach and detailed project plan detailing every step involved</li> </ul> </li> <li>During Upgrade/migrate phase, <ul> <li>Team will prepare Dev environment</li> <li>Migrate DB and application related data</li> <li>Migrate customizations and Integrations</li> <li>Develop scripts to migrate objects to the next instance</li> <li>Plan for Unit test</li> <li>Once Dev test is successful, prepare UAT/Performance instance</li> <li>Deploy migration scripts to move all objects from Dev to UAT/Performance instance</li> <li>Enable integration jobs to export/import data to simulate Prod environment</li> <li>Upon UAT sign-off, please for production cutover</li> </ul> </li> <li>Production Cutover <ul> <li>EBS Prod cutover will definitely require bringing down services for brief period, as user will be pointing to new Apps/DB server. This must be communicated to all stakeholders and users to plan their activities</li> <li>Similarly, all the jobs, whether its withing Oracle Apps concurrent manager/requests or integrations, they need to be put a hold and reprocess once upgrade is completed</li> <li>Smoke-test to be done upon completing the migration to allow users to resume work</li> </ul> </li> <li>Optimization <ul> <li>As its new instance, Oracle Apps DBA will closely monitor activities to ensure services are up and running as expected, if not better</li> <li>Once basic stability is confirmed, optimization activities could be started for better performance</li> <li>Close the upgrade project and resume support tasks</li> </ul> </li></ul>[/html]
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[nd_accordion title="Incident management process" active="0" different_values="0" extra_style="box-shadow: 0 4px 8px 0 rgb(0 0 0 / 20%), 0 6px 20px 0 rgb(0 0 0 / 19%); margin-bottom: 30px;.icon-arrow-down:before |LF| float: right!important;|RF|" icon="icon-arrow-right"]
[html format="ckeditor" different_values="0"]Purpose & ScopePurposeThe objective of Incident Management process is to restore normal service operation as quickly as possible, thus ensuring that the best possible levels of service quality and availability are maintained for Customer business.This section is limited to incidents and excluding service requests ScopeScope of incidents are:<ul> <li>One of the services of Oracle EBS is down</li> <li>One of the concurrent managers or notification mailer is down</li> <li>Data is not getting exported/important via integration services</li> <li>Users are not able to perform their tasks, due to transaction stuck, or some other reason</li> <li>Not able to perform batch process between Oracle modules, Inventory or JE or close the books</li> <li>Minor configuration changes which will not affect other modules</li></ul> Process FlowThree levels of supportLevel 1 (L1) Support:Level 1 is the first support line, Qentelli support team will be pre-trained with basic product/service knowledge and the ability to troubleshoot a fundamental problem and provide legit resolutions to specific customer problems.They usually engage with end-users of the application via tickets system. In some cases where users reach out to the support team directly, L1 team will involve engaging with end-users, knowing their challenge, and generating tickets against it.Key activities<ul> <li>Resolve “Quick Fix” tickets expeditiously</li> <li>Minimize handoffs</li> <li>Eliminate tickets from “falling through the cracks”</li> <li>Minimize need to circle back to collect more information</li> <li>Facilitate Incident Management tool status to the user community</li> <li>Provide perspective for resource needs and business priorities</li></ul>When an Incident/Issue received by the L1 Team is a Production Defect or a Problem that requires more diagnosis, depending on the type and complexity of the problem, they will escalate these cases to L2 executives. Level 2 (L2) Support:Level 2 support level deals with in-depth troubleshooting and backend analysis. L2 executive reviews the Incident/Ticket with L1 Team and performs a complete diagnosis to determine the root causes and potential fixes. If there are problems that they cannot fix or are issues that need further access/debugging, at this stage, if the solution has not arrived, then they typically escalate the incident/ticket to Level 3.Key Activities<ul> <li>Review tickets as they are submitted by end-user/customer from a respective location</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team) is accurate</li> <li>Resolve the ticket within the defined SLAs</li> <li>Route ticket to appropriate group for assignment and prioritization</li> <li>Keep “customers/end-user” apprised of ticket receipt and status</li> <li>Business advocate for tickets in need of prioritization or resources</li> <li>Serve as “Level 3” support for resolving assigned tickets</li></ul>The Level 2 executive then communicates with the end-user for an in-depth analysis of the problem before providing a solution. Level 2 support personnel have a deep understanding of NCH’s Applications/products and extensive experience in troubleshooting. Level 2 support executives are full-stack developers with in-depth training and access to all required NCH information.In some cases, the Support team will be required to make configuration changes. This could be done by getting approval from Business SME/Lead of a specific region. In case of hot data fix, it could be approved by Oracle support team (if needed) or SME/Techno-functional team. In some cases, there could be minor code fixes. If the fix is urgently needed, it could be fixed in Dev, and promoted using code fix promotion policy, using Oracle DevOps. However, all the necessary documents should be updated with any permanent change to the system Level 3 (L3) Support:Level 3 is the last line of support and consists of SMEs (Subject Matter Experts) and a relevant application development team that deals with technical problems. These support experts have access to the highest level of company and product information. They can provide solutions for the most complex issues and alter the code, study, and improve the solution to challenge new or unknown problems.Key Activities<ul> <li>Resolve assigned Incident Management tool tickets (ServiceNow)</li> <li>Ensure the Incident Management tool ticket’s description, Urgency, Type (team), Reference, and Status of “owned” tickets is always correct</li> <li>Support and transfer knowledge to other Level 1/Level 2 resources resolving Incident Management tool tickets</li> <li>Communicate priority/time conflicts between Incident Management tool ticket’s resolution, Incident Management tool ticket support and other projects as the arise</li></ul>This Team closely works with Product Management and Business teams to prioritize and implement the appropriate fix/resolution for the incident in a timely manner. Classification of Incident Priority.The priority of an incident can be determined by combining the assessment of both Impact and Urgency of a service now Ticket. Impact + Urgency = Priority High High Critical High Medium High High Low Moderate Medium High High Medium Medium Moderate Medium Low Low Low High Moderate Low Medium Low Low Low Planning Priority 1 Incidents.An Incident which has a critical Business Impact and affects operations, complete loss of a Production system, loss of service or loss of a functionality which affects an entire site or a huge number of users and has a potential Revenue Loss. Ex-<ul> <li>The complete EBS Production system is down.</li> <li>User not able to log in to EBS in any form</li> <li>A tier 1 application is not responding.</li> <li>Production Data center has an outage</li> <li>Critical changes to the configuration / patch to be applied / changes in the host environment.</li> <li>This will be done in extreme cases where major part of EBS is not operational, or data fix is needed for critical data flow</li> <li>This must be initiated by Apps dba or Support lead, and approved by Business users or Oracle Support</li> <li>This will also be approved as ‘Emergency Change Request’ by CAB (Change Approval Board)</li></ul> Priority 2 Incidents.An incident which indicates serious production issues and has a high Business impact where solution available can be used but is limited.<ul> <li>Some important functions of EBS could not be done <ul> <li>Not able to ship an item, or make payments,</li> <li>Not able to receive or send data via integration services</li> </ul> </li> <li>Multiple users receiving the same error message.</li> <li>Loss of specific functionality for multiple users in application.</li> <li>Multiple users are seeing incorrect O/P and a manual workaround is needed.</li></ul> Priority 3 Incidents.An incident which has a moderate business impact where a solution is available, but a manual workaround is needed, which is not critical for business.<ul> <li>An issue which has no-outage or a functional issue where workaround is available, and it affects a small number of users. The user was not able to generate the reports but has workaround available through which user can successfully generate reports.</li></ul> Priority 4 Incidents.An Incident which has a minimal business impact on operations, the solution is available and implemented with no impact and operations is running as normal.<ul> <li>Access requests which are non-critical to business.</li> <li>One-time errors messages.</li></ul> Continuous improvementQentelli team will always work towards improving service quality so that effort and cost spent on that will be reduced on a year-on-year basis. Below approach would be adapted to implement this philosophy:<ul> <li>In a typical support engagement, most of the effort would go to take knowledge transition and begin to work on the systems</li> <li>During the first year of support engagement, primary focus of the team would be to ensure business is not interrupted and functional/technical deep understanding is acquired</li> <li>Towards the end of the first year, functional and technical SMEs will be assigned tasks to identify room for automation/ticket reduction so that benefited effort could be spent on projects</li> <li>SMEs will review tickets/Oracle SRs to find alternate methods of configuration or automation to improve some processes</li> <li>SMEs will also work on identifying ‘opportunity for improvement and ROI’ and propose it to be implemented as minor enhancement or major projects.</li> <li>One more important task that SMEs will perform is to look for rationalization opportunities for retiring or re-engineering</li> <li>Upon completing all the above steps, Qentelli leadership team will make a formal report showcasing all the points mentioned and present it to NCH for further actions and approvals</li> <li>This process will be repeated on yearly basis to make sure benefit is derived constantly, though every year challenges will be different</li></ul> Change Management Process<ul> <li>The change management process flow <ul> <li>Request for Change > Change Evaluation & Planning > Change Approvals > Change Implementation</li> </ul> </li> <li>Request for Change <ul> <li>An Incident that causes a change</li> <li>An Existing problem that results in a change</li> <li>User requesting a new change</li> <li>Change because of ongoing maintenance.</li> </ul> </li> <li>Change Evaluation & Planning <ul> <li>During this phase, Incident/Change prioritization and planning activities to minimize risk and impact on the business/customer satisfaction</li> <li>Prioritization - Determine the type of change and prioritize the requests accordingly.</li> <li>Scheduling - Check the Release schedule to get an estimated time frame and fix the planned start date and end date</li> <li>Roll out plan - Plan out the implementation activities</li> <li>Back out plan - Back out plan in case of unexpected setbacks</li> </ul> </li> <li>Change approvals <ul> <li>Change Approvals process differs based on change type.</li> <li>Any significant change like a new change request - solution replacement or enhancements or new feature requests approval from Product Management or Change Approval Board.</li> <li>Standard change(s) like patch deployment, defect fix, and Hot Fix does not require any additional approval(s) as they are pre-approved.</li> </ul> </li> <li>Change Implementation <ul> <li>L3 Team & Release management teams take care of the actual implementation of planned changes, and below is the implementation checklist.</li> <li>Define the change process and share it with internal teams</li> <li>Define change workflows to automate change processes</li> <li>Include members from the Release team in Change advisory board approval</li> <li>Use change templates to pre-fill standard changes, thus saving time</li> <li>Define success factors and KPIs for Change Management. i.e., change executed successfully vs. failed changes</li> <li>Upon successful implementation of the changes, track the related incident to closure, alerting end-users who are impacted by the changes.</li> <li>Continuous review & feedback is important to improve change management process outcome.</li> </ul> </li></ul> Observability, Monitoring, and Continuous Improvements<ul> <li>Qentelli recommends the implementation of 3-R’s Resilience, Recovery, and Reliability to provide 99.9% of NCH’s applications/systems available for the end-users. The team will publish weekly/Monthly and Quarterly Health index reports across the stakeholders <ul> <li>Resiliency: Avoid or mitigate impactful incidents from an adverse effect by quickly responding with an appropriate fix/resolution within the specified time limits per the defined service level agreements (SLA), helps the high availability of the applications/systems and increases uptime</li> <li>Recovery: <ul> <li>L2 & L3 teams will work to enable an action plan for the ability to restore applications/systems when a failure occurs. Below are few</li> <li>Historic Queue/Incident analysis to understand the most failure-prone areas across, prioritize & the fixes/resolutions</li> <li>Introduce automation where possible for easy recovery on the application/systems and easy recovery upon most common exceptions during the runtimes</li> <li>Publish the guidelines and action plans for the failover strategy</li> <li>Periodic drills on recovery procedures for applications/systems when under stress.</li> <li>Setup continuous monitoring and alert notifications for most business-critical applications/systems</li> </ul> </li> </ul> </li> <li>Setup SLAs and monitor <ul> <li>Recovery Time Objective (RTO), the time duration for an application to return to normal service levels after a failure.</li> <li>Recovery Point Objective (RPO), the tolerance to data loss in terms of time duration.</li> </ul> </li> <li>Reliability: <ul> <li>Make the most business-critical applications/systems more stable stability aligned to customer expectations with Zero impact on business continuity</li> <li>Cost optimization – Enable the ability to track usage costs over time for AppInfra resource management.</li> <li>Security – Ability to secure infrastructure and provide guardrails for continuous review and detection of anomalies.</li> <li>Set up the Service Level Objectives (SLOs) for end-user critical transactions.</li> <li>Security compliances for applications/systems that are publicly exposed</li> <li>Application/Systems Performance Monitoring to understand the behavioural patterns under stress</li> </ul> </li></ul> Demand management processPurposeThe objective of Demand Management process is to channelize all the requests that the IT team would receive from business during support engagement, both discretionary and non-discretionary. At a high level there will be some guiding principles upon which Demand management is designed.At high level:<ul> <li>Business users are not expected to know if a request is small or major. Therefore, criteria will be defined to guide business teams while making the request</li> <li>It is also recommended that NCH come up with a checkbook concept where $ or effort for a year/quarter is allocated to each business team. Any effort that is used for work requests will be deducted from this checkbook balance</li> <li>Qentelli and NCH will plan demand by working with business users. Based on the checkbook allocation, demand will be shortlisted and taken into consideration</li></ul> Approach<ul> <li>Typically, each year, Business teams will be allocated amount that could be spent on Discretionary projects. This could also mean non-Discretionary spending</li> <li>There will be an annual planning meeting where Business, IT and CIO’s office will collaboratively determine how to plan for a year.</li> <li>This includes resource availability by skill wise, sequencing the enhancements to get better ROI and smooth deployment</li> <li>Upon completing the planning, CIO/IT team would start maintaining the availability effort/$, and will start utilizing for the approved requests</li> <li>When business users make the request, IT will perform due diligence to ensure</li> <li>estimation is done properly</li> <li>Development is scheduled properly to ensure availability of business and developers without any contention</li> <li>Estimation is approved by business</li> <li>Any conflict to other in-flight projects</li> <li>Once a business approves the request, the IT team will add to the delivery pool</li> <li>The IT team will also mobilize the team, identify stakeholders, and prepare a project plan</li> <li>Request will be executed like any other development project, with discovery, development, testing and release details</li> <li>Work with business to adjust planned and actual effort so that business can update their checkbook balance accordingly</li></ul>[/html]
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[html format="ckeditor" different_values="0"]Knowledge Management StrategyWe need to create a strategy for identifying the information that should be processed through knowledge management. Repeated incidents and routine tasks which are associated to the cost of service need to be translated into facts to be distributed across the team. Strategy should determine the types of information to target for processing through knowledge management. Information ManagementInformation can only become knowledge if it is effectively managed and distributed across your team. Access to information is essential to the knowledge management process. Information management is part of the process that involves gathering data, managing information, and determining how this information will be translated to become knowledge. Knowledge TransferOnce the strategy is in place, we need to decide how the knowledge will be transferred among team members. This is a very important activity as this activity will give a plan to disseminate information to the team Benefits of Knowledge management<ul> <li>Lower support costs</li> <li>Enable self-service</li> <li>Respond and resolve issues faster</li> <li>Improve First Contact Resolution</li> <li>Provide consistent solutions to issues</li> <li>Answering recurring questions</li> <li>Address the lack of time for training other team members</li> <li>Support analyst will not be stressed out for resolving complex/repetitive issues</li></ul> Types of content to record in Knowledge Article (KA)The section below lists each column and recommended data that could be captured to maintain Knowledge Article based on Incident/Maintenance/Patching. Attached excel could be customized for each team. Sample template will be uploaded in SharePoint and location will be given in the subsequent section Column Description KA created By KA creation date KA Category New incident, Repeat incident, Upgrade, Patch, Pro-active Maintenance KA Status Draft, In Review, Approved, Published, Obsolete KA Expiry Date some entries might have expiry entry KA Reference NO Incident No, Patch No, Problem ticket No, WO No, etc., KA Reference Date Environment Summary of an issue Attribute 1 to 5 This attribute can be customized to each track to decide on which value KA to be searchable, apart from summary and description. For example, Environment, OS, Data center, Application... Description Recent changes to Env Change to the environment in the last 30 days (new code, bug fix, config changes, etc.,) Resolution Resolution given by Resolution given date Type of resolution data fix, configuration changes, patches, upgrade, etc. Resolution impact Permanent or Temporary workaround Is Problem ticket created? Problem ticket no Were there any lessons Learnt Yes/No Detailed description of Lessons learnt (If lesson learnt description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in the Excel) Can best practice be developed out of this issue? Yes Detailed description of best practices (If best practice description is too long, please use attached template to fill in, upload in Customer SharePoint and give the link in Excel) Did this Solution Help Yes / No Reference No If this solution did help, mention No of incident/s or situations this helped<a name="_Int_8TGzpwFa">. </a>This is used to check Knowledge article’s usefulness in terms of # of tickets/activities Training given to team Date training was given Reverse KT conducted <ul> <li>Steps while upgrading and patching. This should also involve pre-requisite steps, testing patching, etc.,</li> <li>Proactive assessment done on a defined frequency</li> <li>Update the KM document for any changes to the KM data change… for example, when temporary workaround is fixed permanently by finding RCA, this must be updated</li></ul> Reusability during Incident resolutionThe main purpose of maintaining Knowledgebase is to use at the time of resolving incidents. Team members will be instructed to verify Knowledgebase before resolving any incidents. If the symptom of incident has some similarity in the past incidents of knowledge article that is available, that should be followed properly. If it is a new incident, resolve the incident and share it with the lead or SDM to see whether this can be added to the Knowledgebase for future use.An important activity that should be done while using Knowledgebase is to ensure whether the resolution given in the knowledge article is the same or different. If it is different update the Knowledge article. Also, Incident reference to be tagged to a knowledge article to measure the effectiveness of Knowledge article and improve if needed Reporting KM effectivenessIn this section the Management information provided by the Knowledge base lead is specified.Management reporting takes place on a weekly basis. monthly and quarterly basis about the following subjects: Weekly Reports Monthly Reports New KB entries Expired documents Pending Expiry No of New entries added it its details No. “hits<a name="_Int_cB0A84Le">.”</a> How many Knowledge articles tagged to same or similar issue No of incidents this knowledge article helped to resolve [/html]
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[html format="ckeditor" different_values="0"]Communication to the teamThis is one of the most important activities that should be done periodically (most probably weekly) to ensure the entire team knows about important events that took place and what should be the outcome of the activities. A weekly Knowledge Base solutions list report should be produced and made available to all with following:<ul> <li>Title of the issue/solution</li> <li>Environment</li> <li>High level Summary</li> <li>Hyperlink to IT Portal ticket</li></ul> TrainingAnother important aspect of Knowledge management is to have weekly training so that the entire team gets familiarized with added/updated Knowledgebase item, and be comfortable to refer this at the event of similar situationThere will be two drivers to perform the training<ul> <li>The first one is to go through a knowledge database, best practices and lessons learnt and explain</li> <li>The second one is to have a resource-wise capability matrix and ensure all the resources are at the same level.</li> <li>After performing training, it will be the duty of SDM to update capability matrix and Knowledgebase spreadsheet to mark training completed. In case reverse knowledge transfer is performed, that should be recorded too.</li></ul> Feedback mechanisms on the contentIt is a good practice to get feedback from the team while performing the training to ensure knowledge article creator’s flow of steps and interpretations are same as team members, to ensure there are no different thought process while applying knowledge articles in the event of a need. Once feedback is obtained, knowledge articles can be updated with the latest information[/html]
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[html format="ckeditor" different_values="0" style=""]RFP Track 3: EAS, Sales, and Marketing Solutions[/html]
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[html format="ckeditor" different_values="0" style=""]NCH Corporation seeks a 3rd party service provider to outsource their Enterprise Application Services (EAS) platforms focused on Sales and Marketing Technology. Qentelli is best positioned to help NCH (for details refer to be)SCOPE OF ENGAGEMENTCurrent Scenario (AS IS)NCH performs sales using various tools like Salesforce, SCORE, Note pads, Tablets, NCH Live (old order entry system), GOE (Global Order Entry is in rollout phase replacing NCH Live), SMARTSITE, Smart FSR (NAC Konformance) and SMART GUIDE (Water Treatment Proposal System).Salesforce and GOE used by 2000+ global sales personnel and integrated with Oracle.Current Processes- Business issues/ impacts,Corporate issue with Sales representatives – They are older and do not like technologySome of it is cultural and some of it due to lack of infra-accessibility (sales sometimes happen in the basements where there is no data access). Now the focus is on,<ul> <li>Drive Cost Efficiencies</li> <li>Intuitive Enough to support people from all experience levels</li> <li>Immediate wins – near term and long-term wins</li> <li>Innovation and similar experiences</li></ul> Go Forward (To BE)<ul> <li>Rebadge all NCH resources to 3rd party provider, conduct knowledge transfer, migrate workload to lower cost resource pool / location</li> <li>Prefer NEAR TIME ZONE SUPPORT & RESOURCES (Mexico, Central / South America, Belize, etc.)</li> <li>Legacy Applications and/or Websites (50-100 aps) to be supported by EAS team</li> <li>Agile-Light Development Methodology with DevOps</li> <li>Most of all apps are custom/Proprietary for S&M with more than 2000 global users: ~25-50 Apps</li> <li>Type of Resources could include: <ul> <li>.NET, Angular, Salesforce</li> <li>Architects</li> <li>Designers</li> <li>Developers</li> <li>Testing and Quality Assurance</li> <li>Business Analyst Functional Team</li> </ul> </li> <li>Effort Categories <ul> <li>Support - Day-to-day production support of applications and small enhancements under 80 hours <ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li> </ul> </li> <li>Miscellaneous Legacy Sales Tool and other NCH legacy custom application <ul> <li>Identify and assess aggressive decommissioning targets</li> </ul> </li> <li>Oversight of the environment and integration to other applications <ul> <li>This includes managing / monitoring the servers, BOOMI, integration to Oracle, etc.</li> </ul> </li> <li>Small Enhancements - 12 – 80 hours of IT effort</li> <li>Projects – projects are defined as over 80 hours of IT effort</li> </ul> </li> <li>Cost and Staffing Data: 25 Resources in total <ul> <li>Tech Management</li> <li>Super Tech – Archi, Int, Design and Dev: 2 (1- US, 1-EU)</li> <li>Tech - Predominantly .NET, ASP, Angular, Java, Agile: 12: (10-US, 2EU) <ul> <li>Note: above 3 EUs (2-Tech + 1 – Super Tech)</li> </ul> </li> <li>BA/PM: 5</li> <li>NCH Contracts Expert: 1</li> <li>SQL DBA (800 DBs): 1</li> <li>DISCRETIONARY FUNDING</li> </ul> </li></ul> RequirementNCH custom build applications are essential for business success, 3rd party service provider must have ability to perform Roll outs, Support, and Integration of Sales Tools.Ability to provide services for below stages of project scope<ul> <li>Design</li> <li>Development</li> <li>Architecture</li> <li>Coding</li> <li>Integration</li> <li>Testing</li> <li>User Roll-Out assistance</li> <li>User Adoption assistance</li> <li>Break / Fix services</li> <li>Documentation (throughout the process)</li> <li>Tier 2, 3 support</li></ul>Sales driven integration with multiple tools/applications with cost effective approach. Roll-Out Project<ul> <li>End-to-End support</li> <li>Critical support for Testing</li> <li>Adoption processes</li></ul> Support RequirementDay-to-Day production support of applications and small enhancements under 80 hours<ul> <li>CRM/ SF Support – tightly coupled with Oracle</li> <li>Smart One</li> <li>Global Order Entry (Custom NCH Sales associate Order Entry tool) tightly coupled with oracle</li></ul> Integration<ul> <li>Oversight of the environment and integration to other applications, included managing/ monitoring the servers and BOOMI (integration platform as a service)</li> <li>All the sales tools need to integrate with Oracle.</li></ul>Support three different order entry systems for sales representatives:-<ul> <li>New one that is rolling out – GOE (Global Order Entry) – Rolling it out through EU and replacing the current one.</li> <li>Old one for EU (called NCH Live) – Will continue next FY as well</li> <li>Old one for APAC and NA – called SCORE – Obsolete, but still heavily used.</li> <li>China – Focus for year 2024 (around 900 sales representatives’ presence in China alone)</li></ul>[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli, as our name implies, we are in the business of transformation. Through the measured application of our expertise, industry Leading Practices and the Salesforce (CRM) 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.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.Qentelli has implemented and/or supported Sales & Marketing, CRM applications across various industry client segments, with a 100% success rate. Our success stems from our commitment to working as true partners with our clients throughout the lifecycle of their project, ensuring a successful implementation and managed services every time.We offer a skilled team of techno functional professionals widely recognized as the best in North America. Their expertise, coupled with our singular focus on the unique requirements of client business needs makes Qentelli the logical choice for our clients.[/html]
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[html format="ckeditor" different_values="0" style=""]Qentelli offers a broad range of consulting services. The list below outlines our product/service line-up. Solution LandscapeOur expertise covers the entire solution landscape of Salesforce suite of products,Our client engagement roadmap with our client is a comprehensive 360-degree way,Consulting Implementation Integration Migration Support Delivery MethodologyQentelli will use the Salesforce certified methodology (Salesforce Professional Services Methodology) to deliver the end-to-end services to our customers. This methodology allows the SFDC to adapt the delivery approach to meet the unique needs of each customer.The services include the following stages,<ul> <li>Define</li> <li>Design</li> <li>Deliver</li> <li>Deploy</li></ul>The Salesforce Professional Services Methodology has both waterfall and agile principles embedded within it, and either methodology (or a mix of the frameworks) can be emphasized depending on Customer’s needs, the nature of the engagement, and SFDC’s recommendations on best practices. Determining the most appropriate approach, including specifically how scope will be managed, is critical to successful delivery of the Professional Services.<ul> <li>For Waterfall-leaning approaches, scope will be documents in detail and signed-off before the Deliver Stage.</li> <li>For agile-leaning approaches, scope will be documented in less detail and signed-off before the start of the Deliver stage, with the understanding that scope details will be iteratively refined during the Deliver stage.</li></ul>As a part of the methodology,<ul> <li>Document the desired configured application functionality as a list of functional needs by user type (“User Stories”)</li> <li>Development will be done in a series of regular increments (“Sprints”), which include delivery of the solutions components and testing of them as they are built.</li> <li>Review the development at the completion of each Sprint to measure functional progress and to validate and provide feedback on the functionality to be delivered in the configured application.</li> <li>On-going User Story prioritization will dictate the final content of the configured application/integration.</li></ul>Qentelli focuses on Total Solution Management using the Salesforce certified methodology. The methodology is a Business Process Management method is based on a comprehensive set of business process integration and engineering principles. These principles, which have been derived and developed over many years of real-world project experience, represent a fusion of best practices and have been proven to create and deliver true value to clients.Qentelli utilizes the methodology as a standardized guide to establish project phases, define tasks, and maintain high-quality deliverables. By combining the Qentelli Leading Practices Project Management Methodology and the Salesforce certified methodology, an effective implementation & support methodology is available to realize the following:<ul> <li>Streamlines implementations & support models</li> <li>Dramatically reduces project risk</li> <li>Significantly reduces implementation & maintenance costs</li></ul>The Salesforce certified methodology provides the foundation for the following:<ul> <li>Ensures that the engagement is run in accordance with strict quality control standards</li> <li>Provides a disciplined approach to project management and implementation and steady state maintenance</li> <li>Greatly facilitates Organizational Change Management</li> <li>Supports focused Total Solution Management</li></ul>The methodology governs and supports our project teams with templates, tools, questionnaires, checklists, guidebooks, and accelerators.[/html]
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[html format="ckeditor" different_values="0" style="" undefined="|{p|}Qentelli proposes a 4-phase process in this engagement.|{/p|}|{ul|} |{li|}Assessment|{/li|} |{li|}Transition|{/li|} |{li|}Steady State|{/li|} |{li|}Optimization / Transformation|{/li|}|{/ul|}|{p|} |{/p|}|{h3|}Assessment Phase|{/h3|}|{p|}Study and Assess the AS-IS system, processes, and operational model.|{/p|}|{p|} |{/p|}|{h4|}Discover|{/h4|}|{p|}The purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.|{/p|}|{p|}This stage will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:24.15pt'|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:55.28%; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='55%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Deliverable (Documentation)|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:19.68%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='19%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Responsibility|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:11.28%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='11%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Review|{/span|}|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; background:#2e74b5; width:13.76%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:24.15pt' width='13%'|} |{p class='01-TableHeadingMS-LeftAligned' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}|{span style='line-height:normal; color: #fff;'|}Approval|{/span|}|{/p|} |{/td|} |{/tr|} |{tr style='height:12.55pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Current IT Architecture|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:12.55pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Procedures and Standards|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Data Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study Security standards & User Adoption|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:55.28%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='55%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Study the Support Models|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:19.68%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='19%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:11.28%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='11%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:13.76%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='13%'|} |{p class='01-TableTextMS' style='margin:0cm; margin-bottom:.0001pt; text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|} |{/p|}|{h4|}Prepare|{/h4|}|{p|}The purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally.|{/p|}|{p|} |{/p|}|{h4|}Key Prepare Activities:|{/h4|}|{ul|} |{li|}Define engagement goals, a high-level scope, and a Transition plan|{/li|} |{li|}Identify and quantify business value objectives|{/li|} |{li|}Secure executive sponsorship|{/li|} |{li|}Establish project standards, organization, and governance|{/li|} |{li|}Define and secure approval for the engagement strategy|{/li|} |{li|}Define roles and responsibilities for the project team|{/li|} |{li|}Validate the project/engagement objectives|{/li|} |{li|}Develop a project team training strategy, and start project team training|{/li|} |{li|}Establish project management, tracking, and reporting mechanisms for value delivery/engagement|{/li|} |{li|}Document all initiation activities in the project charter|{/li|} |{li|}Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes|{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}|{table align='center' class='Table' style='width:100.0%; border-collapse:collapse; border:solid windowtext 1.0pt' width='100%'|} |{tbody|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Itemized task plan|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:18.48%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:17.9%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border:solid windowtext 1.0pt; width:12.94%; border-left:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Finalized Super user training and documentation strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Defined business process requirement|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Blueprint document|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Review of Business Blueprint by QA|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:48.0pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Identification of FIT gap based on business needs|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:48.0pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Development/Support list (Gaps, interfaces, integrations, Processes and Data Models)|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:32.25pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Define user roles authorization requirement and design|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:32.25pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Testing Strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}End user training strategy|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:17.9%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='17%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Qentelli/Client|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:12.94%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='12%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{/tr|} |{tr style='height:16.5pt'|} |{td style='border:solid windowtext 1.0pt; width:50.68%; border-top:none; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='50%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Business blueprint sign off|{/p|} |{/td|} |{td style='border-bottom:solid windowtext 1.0pt; width:18.48%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='18%'|} |{p class='01-TableTextMS' style='text-align:justify'|}Client|{/p|} |{/td|} |{td colspan='2' style='border-bottom:solid windowtext 1.0pt; width:30.84%; border-top:none; border-left:none; border-right:solid windowtext 1.0pt; padding:0cm 5.4pt 0cm 5.4pt; height:16.5pt' width='30%'|} |{p align='center' class='01-TableTextMS' style='text-align:center'|}Milestone|{/p|} |{/td|} |{/tr|} |{/tbody|}|{/table|}|{p|}|{/p|}|{h3|}Transition Phase|{/h3|}|{h4|}Knowledge Transfer|{/h4|}|{p|}P|{b|}roject specifications: |{/b|} Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.|{/p|}|{p|}The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do.|{/p|}|{p|}|{/p|}|{h3|}*High level plan of KT sessions|{/h3|}|{p|}Qentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,|{/p|} |{ul|}|{li|}Knowledge transfer activities|{/li|}|{li|}System prototyping and demonstration|{/li|}|{li|}Targeted formal training where appropriate|{/li|}|{li|}Active participation in system design, documentation, and testing|{/li|}|{li|}Development of business process procedures (BPPs)|{/li|}|{/ul|}|{p|}|{/p|}|{h4|}Accelerated System Adoption|{/h4|}|{p|}Using our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:|{/p|}|{ul|}|{li|}Data mapping, including significant focus on data validation, begins as early as possible|{/li|}|{li|}System prototyping and demonstration used during blueprinting to accelerate understanding by the project team|{/li|}|{li|}The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users:|{ul|}|{li|}Restructuring of processes|{/li|}|{li|}Changes to the people performing activities|{/li|}|{li|}Revisions to policies and procedures|{/li|}|{li|}Technology Support models|{/li|}|{li|}Education and training required to use and support the system|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on testing|{ul|}|{li|}Integration|{/li|}|{li|}Fiscal year-end closing|{/li|}|{li|}Usability (user acceptance)|{/li|}|{/ul|}|{/li|}|{li|}Increased focus on documentation to increase system ownership and assist with on-going maintenance and support|{ul|}|{li|}System builds |{/li|}|{li|}Solution configuration and integration|{/li|}|{li|}End-to-end processes|{/li|}|{li|}Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements|{/li|}|{/ul|}|{/li|}|{/ul|}|{p|}|{/p|}|{h3|}Documentation / Process Capture|{/h3|}|{p|}|{b|}Code/ Functional documentation:|{/b|} Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure with the latest version in use (referring to project specifications). Well-documented code/ functional specification will speed up the transition and help the new team (i.e., vendor stakeholders) to understand the project and its goals.|{/p|} |{p|}|{b|}Note:|{/b|} NCH team should provide all the information, documents, and observations in English language.|{/p|}|{p|}|{/p|}|{h3|}Joint Engagement / Support Model|{/h3|}|{p|}Key functionalities need to be covered by automated tests and the team should have registered these tests and their results. NCH needs to share these results with a 3rd party vendor jointly to ensure the new team be able to say with confidence what is working and what is not.|{/p|}|{p|}|{/p|}|{h3|}NCH Team LEAD|{/h3|}|{p|}The NCH team should perform a working session with the vendor team (shadowing) to understand the current flow. |{/p|}|{p|}|{b|}Qentelli Team LEAD|{/b|}Conversely to NCH Team LEAD and the new team will need to have access to the project’s repository, task tracking system, task management. Also require access to all the tools and services.|{/p|}|{p|}NCH should include instructions about deployment procedures and testing process as well as packages to install before setting the environment.|{/p|}|{p|}Overview of real time scenario will be executed with guidance/ support of NCH team.|{/p|}|{p|}The purpose of this phase is to take over the production system, confirm customer organization readiness, and to switch business operations to the Qentelli Operating model.|{/p|}|{ul|}|{li|}Analyze all crucial open issues:|{ul|}|{li|}Conduct system tests|{/li|}|{li|}Check that system management is in place|{/li|}|{li|}Proceed with cut-over activities, including data migration for any ongoing and/or pending development environments|{/li|}|{/ul|}|{/li|}|{li|}Execute transition plans including organizational change management (OCM) plans|{/li|}|{li|}Complete all scheduled end user training|{/li|}|{li|}Identify and document all issues encountered in the transition|{/li|}|{li|}Monitor business process results and the production environment|{/li|}|{li|}Establish a “extra-care” center of excellence for support that provides: |{ul|}|{li|}Production support processes|{/li|}|{li|}Exceptional business monitoring processes|{/li|}|{li|}Extraordinary technical support|{/li|}|{li|}System enhancements|{/li|}|{/ul|} |{/li|}|{li|}Track and report on the current system and processes |{/li|}|{/ul|}|{p|}This phase will include the following deliverables:|{/p|}"]Qentelli proposes a 4-phase process in this engagement.<ul> <li>Assessment</li> <li>Transition</li> <li>Steady State</li> <li>Optimization / Transformation</li></ul> Assessment PhaseStudy and Assess the AS-IS system, processes, and operational model. DiscoverThe purpose of the Phase is to discover the current system setup, solutions developed, current maintenance process, understand the business value and support model to customer’s business, determine the adoption strategy and roadmap in alignment with business vision and technology setup.This stage will include the following deliverables: Deliverable (Documentation) Responsibility Review Approval Study Current IT Architecture Qentelli Client Client Study the Procedures and Standards Qentelli Client Client Study Data Models Qentelli Client Client Study Security standards & User Adoption Qentelli Client Client Study the Support Models Qentelli Client Client PrepareThe purpose of this stage is to provide the initial planning and preparation for the project / engagement. During this phase, the project plans are finalized, the project team is assigned, and work is under way to start the engagement optimally. Key Prepare Activities:<ul> <li>Define engagement goals, a high-level scope, and a Transition plan</li> <li>Identify and quantify business value objectives</li> <li>Secure executive sponsorship</li> <li>Establish project standards, organization, and governance</li> <li>Define and secure approval for the engagement strategy</li> <li>Define roles and responsibilities for the project team</li> <li>Validate the project/engagement objectives</li> <li>Develop a project team training strategy, and start project team training</li> <li>Establish project management, tracking, and reporting mechanisms for value delivery/engagement</li> <li>Document all initiation activities in the project charter</li> <li>Pre-assemble (or establish) the project environment, infrastructure, and IT systems across Sales & Marketing business unit and processes</li></ul>This phase will include the following deliverables: Itemized task plan Qentelli Client Client Finalized Super user training and documentation strategy Qentelli/Client Qentelli/Client Client Defined business process requirement Qentelli/Client Qentelli/Client Client Blueprint document Qentelli Qentelli/Client Client Review of Business Blueprint by QA Qentelli Qentelli Client Identification of FIT gap based on business needs Qentelli/Client Qentelli/Client Client Development/Support list (Gaps, interfaces, integrations, Processes and Data Models) Qentelli Qentelli/Client Client Define user roles authorization requirement and design Qentelli/Client Qentelli/Client Client Testing Strategy Qentelli Client Client End user training strategy Qentelli/Client Qentelli/Client Client Business blueprint sign off Client Milestone Transition PhaseKnowledge TransferProject specifications: Real time working session to ensure End-to-End workflow of CRM/ Salesforce issue resolution. This will include existing manual/ automation processes to create an AS IS understanding to vendor stakeholders.The latest version of the specifications is a must and any previous version, as well as the initial one, is a great source of background information. It will help the team to understand the previous process, learn what is finished, and what is left to do. *High level plan of KT sessionsQentelli’s project team members will participate in the following activities to get a thorough understanding of the environment and processes of NCH,<ul> <li>Knowledge transfer activities</li> <li>System prototyping and demonstration</li> <li>Targeted formal training where appropriate</li> <li>Active participation in system design, documentation, and testing</li> <li>Development of business process procedures (BPPs)</li></ul> Accelerated System AdoptionUsing our Leading Practices approach, we also structure our Support / Implementations to include the following activities designed to accelerate the Sales & Marketing process / System adoption by project team members:<ul> <li>Data mapping, including significant focus on data validation, begins as early as possible</li> <li>System prototyping and demonstration used during blueprinting to accelerate understanding by the project team</li> <li>The organizational change management team is engaged from the beginning in order to understand and communicate the following impacts of the system to relevant stakeholders and end-users: <ul> <li>Restructuring of processes</li> <li>Changes to the people performing activities</li> <li>Revisions to policies and procedures</li> <li>Technology Support models</li> <li>Education and training required to use and support the system</li> </ul> </li> <li>Increased focus on testing <ul> <li>Integration</li> <li>Fiscal year-end closing</li> <li>Usability (user acceptance)</li> </ul> </li> <li>Increased focus on documentation to increase system ownership and assist with on-going maintenance and support <ul> <li>System builds</li> <li>Solution configuration and integration</li> <li>End-to-end processes</li> <li>Minimizing enhancements to reduce system maintenance, as well as to simplify future implementation and integration of new Salesforce and other solutions, components, and features to support additional operational activities and/or future changes in requirements</li> </ul> </li></ul> Documentation / Process CaptureCode/ Functional documentation: Documents should include source code, an outline of the Applications Architecture/ Blueprint, a description of key algorithms, application layers and database structure