October 16, 2009
Michelle Branigan
Knowledge Management and
Transfer Project Manager
130 Slater, Suite 600
Ottawa, ON K1P 6E2
Re:
Knowledge Management and Transfer for the Electricity Industry in Canada
(7907)
On behalf of SMCL (Spearhead Management Canada Limited), I am pleased to present our response to
your request for proposal for professional services. Our experience in providing resources for
similar projects has allowed us to understand the diversity and complexity of your requirements.
Our interest in this project and being accepted as a qualified supplier is exceedingly high.
SMCL is committed to and recognized for meeting our stated objectives. Our promise to our
clients is to deliver the same high quality services that we provided in the past. SMCL is looking
forward to working with you to facilitate the attainment of our common goal.
SMCL wishes to thank you for the opportunity to provide you with our response. Please contact the
undersigned at (613) 226-4595, Extension 3009, or at Mary.Macies@SMCL.ca if any further
information is required.
Yours truly,
Mary Macies
Vice President
Management and Audit Services
Attach.
Proposal
For the
Knowledge Management and Transfer for the
Electricity Industry in Canada
(7907)
Presented to:
The Electricity Sector Council
prepared by:
SMCL
9 Antares Drive
Nepean, ON
K2E 7V5
October 16, 2009
Statement of Non-Disclosure
The material contained in this proposal is proprietary to SMCL. and shall not be reproduced or
distributed in whole or in part without prior written consent of SMCL. In particular, no release
of this material to any third party is authorized, without prior consent from SMCL. In the event
that The Electricity Sector Council does not enter into a contract with SMCL for services
pursuant to this proposal, no further use of this proposal or any of its component parts, is
authorized for any purpose. This proposal and its pricing shall be effective for a period of 90
days from the RFP closing date.
Knowledge Management and Transfer for the Electricity Industry in Canada
October 16, 2009
TABLE OF CONTENTS
1.
EXECUTIVE SUMMARY ................................................................................................................................ 1
2.
VENDOR PROFILE .......................................................................................................................................... 2
3.
SUB-CONTRACTED VENDOR PROFILE ................................................................................................... 5
4.
STAFF / CONTRACTOR RESUMES ............................................................................................................. 6
5.
ACKNOWLEDGEMENT OF RFP ADMINISTRATION TERMS AND CONDITIONS ......................... 7
6.
PROJECT PROPOSAL .................................................................................................................................... 9
6.1 APPROACH AND METHODOLOGY ................................................................................................................... 10
6.1.1
Development methodology ................................................................................................................... 10
6.1.1.1
6.1.1.2
6.1.1.3
6.1.1.4
Draft project plan ............................................................................................................................................ 11
Final project plan............................................................................................................................................. 11
Draft deliverables ............................................................................................................................................ 12
Final deliverables ............................................................................................................................................ 12
6.1.2
Project responsibilities ........................................................................................................................ 12
6.2 DETAILED WORK PLAN (AND WORK BREAKDOWN STRUCTURE) .................................................................... 13
6.3 ASSUMPTIONS AND RISKS .............................................................................................................................. 15
6.4 KEY MILESTONES, DELIVERABLES AND DETAILED SCHEDULE ...................................................................... 16
6.5 PROJECT MANAGEMENT METHODOLOGY ...................................................................................................... 17
7.
COST (BUDGET) ............................................................................................................................................ 24
8.
VENDOR REFERENCES............................................................................................................................... 25
8.1 MALCOLM GRAHAM ...................................................................................................................................... 25
8.1.1
Nortel Technical Documentation Application (NTDA) Project ........................................................... 25
8.1.1.1
8.1.1.2
8.1.1.3
8.1.1.4
Project 1: Structure Analysis, Information Transformation, and Knowledge Transfer ................................... 26
Project 2: Change Management, Process Definition, and Knowledge Transfer .............................................. 26
Project 3: Conditional Information Capture and Knowledge Transfer ............................................................ 27
Project 4: Skill Identification, Training Course Definition, and Knowledge Transfer .................................... 27
APPENDIX A – RÉSUMÉS OF PROPOSED CONSULTANTS.......................................................................... 28
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1. EXECUTIVE SUMMARY
Mike to prepare
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2. VENDOR PROFILE
In the summer of 2003, SMCL (Spearhead Management Canada Limited) redefined the business
purpose of the company to that of a consulting company offering services in management and
audit and information technology. To meet the corporate objectives defined in its new mission
statement, SMCL, between October 2003 and June 2004, acquired all the shares of Kischi
Konsulting Inc., FSG Consultants Inc. and Progestic International Inc. These three whollyowned subsidiaries of SMCL reinforce the Company's new mission statement:
To provide highly professional, client focused, quality management consulting services to
assist them improve their business performance through the efficient and effective use of
Information Technology (IT), Audit and Management Consulting Services.
From 1982 to 2004, Progestic International (now operating as SMCL) offered a comprehensive
line of leading-edge consulting audit, management and technology solutions in Ottawa and
Toronto, as well as for the international market. Progestic was recognized by the Financial Post
as one of the "Fifty Best-Managed Private Firms in Canada".
SMCL offers a full-spectrum of consulting services in: Audit and Management Consulting, and
Information Technology. Our success can be attributed primarily to the solid experience of our
consultants and our exceptional personnel. SMCL consultants have earned a reputation for their
professionalism and expertise. Recruitment of SMCL’s consultants is designated by
consideration of diversity and quality of experience, professional integrity, ambition, and
reputation and teamwork abilities. Successful candidates are meticulously selected for their
inter-personal skills and professional ability. Under the SMCL banner, we will provide the same
high-quality services as in the past.
SMCL has assisted top organizations in the successful completion of high profile, missioncritical projects. Our presence provides an abundance of expertise and therefore specific needs
can be met from within the entire complement of our professionals.
We differentiate our services from those of our competitors by treating our clients with fairness
and the utmost respect. Service is not just an empty promise but an integral part of the way we
do business.
SMCL IS COMMITTED TO CLIENT SERVICE AND
STRIVES TO MEET AND
EXCEED CLIENT EXPECTATIONS
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SMCL is committed to client service and quality. We understand that the quality of results is
directly related to the effectiveness of our work. We also know that quality control of project
assignments is closely related to managing risks. SMCL pays great attention to reinforce quality
control of all project assignments so that risks can be effectively managed. The following points
distinguish SMCL's approach and process for managing Client Relationships and securing
quality for your organization:





Maintain an open, collaborative climate –consultants will create an atmosphere of trust with
the Electricity Sector Council to encourage open discussion
Understanding the roles and responsibilities of the Electricity Sector Council –
consultants will clarify, at the outset, the areas of responsibilities and the accountability
framework in place
Understanding the key business activities – in order to mediate risk, consultants will
acquire promptly a clear understanding of the main activities, your project priorities, and
organizational / stakeholder structure
Relying on information already available – SMCL's consultants will leverage information
already available for requirements elicitation and project delivery effectiveness.
Endorse a “no surprise” approach – SMCL will maintain close contact with the Electricity
Sector Council’s PM and stakeholders and employ effective risk management to ensure that as
given concerns are identified, they will be addressed.
Additionally, SMCL employs an effective corrective action / dispute resolution process. Anytime
a SMCL client indicates dissatisfaction with our services, the receiver of the concerns/complaint
(e.g., SMCL consultant) informs the Quality Assurance Manager. The QAM completes a
corrective action report and forwards it to the Project Manager. A corrective action is initiated in
response to either a Client complaint identified through the QA reviews, or verbal comments; or
recurring non-compliance or defects as the result of an internal or external audit. The corrective
action processes are: Identification, Monitoring, Analysis, Implementation.
To help facilitate effective client interaction, SMCL utilizes a CRM software package such as
ACT 2007® for contact and customer relationship management.
SMCL also employs a proactive risk management process. MCL is aware of the environment in
which its professionals work, including the accelerating rate of change in experience and skills
and the resultant pressure on the cost of these resources. The success of SMCL as a supplier in
mitigating the risks of obtaining, replacing and retaining resources will be achieved by using our:
proven processes for resource identification and selection, active skills database, special priority
to identifying and securing known resources for future assignments, recruitment specialists that
are very active in the market, business alliances formed with companies headquartered in the
NCR, and training and mentoring programs for our consultants. We employ pro-active planning
sessions with clients to understand their future requirements for services, resulting in great
commitment to the successful conclusion of a project.
SMCL has adopted six major steps in risk management. Steps 2 – 6 (following) are not one-off
events and are repeated throughout the project.
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1. Establish the Context – identify the organization and project environment, characteristics,
dependencies and stakeholders, their goals and objectives.
2. Identify and Define Risks – Our team will identify risks. At the start of each phase, the risks
associated with that phase will be formally identified. All conceivable risks, including “show
stoppers” will be considered.
3. Conduct Risk Analysis – We conduct analysis of the risks to determine their causes, and
estimate their probability and consequences.
4. Conduct Risk Evaluation - We consider these risks and prioritize them according to their
potential impact on the project and each risk is assessed to determine its level of
acceptability.
5. Develop and Implement Risk Treatments – We develop risk treatments to reduce, contain
and control project risk.
6. Monitor, Report, Update and Manage Risks – As risks change during the project, the
Project Leader and a SMCL manager will continuously monitor, review and mitigate risks.
Quality control is exercised through a number of specific procedures such as progress
monitoring, review of deliverables and status reporting. In order to ensure the quality of our
content and the report itself, we ensure that all deliverables are in accordance with the
organization’s standards. If reports / recommendations are required, they will be completed in
your format and will be appropriate to the findings and conclusions. We rely on Peer content
review and on our own Communication Group for edit review of documents before their
issuance to clients.
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3. SUB-CONTRACTED VENDOR PROFILE

The Sub-Contracted Vendor Profile is not applicable on this RFP response.
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4. STAFF / CONTRACTOR RESUMES
Please refer to Appendix A – Resumes of Proposed Consultants
Proposed Consultants
 Malcolm Graham
 Wendy Stark
 ?
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5. ACKNOWLEDGEMENT OF RFP ADMINISTRATION TERMS AND CONDITIONS
SMCL has read and understands the requirements, described in the RFP (Items 1. through to
14.) for Knowledge Management and Transfer for the Electricity Industry in Canada and
proposes to use the “Bates Project Management Methodology™” to manage and administer
project. This Methodology is PMI PMBOK compliant and it is this approach that SMCL has
used on many projects and proposes to use a modified version for this RFP. SMCL will also
outline the approach it proposes to use to meet the client’s expectation.
SMCL is committed to the Methodology and confident in the results it achieves. Our Proposed
team is well qualified to handle projects of any size, duration or complexity.
SMCL has read, noted and acknowledges the RFP Terms and Conditions for Items 1.
through 14. listed below.
1.
INTRODUCTION
1.1 Background – Electricity Sector Council
2.
PROJECT INFORMATION
2.1 Overview
2.2 Background
2.3 Project Objectives
2.4 Project Scope/Outcomes
2.5 Project Summary
3.
STATEMENT OF WORK
3.1 Scope of Work
3.2 Project Deliverables
3.3 Project Management and Progress Reporting
4.
RFP PROCESS
4.1 RFP Schedule
5.0
RFP ADMINISTRATION TERMS & CONDITIONS
5.1 Vendor Questions
5.2 Confidentiality and Security of Information
5.3 Conflict of Interest
5.4 Vendor Expenses
6.
PROJECT BUDGET
7.
PROJECT DURATION & MILESTONES
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8.
IRREVOCABILITY OF PROPOSALS
9.
RFP CLOSING
10.
PROPOSAL SUBMISSIONS
October 16, 2009
10.1 Proposal Format/Presentation
10.2 Consent to Use of Information
10.3 Proposal Content Guidelines
10.4 Mandatory Proposal Requirements
11.
CONTRACT
11.1 Contract Finalization
11.2 Order of Precedence
11.3 Standards of Care
12.
EVALUATION CRITERIA
13.
ROLES AND RESPONSIBILITIES
14.
INTELLECTUAL PROPERTY
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6. PROJECT PROPOSAL
The Electricity Sector Council (ESC) has determined that knowledge management processes and
tools are needed to ensure the timely transfer of knowledge from older employees to new and
existing employees. The ESC has created Request for Proposals: Knowledge Management and
Transfer for the Electricity Industry in Canada to address this need. This document is the
Spearhead Management Canada Limited (SMCL) response to this RFP.
Knowledge management processes and tools focus on the capture and sharing of knowledge.
This, typically, includes things like formal apprenticeships, on-the-job and professional training,
mentoring, knowledge repositories, best practices, and communication systems. What knowledge
management processes and tools are currently being used and working well within the Canadian
electricity industry?
While knowledge must be captured and stored in an easily accessible repository, probably webbased; simply capturing knowledge and retrieving it is not enough. Skills related to its use must
also be imparted from one employee to another. To address this, it is important to clearly identify
the different roles needed within an organization and the tasks and skills needed to fulfill those
roles; it is also important to clearly identify the developmental needs to move into different roles
(which may be lateral or vertical moves). A clear definition of roles, skills, and development
needs is a precursor to effective skill development in any organization. What roles and skills are
currently defined and used within the Canadian electricity industry?
Development does not occur within a vacuum. It occurs within a social and political context.
What is this context and what is the purpose of development within this context? The context
must be defined by a corporate vision. A vision is a kind of foreknowledge of a future reality and
it is essential for encouraging innovation and creativity. The corporate vision must be shared by
everyone within the organization in order to achieve a critical mass to ensure the creation of the
reality that it predicts. What corporate vision is needed for the Canadian electricity industry?
While individuals do need to own their own development, organizational structures need to
actively support and promote the development of skills needed within the organization. What
organizational structures are currently being successfully used within the Canadian electricity
industry?
In summary, SMCL will provide answers to the following questions:
 What knowledge management processes and tools are currently being used and working
well within the Canadian electricity industry?
 What roles and skills are currently defined and used within the Canadian electricity
industry?
 What corporate vision is needed for the Canadian electricity industry?
 What organizational structures are currently being successfully used within the Canadian
electricity industry?
To solicit answers to these questions, SMCL will use the process indicated in Section 6.2 below
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6.1 Approach and Methodology
Each major deliverable will be developed using a phased approach based on the iterative
development of individual modules where a module is a subsection of text or graphics of
standard format and appearance typically contained in its own file. Within a deliverable a
module is typically one procedure or one chapter. The development approach is described below
in terms of the development methodology and project responsibilities.
Each deliverable will be authored using Microsoft Office 2007 Word or Excel and Print, Word or
Excel, and PDF versions will be delivered.
6.1.1 Development methodology
The development methodology is a phased iterative one in which each deliverable is intended to
pass through each phase once. Figure 1outlines the development activities and deliverables for
each phase.
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Figure 1 Development methodology
Activity...
Identify requirements, define
content structure,
responsibilities, resources, and
schedule
Finalize content structure,
responsibilities , resources, and
schedule
Research, write, and illustrate;
produce Draft modules; review
Draft deliverables
Incorporate review comments on
Draft deliverables; produce Final
deliverables; incorporate editorial
comments on Draft deliverables;
deliver Final deliverables
Deliverable...
Draft project plan
Propose
Authorize
Develop
Final project plan
Draft deliverables
Final deliverables
Deliver
6.1.1.1 Draft project plan
The draft project plan introduces the project; describes the development methodology; identifies
each deliverable and format; assigned resources; project contacts; responsibilities; and
development tools. This is what is delivered as part of this RFP response.
6.1.1.2 Final project plan
The final project plan includes comments from a review of the draft project plan. Approval to go
ahead with the project must be indicated by an email from the customer to the project email
address within one week before development is started.
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6.1.1.3 Draft deliverables
A draft version of each deliverable is produced and distributed, in Print and Acrobat (PDF)
format, for customer review and approval. All illustrations will be in draft form. The target for
draft deliverables is 90% completion in content, organization, and format. Each draft deliverable
must be reviewed by ESC to verify technical accuracy and completeness. Comments must be
marked on a printed copy of each deliverable. Approval of each draft deliverable, with or
without comments, must be indicated by an email within one week by ESC to the project email
address before work is started on final deliverables.
6.1.1.4 Final deliverables
A final version of each deliverable will be produced. It will include all comments received on the
draft versions of each deliverable. Print, Word/Excel, and Acrobat (PDF) versions of each
deliverable will be prepared and delivered. Approval of each final deliverable must be indicated
within one week by an email from ESC to the project email address.
6.1.2 Project responsibilities
Deliverable development is the joint responsibility of both ESC and SMCL. The responsibility of
each during each deliverable development phase is shown in Table 1.
Table 1 Project responsibilities
Phase
ESC
Propose
Provide printed and electronic copies of
existing materials; review Draft project plan
SMCL
Gather information; review information;
define content and structure; prepare
and deliver Draft project plan
Authorize
Review Final project plan; answer
clarification questions from SMCL; approve
the Final project plan by email within one
week
Develop
Answer questions; review Draft deliverables; Research, write, and illustrate; prepare
mark review comments on printed version of Draft deliverables and deliver Print and
each deliverable; approve each Draft
PDF versions for review
deliverable by email within one week
Final
Accept and approve each Final deliverable
by email within one week
Incorporate review comments; prepare
and deliver Final project plan in Print
and PDF formats
Incorporate comments on Draft
deliverables; incorporate editorial
comments; prepare Final deliverables
and deliver Print, Word/Excel, and PDF
versions
Note: The development methodology ensures that each module will be reviewed at least once.
Consequently, it is intended that each deliverable pass through each phase only once.
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6.2 Detailed Work Plan (and work breakdown structure)
The major activities that will be undertaken as part of this project are detailed below.
1. Obtain from the ESC a list of Canadian electricity companies and other organizations,
with contact details, who have developed processes and mechanisms to deliver
knowledge transfer strategies.
2. Obtain from the ESC a recommended list of Canadian electricity companies and other
organizations who should be consulted (including contact details).
3. Obtain from the ESC copies of the Canadian Electricity Association’s 2004 HRSR
report and the ESC’s 2008 ‘Powering Up the Future’ LMI study; also, if possible,
include the source material that the studies were based upon.
4. Review the Canadian Electricity Association’s 2004 HRSR report and the ESC’s
2008 ‘Powering Up the Future’ LMI study; and, if available therein:
a. Identify and list all Canadian electricity companies involved;
b. Identify and list all workforce planning and knowledge transfer tools and
processes currently being used (a separate activity may be needed to follow up
with individual Canadian electricity companies);
c. Identify and list any common workforce planning and knowledge transfer
tools and processes;
d. Identify and list the skills, current and future, needed;
e. Prepare a review findings report.
5. Identify, list, and obtain copies of any job profiles and development tracks that may
already be in use by different Canadian electricity companies.
6. Identify, list, and obtain copies of the organizational structures currently being used
by the different Canadian electricity companies
7. Capture ideas on possible visions for the Canadian electricity industry.
8. Conduct a literature review with a focus on:
a. Identifying organizational structures that promote the sharing of knowledge
between employees;
b. Identifying workplace planning approaches in use within the Canadian
electricity industry;
c. Identifying any job profile descriptions in use within the Canadian electricity
industry;
d. Identifying best practice knowledge transfer management processes and tools
in use within the Canadian electricity industry;
e. Identifying at least two case studies involving the use of knowledge transfer
management processes and tools in use within the Canadian electricity
industry;
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f. Identifying at least one case study involving the use of knowledge transfer
management processes and tools in use outside the Canadian electricity
industry;
g. Identifying communities of practice involving the use of knowledge transfer
management processes and tools within the Canadian electricity industry.
9. Prepare three case studies with a focus on best practice uses of knowledge transfer
processes and tools.
10. Prepare monthly progress reports.
11. Attend briefing meetings as required with the project manager and Project Steering
Committee.
12. Attend and present, face-to-face, a progress report at two ESC meetings or events.
13. Maintain records of all stakeholder meetings and consultations including a list of all
participants.
14. Prepare and finalize separate report modules for:
a. Inventory of knowledge transfer practices and tools;
b. Job profiles and development tracks used by Canadian electricity companies;
c. List of the skills, current and future, needed;
d. List of possible visions for the Canadian electricity industry;
e. Best practice case studies;
f. List of Canadian electricity companies and organizations;
g. List of workplace planning approaches used within the Canadian electricity
industry;
h. List of organizational structures used within the Canadian electricity industry;
i. Records of all stakeholder meetings and consultations.
15. Prepare a research report that includes: overview of what was done; inventory and
assessment of knowledge transfer programs and tools; best practices and possible
barriers to the successful implementation of knowledge transfer processes and tools
by Canadian electricity companies; and strategic industry-specific recommendations
for the successful implementation of knowledge transfer processes by Canadian
electricity industry stakeholders.
16. Develop a communication paper for Canadian electricity industry participants that
can be used to demonstrate the return on investment of using effective knowledge
transfer processes and tools.
17. Prepare a final project report of the study findings and recommendations, this will be
based on summarizing the contents of the monthly reports and the stakeholder
meetings and consultation records.
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6.3 Assumptions and Risks
Table 2 identifies the assumptions and risks associated with each activity listed in Section 6.2.
Table 2 Assumptions and risks
Activity
Assumptions
Present work plan to ESC
1
2
3
4
Deliver list of electricity companies, etc
Deliver list of companies & organizations
Deliver 2004 HRSR report & 2008 LMI study
source materials
Review 2004 HRSR report & 2008 LMI study
and prepare review findings report
5
Identify, list, and obtain copies of job profiles
6
Identify, list, and obtain copies of
organizational structures
7,8
Capture ideas on possible visions
8
Conduct a literature review
8
Consult with stakeholders
9
Identify and prepare 3 case studies
14
Prepare and finalize report modules
17
Prepare final project report
16
Prepare final communication paper
15
Prepare final research report
10,
13
Prepare & present monthly status reports.
Maintain meeting records
12
Attend and present at two ESC meetings
Miscellaneous
Project Charter
Meeting budget
Resources
Spearhead Management Canada Ltd.
The SMCL draft work plan, contained herein, will
presented to ESC by November 16, 2009
ESC will deliver to SMCL by November 20, 2009
ESC will deliver to SMCL by November 20, 2009
ESC will deliver to SMCL by November 20, 2009
Both the report and study will contain data that will
direct the literature review and which stakeholders
already have knowledge management processes and
tools in place, and who should be contacted to obtain
job profiles and organizational structures
Job profiles are available within 2 weeks of making a
request for them and available by December 11, 2009
Organizational structures are available within 2 weeks
of making a request for them and available by
December 18, 2009
ESC will suggest who should be consulted with by
December 4, 2009
What should be searched for will be readily identified
after Activity 4 by December 4, 2009
ESC will identify who should be consulted after a
review of the list provided after Activities 1 and 2 by
February 12, 2010
Suitable case studies will be identified by SMCL
during Activity 8 and approved by ESC by March 26,
2010
Dependent on all the previous activities being
successfully completed on schedule
Dependent on all the previous activities being
successfully completed on schedule
ESC will approve an outline of what is to be included
by July 2, 2010
ESC will approve an outline of what is to be included
by July 16, 2010
A maximum of 10 monthly meetings will be needed
and no more than 4 hours per month will be needed to
attend and prepare records. All monthly meetings
outside Ottawa will be by phone or teleconference.
Assumes face-to-face meetings will be necessary
There is an approved Project Charter that includes;
Statement of Work, Business Case, environmental
factors, Governance, Milestones, Resources, roles
and responsibilities and approval
The maximum travel budget included in this bid for all
meetings is $15,000.00
SMCL will be given the responsibility to obtain the
necessary resources, if and when required.
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6.4 Key Milestones, Deliverables and Detailed Schedule
Table 3 lists all the key milestones, deliverables, and schedule; for activity details and
assumptions, see Sections 6.2 and 6.3.
Table 3: Key project activities, effort, and schedule
Activity
SMCL
ESC
ESC
ESC
-
Nov.16.09
Nov.20.09
SMCL
2
Nov.23.09
Dec.04.09
SMCL
1
Dec.07.09
Dec.11.09
SMCL
1
Dec.14.09
Dec.18.09
8
Present work plan to ESC
Deliver list of electricity companies, etc
Deliver list of companies &
organizations
Deliver 2004 HRSR report & 2008 LMI
study source materials
Review 2004 HRSR report & 2008 LMI
study and prepare review findings
report
Identify, list, and obtain copies of job
profiles
Identify, list, and obtain copies of
organizational structures
Capture ideas on possible visions (as
part of 8 Consulting with stakeholders)
Conduct a literature review
Effort
(weeks)
-
SMCL
5
Jan.04.10
Feb.05.10
8
Consult with stakeholders
SMCL
5
Feb.08.10
Mar.12.10
9
Identify and prepare 3 case studies
SMCL
6
Mar.15.10
Apr.23.10
14
Prepare and finalize report modules
SMCL
3
Apr.26.10
May.14. 10
17
Prepare final project report
SMCL
2
May.17.10
May.28.10
16
Prepare final communication paper
SMCL
2
May.31.10
Jun.11.10
15
Prepare final research report
SMCL
2
Jun.14.10
Jun.25.10
10,
13
Prepare & present monthly status
reports. Maintain meeting records
SMCL
1
12
Attend and present at two ESC
meetings
Total effort
SMCL
1
SMCL
31
1
2
3
4
5
6
7,8
Action
Date
Start
End
Nov.16.09
Nov.16.09
Nov.16.09
Nov.17.09
Nov.20.09
Nov.20.09
SMCL
Note: All deliverables will be prepared with Microsoft Office 2007 (Word and Excel).
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6.5 Project Management Methodology
SMCL has adopted the “Bates Project Management Methodology™” to administer project
work. This Methodology is PMI PMBOK compliant and it is this approach that SMCL will
apply to the development of an Operational Review program.
SMCL is committed to the Methodology and confident in the results it achieves. We have access
to the Project Management Institute (PMI) and as such access to all the latest project
management practices. If necessary, a copy of the methodology could be made available on
request.
SMCL will adjust the methodology as required to meet project scope and requirements.
This section of the proposal is dedicated to demonstrating SMCL’s Project Management
capabilities. The information in this section is presented in the following fashion:
 Project Management Plan
o Project Integration Management
o Scope Management
o Time (Schedule) Management
o Cost Management
o Risk Management
o Procurement Management
o Quality Management
o Human Resources Management
o Subcontract Management
 Data Management
 Risk Management
INTEGRATION MANAGEMENT
Project Integration Management views all elements of a project and ensures that they are
properly coordinated. The Project Manager’s focus is contending with the goals and options
contained within the project. The three phases of Bates Project management Methodology™
involved in Project Integration Management are:
The Planning Process integrates the different control factors of the project. Sequential steps
must be taken to accomplish plan integration with the Project Manager exercising extreme
caution to ensure nothing is ignored.
The Executing Process and Controlling Process make up the remaining two sections involved
in Project Management Integration. These two phases are done in conjunction with one and
other and involve planning effort, people management, project administration and project
control. SMCL will provide sufficient project administration and control without over imposing
administrative and control features.
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These processes continually interact with one another and in some instances may overlap each
other. Each Process has Inputs; Tools and Techniques; and Outputs that are associated with it.
Planning Process
The PMBOK® Guide clearly outlines how the Project Plan is a tool used to guide:
 Project execution;
 Document project planning assumptions;
 Document project planning decisions;
 Facilitate communication among stakeholders;
 Define key management reviews as to content, extent, and timing; and
 Provide a baseline for progress measurement and project control.1
Execution Process
At this point of the project we’ll conduct a pilot to test that the Operational Review Program
Guides are correct and a review can be done. This will also be an iterative process, continually
adjusting the approach to achieve maximum effectiveness
SCOPE MANAGEMENT
Scope Management begins as early as the Initiation Process or “Definition” Phase #1. A
Feasibility Stage is completed during this process, which among other things determines the
potential impact of the proposed project. The project scope directly influences these impacts and
therefore scope planning begins here.
SMCL clearly understands that during this “Definition” stage all the requirements must be
reviewed, resources, options, stakeholders identified, environments assessed and a Project
Charter created.
Upon contract award, a team is composed to begin planning the project. This team must first
look at defining the scope of the project as it is key to planning and controlling the assignment
efficiently. The Bates Project Management Methodology™ identifies three tools to assist in the
Scope Definition Process.
Project Charter
This document provides an overview of the assignment. Specifically, it
looks at the organizational environment and any potential priorities or
constraints.
Work Breakdown Structure
Once achieved, this platform acts as the framework for the entire project
plan. Work Breakdown Structure is the breaking of the project into
organized, manageable tasks and is the most crucial undertaking of the
team.
1
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 2009 Edition, 2009 Project
Management Institute
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Responsibility List
This phase of the Scope Definition Process identifies resources, managers
and leaders who directly or indirectly impact the planning or execution of
the project.
Using the Scope Definition as the baseline for the assignment, our Project Manager will
continually revisit the scope to ensure that the project remains on course and achieves its
objective. This portion of scope management is accomplished through the Quality Management
Process which provides practices for checking the completion of tasks. Quality Management
Process is defined in section Quality Management.
The last component of Scope Management is controlling scope changes. The Bates Project
Management Methodology™ provides a complete Change Control Process that encompasses
any amendments to the project. The Change Control Process emphasizes scope change and
provides change management processes, procedures and formats. Sample change management
forms can be found in Appendix A Project Forms
TIME (SCHEDULE) MANAGEMENT
Bates Project Management Methodology™ breaks Time Management into five steps:
 Activity definition;
 Activity sequencing;
 Activity duration estimating;
 Schedule development; and
 Schedule control.
The key deliverable of time management is a detailed work package. Once the work package is
complete the project Schedule can be developed in its entirety. First a preliminary schedule will
be produced and many changes to the logic, dates and duration will be made before the plan is
accepted. The approved plan becomes the baseline schedule and provides the project team with
a realistic view of the projects requirements and relationships between work packages. This
schedule will be used to:
 Quantify progress and manage results;
 Become a communication tool for user/client and the project team;
 Will provide a basis for optimizing the resource workload; and
 Will assist project managers with contingency plans.
The last component of Time Management is controlling schedule changes. The Bates Project
Management Methodology™ provides a complete Change Control Process which offers
updating and control processes as well as methods for controlling project schedules.
COST MANAGEMENT
Cost Management begins first with resource identification. Once a Work Package has been
broken into segments, then the duration of each task must be determined along with which
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resources and how many will complete each assignment. Project budgets and schedules will
depend on these resource estimates.
 After the resource estimates are complete the process of cost estimating begins.
Focus in cost estimating is on resource efforts, specifically on those individuals
performing professional, technical and administrative tasks.
The final stage in the Estimating Process is contingency planning. This process is meant to
account for any unforeseen incidents.
The final component of Cost Management is cost control. The Bates Project Management
Methodology™ provides a complete Change Control Process. Project Updating and Monitoring
includes any variables that are traceable such as schedule, budget, resources and work
accomplishment. It is imperative that these items be keep up to date to provide an accurate
picture of the project to the project manager and team.
PROCUREMENT MANAGEMENT
Procurement may be required in a project when the scope of the assignment has been assessed
and factors have been found that will hinder the project. Examples of this include:
 The initial resource estimates need to be re-visited;
 Additional tools are required; or
 Time, hence prices exceed the established budget.
The Bates Project Management Methodology™ Procurement Management utilizes six processes
and the most important ones are:
Procurement Planning involves the identification of project requirements. It is important to
provide a description of the scope of work as well as deliverables. Contracting requirements
must also be defined during this process.
 Solicitation Planning is the process of preparing the necessary documents for
soliciting bids, Request for Proposals (RFPs).
The Source Selection process involves receiving bids and then applying the evaluation criteria
and tools to assess the bids in order to select an appropriate supplier. Once a supplier has been
selected the contract is negotiated then the contract must be approved for execution.
The Contract Close-out procedure brings closure to all aspects of the contract administration
process. A completion of all contractual obligations must be confirmed.
Outstanding disputes must be resolved and all payments must be completed. Project records
must be collected organized and transfer to archives. Once these conditions have been fulfilled
then a release should be prepared noting that no obligations are outstanding and all portions of
the contract have been met.
QUALITY MANAGEMENT
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SMCL believes that Total Quality Management is extremely important and our commitment to
achieving excellence in this area begins with our partners and senior managers. Providing the
right level of quality allows us to deliver with minimal extra cost to the client. We are
committed to meeting all our clients’ requirements on the first attempt
SMCL concentrates on five quality management issues when working on a project.
Project Leadership
Project leadership is the backbone of a successful project. Therefore it is imperative that
the project team understand their role and maintain common beliefs.
Capturing Customer Needs
The clients needs must be captured in such a way that the project team understands what
the assignment intends to deliver. The customer appreciates the function product/service
will perform in the operating environment. Effectively capturing this information can
lead to a reference for performance and provides a more detailed project specification.
Creating a Communications Environment
It is the sole responsibility of the project manager to create an environment where
resources can freely discuss their opinions and be proud of the work they are producing.
In accomplishing this goal the project manager must as a minimum:
The Project Team, Organization and Roles
The project manager uses the project charter and work breakdown structure to determine
the number of team members, skills required, and their level of participation. The team’s
organization and ability to work together is crucial in their ability to add value to the
project.
Measuring and Improving the Process
This process if executed incorrectly can create a negative, unproductive environment. It
is crucial that the team be involved in the process of determining what will be measured
or what the standard of measurement will be. This creates a more positive environment
and a greater understanding that these measurements are designed to promote positive
change that will enhance team performance.
HUMAN RESOURCES MANAGEMENT
Projects are administered within SMCL at two levels:
 Internal administration of individual projects; and
 Administration of groups of projects within a corporate structure.
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Project Review Committee
SMCL’s recommends the establishment of a Project Review Committee comprised of the
Senior Stakeholders and the Technical Authority. The committee should meet once a
month to review all ongoing projects and their status.
The focus of the Project Review Committee is to observe the common administrative
process of projects. The team recommends project approval, identifies their priority and
monitors their progress.
For ongoing assignments the group reviews project summary reports every month. From
these reports the team makes recommendations for the next project action.
Project Control Office
The PMO is a central functional unit that supplies project management resources and tools;
develops methodologies and procedures and takes care of the system. The PMO’s functions
include:
 Delivery Management from contract award to project completion;
 Establishment a delivery management process;
 Preparation project teams including facilities management;
 Preparation the project tracking documentation;
 Monitoring client satisfaction;
 Monitoring team satisfaction;
 Monitoring project schedule/success;
 Work Force Management;
 Project Support;
 Establishment of PM Methodology and framework including the development of
checklists, templates and standards;
 Management of a deliverables library;
 Management Reporting;
 Availability and forecasting;
 Success rates/projects status;
 Satisfaction;
 Training requirements; and
 Staffing requirements.
PROJECT MONITORING
Projects continually change and therefore its plan is only as accurate as the last update. The
Project Manager and the project team members rely on the project plan to show the current
situation and therefore it is crucial to the assignments outcome that the information is updated
regularly. Traceable information such as budgets, resources, work accomplishment and schedule
are the key focus areas for project monitoring.
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SMCL’s PM is responsible for ensuring the Project Monitoring Process is working. The PM is
involved in the Team kick off meeting where roles and responsibilities are clearly outlined. A
copy of all project status reports are sent to the PM for review. A monthly review of the
schedule/progress is performed between the PM and the Client Project Manager. The PM finally
performs a team debrief session to evaluate the success of the project, resource appreciation, and
satisfaction.
Effective monitoring and updating of projects involve consistent processes and constant
application of these processes. Red flags are easily determined allowing the DMO organize an
action plan to rectify the situation before the situation becomes a problem.
RISK MANAGEMENT PROCESS
“Project Risk Management is the art and science of identifying, assessing and responding to a
project risk throughout the life of a project and in the best interests of its objectives”2
Risk is greatest at the beginning of a project where the maximum level of uncertainty exists.
Risk diminishes as a project moves forward but it is imperative that risk be managed through the
project’s entire Life Cycle to achieve maximum investment.
The goal of Risk Management is “to move uncertainty away from risk towards opportunity”3.
Keeping this in mind the Bates Project Management Methodology™ has identified six processes
that need to be addressed for successful Project Risk Management:
Identifies
Project risk associated with areas of uncertainty;
Assesses
The impact on the scope, product, timing and cost of a project;
Calculates
Quantifies
The probability of occurrence and its impact;
The risk and solutions that will reduce or avoid it;
Communicates
Risk, and avoidance actions for approval;
Integrates
Decision into project work packages;
2
PMBOK, 3/28/87, p E-2
Project & Program Risk Management: A Guide to Managing Project Risks & Opportunities, Project Management
Institute R. Max Wideman, p 1.3
3
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7. COST (BUDGET)
This financial component of the proposal identifies the firm all inclusive per diem rates (not
including the GST) for work and services performed by the proposed consultants. SMCL is able
to begin work shortly after the proposal is accepted and contract awarded.
The fixed daily rate is based on a 7.5 hour workday. Travel costs will be in accordance with
Treasury Board Guidelines on Travel and Living Expenses.
Procurement Number: 889549796PG0001
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8. VENDOR REFERENCES
8.1 Malcolm Graham
Malcolm has over 40 years experience in the electrical, electronics, and high-tech industries;
including 5 years as an apprentice and journeyman electrician. He has extensive experience in
planning, managing, writing, and editing all forms of technical information including proposals,
plans, and user guides for both print and online. He has excellent skills in analyzing and
presenting technical information verbally and in writing. In addition, Malcolm is an experienced
project and people manager with a successful history of setting and meeting deadlines and in
helping staff identify, develop, and reach their highest potential.
8.1.1 Nortel Technical Documentation Application (NTDA) Project
Nortel Knowledge Services
Information Architect
June 2004–January 2009
Overall Project Cost: $8 million over 5 years (including software, hardware, and people)
Project references: Both managers are no longer at Nortel (the emails included are their
personal ones)
 John Lepore, Nortel Manager, johna.lepore@gmail.com
 Alison Evans Adnani, Nortel Manager, evansadnani@gmail.com
The Nortel Technical Documentation Application (NTDA) project involved converting over
500,000 pages of FrameMaker-based documents into a new XML DITA-based authoring system.
The project started with analyzing existing templates, styles, and documents and then
recommending to management a new XML-based tool set and conversion strategy to deliver
documents in PDF, HTML, and on-product help; the recommended XML tool set and conversion
strategy were accepted and then implemented. Malcolm was the project authoring prime with
responsibility for developing new processes, procedures, and training required to use the new
XML system by over 300 Nortel Knowledge Services staff who were responsible for creating
and maintaining documentation and training for all Nortel products.
Some of the NTDA sub-projects that Malcolm was responsible for are identified below:
 Project 1: Structure Analysis, Information Transformation, and Knowledge Transfer
 Project 2: Change Management, Process Definition, and Knowledge Transfer
 Project 3: Conditional Information Capture and Knowledge Transfer
 Project 4: Skill Identification, Training Course Definition, and Knowledge Transfer
For NTDA project work samples produced by Malcolm, see
http://writedoc.com/resume/Nortel/ntda.htm (password writedoc).
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8.1.1.1 Project 1: Structure Analysis, Information Transformation, and Knowledge Transfer
Nortel Knowledge Services
June 2008 – January 2009
Project Cost: $82,000
The final document structure to be used by all Nortel end-user documentation is called a
Modular Task-based Information (MTBI) structure. Because of the numerous structures used
within existing FrameMaker-based documents and the major structural differences between them
and the final MTBI structure (and because of the associated major rework needed to restructure
them) most documents were converted to a Non-MTBI structure. The final NTDA project phase
involved transforming thousands of Non-MTBI XML documents into an MTBI structure.
Malcolm prepared a business case that justified the cost of developing an XSL-based script for
automating the conversion of the existing Non-MTBI XML documents into MTBI XML
documents. Malcolm then identified all the existing
Non-MTBI structures and mapped them to the new MTBI structures. To ease the conversion
task, Malcolm identified what could be changed in the source Non-MTBI XML documents.
Malcolm also prepared the training materials needed by over 300 staff and external vendors to
perform the conversion task. Malcolm then prepared test cases for, organized, and conducted
user acceptance testing of the transformation XSL script and procedure.
8.1.1.2 Project 2: Change Management, Process Definition, and Knowledge Transfer
Nortel Knowledge Services
August 2005 - May 2008
Project Cost: $385,000
Malcolm identified which existing processes needed to be changed or replaced and then created
the new processes; he then identified and created the required underlying procedures. The new
processes and procedures were documented using Microsoft Powerpoint and Adobe Acrobat
(and, eventually, in XML and HTML). Whenever a new process or procedure was created or
changed, Malcolm immediately informed the NTDA user community of over 300 staff and
supported monthly training sessions that focused on anything new. In order to improve access to
the process and procedures, Malcolm developed a script that integrated access to online PDF and
HTML versions of all NTDA processes and procedures directly from the XML authoring tool.
Malcolm also maintained the XML Document Type Definitions (DTDs) and system
configuration files.
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8.1.1.3 Project 3: Conditional Information Capture and Knowledge Transfer
Nortel Knowledge Services
February 2005 – July 2005
Project Cost: $70,000
FrameMaker documents being converted to the NTDA XML system used the conditional text
feature extensively. Malcolm was tasked with identifying how FrameMaker conditional text tags
could be automatically captured during the XML conversion process. Malcolm designed and
implemented a method for automatically capturing conditional text tags using Epic Editor profile
configuration files (PCFs) and updated the XML Document Type Definition (DTD) files to
support the new PCFs. Malcolm then created the procedures, training materials, and provided
ongoing support for using and creating new profiles by over 300 staff and external conversion
vendors.
8.1.1.4 Project 4: Skill Identification, Training Course Definition, and Knowledge Transfer
Nortel Knowledge Services
August 2004 - January 2005
Project Cost: $70,000
After consultation with management and staff to identify current and future key skills required,
Malcolm developed and distributed, to over 300 staff, a questionnaire to identify current skill
proficiencies in the identified key skills. Malcolm then created a Microsoft Access database and
entered all the collected responses. The collected responses were then analyzed to identify
strengths and weakness within the organization. Malcolm then created and presented a report to
management that outlined a training strategy and courses needed to address the skill weaknesses
within the organization. The recommended training approach was approved; Malcolm then
implemented the strategy and developed the training courses (and presented the first course to
over 300 staff).
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APPENDIX A – RÉSUMÉS OF PROPOSED CONSULTANTS
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