TECHNICAL AND FINANCIAL OFFER FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
Subject
:
Technical and Financial offer for Central Registry Elctronic
Records Management System
Customer
:
Zambia Revenue Authority
Document Title
:
Technical and Financial Offer
Date
:
__/__/201_
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Contents
Contents................................................................................................................................................................. 2
1.1.
TechNet AFRICA. ...................................................................................................................................... 7
1.2.
Data Concept S.A. .................................................................................................................................... 7
1.2.1.
Business Outline ................................................................................................................................... 7
1.2.1.1.
IT Services ......................................................................................................................................... 7
1.2.1.2.
IT Products ........................................................................................................................................ 7
1.2.1.3.
Telemetry & Automation ................................................................................................................ 8
1.2.1.4.
GIS Solutions Business...................................................................................................................... 8
1.2.2.
Memberships and Qualifications ........................................................................................................ 8
1.2.3.
Clients .................................................................................................................................................... 9
1.2.4.
Technologies ......................................................................................................................................... 9
2.
Glossary – Abbreviations ........................................................................................................................... 10
3.
Executive Summary.................................................................................................................................... 11
4.
Records.Trak™ ............................................................................................................................................ 14
4.1.
.Trak – Accelerated Solutions Development Platform ..................................................................... 15
4.1.1.
Preamble.............................................................................................................................................. 15
4.1.2.
Core Architecture and Foundation Modules .................................................................................. 17
4.1.3.
Typical Architecture (H/W and S/W Requirements) .................................................................... 22
5.
Requirements .............................................................................................................................................. 24
5.1.
5.1.1.
5.2.
General Requirements........................................................................................................................... 24
Previous experience........................................................................................................................... 24
Technical Requirements ....................................................................................................................... 25
5.2.1.
Users Management ............................................................................................................................. 25
5.2.2.
Security Policies ................................................................................................................................. 25
5.2.3.
Ontologies Management .................................................................................................................... 25
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5.2.4.
Workflow Engine................................................................................................................................. 26
5.2.5.
Collaboration Infrastructure ............................................................................................................ 26
5.2.6.
Data Import Mechanism .................................................................................................................... 27
5.2.7.
Data Export and Templating ............................................................................................................ 27
5.2.8.
Report Generator & Analytics .......................................................................................................... 27
5.2.9.
Georeferencing Addon (EXTENDED) ................................................................................................ 27
5.2.10.
5.3.
Electronic Payments (EXTENDED) ................................................................................................ 27
Functional Requirements ...................................................................................................................... 28
5.3.1.
Records.Trak™ Document/Records Management Requirements ................................................ 28
5.3.1.1.
.Trak™ and SOA Architecture ....................................................................................................... 28
5.3.1.2.
The Goal of SOA.............................................................................................................................. 29
5.3.1.3.
Concept of SOA platform .............................................................................................................. 30
5.3.1.4.
SOA standards ................................................................................................................................. 31
5.3.2.
.Trak™ Extended Capabilities .......................................................................................................... 32
5.3.3.
Data Migration Methodology ............................................................................................................. 33
6.
Workplan ...................................................................................................................................................... 34
7.
Team Composition and infrastructure .................................................................................................... 35
7.1.
Team composition .................................................................................................................................. 35
7.1.1.
1st Level : Steering Committee ....................................................................................................... 36
7.1.2.
2nd Level : Management Team ........................................................................................................ 37
7.1.3.
3rd Level : Implementation Level ................................................................................................... 38
7.1.4.
Work Group Composition .................................................................................................................. 38
7.1.5.
Key Team Members ............................................................................................................................ 40
7.2.
TechNet’s infrastructure ...................................................................................................................... 43
8.
Major Deployment Requirements (ISO 9001:2008) ............................................................................... 48
9.
Methodologies ............................................................................................................................................. 49
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9.1.
Quality assurance methodology ........................................................................................................... 49
9.1.1.
Application of the method to measure Quality in contract management and achievements
50
9.1.1.1.
Goal for monitoring the project progress .................................................................................. 50
9.1.1.2.
Impact of variation factors on quality focus ............................................................................. 52
9.1.1.3.
Baseline hypothesis on quality focus .......................................................................................... 54
9.2.
Project Management Methodology – Prince 2 ................................................................................... 59
9.2.1.
Introduction ........................................................................................................................................ 59
9.2.2.
What is a project? .............................................................................................................................. 59
9.2.3.
The scope of PRINCE2........................................................................................................................ 61
9.2.4.
PRINCE2 in context ............................................................................................................................ 62
9.2.5.
Overview of PRINCE2 ......................................................................................................................... 64
9.2.6.
The processes ..................................................................................................................................... 66
9.2.7.
PRINCE2 techniques ........................................................................................................................... 72
9.2.8.
Process and component links ........................................................................................................... 73
9.2.9.
Processes - Brief ................................................................................................................................. 75
9.3.
Development methodology - RUP Methodology ................................................................................ 76
9.4.
Communication with ZRA...................................................................................................................... 79
9.5.
Risk Management.................................................................................................................................... 80
9.5.1.
Introduction ........................................................................................................................................ 80
9.5.2.
Definitions ........................................................................................................................................... 80
9.5.3.
Risk Management Flow ...................................................................................................................... 81
9.5.4.
Risk Identification .............................................................................................................................. 83
9.5.5.
Risk Assessment and Classification ................................................................................................. 84
9.5.6.
Risk Reduction .................................................................................................................................... 85
9.5.7.
Risk Reporting and Review ............................................................................................................... 86
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9.5.8.
Maintenance/Support/SLA Requirements ...................................................................................... 87
9.5.9.
System/Platform Support ................................................................................................................. 87
9.5.9.1.
actions
Preliminary agreement definitions of the Vendor’s responsibility over system restoration
88
9.5.9.2.
Problem Classification ................................................................................................................... 89
9.5.9.2.1.
Severity 1 : .................................................................................................................................. 89
9.5.9.2.2.
Severity 2: ................................................................................................................................... 90
9.5.9.2.3.
Severity 3: ................................................................................................................................... 90
9.5.9.2.4.
Severity 4: ................................................................................................................................... 90
9.5.9.3.
Providing Solution .......................................................................................................................... 90
9.5.9.4.
Monitoring Reports ......................................................................................................................... 91
9.5.9.5.
Installing new software versions ................................................................................................. 91
9.5.9.6.
Debugging ........................................................................................................................................ 91
9.5.9.7.
System Software Upgrade ............................................................................................................. 92
9.5.9.8.
Upgraded software versions installation methodology............................................................ 92
9.5.9.9.
Tuning Services ............................................................................................................................... 93
9.5.9.10.
Application Software Maintaining Methodology .................................................................... 95
9.5.9.11.
Installing updated software versions ...................................................................................... 97
9.6.
Training .................................................................................................................................................... 98
9.6.1.
Administration Support - Training ................................................................................................... 98
9.6.1.1.
Training Scope and Schedule ....................................................................................................... 98
9.6.1.2.
Training Techniques....................................................................................................................... 99
9.6.1.3.
Tutors-Qualifications ................................................................................................................... 100
9.6.1.4.
Training Reports ........................................................................................................................... 100
9.6.1.5.
Final Report................................................................................................................................... 101
9.6.1.6.
Tutors’ Evaluation ........................................................................................................................ 101
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9.6.1.7.
Seminars Description ................................................................................................................... 101
9.6.1.8.
Training Framework ..................................................................................................................... 102
9.6.1.9.
Documentation ............................................................................................................................. 102
9.7.
Help Desk - Support ............................................................................................................................. 103
9.7.1.
Overview ............................................................................................................................................ 103
9.7.2.
Help Desk Features .......................................................................................................................... 104
9.7.3.
Intention ............................................................................................................................................ 104
9.7.4.
Goals ................................................................................................................................................... 104
9.7.5.
Submittal mechanisms .................................................................................................................... 104
9.7.6.
Priority System ................................................................................................................................. 105
9.7.7.
Scope .................................................................................................................................................. 105
9.7.8.
Incident Management ...................................................................................................................... 105
9.7.9.
Problem Classification ..................................................................................................................... 106
9.7.10.
Inspection-Evaluation .................................................................................................................. 106
9.7.11.
Reporting ....................................................................................................................................... 106
9.7.12.
Incident tracking system ............................................................................................................. 107
10.
Technical Specifications ..................................................................................................................... 108
11.
GANTT Chart ......................................................................................................................................... 147
ANNEXES ............................................................................................................................................................ 148
Annex A – CVs .................................................................................................................................................... 149
Annex B – Company’s Profile .......................................................................................................................... 150
Annex C – References – Past Similar Assignments ...................................................................................... 151
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The Consortium
1.1. TechNet AFRICA.
1.2. Data Concept S.A.
Data Concept S.A. is a privately-held, leading European Information Technology Services and
Solutions group of companies, headquartered in Athens, Greece, with subsidiaries in Sofia, Bulgaria
and Limassol, Cyprus.
Our scope is:

To apply innovative software solutions to dedicated industries such as: public sector, media,
healthcare, engineering, education, energy and environment

To evolve the i2015 European strategy by developing ICT solutions that make a real and
positive contribution to growth, productivity and social inclusion

To contribute into the modernization of businesses by applying customized ebusiness
software.
By implementing more than 240 Projects in the regions of Europe, Middle East and Africa (EMEA),
over the last 10 years, we are experts in:

the development of software and the integration of the best of breed applications,
hardware and network, delivering turn-key solutions for the public sector and the
enterprises

the application of custom made on-demand solutions for businesses.
Data Concept S.A. is one of the pioneers of internet solutions in Greece as we are developing web
applications since 1999. We were the first company in Greece to develop a document management
system totally exploited via the Internet that over the years has being evolved to our flagship
application; .Trak™, an accelerated solutions and development platform.
1.2.1. Business Outline
1.2.1.1. IT Services
Data Concept and its affiliate Media Concept supply government agencies and private-sector
companies with a range of IT services such as consulting, custom software development and web
marketing. Using its extensive experience in building highly reliable systems backed by state-ofthe-art IT and network technologies, Data Concept aims to contribute in the development of an
information society friendly to humans and the earth whilst efficient to the organizations.
1.2.1.2. IT Products
Data Concept and its affiliate Media Concept install all types of software, hardware and network
products such as WiFi systems, servers, workstations - peripherals and integrate them with best of
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breed applications essential to the construction of composite IT systems. Our IT solutions portfolio
includes knowledge management systems, digital citizenship applications, eco-friendly appliances
and digital signage equipment.
1.2.1.3. Telemetry & Automation
Data Concept and its affiliate Media Concept supply industrial and telemetry systems that support
social infrastructure, including water resource and energy systems, video surveillance, track and
trace, bike sharing and risk management systems suitable for public/private venues and local
governments. Our systems enhance public safety and eco-friendliness.
1.2.1.4. GIS Solutions Business
Data Concept develops WebGIS applications that combined with other business solutions are
suitable for exposing data on any digital map. Our systems are exploited via mobile handsets
(device independent), personal computers and other terminals accentuating internet services
1.2.2. Memberships and Qualifications
Data Concept S.A. is a member of the

Athens Chamber of Commerce and Industry (ACCI, Reg. No 213948);

the Federation of Hellenic Information Technology & Communications Enterprises
(SEPE);

the Association of Technical Greek Software Enterprises (SETEL);

the Hellenic-Irish Commerce Chamber (HIBA),

the Cyprus-Greek Business Association,

the Hellenic Network for Corporate Social Responsibility,

the Panhellenic Exporters Association as well as

an affiliated member of Climate Savers Computing.
In the framework of the provision of high-quality services and applications, Data Concept, since its
foundation, runs a Quality Management System (QMS) based on ISO 9001 for all its activities.
The company has also recently been awarded the certification for Information Security
Management Systems (EN ISO 27001) and Environmental Management System (ISO 14001).
Data Concept is also certified as a Greek Defense Material Supplier.
During the last year, Data Concept also operates under the IT Service Management Standard (ISO
20000). In terms of specific operations and always in accordance to its ISO certificates, Data
Concept uses PRINCE2 methodology for project management, a method that is considered the defacto standard for project management in most European countries and is practiced worldwide.
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Data Concept S.A. IT infrastructure and software ecosystem are capable to host the development
environment of the NEW TT System (please see Company’s infrastructure (G7))
1.2.3. Clients
1.2.4. Technologies
Telemetry
Infrastructure
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2. Glossary – Abbreviations
Term
Owner
Vendor
Subcontractor
RFQ
IT
BoM
SW
HW
PM
DM
RM
CV
UAT
WO
Web/App
SCA
SOA
RFC
SLA
PRINCE
RUP
ECH
RCH
NEW system
.Trak™ v.3.0
Records.Trak™
EAI
GQM
QMA
Description
Zambia Revenue Authority (ZRA)
TechNet AFRICA
Data Concept S.A.
Request for Quotation
Information Technology
Bill of Materials
Software
Hardware
Project Management
Document Management
Records Management
Curriculum Vitae
User Acceptance Test
Work Order
Web/Application Server
Service Component Architecture
Service Oriented Architecture
Request For Changes
Service Level Agreement
PRojects IN Controlled Environments
Rational Unified Process
Extra Coverage Hours
Regular Coverage Hours
Central Registry Electronic Records Management System, Records.Trak™
Accelerated Solutions Development Platform – Enterprise Knowledge
Management
.Trak’s pre-configured Ready Software Application for Documents and
Records Management
Enterprise Application Integration
Goal/Question/Metric approach
Quality Manager - Auditor
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3. Executive Summary
The Vendor (TechNet AFRICA) in conjunction with its supplier/subcontractor Data Concept S.A. (a
Microsoft and Oracle GOLD partner) attaining a solid understanding of the engineering/IT business
ecosystem and the business operations of Zambia Revenue Authority (ZRA) and taking into
consideration the deployment of a business critical solution such as an ‘Central Registry and
Electronic Management System’, are proposing a pioneer system based on Data Concept’s .Trak™
Enterprise Knowledge Management System (Accelerated Solutions Development Platform),
integrated and supported by TechNet’s expertise as a systems integrator.
Taking into consideration the fact that the system has great value for ZRA everyday operation, the
Vendor has selected the best-of-breed combination between enterprise knowledge management
solutions, databases and operating systems in order to assure the project’s success. The Vendor is
proposing a .Trak™ based turn-key solution, Records.Trak™, as the most appropriate solution to
fulfil all project requirements and further development features.
In terms of the transition period between the Pilot and the Operational Phase, the Vendor will
support, on-site, the NEW software infrastructure with engineers and experts of both the Vendor
and the Subcontractor working team.
The ‘Central Registry Electronic Records Management System’ will be based on:


.Trak™, as an accelerated solutions development and integration platform (Enterprise
Knowledge Management System) and more specifically Records.Trak™, a Data Concept
S.A. software product and
MS SQL Server 2008 R2 database components for the infrastructure.
The advantages of .Trak™ v.3.0 are:




.Trak’s Foundation Modules that encompass a set of customizable applications designed to
administer the core system’s setup and operations within any practice or set of
specifications. These modules provide all the functionalities in order to develop and
customize the software solution to fit specific business needs.
.Trak™ can be integrated to any relational database as well as any third party applications
including Microsoft desktop applications such as: MS Word, MS Excel etc. Oracle Primavera
P3, ERP, CRM and GIS systems, offering advanced interoperability and facilitating everyday
work environment.
.Trak’s suite of software products (Modifiable of the Shelf Software - MOTS) consists of
business specific applications that address document management, project management,
quality management, content management and ecommerce issues, as separate applications
that operate in an homogeneous ‘360 ecosystem’.
.Trak enables next generation SOA capabilities through:
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o
o
o
o
A unified and declarative toolset by which business users and developers can work
together to develop business applications.
A single Business Process Platform with which to orchestrate people, systems and
documents into processes that can be monitored and optimized in real time.
A 100% standard platform that is service enabled and easily consumable by modern
web applications, allowing enterprises to quickly and easily adapt to changes in their
business and IT environments.
Greater visibility, controls and analytics to govern how services and processes are
deployed, reused and changed across their entire lifecycle.
.Trak™ v.3.0 covers all of the capabilities to deliver robust, agile and reliable SOA solutions.
The Central Registry Electronic Records Management System, Records.Trak™, will be based on an
n-tier architecture providing: high performance, speed, redundancy/failover, scalability,
security and interoperability by optimizing both software and hardware native features.
.Trak™ –components- will be installed in a 2-tier cluster of 2 x Windows Server – Application
(Microsoft IIS 6.0 or later) and 2 x Windows Servers- MS SQL Server 2005 (or later) databases,
supported by 1 optical switch and 1 Storage Area Network (SAN).
Data integrity of the proposed system is further secured with the installation of an
integrated/complete Tape Backup library.
The team that will be engaged in the Project consists from top engineers, managers and
programmers, specialists within the installation, development, support and training of both the
.Trak™, application server, web server and windows operating systems.
The Vendor will make the best use of the EXISTING hardware, software and network components in
order to facilitate the smooth transition into the NEW system whilst exploiting the existing
licensing agreements between ZRA and the H/W, S/W vendors.
The components of the NEW System (Records.Trak™) guarantee an enterprise business Automated
Document/records Management Solution with flawless execution of processes that will enable ZRA
to provide more competitive products or services, reduce costs, improve customer service, and
react quickly to changing market conditions. Selecting .Trak™ as the applications development
platform ensures the removal of the existing, traditional integration solutions that are proprietary
and expensive in terms of support and interorganizational operations.
The NEW System will be implemented with an industry standard for orchestrating business
processes and Web services that will speed the implementation and deployment of new projects
and will reduce the overall cost of management, modification, extension, and redeployment of
existing processes. In addition to tactical time and cost savings, this provides a strategic
advantage: superior responsiveness to changing market conditions.
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The Vendor assures the operational objectives of the system within ZRA:
1.
2.
3.
4.
5.
6.
Minimize the number files and documents that are 'lost'
Automate the relocation of files to and from officials
Track the location of any file at any time
Link documents with files
Manage files and file contents
Create and manage digital files
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4. Records.Trak™
At Data Concept, we believe that software should be scalable, agile and extensible. That's why we
developed .Trak™ (dot Trak). .Trak™ is a C# .NET accelerated software development plateau that
allows non-programmers, easily and effectively, to develop customized software solutions for their
clients or even a whole business industry and to deliver business process outsourcing services.
Data Concept is a pioneer in the development of service-oriented architecture (SOA) systems. Our
applications as our development platform .Trak™, are utilizing the SOA principles providing a
dynamic creation of ontologies and a seamless integration within multiple business domains.
Our roadmap for custom software development starts with the identification of the key business
services and business process of each customer. Using our .Trak™ Accelerated Solutions
Development Platform and a Service Oriented Approach we create agile applications, such as
Records.Trak™, that accommodate modular business services and have multiple uses.
.Trak™ Foundation Modules encompass a set of customizable native modules designed to administer
the core system’s setup and operations within any practice or set of specifications. These modules
provide all the functionalities you will need in order to develop and customize the software
solution to fit each business needs.
.Trak™ is an open architecture accelerated solutions development platform. Thousands of
organizations globally depend on .Trak™ to design and deploy faster and better IT business solutions
that positively impact their operations.
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4.1. .Trak – Accelerated Solutions Development Platform
.Trak™ is the best software development tool for IT business
consultants due to the flexibility that it offers to describe
business ontologies, business rules, workflows and create
dynamic reports with absolutely, no programming. It’s
scalable, flexible, secure and robust.
Client quote:
Mr. Andreas Karpathakis,
General Director
Jacobs S.A
4.1.1. Preamble
.Trak™ is an ecosystem of Foundation Modules and ready software applications. Foundation modules
are the core modules for creating and setting up, on-demand, administering and customizing any
application whereas Ready Software Applications are .Trak™ industry specific, pre-configured
instances, that encompass the business logic of common office administration tasks such as:
document management - protocol registrar - records management (Records.Trak™), content
management (Hyper.Trak™), project management (Project.Trak™) and quality management
(Quali.Trak™).
.Trak™ Foundation Modules
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Based on the above ready-made .Τrak™ applications such as: Records.Trak™ (Document
Management and Records Management), our working team will start by the identification and
setting out of ZRA operational requirements.
.Trak™ provides an inherited designing environment (no programming required) to develop and
deploy fast any web based application. All customization and administration of .Trak™ foundation
modules, inside the Records.Trak™, is performed over web, on-the-fly from any browser.
.Trak’s administration mechanism (foundation modules) allows ongoing re-structuring of all
ontologies, dependencies, business rules, data exports, reports and security policies according to
the evolving requirements and the new set of specifications. All ontologies can be edited, copied,
moved and merged to other associated ontologies with absolutely no loss of data.
The Administrator can securely logon to the system with the appropriate credentials and create,
edit and delete data schemas, workflow rules, user’s privileges or even create any report and
aggregate any kind of digital content. Transparently to all users, the NEW application (system) will
adjust to the new requirements they have been set, keeping track of changes and a detailed log of
input and output data.
.Trak™ provides automatic versioning for each new application instance.
To enhance simplicity and functionality even more, Records.Trak™ provides specific pre-made, preconfigured, business logic roles, workflow scenarios and reports that are ready-made and can be
adjusted accordingly, saving time and enhancing functionality.
.Trak™ Application’s Instances
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4.1.2. Core Architecture and Foundation Modules
.Trak™ v.3.0 (release 5.2011), has been developed on ASP .Net 3.5 - C# 3.0 bottom to top by
professional certified software engineers and system architects, based on a multi-tier (n-tier)
application architecture, with a SOA design and using the Rapid Application Development (RAD)
Methodology.
.Trak™ Systemic Layers
.Trak™ handles presentation, middle tier (business logic and utilities) and data layers as logically
separated processes, providing a model for developers to create a flexible and reusable
application. By breaking up an application into tiers, developers only have to modify a specific
layer, rather than have to rewrite the entire application over. Layers are logical structuring
mechanisms for the elements (ontologies) that make up the software solution, while tiers are
physical structuring mechanisms for the system infrastructure that are hosted as server based
applications.
Providing an n-tier XML Web service type of application design (SOA approach), .Trak™ offers the
richness of a desktop application from an HTTP interface (thin client, browser based). By keeping
the business rules on the server side, .Trak™, provides optimum network traffic, caching, session
management and security.
.Trak™ runs on IIS 6.0+ web/application server providing among other native features, access
protection, secure content publishing and dynamic caching and compression.
.Trak™ employs various database engines such as: MS SQL, Oracle DB etc. providing the flexibility to
adjust to the need of what database engine your Organization might already have in-house, how
much and what type of data needs to be stored and to consider various operating systems on the
database tier.
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Native .Trak’s environment is a rich and responsive interface in terms of User Experience (UI) being
developed on .aspx, ajax, javascript and CSS. Baring the ‘Simplicity Concept’ in mind, all interfaces
used, offer to users the dynamic interaction that they will expect from advanced, sophisticated,
professional IT solutions. For that matter and considering the World Wide Consortium (W3C)
designing and programming principles, .Trak™ is compatible with most of W3C Domains and
Standards, especially the UI and Web Accessibility Initative (WAI).
.Trak™ also supports multiple languages. Using third party add-ons .Trak™ applications can support
text-to-speech features, facilitating readability: the ease in which text can be read and
understood.
Totally integrated with the Active Directory, Single-Sign-On (SSO) users have only one user name
and password to remember in order to access their application modules. When a user logs onto the
local network, the Active Directory SSO automatically logs the user onto every authorized resource.
Networked users attributes and access application’s rights can be set from .Trak™ [Users
Management]. Information on all .Trak’s applications can be further personalized based on the
profile of each registered user. Intranet users receive their information on a personalized
dashboard based on their access rights and their role in each application of the system.
Furthermore outside internet users can also get a personalized view of the web site that
dynamically adjusts to their profile, keeping track of their most common clicks and searches.
Complying with the Records Management Requirements when implementing Governmental Systems
(Paperwork Elimination Act), .Trak™ [Security Policies] module adopts Public key cryptography,
which is used to implement digital signatures. Public Key Infrastructure (PKI) is one of the principal
electronic signature technologies that agencies use when conducting business electronically. PKI is
defined as “a set of policies, processes, server platforms, software and workstations used for the
purpose of administering certificates and public-private key pairs, including the ability to issue,
maintain, and revoke public key certificates”. Utilizing the Microsoft IIS functionality for digital, or
SSL certificates, .Trak™ offers PKI based digital signature into any .Trak™ based application. This
feature allows the user to sign and verify the files, forms or any data. The signed data is
maintained in PKCS#7 format (as per industry standards). This module also supports multiple
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signatures, third party time stamping, PKI based encryption-decryption and embedded digital
signature in the PDF and PDF/A files in Adobe compatible format, which can be verified through
Adobe Reader.
.Trak™ encompasses class libraries, Business Logic Layers (BLLs), Data Access Layers (DALs), Models,
and Utilities into the core (behind- the-scene) programming administration environment, hosted
into the [Ontology Management Module]. By defining and deploying these tools, an IT Business
Consultant, as a system administrator, can design and launch logical processes into discrete classes.
The front-end user interface of any application is designed using .Trak’s Web Forms Designer
[Ontology Management Module] whilst business rules components are set up in the [WorkFlow
Engine] graphical interface (drag-and-drop support). For each business rule a digital identification
code is assigned to and stays the same along with the object through its whole life-span,
facilitating tracking and homogenity as accepted as the definite identification of the entity all
throughout the Organization’s ecosystem.
The Search capability of the .Trak’s environment is outstanding. Based on the ontology and
semantics architecture it allows simple keyword(s) free text searches, structured searches based on
keywords and composite searches based on tabular forms and drop list boxes. Results are presented
and prioritized based on the contextual relevance percentage rate. Each result is further associated
with the site map path that each searchable keyword was located inside the content.
Trak’s [Data Import Mechanism] facilitates importing from any digital format (file type) such as:
.xls, csv, ascii, xml etc. .Trak™ among other third party applications, inherits most of Microsoft
Office features that integrate one or more products, like MS Word, MS Excel, MS Outlook with your
application. Facilitating digital data collection, .Trak™ offers compatability and core accessibility in
terms of protocols, to integrate with hardware peripherals like POS systems, scanners, cameras, or
even medical systems. .
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.Trak™ supports both TWAIN and ISIS scanning drivers protocols enabling fast digitization and data
capturing and providing (a) a disaster recovery tool for the paper based register; (b) a searchable
access to the data and (c) serve as a tool for crosscheck of the data duplication.
Based on SOA framework, .Trak™ uses Web Services to promote loose coupling between software
components so that they can be reused. A service is an implementation of a well-defined business
functionality, and such services can then be consumed by clients in different applications or
business processes. .Trak’s SOA allows for the reuse of existing assets where new services can be
created from an existing IT infrastructure of systems. In other words, it enables businesses to
leverage existing investments by allowing them to reuse existing applications and facilitates
interoperability between heterogeneous applications and technologies. These Web services are
using technologies such as XML, Web Services Description Language (WSDL), Simple Object Access
Protocol (SOAP), and Universal Description, Discovery, and Integration (UDDI) to deploy integration
in today's complex and heterogeneous computing environment.
.Trak [Collaboration Infrastructure] also enhances collaboration (micro-social community) both in
the administration environment and the deployed application ecosystem. Providing advanced multichatting, send and receiving file(s), forums, e-voting, digital library (archive), shared
group/personal calendars, SMS messaging and integration with video conferencing software,
facilitates communication between team members, executives, partners, vendors and customers in
all levels, resolving upcoming issues real-time and re-forming a ‘new’ intranet and extranet of
enterprise services provision and experience.
With a powerful input and output digital geodata mechanism [Georeferencing Addon], .Trak™
inputs and outputs into several common geodata formats. Output data can be aggregated and
merged dynamically into content templates associated with a geographical digital terrain such as
Google maps, providing visual association of geolocation based information. Georeferencing Addon
can associate all types of entities managed by the system with georeferenced shape such as:
points, polylines and polygons. Basic calculations such as: distance measurements, areas,
perimeters as well as search by GIS criteria can be executed for all objects.
Electronic payments can be executed [electronic payments] online from the environment of the
.Trak™ application by embedding common ebanking payment portlets, allowing customers to
conduct financial transactions on a secure website operated by their retail or commercial bank.
Turning data into info is all about meaningful information presentation, .Trak’s [Report Generator
& Analytics] allows report administrators to design any report, create cubes, pivot tables, set Key
Performance Indicators (KPIs) and display them in graphical charts, gauges and consolidated
reports. .Trak’s reporting tool unifies data into real time reports, allowing drill down information
from multiple sources and tables. With no prior IT training, users can use the graphical interface to
create basic or complex reports for top line reporting. The system delivers both:
 Dynamic reports: Are created at runtime. Each time a dynamic report is run, it gathers the
most recent data in the Database. Only the report definition, which remains the same over
time, is stored.
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 Static reports. Are run immediately upon request, and then stored with the data in the
Completed Reports module. Static SQL reports are run asynchronously, allowing you to
continue using the application to perform other tasks while static reports are running. Static
multidimensional expression (MDX) reports are run synchronously, therefore, you will not be
able to perform other tasks using Business Desk until the reports are complete.
All .Trak™ modules, software products and reports can be multichannel diffused enabling
Organizations to gain critical momentum in their markets delivering real time information on any
screen or device. Multiple information channels:
- Local and Global messaging
Local administrator can edit local messaging that appears on the computer monitor and send them
over IP or GSM. This is messaging specific to the location of the end user, notified according to
his/her position.
- SMS Text
The user can sign-up for SMS text messaging related to the subject they are interested in.
- Mobile
Information and reports are available on any mobile smart phone device, operating iOS or Android
operating systems.
.Trak Logical Architecture
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4.1.3. Typical Architecture (H/W and S/W Requirements)
Intranet Users
(LAN)
Switch/HUB
Load Balancer
Internet Users
Firewall
Peripherals
Web/App Server
Web/App Server
Database Server
Database Server
DMS Zone
Network Storage (NAS)
Redundant Architecture
(2nd Tier)
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Web/Application Server
Layer -1-
Function
Web/Application server is a comprehensive service layer that provides an environment
in which IIS 6.0+ and .Trak™ Applications will run. Web/App Server is a dedicated
machine(s) that efficiently executes procedures (programs, routines, scripts) for
supporting the deployment of .Trak™ applications.
Additional vertical Tier of Web/App Server(s) complemented with network equipment
(firewalls, routers etc.) can be used to provide redundancy, clustering, fail-over, and
load-balancing, so that the business logic operations, never fail.
Technologies
Web/App application server hosts applications and transparently handles connections
to the database on one side, and connections to the Web client on the other.
Operating System: MS Windows Server 2005 or later
Application Server: MS IIS 6.0+
Application(s) Platform: .Trak™ (v.3.0)
Database Server
Technologie
s
Function
Layer -2.Trak™ collaborates with all relational database systems. Trak™ (v3.0) is compatible
with: Oracle DB, DB2, Informix, Postgress, MS SQL Server. As its server has its own
query logic and structure. .Trak™ resolves any interoperability issues as it connects
with built-in data access layers.
Database recommended: Oracle DB or MS SQL Server 2005 or later.
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5. Requirements
This section consists of two sets of requirements, General and Functional, where each one aims to
clarify specific areas of interest, concerning the solution.
5.1. General Requirements
This section consists of requirements that justify Vendor’s overall organization, skills, project
delivery competence and experience.
5.1.1. Previous experience
TechNet AFRICA and Data Concept S.A. have a wide range of software solutions installations in
private and public sector including government, transportation, health, banking and
telecommunication corporations for customer support and knowledge management systems, similar
in complexity with the ZRA Central Registry Electronic Records Management System.
TechNet AFRICA Limited has already installed and supports ………………………………………………………..
Data Concept S.A. has installed and supported the document and records management system
(intranet – extranet) for the ‘Attiki Odos’ and all Olympic 2004 Venues projects that supports the
business operations of design, construction, quality and materials submission and approvals for the
largest European Infrastructure Construction Project. The system has handled critical business
operations for 300+ users of the ‘Attiki Odos’ Project during a period of 7 years. The system had
facilitated centralized communication among all involved project parties such as: independent
engineer staff, project owner engineers, construction J/V, designers and the concessionaire. The
system is considered highly critical in terms of implementing and monitoring the strict deadlines of
flows and processes imposed by the concession contract as well as the Project Quality Plan. The
system has been implemented in the .Trak™ (accelerated development solutions platform) –a
Microsoft approved solution-.
The Vendor feels confident of the execution of the ZRA System as has been completed similar
projects for private and public entities separately and as a joint venture. The engineers,
programmers, business consultants and managers of both companies have worked closely over the
last 5 years for the execution of ‘European Information Society’ projects, serving a variety of
digital services over web to customers and organizations, ensuring interoperability and conformity
among heterogeneous public systems.
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5.2. Technical Requirements
No.
.Trak™ - Foundation Module
1
5.2.1. Users Management
2
5.2.2. Security Policies
A. Key Features
1.
2.
3.
4.
5.
1.
2.
3.
4.
1.
2.
3.
4.
3
5.2.3. Ontologies
Management
5.
6.
7.
8.
B. Extended Features
Add, Edit and Delete a User
Add, Edit and Delete a Role
Password autoreply verification mechanism
Graphical Mapping of Organogramme Structure
Logged tracking of all users activity within the system
Define security criteria throughout the whole entities
schema
Define security criteria for all attributes (data fields)
Define security criteria to forms, menus, list boxes etc.
Assign privileges to users and roles
Define entity(ies) and relations (master-detail, many to
many)
Define entity attributes (data schema)
Assign attributes with data types and lists (data, long
integer, text etc.)
Design Form layout, using a Web Form Designer
providing drag and drop functionality from a data field
repository and layout management
Save and name each layout
Create query objects based on dynamic combination of
entity’s attributes
Create tree structure layouts to represent master-detail
relationships between entities
Incorporate additional features to each entity such as:
multimedia, email addresses, physical addresses with
1. Import users and roles from Active Directory and
LDAP infrastructure
2. Assign certificates via IIS Application Server
3. Define an Electronic Signature
4. Trace, undo and roll back previous actions
1. Encompass and implement third party security
policies (Active Directory and LDAP)
2. Internal scheduler for backup mechanism
1. Create validation rules for each attribute
2. Create calculated fields by imposing mathematical
and logical calculation
3. Implementation of ontologies regarding the
correlation of cross entities data for the means of
enological search
4. Free text search throughout the attached
documents such as: MS Word, MS Excel, PDFA etc.
5. Dynamic multiple criteria search mechanism
6. Tracking of users actions within the entity schema
7. Incorporation of thesaurus and indexes for
schematic search
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4
5
5.2.4. Workflow Engine
5.2.5. Collaboration
Infrastructure
geolocation capabilities, file attachments
9. Dynamic production of data grids presenting a selected
set of records for each entity
10.Full management functionalities such as: create, edit,
delete, copy and move of records
11.Version Management for each record
12.Checkin/Checkout management in order to assure data
integrity and impose change management
1. Building of Workflow expressions involving the whole set
of entities attributes
2. Define systemic conditions that trigger workflow actions
3. Define comprehensive sequential and parallel actions
4. Central asynchronous application management
(daemons) that monitor all systemic parameters for the
initiation of a workflow mechanism
5. System driven workflow rules implementation
regarding: users and roles notifications, procedural hold
points (approvals, recommendations, status updates,
dynamic field calculation etc.)
6. Human driven workflow scenario initiation (adhoc
assignments)
1. Messaging from the system: email, SMS, internal
message
2. Chatting, multi chatting (available connection status)
3. Online file exchange (send-receive)
4. Calendar and Task scheduler
5. Collaboration of groups (invite, share) and Project
Management
6. Micro-social community
7. Multimedia and electronic Library, central repository
1. Graphical User Interface environment for setting
our business rules (condition and action builders)
2. Incorporate external business logic units (DLLs) in
order to facilitate complex algorithmic and
workflow structures
3. Integrate with SharePoint lists and WFF
1. Alert Chatting for technical support and/or sales
representatives
2. Video conferencing
3. Personalized dashboard
4. Intranet, Extranet post wall communication
5. Events and groups generator
6. Mail Merging capabilities
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6
5.2.6. Data
Import
Mechanism
7
5.2.7. Data
Export and
Templating
8
5.2.8. Report
Generator
& Analytics
9
5.2.9. Georeferencing
Addon (EXTENDED)
10
5.2.10. Electronic
Payments (EXTENDED)
1. Importing external structures file(s) such as: xls, csv,
xml etc.
2. Mapping of file columns to dynamically defined entities
attributes
3. Set out importing rules such as: omission of headers, set
of lines to be imported and duplicates management
4. Saving importing template for future usage
5. Import YouTube URL videos with dynamic thumb nailing
1. Create of dynamic data sources based on attributes
throughout the application’s data schema
2. Transform proprietary data schemas into ready to use
third party applications utilizing SOA architecture over
Web Services
3. Integrate with MS Word in order to create document
templates incorporating data from dynamic data
sources in order to reproduce documents used within
the Organization
1. Transform all data sources extracted by ‘Data Export
and Templating’ into dynamic or static reports.
2. The embedded report generator communicates with
.Trak SOA infrastructure via Web Services. All fields all
of data sources are available to form comprehensive
reports such as: tabular reports, pivot tables, cubes,
cross-tab reports etc.
1. Correlate all system entities to georeference shapes
such as: points, polylines and polygones
2. Search by any GIS criteria
1. Executed electronic payments online by embedding
common ebanking payment portlets, PayPal or CODs
1. Import content form scanned documents using OCR
and ICR technology
2. Define document regions and map it with entities
attributes
3. Mass importing of multimedia content with editable
image processing capabilities (resize, crop, color
adjustment etc.)
1. Integrate with SharePoint lists and WFF
1. Define PKIs and perform drill down analysis
through gauges, 2d and 3d graphs
1. Perform basic calculations such as: distance
measurements, areas, perimeters
 Advance security provided over ‘https’ and SSL 128
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5.3. Functional Requirements
The following section consists of three parts (Product/Solution, Deployment and
Maintenance/Support) and aims to provide a more detailed view on the solution’s
architecture, further developments on the system and the solution’s support
requirements.
5.3.1. Records.Trak™ Document/Records Management Requirements
The following section consists of functional requirements and aims to provide an overall
description of the solution’s capabilities and architecture. Several key issues are covered
such as architecture, data migration, interfacing, redundancy, etc.
5.3.1.1.
.Trak™ and SOA Architecture
Changing markets, increasing competitive pressures and evolving customer needs are
placing greater pressure on IT to deliver greater flexibility and speed. Today, every
organization is faced with the need to predict change in a global business environment, to
rapidly respond to competitors, and to best exploit organizational assets for growth. In
response to these challenges, leading companies are adopting service-oriented
architecture (SOA) as a means of delivering on these requirements by overcoming the
complexity of their application and IT environments.
SOA provides an enterprise architecture that supports building connected enterprise
applications to provide solutions to business problems. SOA facilitates the development of
enterprise applications as modular business Web services that can be easily integrated
and reused, creating a truly flexible, adaptable IT infrastructure. You can move and
reconfigure pieces, turning your systems into the IT equivalent of Lego blocks. In that way
ZRA can gain the required Flexibility, Modularity, Coherence, Openness, in order to
 Deliver new features quickly
 Improve service delivery and lower risk
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
Maintain information standards and governance
5.3.1.2.
The Goal of SOA
Increasingly fragmented and complex infrastructures are limiting IT's ability to deliver on
business needs. Many organizations have inherited disjointed legacy systems and packaged
applications, a large proportion of which were never designed for information
interoperability, integration, and reuse. The result of this is that most of the IT budget
goes into maintenance of the current IT infrastructure and only a small amount is
available for new functionalities to drive new business opportunities. The major portion
of budget for new capabilities goes into the cost of integrating new functionality into the
existing systems that offer poor support for interoperability.
Traditionally, business information systems have been developed with a functional
orientation often resulting in silos of information. The fundamental problem with this
approach is that end-to-end business processes, which span silos, are not adaptable to
change as business needs evolve. The processes become fragmented and embedded deep
within systems. Enterprise application integration (EAI) and other traditional middleware
solutions partially address this by enabling systems to communicate with each other, but
they do not fully solve the problem. Their ability to create cross application business
processes is inadequate, and they allow only limited business process adaptability.
Moreover, these traditional solutions come at a high cost. The majority of EAI and
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traditional middleware solutions use proprietary technology, which causes dependency on
specialized skills and to that single vendor's products. In addition, the systems become
tightly coupled, so if an interface change occurs in one system, all other systems need to
be adjusted. Not only does the technology make it difficult to make changes, it can
become cost-prohibitive to do so.
Service-oriented architecture (SOA) helps address the fragmented IT landscape and
addresses the difficulties associated with silos of IT infrastructure and applications.
Therefore in the case of ZRA the integration engine will be based on a modern SOA
platform, so as to fulfill the required flexibility and reliability that the project demands.
5.3.1.3.
Concept of SOA platform
The components of a SOA platform benefit from common capabilities, including a single
deployment, management, and tooling model, end-to-end security, and unified metadata
management. A SOA platform should provide the following set of integrated capabilities:







Messaging
Service discovery
Orchestration
Web services management and security
Business rules
Events framework
Business activity monitoring
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These capabilities help address the fragmented IT landscape and addresses the difficulties
associated with silos of IT infrastructure and applications. It enables greater flexibility
through:






Interoperability: SOA, and the industry standards underpinning it, enable existing
siloed applications to interoperate seamlessly and in an easier-to-maintain manner
than any traditional EAI solution.
Increased reuse: Once legacy systems and applications are service enabled, these
services can be reused, which results in reduced ongoing development costs and
results in reduced time to market. Further, business processes built as an
orchestration of services can also be exposed as services, further increasing reuse.
More agile business processes: SOA reduces the gap between the business process
model and implementation. This enables changes to business processes already
implemented as orchestrations of services to be easily captured and implemented.
Improved visibility: SOA can give improved business visibility by enabling business
capabilities exposed as services, and the status of in-flight business processes
automated with business activity monitoring, to be rapidly integrated into serviceenabled enterprise portals, aiding business decision-making.
Reduced maintenance costs: SOA development encourages duplicated overlapping
business capabilities (services) that span multiple applications and systems to be
consolidated into a small number of shared services. SOA development enables
elimination of redundant services and reduces the cost of maintaining systems by
providing a single point of change for application logic. Further, SOA gives IT the
means to gradually phase out legacy systems and applications, while minimizing
disruption to the applications that are built on or are integrated with them using
SOA principles. This process frees up funds for new projects.
Compliance and governance: By realizing better and more standardized
operational procedures, SOA provides the basis for a comprehensive security
solution, and enables better visibility into business operations and exception
conditions.
5.3.1.4.
SOA standards
A SOA platform should put a strong emphasis on standards and interoperability. Among
the standards it should leverages are:

The Service Component Architecture (SCA) assembly model abstracts the
implementation and allows assembly of components, with little implementation
details. SCA enables you to represent business logic as reusable service
components that can be easily integrated into any SCA-compliant application. The
resulting application is known as an SOA composite application. The specification
for the SCA standard is maintained by the Organization for the Advancement of
Structured Information Standards (OASIS).
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


Service Data Objects (SDO) provide a data programming architecture. It provides a
standardized view on data, and provides efficient transportation, as well as
change capture, in form of a change summary. More specifically, it collects a data
graph of related business objects, called DataObjects. This graph tracks the
schema that describes the DataObjects. Knowledge is not required about how to
access a particular back-end data source to use SDO in an SOA composite
application. Consequently, you can use static or dynamic programming styles and
obtain connected and disconnected access.
.Trak™ Business Logic provides enterprises with an industry standard for business
process orchestration and execution. Using Ontologies Management Module, you
design a business process that integrates a series of discrete services into an endto-end process flow. This integration reduces process cost and complexity.
XSL Transformations (XSLT) processes XML documents and transforms document
data from one XML schema to another.
5.3.2. .Trak™ Extended Capabilities
.Trak™ Platform covers all of the capabilities you need to implement robust, agile and
reliable SOA solutions. The following is a partial list of the capabilities of the suite across
the major areas of focus:
SERVICES
• Service level
agreements
• Message routing
• Message
transformation
• Message encryption
PROCESSES
• Orchestration
• Transactional /
Compensating
• Business Rules
• Human workflow
• System integration
MANAGEMENT &
MONITORING
• Unified management •
Assets & Impact Analysis
• Reuse and ROI metrics
• Architectural standards
and enforcement
• Reporting &
Dashboards
• Meta-data
DEPLOYMENT
• Service Component
Architecture
(deployment)
100% STANDARD
• XML /XPath / XQuery /
XSLT
• Service Component
Architecture
• UDDI
INTEGRATION
• Web Services
• HTTP/HTML
• ERP
SECURITY
• Message level
encryption
• Field level encryption
• Basic Auth
• Fine grained
authorization
• Identity management
DEVELOPMENT
• .NET C#
• SCA Standard assembly
• HTML / XML / WSDL
EVENT ORIENTED
• Complex event
recognition
• Declarative
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• Applications
• Servers
• CRM
 Custom
• Streaming
These capabilities, taken as a whole, provide the ability to create complete solutions at
the enterprise level. Instead of cobbling together enterprise solutions from disparate
vendors and products, .Trak™ Platform provides you with a unified product suite to
meet all of your SOA needs.
5.3.3. Data Migration Methodology
The .Trak™ Platform provides a unified set of communication and collaboration services
including enterprise messaging, team collaboration and synchronous collaboration. By
migrating existing databases, such as Oracle, Sybase and Lotus Domino to MS SQL Server,
you can standardize on a single architecture that allows you to centrally manage, securely
audit, and globally apply compliance rules across an integrated set of communication and
collaboration services, from email to team workspaces to conferencing.
Migrating data between systems is a more complicated process than a simple upgrade, but
.Trak™ Platform comes with set of tools that helps make migrating easier. The migration
process can be done in a phased approach or be completed all at once. A phased
approach can involve both the moving of user groups and the moving data in various
stages.
.Trak’s Workflow Engine Module, enables enterprises to quickly build and deploy
standards-based business processes, or workflows, for a variety of applications. .Trak’s
Workflow Engine Module provides a comprehensive and easy-to-use infrastructure for
creating, deploying, and managing workflows, including an engine for executing
workflows, a console to monitor, manage, and debug workflows, and an interface to
design and build workflows.
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6. Workplan
Please see the detail GANTT Chart.
The Vendor will participate in weekly technical review meeting in customer premises.
The Vendor will provide weekly and monthly reports for the progress of the Project and respective tasks as well as the achievement of the
decided milestones.
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7. Team Composition and infrastructure
7.1. Team composition
The Vendor in terms of managing and implementing successfully the project will provide
highly trained staff with great experience in similar projects. The staff, having developed
and supported several composite ICT systems, geo-portals, database systems, and having
exercised innovative development and management methodologies exceeds the
experience requirements defined in the call for tender. The staff’s qualifications
guarantee the successful fulfillment of the project. The goal of the work group’s
organizational structure is to create a team with high rates of cooperation in all levels.
Additionally the suggested Organizational Structure guarantees flawless cooperation
between our company’s team members and:

The institution’s staff that will observe or participate in the project.

Third parties that will participate in the project
The project is monitored and implemented by three organizational levels as shown in the
following diagram:
Project Monitoring
Committee
Steering Committee
Project Manager
Customer’s Project
Manager
Management Team
Deputy Project
Manager
Training Team
Implementation Level
Data Concept
Software
Development
Team
Technical Support
Team
Work Group
Directorate-General
for the Environment
The Organizational Structure Consists of:
 The Steering Committee, who is responsible, in an executive level, for the
coordination of all the aspects of the project. The Steering Committee is also
responsible to communicate with (and report to) the customer’s Project Manager
and the Project Monitoring Committee.
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 The Management Team, which is responsible to monitor and control the project’s
implementation on a daily basis.
 The project’s Implementation Subgroups, which will undertake the appropriate
parts of the project. The subgroups will cooperate with the customer’s
counterpart.
The factors / criteria for the staffing of the Work Group on all of these levels are:
 Coverage of the subject matter

Experience-Expertise

Availability
The level of Satisfaction of these criteria is very high because the staff that the company
will provide is fully trained and has extensive experience in developing and carrying out
projects similar to this .More specifically, individuals that will be deployed in the
organizational structure have experience and expertise in the following areas:
 implementation of informatics projects in a large number of organizations and
corporations
 design and Development of web-based systems
 standardizing information and communication technologies in the areas of
integrated informational systems and Internet based applications
 operation and support of information systems
 security of informational systems
 artistic approach to designing internet applications
 database design and development
 issues of statistical analysis and econometrics, with particular knowledge of
African and European economic environment
 maintenance and technical support of informational systems
 project management
 quality Assurance
 training, documentation and knowledge transfer
 telecommunications
Bellow you can find a more analytic description of the responsibilities and the duties of
the organizational structure levels:
7.1.1. 1st Level : Steering Committee
The steering committee consists of the Project manager of the company and the
corresponding one of the customer. The Steering Committee takes responsibility to:
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 Resolve coordination issues and take determining decisions for the project’s
evolution
 Resolve management and administrative issues in a higher level
 Special update on the progress and any problems of the project to the Project
Monitoring Committee
 Suggest the partial and final acceptance of project
The Steering Committee is a flexible mechanism through which critical decisions can be
taken in order to meet the deadlines, to solve problems that affect the outcome of the
project and the duration of the project. Depending on the nature of each issue the
Steering Committee makes decisions in cooperation with the customer’s counterpart.
Finally the Steering Committee takes into account the management risks and acts
accordingly to minimize them.
7.1.2. 2nd Level : Management Team
The Management Team Consists of the Project Manager, the Deputy Project Manager and
the Quality Assurance Manager and is responsible to monitor and control the projects
implementation on a daily basis.
The Project Manager and the Deputy Project Manager have several years of experience in
the management of similar, in terms of managing complexity, informational systems.
They represent the company (Vendor) and are responsible to carry out the contractual
obligations of the company.
The Project Manager is responsible to coordinate the overall operations , management of
administrative issues and to take the most important decisions that are crucial to the
process of integration implementation works.
Specifically the Project Manager is responsible for a series of actions like:
 Coordination and monitoring of all the members involved in the project’s
implementation
 Convene regular meetings which contribute greatly to effectively control the
project's progress
 Assess and reassess the progress of project at predetermined intervals.
 Gathers the documentation and assesses the progress of the project in the
provision of time, cost, and availability of resources.
 Analyzes and identifies the causes of deviations from the original project design.
 Redefines the future course of the project (change or shift operations, replacing
people, etc.).
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
Informs the project participants of any changes and the causes of such breaches.
 Enables completes and distributes the documentation relating to the progress of
the project
 Prepares and promotes alternatives to correct the course of the project and its
compatibility with the intended objectives.
 Predicts the possible risks and issues that will arise and takes care in time
 Monitors the implementation of the methodologies and additional instructions
given by the Contracting Authority (ZRA).
7.1.3. 3rd Level : Implementation Level
To ensure the efficient operation of the work group the implementation level is divided
into subgroups based on the nature of the work and will take over discrete and
specialized sub-tasks of the project. Each subgroup will work in parallel with the others,
provided there is not overlap or interdependence of the subtasks, and will cooperate
closely with the others when required. The proposed structure is estimated that it will be
flexible concerning the implementation of specific deliverables and on the other hand it
will accelerate the completion of work. The subgroups of the proposed organizational
structure will be the following:

Software Development Team, responsible to design and implement the software
applications and electronic services required by the project’s specifications or the
implementation study

Training Team, responsible to train and transfer the know-how. This team is
composed of individuals with experience in education, professorship, and software
development. Finally this team will undertake the drafting and production of all
the system manuals and training material (digital or hard copy).

Technical Support Team, responsible to provide with technical support services
offered by our company.
7.1.4. Work Group Composition
The criteria taken into consideration for the team composition that will work in the subtasks and successfully manage the contract are:

Indepth knowledge of the topics and thematic areas covered by the contract
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
Experience in similar projects

Optimum coordination and project management skills

Administration and technical support for the duration of the contract.
The effective cooperation and cohesion of the people that will work in the contract is of
great importance to its success.
A full list of Work Group’s CV’s is included in our offer’s Annex.
A brief List of the team can be found bellow:
Name
Work group position
Responsibilities
1
Andreas Vlachos
Project Manager
Project Management –
Software Design
2
Kostas Kalomiris
Deputy Project Manager
Project Management –
Software Design/Development
3
Kimon Panagopoulos
Head of Software
Development Team
4
George Skrimpas
Quality Assurance Manager
5
Panagiotis
Pazarakiotis
Software Development
Team
6
Ioanna
Papadopoulou
Head of Training Team
7
TechNet (1)
8
Grigorios Arnokouros
Development Team
Member
Training Team Member
Support Team Member
Head of Technical Support
Team
TechNet (2)
Development Team
Member
9
10
TechNet (3)
Development Team
Member
Analyzing, Development,
integration
Quality assurance audits and
S/W evaluation
Analyzing, Development,
integration
Training and support
Programming, integration
Training, technical support
Technical Support
Analyzing, Development,
integration
Analyzing, Development,
integration
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11
TechNet (4)
12
Anastasia Kallimani
Development Team
Member
Administrative Assistant
Analyzing, Development,
integration
Administration
A short presentation (golden paragraphs) of the key team members follows.
7.1.5. Key Team Members
Project Manager – Mr. Andreas Vlachos
Mr. Andreas Vlachos is a senior information technology manager with over 25 years of
demonstrated career success, executing and administrating large scale information
technology projects. As IT Services Director of Data Concept S.A., Mr. Vlachos is leading
operations for Technology, Business Development and Application Development within
diverse range of industries and for government entities with full PM responsibility. Mr.
Andreas Vlachos possesses in-depth experience with government and civil contracts,
development of Statement of Work (SOW), proposal development, competitive bidding
and negotiations. In the framework of his work, Mr. Andreas Vlachos, is a decisive leader
of operational initiatives of organizations of varying size and scope recognized for taking
major initiatives, adapting to rapidly changing environment and resolving mission critical
issues to ensure bottom line success.
Mr. Andreas Vlachos technical expertise include: Application development and
administration for Oracle, J2EE, Microsoft and .NET technologies.
Deputy Project Manager – Mr.Kimon Panagopoulos
Mr. Kimon Panagopoulos is a highly experienced project / program manager, with over 10
years’ experience in managing multi-disciplinary teams of varying sizes and complex IT
projects. Mr. Panagopoulos is an effective team leader and mentor, a creative systems
thinker and problem solver who consistently identifies optimum software business
solutions, whilst formulating and reporting strategic plans at main board level. Mr.
Panagopoulos as a Senior Project/Product Manager of Data Concept S.A. is responsible
for the project management and product development throughout the entire project
lifecycle, including project initiation/proposals, project delivery, business liaison, post
implementation review and project close out / handover.
Mr. Panagopoulos technical expertise include:
administration for Microsoft and .NET technologies.
Application
development
and
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Mr. Kostas Kalomiris
Mr. Kostas Kalomiris is senior project manager, expert in Systems Integration with over 20
years of defining and executing systems integration projects. Mr. Kostas Kalomiris as the
Director of Public Projects & Enterprise Clients of Data Concept S.A. is a solutionsfocused project manager with accomplished experience heading the success of
multimillion-euro project engagements for major clients focused on software
development, systems interoperability and customization. Mr. Kostas Kalomiris is a leader
in the organizational challenge to migrate from proprietary to open-standard
interorganizational systems that work across the entire company. Mr. Kostas Kalomiris is
an expert in mapping the project scope and defining the best-of-breed-solutions best fit
for every project and client.
Mr. Kostas Kalomiris technical expertise include: Systems integration and administration
for IBM, BEA, Lotus and Oracle technologies.
Mr. Grigorios Arnokouros
Mr. Arnokouros is a Networks/Systems Administrator and Security Engineer with a 15-year
career track in the development and administration of wired/wireless large scale
networks and H/W infrastructure projects. Mr. Arnokouros as the Senior Systems
Engineer of Data Concept S.A. has managed critical data center installations and
operations with a focus on Server-side and Operating Systems availability, security and
support. Mr. Arnokouros is supervising a team of technical/network staff providing
excellent support and assistance with the day-to-day running of 35 Data Concept’s
customers of their IT departments and their business IT systems. Mr. Arnokouros has an
extensive knowledge of monitoring and controlling data security, supervising and assuring
the implementation and the internal audits for ISO 27001.
Mr. Grigorios Arnokouros technical expertise include: Microsoft and Oracle installation and
tuning, UNIX, Linux and Windows Operating Systems administration and CISCO networking
administration. Mr. Arnokouros attains high-level network related skills such as network
architecture, network design, choosing of network devices, and network policies.
Mr. George Skrimpas
Mr. George Skrimpas is an expert in developing scalable solutions that dramatically
improve efficiency, productivity and profitability with a demonstrated ability to define
and map project scope, specifications, project timeline, resources and budget
requirement from point of planning through production in both traditional and virtual
business environments. As a Senior Software Engineer in Data Concept S.A., Mr. George
Skrimpas has been involved both as a team member or project leader in several custom
software applications for public and private clients.
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Mr. George Skrimpas technical expertise include: Application development and
administration for Microsoft and .NET technologies, coding web pages utilizing CSS and
XHTML, including JavaScript and SQL.
Mrs. Ioanna Papadopoulou
Mrs. Ioanna Papadopoulou is a PMI Certified PMP with excellent project management and
software developing skills. Mrs. Ioanna Papadopoulou as a Software/Junior PM Engineer
in Data Concept S.A. provides technical leadership in software releases and upgrades,
while leading with best practices to support business capability and user adoption across
the each client. Mrs. Papadopoulou supports the analysis of business processes starting
from the proposal to the implementation and ensures the interoperability and data
diffusion across the organization. Mrs. Papadopoulou attains strong analytical, methodical
and resourceful approach to problem solving, identifying root causes, and taking
corrective actions to meet short and long-term business, operational and system
requirements.
Mrs. Ioanna Papadopoulou technical expertise include: Application development and
administration for Microsoft and .NET technologies, coding web pages utilizing CSS and
XHTML, including JavaScript and SQL.
Mr. Panayiotis Pazarakiotis
Mr. Panayiotis Pazarakiotis is a Web Applications Engineer, designing and developing
internet applications and ensuring strong web optimization and functionality. Mr.
Pazarakiotis is an expert in analyzing, reviewing and modifying web systems by designing,
monitoring, maintaining, documenting, and testing web based applications. As a Senior
Software Engineer in Data Concept S.A., Mr. Pazarakiotis has been working on multiple
web projects including website enhancements, layout enhancements, mobile applications,
application-backed websites and web-based applications, assisting in the planning of
overall company policies regarding search engine optimization and W3C conformity.
Mr. Panayiotis Pazarakiotis technical expertise include: Application development and
administration for Microsoft and .NET technologies, coding web pages utilizing CSS and
XHTML, including JavaScript and SQL.
Mrs. Anastasia Kallimani
Mrs. Kallimani is a customer-focused administrative professional with 20 years of
experience in self-directed positions requiring effective support, secretarial, and
administrative capabilities. Mrs. Kallimani is the Administrative Assistant to the
Technical Division of Data Concept S.A. providing customer support and administration
assistance to Project Managers in terms of: financial, technical, contractual and
organizational tasks.
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Mrs. Anastasia Kallimani technical expertise include: Microsoft Office, MS Access database
administration and software quality control.
TechNet AFRICA STAFF
7.2. TechNet’s infrastructure
TechNet has a significant amount in terms of quality and quantity of infrastructure to
support the testing environment of the NEW System.
Α. SERVERS - WORKSTATIONS
ΔΙΑΚΟΜΙΣΤΕΣ (SERVERS)
No.
Type
Configuration
OS
HTTP/APPLICATION
/WEB-DATABASE
HP DL360G5 / Quad-Core Intel Xeon
E5355 2GHz/1333Mhz / 12GB RAM /
Serial Attached SCSI (SAS) 876GB
WINDOWS 2003
SERVER
2
GIS SERVER
HP DL360G5 / Quad-Core Intel Xeon
E5355 2GHz/1333Mhz / 12GB RAM /
Serial Attached SCSI (SAS) 876GB
WINDOWS 2003
SERVER
3
TEAM FOUNDATION
SERVER
HP DL360G5 / Quad-Core Intel Xeon
E5355 2GHz/1333Mhz / 12GB RAM /
Serial Attached SCSI (SAS) 876GB
WINDOWS 2003
SERVER
VmWare Server
HP Smartbuy Aio (All-in-One) 600
storage system / 2GB ram / 3.0 TB
SATA Model: 6 x 500GB front load,
hot plug, 7200 RPM SATA HDDs
VmWare Server 4.0
1
4
5
Domain Controller
P IV 2,3 GHz / 1G RAM / 2 x 80 GB
HDD / CD RW
WINDOWS 2003
SERVER
6
Domain Controller 2
P IV 2,6 GHz / 2 GB RAM / RAID 4
WINDOWS 2008
SERVER
7
Back Up
P IV 3 GHz / 2G RAM / 120 GB HDD
/ CD RW
WINDOWS 2003
SERVER
8
Sql Database
P IV 3 GHz / 2G RAM / 8 x 1.5 T
WINDOWS 2003
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HDD / CD RW
SERVER
9
Oracle Database
P IV 2,6 GHz / 1,5G RAM / 80 GB
HDD / CD RW
WINDOWS 2003
SERVER
10
TEAM FOUNDATION
SERVER
P IV 3,2 GHz / 2G RAM / 120 GB
HDD / CD RW
WINDOWS 2003
SERVER
Workstations
No.
1
Configuration
OS
Hp 7900 Workstation/Intel Core 2Quad
2.66GHz/4 GB RAM/500 GB HDD
WINDOWS 7
2
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS XP PRO
3
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS XP PRO
4
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS XP PRO
5
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS XP PRO
6
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS 7
7
Acer Travelmate 5730 G / INTEL CORE 2 DUO
P8400
2G RAM
WINDOWS VISTA BUSINESS
8
Fujitsu Siemens Esprimo Mobile V5505/Intel
Core Duo T7300 2GHz/2GB RAM/250 GB HDD
WINDOWS 7
9
Acer Aspire 5536/AMD Athlon X2 Dual Core
2.10GHz/3 GB RAM/500 GB HDD
WINDOWS XP PRO
10
Acer Extensa 5230/Intel 2 GHz/2 GB RAM/160
GB HDD
WINDOWS 7
12
Hp dx7500 Microtower/Intel Core 2 Quad Q
8200 2.33GHz/4 GB RAM/500 GB HDD
13
14
Hp dx7500 Microtower/Intel Core 2 Quad Q
8200 2.33GHz/4 GB RAM/160 GB HDD
Hp dx7500 Microtower/Intel Core 2 Quad Q
8200 2.33GHz/4 GB RAM/160 GB HDD
WINDOWS XP PRO
WINDOWS XP PRO
WINDOWS XP PRO
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15
Acer Travelmate 5720/Intel Core 2 Duo
T7700/
WINDOWS XP PRO
2 GB RAM/240 GB HDD (Laptop)
16
Acer Aspire 5920G/Intel Core 2 Duo T9300
2.50GHz/4 GB RAM/ 320 GB HDD (Laptop)
WINDOWS 7
17
Acer Aspire 5920G/Intel Core 2 Duo T9300
2.50GHz/4 GB RAM/ 320 GB HDD (Laptop)
WINDOWS VISTA
18
Hp 6735b/Amd Turion Dual Core 2GHz/2GB
RAM/160 GB HDD (Laptop)
WINDOWS 7
19
Hp 7900 Workstation/Intel Core 2Quad
2.66GHz/4 GB RAM/500 GB HDD
WINDOWS XP PRO
20
Pentium Dual Core E5300 2.60GHz/2 GB
RAM/240 GB HDD
WINDOWS XP PRO
21
IBM Lenovo T60/Intel Core 2 Duo T7200/3 GB
RAM/240 GB HDD
WINDOWS XP PRO
22
IBM Lenovo T60/Intel Core 2 Duo T7200/3 GB
RAM/320 GB HDD
WINDOWS XP PRO
23
Hp dx7500 Microtower/Intel Core 2 Quad Q
8200 2.33GHz/4 GB RAM/160 GB HDD
WINDOWS XP PRO
24
Hp dc7800/Intel Core 2 Duo E4500 2.20GHz/
WINDOWS XP PRO
2 GB RAM/160 GB HDD
25
Hp dx2250/Amd Athlon 64 x2 4400+
2.00GHz/2GB RAM/120 GB HDD
WINDOWS XP PRO
26
Rise Amd Athlon 64 Processor 3800+
2.25GHz/2 GB RAM/120 GB HDD
WINDOWS XP PRO
27
Hp xw4600/Intel Core 2 Quad Q 9450/4 GB
RAM/500 GB HDD
WINDOWS XP PRO
29
Hp xw4400/Intel Core 2 6600 2.40GHz/2GB
RAM/250 GB HDD
WINDOWS XP PRO
30
Dell Xps 420/Intel Core 2 Duo Q8200
2.40GHz/4 GB RAM/500 GB HDD x2
WINDOWS XP PRO
31
Dell Xps 420/Intel Core 2 Duo Q8200
2.40GHz/4 GB RAM/500 GB HDD x2
WINDOWS XP PRO
32
Dell Xps 420/Intel Core 2 Duo Q8200
2.40GHz/4 GB RAM/500 GB HDD x2
WINDOWS XP PRO
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33
Dell Xps 420/Intel Core 2 Duo Q8200
2.40GHz/4 GB RAM/500 GB HDD x1 & 1T x1
WINDOWS 7
34
Hp xw4600/Intel Core 2 Duo / 4 GB RAM/ 500
GB HDD
WINDOWS VISTA
35
Hp xw4600/Intel Core 2 Quad Q 9450/4 GB
RAM/500 GB HDD
WINDOWS XP PRO
36
QUEST XPAND FORMULA / INTEL QUAD CORE
Q6600 2.4GHz / 2 GB RAM / 240 GB HDD
WINDOWS XP PRO
Monitors
No.
Specs
Quantity
1
HP 17’’ TFT
1
2
VIEW SONIC VG 2021M 20’’ TFT
6
3
ASUS 17’’ TFT
4
4
SONY 17’’ TFT
2
5
SONY 15’’ TFT
1
6
LG 15’’ TFT
2
Printers
1
HP COLOR LASERJET 2550
2
HP DESKJET CP1700N
3
HP DESKJET 940C
4
DOT MATRIX PANASONIC KX-P1150
5
XEROX WORKCENTER PRO 412
6
XEROX 8400
7
HP 1320
8
KONICA MINOLTA BIZHUB C252
9
KONICA MINOLTA BIZHUB C650
Peripherals
1
HP Scanjet 5590
2
CD RW - PLEXTOR 24X10X40X USB
3
UPS - APC SU-3000V INET LINE INTERACTIVE
4
UPS - APC SU-2200V INET LINE INTERACTIVE
5
UPS - POWER MUST EK
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6
HUB - 3COM 10/100 – 16
7
HUB - 3COM 10/100 – 16
8
CISCO ROUTER – FIREWALL 735 (800 SERIES) (3 Τεμ.)
9
ZYXEL U35
10
ZYXEL 653
Β. SOFTWARE
No.
Software
1
Oracle SOA Suite 11g
2
Oracle 11g Jdeveloper, BPEL
3
Oracle 11g DB EE
4
Silverlight
5
Visual Studio .ΝΕΤ 2003
6
Visual Studio .ΝΕΤ 2005
7
Microsoft Server 2008 Standard Edition
8
Microsoft Server 2008 Enterprise Edition
9
Microsoft Server 2003 Express
10
Microsoft Office XP Professional
11
Microsoft Office 2000 Professional
12
Adobe Illustrator – Photoshop
13
UBUNTU LINUX 6.10
14
RED HAT LINUX 8.1
15
SuSE LINUX 7.1
16
NESSOS ISSUE TRACKER
17
CITRON COLLABORATION
18
ERP SAP Business One – INTEGRA
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8. Major Deployment Requirements (ISO 9001:2008)
The Vendor for the integration of the project uses and follows the most capable and
effective methodologies. The team follows a quality assurance methodology for fixing all
the inappropriate results. The Vendor as described in the ‘development methodology’
has a test/development environment for developing new features and bug fixing. The
updated code is tested on the test environment and if it is found to be functional and
error-free, it should then be delivered in patch/service pack form, which would be
installed on the ‘production’ environment.
The quality assurance methodology the Vendor follows; together with the development
methodology requires the Vendor to run UATs on the ‘production’ environment, in order
to prove the correct and agreed functionality of the system. The UATs will be run along
with customer’s engineers.
The Vendor incorporates Request for Changes (RFCs) needed by customer’s users for the
existing applications. An RFC is considered to be a modification in the existing code
(application interface, logic, workflow etc.), or the development of a new feature (e.g.
new reporting requirement, new functionality). The scheduling of the task will be done by
the ZRA’s and Vendor’s project managers, based on the availability of the resources and
the urgency of the specific task.
The Vendor further develop, tune and redesign the outlined applications, where required.
A new project is considered to be a change of an existing system / application that is not
a RFC, or the introduction of a new system / application or piece of functionality. The
initiation and the scheduling of a new project will be done in a case-by-case basis by the
Customer’s and Bidder’s project managers.
The Vendor is responsible for the completion of the following steps, in the development
of a new project:

User requirements gathering and analysis (in cooperation with Customer’s project
management teams)

Feasibility study

Design (approved by Customer’s project management teams)

Programming

Implementation

Testing
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These requirements totally agree with the project methodology the Vendor uses and also
with the requirements of the SLA that the Vendor offers.
9. Methodologies
9.1. Quality assurance methodology
The GQM approach (Goal/Question/Metric approach) is a specific technology for goaloriented measurement in software projects. It consists of three components:

the GQM paradigm;

GQM plans or GQM models

the GQM method
The GQM paradigm includes the basic idea that measurement should be goal-oriented as
well as several principles are followed when applying GQM-based measurement.
A GQM plan or GQM model documents the refinement of a precisely specified
measurement goal via a set of questions into a set of metrics. Thus, a GQM plan
documents which metrics are used to achieve a measurement goal and why these are
used. The questions provide the rationale underlying the selection of the metrics. The
GQM plan is also used to guide analysis tasks because it documents for which purpose the
respective data are collected.
The GQM method provides guidance on how to set up and perform GQM-based
measurement programmes. Its relevant steps are:
Definition of the goals to be evaluated. For each goal, the viewpoint from which the goal
is evaluated is specified. A goal is specialised in quality focuses (see next step).
Definition of the quality focuses. Quality focuses define all the aspects that should be
evaluated in order to assess the accomplishment of the goal.
Definition of variation factors. Variation factors are all those elements that can influence
the degree of accomplishment of quality focuses. For instance, the capability of a system
to support workflow scenarios can be influenced by the fact that users trust these
electronic procedures, or not.
Definition of the impact of variation factors on quality focuses. The way variation factors
affect quality focuses is specified in qualitative terms.
Definition of baseline hypotheses. Hypotheses on values of variation factors and quality
focus are defined. These hypotheses act as the reference point against which the data
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gathered as a result of the evaluation phase are compared. The level of accomplishment
of the goal depends on the distance between these reference values and the values that
are actually collected.
Definition of questions and metrics. Each quality focus is detailed in a number of
questions that have to be answered in order to evaluate the accomplishment of the
quality focus and the corresponding goal. The way questions are answered is defined by
the respective metrics.
9.1.1. Application of the method to measure Quality in contract management
and achievements
9.1.1.1.
Goal for monitoring the project progress
Goal 0: Monitor the progress of the project according to the schedule, outcomes produced
and accomplishment of the objectives planned.
Quality Focus
About the team co-operation
QF0.1
The work presented reflects a good co-ordination and integration between
the partners
QF0.2
The work is well distributed between the partners according to the
allocation made in the Description of Work.
QF0.3
All the roles representing the different boards: financial co-ordination,
scientific co-ordination, dissemination are put into practice successfully.
QF0.4
The communication skills between the members of the Company are
satisfactory.
About the outcomes
QF0.5
The contract follows a unified methodology from the available methods
QF0.6
The outcomes of the contract (subprojects, documents, presentations...)
show that there have been defined good data management procedures.
QF0.7
The number of subprojects developed corresponds to the number planned.
QF0.8
The deliverables have been submitted on time.
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QF0.9
The information provided in the deliverables is consistent and of enough
quality.
About the administrative activities
QF0.10
project.
The periodic reports sent to WIND reflect quite well the situation of the
QF0.11
The Cost Statements are well balanced with the progress state.
Relationships with previous relative projects
QF0.12
QF0.13
A strategy has been defined for collaboration with previous projects to
build on work already done.
There have been some positive contacts.
QF0.14
Some data exchanges and consultations have been made with some of the
contacts.
QF0.15
The project has taken into account the results of previous projects coming
from the same field and expanded them.
Variation factors
VF0.1
Withdraw of one or more partners from the initial Company.
VF0.2
Replacement of the people who were carrying the key role of the different
established project boards.
VF0.3
Internal situation and strategy of the partner companies.
VF0.4
The absence or inadequacy of the communication policies and procedures
promoted by the PM.
VF0.5
Lack of academic knowledge and/or practical use in the Company of
software engineering methodologies.
VF0.6
Absence of clear data management procedures.
VF0.7
Absence of a clear work procedure, which according with the Description of
Work, establishes the work distribution, the responsibilities and the
deadlines to accomplish. In each Task.
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VF0.8
Absence of a risk analysis and different recovery strategies in case that the
established work line is behind the planned schedule.
VF0.9
Absence of a control and revision policy of drafts.
VF0.10
Absence of a common strategy to report periodically the situation of the
project.
VF0.11
Absence of control mechanisms, which let the PM, supervises the periodic
reports with the cost statements of each corresponding period.
VF0.12
There is not enough information sources where to get contacts.
VF0.13
Absence of a good and efficient policy from WIND to facilitate the
information exchange and the collaboration between projects belonging to
the same action line.
9.1.1.2.
Impact of variation factors on quality focus
VF0.1 The possible withdraw of one or more partners from the initial Company will
definitively affect the partner’s integration. The impact of the possible consequences will
depend on some factors like, for example, when the withdrawal takes place, rapidity of
the substitution of these partners by new ones (see QF0.1 and QF0.2).
VF0.2 The replacement of the people who were carrying key roles can affect the project
schedule and the continuity of the work until the people who substitute them assume
their responsibilities totally. Also the distribution of the work can be updated, according
to the profile of the new partners and the arranged compromise (see QF0.2).
VF0.3 The internal situation and the strategy followed of the different companies that
are part of the project can affect directly to the project success, e.g. lack of human
resources, different priorities. (See QF0.1 and QF0.3).
VF0.4 The PM must establish the adequate communications procedures and guarantee
the good practice of those mechanisms. Without these policies, communications between
the different partners can become very difficult and delay the normal project
development (see QF0.4)
VF0.5 The lack of academic background and/or practical use in the Company of SW
engineering methodologies can affect the right use of these methods, and therefore the
benefits they provide can turn into disadvantages (see QF0.5).
VF0.6 The absence of a clear data management procedure can provoke
misunderstandings and a lot of confusion between the partners when handling
documentation (see QF0.6).
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VF0.7 The absence of a clear work plan, which establishes the work distribution, the
responsibilities and the deadlines to accomplish. In each Task can cause delays and low
quality outcomes (see QF0.6 and QF0.7?)
VF0.8 The absence of a risk analysis and of different recovery strategies will affect the
right project development in case that the established work line is behind the planned
schedule (see QF0.8).
VF0.9 The absence of a control and revision policy of drafts will affect the quality of the
deliverables produced (see QF0.9).
VF0.10 The absence of a common strategy to report periodically the situation of the
project can create a false perception of the real situation of the project (see QF0.10)
VF0.11 The absence of control mechanisms, which let the PM, supervise the periodic
reports with the cost statements of each corresponding period can affect the balance of
the costs statements according to the project progress (see QF0.11)
VF0.12 The possibility to get contacts will depend on the up-to-date information sources
available (see QF0.12 and QF0.13)
VF0.13 The possibility to get contacts and start a possible information exchange channel
between other projects will be affected by the efficient policy from the Commission to
organise meetings and workshops between the projects belonging to the same action line
(see QF0.13, QF0.14 and QF0.15)
Baseline hypotheses on variation factors
VF0.1 We assume that the members of the Company will continue during the whole
project life.
VF0.2 We assume that the replacement of a person who was carrying a key role in the
project will be done, if possible, gradually.
VF0.3 We assume that the internal situation of the partners won’t be visible to the rest
of the partners.
VF0.4 We assume that the PM will establish which are the communications policies of the
Company and will look after the application of these policies during the project life.
VF0.5 We assume that all the technical partners involved in the project have worked
with and applied any web design methodology.
VF0.6 We assume that the QAM will design the data management procedures to be used
by the Company.
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VF0.7 We assume that each Task leader will establish the work plan of his corresponding
Task according with the distribution of effort and timeline specified in the contract.
VF0.8 We assume that the PM will perform an analysis of the possible risks for the
accomplishment of the project objectives and will design different recovery strategies in
case that the established work line is behind the planned schedule.
VF0.9 We assume that the PM will perform the control and revision of final drafts before
the submission.
VF0.10 We assume that the PM will distribute periodic report templates between the
partners in order to collect in a formal way their input.
VF0.11 We assume that the PM will check the different periodic reports and contrast them
with the cost statements presented by each partner.
VF0.12 We assume that WIND has maintained contacts with previous contractors and these
contacts will be made available to the company.
9.1.1.3.
Baseline hypothesis on quality focus
About the team co-operation
QF0.1
We assume that the Company always reflects a high level of co-ordination
and integration in all his activities.
QF0.2
We assume that the distribution of work between the partners will match
90% the allocation of work made in the contract.
QF0.3
We assume that the different activities carried out by the Company reflect
a good integration and participation of the corresponding boards.
QF0.4
We assume a high level of satisfaction regarding the communication
procedures used by the members of the Company.
About the outcomes
QF0.5
We assume a medium-high level of knowledge and practice of web
developing methods from the technical partners of the Company.
QF0.6
We assume that the different outcomes produced by the Company
(applications, web services, software…) reflect a good application of the
data management procedures established.
QF0.7
We assume that the number of deliverables produced will correspond to
the number planned.
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QF0.8
We assume that all deliverables will be submitted on time
QF0.9
We assume that the information reported in each deliverable will be very
much consistent and of high quality.
About the administrative activities
QF0.10
We assume that the periodic reports sent to WIND Management will reflect
quite well (>90%) the situation of the project
QF0.11
We assume that the Costs Statements sent to WIND Management will be
well balanced (>90%) with the progress state
Relationships with other relevant projects
QF0.12
We assume the definition of a strategy for collaboration with previous
contractors
QF0.13
We assume to contact those contractors.
QF0.14
We assume to get more than two positive contacts.
Questions
About the team co-operation
Q0.1.1
Does the work done reflect a good co-ordination and integration between
the partners?
Q0.2.1
Has the work been well distributed between the partners according to the
allocation made in the Description of Work?
Q0.2.2
Are the different weights well represented at the Review?
Q0.3.1
Are the roles representing the different boards: financial co-ordination,
scientific co-ordination, dissemination and market co-ordination put into
practice successfully?
Q0.4.1
Does the Company activities reflect good communication skills?
Q0.4.2
How many problems have not been solved on time because of
misunderstandings?
Q0.4.3
How many problems have been solved twice because of misunderstandings?
About the outcomes
Q0.5.1
Do the outcomes produced and related activities reflect the good
application of an IT engineering method?
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Q0.6.1
Are all the deliverables based on a common template?
Q0.6.2
Is this template clear and well organised?
Q0.6.3
Is it easy to know in each deliverable which is the version history?
Q0.6.4
Are the presentations based on a common template?
Q0.6.5
Is there any repository (web or FTP site) where the partners can obtain all
the information about the project?
Q0.6.6
Is there any backup system where all the final documentation and
developments are duplicated?
Q0.7.1
How many deliverables have been submitted during this period?
Q0.8.1
Have all the deliverables produced during this period been submitted on
time?
Q0.8.2
How much delay had the deliverables submitted behind the schedule?
Q0.9.1
Is the information provided in the deliverables consistent and of enough
quality?
About the administrative activities
Q0.10.1
Do the periodic reports sent to WIND reflect well the situation of the
project?
Q0.11.1
Are the Cost Statements well balanced with the progress state of the
project?
Relationships with previous contractors
Q0.12.1
Is there a strategy to approach them and utilise part of their work?
Q0.13.1
How many contacts have been made?
Q0.14.1
How many positive contacts (with useful collaboration) have been made?
About the team co-operation
M0.1.1
Level of co-ordination and integration showed between the partners
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High
Medium
M0.2.1
Distribution of work according to the allocation made in the contract
Accurate
M0.2.2
Good
Good
Regular
Medium
Bad
Bad
Low
Number of problems not solved on time because of misunderstandings
High
M0.4.3
Regular
Level of communication showed between the partners
High
M0.4.2
Bad
Level of representation and practice of the different boards
Good
M0.4.1
Regular
Representation of the different partner in developing the work allocated
Accurate
M0.3.1
Low
Medium
Low
Number of problems solved twice because of misunderstandings
High
Medium
Low
About the outcomes
M0.5.1
High
M0.6.1
Level of expertise in the application and use of web developing
methodologies
Medium
Low
Existence of a common template for deliverables
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Yes
M0.6.4
Yes
M0.6.5
Yes
No
Existence of a common template for presentations
No
Existence of a repository (FTP site) available for the entire Company
No
M0.6.6
Existence of a backup system and procedure for the backup of final
documentation and developments
Yes
No
M0.7.1
Number of subprojects completed during the contract
M0.8.1
Number of subprojects completed on time during this period
Relationships with previous contractors
M0.12.1
Yes
M0.13.1
Existence of a good strategy to get contacts to previous contractors
No
Number of contacts made
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M0.14.1
Number of positive contacts made
9.2. Project Management Methodology – Prince 2
9.2.1. Introduction
PRINCE (PRojects IN Controlled Environments) is a structured method for effective project
management. The method was first established in 1989 by CCTA (the Central Computer
and Telecommunications Agency). PRINCE was developed from PROMPTII, a project
management method created by Simpact Systems Ltd in 1975. PROMPTII was adopted by
CCTA in 1979 as the standard to be used for all government information system projects.
PRINCE superseded PROMPTII in 1989 within government projects. CCTA(now the Office of
Government Commerce) continued to develop the method, and PRINCE2 was launched in
1996 in response to user requirements for improved guidance on project management on
all projects, not just information systems. PRINCE2 is based on the experiences of scores
of projects, project managers and project teams, who have contributed, some from their
mistakes or omissions, others from their successes. PRINCE2 is a de facto and is widely
recognized and used in the private sector internationally.
9.2.2. What is a project?
PRINCE2 defines a project as:

a management environment that is created for the purpose of delivering one or
more business products according to a specified Business Case

Another definition of a project might be:

a temporary organization that is needed to produce a unique and predefined
outcome or

result at a prespecified time using predetermined resources
PRINCE2 additionally supposes that those responsible for the project will not have
experience of working together to produce a similar set of outcomes or results for the
same customer in the past; that co-ordination between those working on the project will
need to be well organized; and that the responsibilities shared among those undertaking
the work, those managing it and those sponsoring it will need to be clearly defined.
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A PRINCE2 project, therefore, has the following characteristics:





A finite and defined life span
Defined and measurable business products
A corresponding set of activities to achieve the business products
A defined amount of resources
An organization structure, with defined responsibilities, to manage the project.
Each project falls within a specific business context. A project may be stand-alone, it may
be one in a sequence of related projects or it may form part of a program or corporate
strategy.
A project, by its nature, is a temporary structure, created to achieve a specified business
benefit or objective. When the work has been completed, the project is disbanded.
A project has a life cycle, which is the path and sequence through the various activities to
produce the final product. The term ‘life span’ is used to describe the life of a product.
The two should not be confused. Figure shows how a product life span might start from
the initial idea or conception, through to the operation of the product, finishing with the
eventual scrapping of the product when it comes to the end of its usefulness. The project
life cycle covers the tasks of specifying and designing a product, through to its testing and
hand-over into operational use. PRINCE2 covers the project life cycle plus some preproject preparation.
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9.2.3. The scope of PRINCE2
Figure below shows where PRINCE2 fits into a business and project environment. PRINCE2
is not intended to cover all subjects relevant to project management. The project
management techniques and tools required will vary according to the project type and
the corporate environment. There are also certain aspects of project management that
are well covered by existing and proven methods and are therefore excluded from
PRINCE2. Examples of these aspects are:





People management techniques such as motivation, delegation and team
leadership
Generic planning techniques such as Gantt charts and critical path analysis
Risk management techniques
The creation and management of corporate quality management and quality
assurance mechanisms
Budgetary control and earned value analysis techniques.
PRINCE2 covers the management of the project and the management of the resources
involved in carrying out the activities of the project. It does not cover the specialist
techniques involved in the creation of the products. This is the job of other methods,
although PRINCE2 must interface with them to enable information on such areas as
estimating, for example, to be provided for project management.
Although PRINCE2 is centered on the project, it begins before the project does: by
preparing the ground so that the project starts in an organized and controlled manner.
Another often critical project area is procurement. PRINCE2 assumes that the project is
run within the context of a contract. The contracting process is not included within the
method itself. Contracting and procurement are themselves specialist activities (like
software engineering) and can therefore be managed using the PRINCE2 method. If
procurement or contracting is to be undertaken during the early stages of the project,
changes may be needed to the Project Board and other parts of the project management
team once these stages have been completed. For example, it may be appropriate to
have a senior representative of the contractor organization as a member of the Project
Board (in the role of Senior Supplier).
PRINCE2 relationship with projects and business
Contract and procurement issues will also increase the importance of a complete and
accurate Project Initiation Document (PID) which will need to be kept in line with the text
of the contract(s). Where PRINCE2 describes project roles, the conversion of these into
formal job definitions for a particular project will also require careful attention, for
example Project Assurance, the approval of Product Descriptions and the allocation of risk
‘ownership’.
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9.2.4. PRINCE2 in context
PRINCE2 is designed to be used on any type of project in any environment. It contains a
complete set of concepts and project management processes that are the minimum
requirements for a properly run and managed project. However, the way in which
PRINCE2 is applied to each project will vary considerably, and tailoring the method to suit
the circumstances of a particular project is critical to its successful use.
PRINCE2 projects are always focused on delivering specified products to meet a specified
Business Case. PRINCE2 enables the project to capture and retain a definition of the
business benefits that are the driving force behind the project itself. The benefits are
stated in the project’s Business Case. Benefits can take many different forms:



Financial, in the form of additional profit or avoided costs
Strategic, by providing a platform to move towards one of the organization’s
strategic aims
Legislative, by fulfilling some absolute requirement laid down by head office or a
government body.
Throughout a PRINCE2 project, the Business Case is reviewed and progress is measured
against any revised expectations of achieving defined benefits. During any project there
are often opportunities to discover new benefits, which may enhance the project’s
product or indeed impact on another project. However, any deviations from the original
Business Case must be controlled through the Project Board.
Within any project there are stakeholders with an interest in the project and its product,
including:
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



Customers, who have commissioned the work and will be benefiting from the end
results
User, who will use or operate the final product. The customer and user may be the
same group of people
Suppliers, who are providing specialist resources and/or skills to the project or are
providing goods and services
Sub-contractors, who provide products or services to the supplier.
The customer/supplier environment assumes that there will be a customer who will
specify the desired product, make use of the final products and(in most cases) pay for the
project and a (prime) supplier who will provide resources and skills to create that
product. PRINCE2 is written from the standpoint that these two parties come from
separately managed areas and typically from commercially separate organizations.
Where, as may often be the case, both customer and supplier have a common
management; this will influence the composition of the project management team.
Whatever the team composition, the customer should always participate (throughout the
project) in the creation and verification of products.
A project, by its nature, is set up to deal with change and the future is always less
predictable than with routine work. During the project, the specification of products will
inevitably need to change. These changes need to be controlled because they can easily
destroy the project’s chance of success. Controlling changes is linked to version control, a
topic that is covered within PRINCE2 under configuration management. Configuration
management is an essential part of project control as it is focused on controlling the
products being delivered, knowing where they are at any point in time, what their status
is, who is working on them and which is the latest version.
In addition, projects can be large and complex, dealing with novel or unusual factors. Risk
is therefore a major factor to consider during project management and PRINCE2
incorporates the management of risk into its processes.
Whatever the nature or size of the project, PRINCE2 defines an initiation stage that
covers the planning and definition of the project. The initiation stage enables a
management review before making any commitment to later stages and their associated
resources and costs.
There will be many higher level issues surrounding the project. These will need to be
dealt with by other methods and approaches, such as program management. PRINCE2
aimed at the middle ground between these higher level, more strategic, issues and the
specialist techniques required to create the technical products.
Few projects can be completed entirely in isolation from other work. PRINCE2 projects
may exist as part of a program, contributing to the realization of benefits of a larger
organizational change. In a program context, the outputs from one project may be used
as input by another project. There may be other dependencies between projects, such as
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shared resources. PRINCE2 places strong emphasis on the products that the project is
required to deliver and so provides a firm basis for defining the boundaries.
Feasibility studies
In some situations, a feasibility study might be required to investigate the situation and
determine options for the way ahead. Using PRINCE2, the optimum approach would be to
handle the study as a separate and distinct project and then operate a second project to
implement the results of the study.
Figure shows the (relatively) simple life cycle for a feasibility study project. It has one
Project Plan, Business Case and set of risks. The possible options may each vary
enormously in their cost and timescales. Each option would have a different Project Plan,
Business Case and set of risks. Having chosen the appropriate option, the second project
would proceed with a straightforward set of project information.
9.2.5. Overview of PRINCE2
PRINCE2 is a structured project management method based on the experience of scores of
project managers, who have contributed, some from their mistakes or omissions, others
from their success.
PRINCE2 has a process-based approach to project management. The processes define the
management activities to be carried out during the project. In addition, PRINCE2
describes a number of components that are applied within the appropriate activities.
Figure shows the components positioned around the central process model.
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9.2.6. The processes
The PRINCE2 process model, shown in Figure consists of eight distinctive management
processes, covering the activities from setting the project off on the right track,
through controlling and managing the project’s progress, to the completion of the
project. The common Planning process is used by many of the other processes.
Any project run under PRINCE2 will need to address each of these processes in some
form. However, the key to successful use of the process model is in tailoring it to the
needs of the individual project. Each process should be approached with the question:
How extensively should this process be applied on this project?
Starting up a Project (SU)
This is the first process in PRINCE2. It is a pre-project process, designed to ensure that
the prerequisites for initiating the project are in place. The process expects the
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existence of a Project Mandate that defines in high-level terms the reason for the
project and what product is required. The process should be very short.
The work of the process is built around the establishment of six things:






The design and, as far as possible, appointment of the project management
team
The Project Brief
The Project Approach (in general terms how a solution will be provided)
The customer’s quality expectations
A Risk Log
The initiation Stage Plan.
Directing a Project (DP)
Directing a Project runs from the end of Starting up a Project (SU) until the project’s
closure.
This process is aimed at the Project Board, a group of managerial decision makers
representing business, users and suppliers. (The Project Board is fully explained in
Chapter 14, Organization.) The Project Board manages by exception, monitors via
reports, and controls through a number of decision points.
The key processes for the Project Board break into four main areas:




Initiation (starting the project off on the right foot)
Stage boundaries (commitment of more resources after checking results so far)
Ad hoc direction (monitoring progress, providing advice and guidance, reacting
to major threats to plans or benefits)
Project closure (confirming the project outcome and bringing the project to a
controlled close).
Initiating a Project (IP)
The objectives of Initiating a Project are to:







Define how the required product quality will be achieved
Plan and cost the project
Document and confirm that an acceptable Business Case exists for the project
Ensure that the investment of time and effort required by the project is
justified, taking account of the risks to the project
Enable and encourage the Project Board to take ownership of the project
Provide the baseline for the decision-making processes required during the
project’s life
Agree to the commitment of resources for the next stage of the project.
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The key product of the process is the Project Initiation Document, which defines the
what, why, who, when and how of the project.
Three other blank products are created in readiness for use during the project. These
are:



The Quality Log
The Issue Log
The Lessons Learned Log.
Another required product is the next Stage Plan. This, however, comes from the
process Managing Stage Boundaries (SB), which will occur at the end of the initiation
stage.
Managing Stage Boundaries (SB)
This process produces the information on which the Project Board will take key
decisions on whether to continue with the project or not.
The objectives of the process are to:




Assure the Project Board that all products planned in the current Stage Plan
have been completed as defined
Provide the information needed for the Project Board to assess the continuing
viability of the project
Provide the Project Board with any other information needed to approve the
current stage’s completion and authorize the start of the next stage, together
with its delegated tolerance level
Record any measurements or lessons that can help later stages of this project
and/or other projects.
The products of this process are:






An End Stage Report, given by the Project Manager to the Project Board,
containing information on the stage achievements
Current Stage Plan actuals, showing performance against the original Stage
Plan
The next Stage Plan or Exception Plan, for which approval is sought
A revised Project Plan
The updated Risk Log, which, together with the next two products, is used by
the Project Board to review the continuing viability of the project
A revised Business Case
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

The Lessons Learned Log, updated with any lessons learned from the current
stage
Any changes to the structure or staffing of the project management team.
Controlling a Stage (CS)
This process describes the monitoring and control activities of the Project Manager
involved in allocating work, ensuring that a stage stays on course and reacts to
unexpected events. The process forms the core of the Project Manager’s effort on the
project, being the process that handles day-to-day management of the project.
Throughout a stage there will be a cycle of:






Authorizing work to be done
Gathering progress information about that work
Watching for changes
Reviewing the situation
Reporting
Taking any necessary corrective action.
This process covers these activities, together with the ongoing work of risk and issue
management. Products produced during the stage on a cyclic basis are:





Work Packages
Highlight Reports
Project Issues (and updated Issue Log)
An updated Risk Log
A regularly updated Stage Plan.
There may also be the need for an Exception Report.
Managing Product Delivery (MP)
The objective of this process is to ensure that planned products are created and
delivered by the project by:



The Team Manager negotiating details of Work Packages with the Project
Manager
Making certain that work on products allocated to the team is effectively
authorized and agreed
Ensuring that work conforms to the requirements of interfaces identified in the
Work Package
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



Ensuring that the work is done
Assessing work progress and forecasts regularly
Ensuring that completed products meet quality criteria
Obtaining approval for the completed products.
Products created or updated during this process are:





Team plans
Quality Log updates, giving the Project Manager a view of quality work being
done
Project Issues (updating the Business Case)
Risk Log updates
Checkpoint Reports, regular progress reports from the Team Manager to the
Project Manager.
Closing a Project (CP)
The purpose of this process is to execute a controlled close to the project. The process
covers the Project Manager’s work to wrap up the project either at its end or at a
premature close. Most of the work is to prepare input to the Project Board to obtain
its confirmation that the project may close.
The objectives of Closing a Project are, therefore, to:










Check the extent to which the objectives or aims set out in the Project
Initiation Document have been met
Confirm the customer’s acceptance of the products
Assess to what extent all expected products have been handed over and
accepted by the customer
Confirm that maintenance and operation arrangements are in place (where
appropriate) including any relevant training
Make any recommendations for future work (Follow-on Action
Recommendations)
Capture lessons resulting from the project and complete the Lessons Learned
Report
Prepare an End Project Report
Archive the project files
Produce a Post Project Review Plan
Notify the host organization of the intention to disband the project
organization and release the resources (end project notification).
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Planning (PL)
Planning is a repeatable process and plays an important role in other processes, the
main ones being:






Planning an Initiation Stage (SU6)
Planning a Project (IP2)
Planning a Stage (SB1)
Updating a Project Plan (SB2)
Accepting a Work Package (MP1)
Producing an Exception Plan (SB6).
Apart from a plan, the process produces:

A Product Checklist, which is a table of the products to be produced by the
work planned, with space for planned and actual dates for delivery of draft,
quality-checked and approved products
The Risk Log, updated with any risk situation changes made as a result of the planning
activity.
The components
Each component is described in further detail in the Components section of this
manual, showing how the particular subject affects project management and providing
guidance on when and how to address the issues.
Business Case
The existence of a viable Business Case is the main control
condition of a PRINCE2 project. The Business Case is
verified by the Project Board before a project begins and at
every major decision point throughout the project. The
project should be stopped if the viability of the Business
Case disappears for any reason
Organization
PRINCE2 provides a structure of a project management
team and a definition of the responsibilities and
relationships of all roles involved in the project. According
to the size and complexity of a project, these roles can be
combined or shared
Plans
PRINCE2 offers a series of plan levels that can be tailored
to the size and needs of a project and an approach to
planning based on products rather than activities
Controls
PRINCE2 provides a set of controls which facilitate the
provision of key decision-making information, allowing an
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organization to pre-empt problems and make decisions on
problem resolution. For senior management PRINCE2
controls are based on the concept of management by
exception, i.e. we agree a plan, then let the manager get
on with it unless something is forecast to go wrong
In order to promote sound management control, a project
is split into stages as an approach to defining the review
and commitment points of a project. (Using stages also
helps to reduce the amount of work that the Project
Manager needs to plan in detail at any one time)
Management of Risk
Risk is a major factor to be considered during the life of a
project. PRINCE2 defines the key moments when risks
should be reviewed, outlines an approach to the analysis
and management of risk and tracks these through all the
processes
Quality in a Project Environment
PRINCE2 recognizes the importance of quality and
incorporates a quality approach to the management and
technical processes. It begins by establishing the
customer’s quality expectations and follows these up by
laying down standards and quality inspection methods to be
used and by checking that these are being used
Configuration Management Tracking the components of a final product and their
versions for release is called configuration management.
There are many methods of configuration management
available. PRINCE2 defines the essential facilities and
information requirements for a configuration management
method and how it should link with other PRINCE2
components and techniques
Change Control
PRINCE2 emphasizes the need for change control, and this
is enforced with a change control technique plus
identification of the processes that apply the change
control.
9.2.7. PRINCE2 techniques
PRINCE2 offers very few techniques, preferring to leave the choice of technique to the
users of the method, and according to the circumstances of the project. But in support
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of the method the manual does contain details of three techniques, product-based
planning, change control and quality review.
PRINCE2 provides a product-based start to the planning activity. It also provides a
planning framework that can be applied to any type of project. This involves:



Establishing what products are needed
Determining the sequence in which each product should be produced
Defining the form and content of each product.
Part of the product-based planning technique enables the project to define the
standard of quality to which each product must conform. Every project needs a
technique for the control of changes. For organizations that do not already have a
suitable technique, PRINCE2 describes a change control technique. PRINCE2 also
describes a specific technique: quality review, which is particularly suitable for the
quality testing of document-based products.
9.2.8. Process and component links
It is often difficult for newcomers to PRINCE2 to understand the main relationships and
links between the processes, components and techniques. In which processes are the
components used? Where is this technique used? Figure gives a picture of these links.
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9.2.9. Processes - Brief
Management levels
Project management is seldom straightforward enough to be a simple, linear process.
In a PRINCE2 context, there are four parallel management levels to take into account
The four management levels
These management levels are reflected in the PRINCE2 Process model.

At the highest level is corporate or program management. While not part of
project management as such, this higher management level is important, as it
will often set the business context for one or more projects.
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


Within the project itself the highest level is Directing a Project (the Project
Board work). This level is for key decision making and direction setting.
At the next level of managing a project a great deal of management effort is
expended in day-to-day planning and control, and would largely be handled by
the Project Manager.
The lowest management level, Managing Product Delivery, would be handled by
Team Managers.
There are two major ways in which these levels interact:

The higher level processes exercise control over the lower levels. For example,
managing a project provides the Work Packages that define the work for
Managing Product Delivery

The output of the lower level processes provides the inputs that allow the
higher-level processes to function effectively. For example, managing a project
provides essential planning and control information to enable the effective
conduct of activities in Directing a Project.
9.3. Development methodology - RUP Methodology
The methodology approach for the project scenario is based in the Methodology
“Incremental Development Process Engineering” and will also take into account the
basic principles of the Rational Unified Process (RUP).
RUP is based on a set of building blocks, or content elements, describing what is to be
produced, the necessary skills required and the step-by-step explanation describing
how specific development goals are achieved.
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
Inception Phase: Establishing a baseline by which to compare actual
expenditures versus planned expenditures. If the project does not pass this
milestone, called the Lifecycle Objective Milestone, It can either be cancelled
outright or it can repeat this phase after being redesigned to better meet the
criteria.

Elaboration phase: The elaboration phase is where the project starts to take
shape. In this phase the problem domain analysis is made and the architecture
of the project gets its basic form.
This phase must pass the Lifecycle Architecture Milestone by the following criteria:
o
o
o
o
o
o

A use-case model in which the use-cases and the actors have been
identified and most of the use-case descriptions are developed.
A description of the software architecture in a software system
development process.
An executable architecture that realizes architecturally significant use
cases.
Business case and risk list which are revised.
A development plan for the overall project.
Prototypes that demonstrably mitigate each identified technical risk.
Construction phase: In this phase, the main focus goes to the development of
components and other features of the system being designed. This is the phase
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when the bulk of the coding takes place. In larger projects, several
construction iterations may be developed in an effort to divide the use cases
into manageable segments that produce demonstrable prototypes.

Transition phase: In the transition phase, the product has moved from the
development organization to the end user. The activities of this phase include
training of the end users and maintainers and beta testing of the system to
validate it against the end users' expectations. The product is also checked
against the quality level set in the Inception phase. If it does not meet this
level, or the standards of the end users, another iteration of the phase begins.
The contractor for beta testing should run UATs on the ‘production’
environment, in order to prove the correct and agreed functionality of the
system. The UATs will be run along with customer’s engineers.
If all objectives are met, the Product Release Milestone is reached and the
development cycle ends.
The deliverables of the development process of a system, subsystem or application
also include:

A detailed architectural diagram of the system (containing also DB structure
diagram)

The User’s guide

Written operation and maintenance procedures for the efficient support of the
system – Administration guide.

Other relevant documents, such as Acceptance Test document (for
confirmation by the Customer), backup policy documents etc.
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9.4. Communication with ZRA
The communication strategy aims to keep the ZRA Management primary and the
company secondary fully informed about the project status, planning of future
activities and all other issues that are of importance and to increase the synergy and
cooperation between TechNet AFRICA and ZRA. A two way communication strategy
will be followed utilising face to face meetings and tools for distant cooperation and
communication.
Communication through electronic and other means:
Prior to initiating a communication, one must consider the following checklist even
though obvious:
1.
What it is the key information that is to be communicated?
2.
Why does it need to be communicated?
3.
Who is the audience?
4.
How should the information be communicated? I.e. by what medium (fax,
telephone, e-mail etc.)? Is it one-way or does it demand interaction?
5.
When does it need to be communicated?
6.
What is the priority? (Urgent, normal, low?)
Running through this checklist will reduce the number of unnecessary communications
and help make each transfer of information more effective
Communications will be based on standards for documents (Microsoft Office) and will
be supported by electronic exchange and messaging via E-mail. In addition a project
web site will be set, capable of up and downloading, will be made available by the
Project Manager where relevant documentation of the Project will be kept for
dissemination among Project Partners and collaboration between Project teams. As
well as being a monitoring aid for managers to observe progress on a regular basis.
Communication standards must be applied to the project to minimise the overhead in
the distribution of electronic information.
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
E-mail exploders – grouped as appropriate to the active work

DropBox – For centralised sharing of active project information and progress as
it develops

Skype – For offsite voice communications and teleconferencing

Shared workspace. The Vendor will establish a shared workspace, accessible
through the Internet, where draft reports, deliverables, progress to date,
description of the work achieved will be available for internal review and
comment by both Vendor and ZRA.
Based on the requirements of the project management methodology and the training
methodology selected the Vendor for the effective management and communication of
the project work and outcomes will utilize a set of reports and forms.
The bidder should provide weekly and monthly reports for the progress of the project
and respective tasks, as well as for the achievement of the decided milestones.
9.5. Risk Management
9.5.1. Introduction
The purpose of this part is to define the processes and procedures that shall be
employed to successfully manage contract risk.
9.5.2. Definitions
Risk: a notable threat to the project that has the potential to compromise the basic
objectives of delivering an acceptable application or service, within an acceptable
time, and within an acceptable cost.
Risk Management: the identification and containment of such threats through the
structured application of the activities defined below. The process to be applied to
the contract is illustrated in the following Figure and further defined in the remainder
of this document.
Risk Identification: identifies the risks to the contract that have the greatest
potential to compromise its objectives and assigns responsibility of the risk
management within the project team.
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Risk Assessment and Classification: evaluates the probability of the risk occurring,
the potential impact of the risks, and, if appropriate, undertakes quantitative risk
analysis.
Risk Reduction: Identification and deployment of measures aimed at reducing the
probability of undesirable events and defining actions to eliminate or mitigate the
impact of the occurrence on the project.
Risk Review: monitoring the status of project risks, monitoring the progress of risk
reduction actions, and ensuring the continued application of the risk management
process throughout the project.
Risk Reporting: reporting the status of project risk, producing and maintaining the
project risk log and reporting the progress of risk reduction actions.
Originator: Associate that initially identifying the risk.
Owner: Associate whose responsibility it is to ensure the risk is mitigated.
9.5.3. Risk Management Flow
The following picture shows the risk management flow:
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A Risk has
been identified
Assign risk to
owner
ORIGINATOR
Review
relevance of
assignment
OWNER
XOR
Assignment
not accepted
Assignment
accepted
XOR
Plan
corrective
action
Forward
assignment
OWNER
QAM
OWNER
Forward
action for
approval
OWNER
Assign risk to
appropriate
owner
Review action
plan
QAM
Risk assigned
to appropriate
owner
XOR
Action Plan
accepted
Action Plan
not accepted
Perform
corrective
action
OWNER
Report results
OWNER
Log corrective
action results
QAM
Review
outcome
PMB
XOR
Risk is not
mitigated
Risk is
mitigated. End
of Process
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The risk will be managed by using a risk management form that will be used to keep
track of the risk and of the appropriate counter measures.
The form will contain information relative to the risk and the planned corrective
actions.
9.5.4. Risk Identification
All project members are responsible to identify potential risks to the project. The
person identifying the risk shall then discuss it with the Project Manager.
Risk Management Form Generation
If it is agreed that a Risk needs will be formally identified then the Project Manager,
the “Originator”, shall record the risk on a Risk Management Form. At this stage in the
process, the form shall contain the following information:
Risk Identification:
A unique identifier in the format:
Originator [Id partner]/Number e.g. TXT/001
Originator:
Name of Project Manager / Partner identifying the risk
Risk Description:
A brief description of the risk
First Classification:
Technical / Exploitation / Management
Suggested Owner:
Reference code of the task that the risk falls within e.g.
Task1.1
Assignment
The “Originator” of the risk may not always be the “Owner” of the risk. In these cases,
the Originator shall identify who they believe should own the risk and communicate
this to the proposed “Owner”.
The Risk Management Form should then be sent to the “Owner”. The “Owner” of a risk
is generally a task but can be a subtask if the risk falls entirely within the subtask
area.
If the risk “Owner” doesn't agree, this should be reported to the Project Manager for
resolution. The PM may escalate the risk ownership assignment to the Project
Management Board.
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9.5.5. Risk Assessment and Classification
The “Owner” of the Risk shall undertake an initial risk assessment. This shall be
recorded on the Risk Management Form. The following information shall be recorded:
Probability of Occurrence:
High -
Greater than 80% probability of occurrence
Medium -
Between 20% and 80% probability of occurrence
Low -
Less than 20 % probability of occurrence
Impact: Impact will be evaluated along the following categories:
Timescale Impact:
T-
Will cause a delay of less than two weeks
TT -
Will cause a delay of between two weeks and six weeks
TTT - Will cause a delay of over six weeks
Cost Impact:
This heading concerns budgetary constraints.
C-
Will impact the overall project cost by less than 5%
CC -
Will impact the overall project cost by between 5% and 20%
CCC - Impact to overall project cost will be greater than 20%
Functionality Impact:
This heading includes most technical risks.
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F-
Will have a minor impact on the system functionality
(Minor functionality not available, operator inconvenience)
FF -
Will have a medium impact on system functionality
(Functionality limited, performance degradation)
FFF - Will significantly impact the system functionality (Major functionality not
available, significant degradation in system performance)
Acceptance Impact:
This heading concerns the risk that the project might not be able to prove the
possibility of a large-scale deployment. This includes the risks to exploitation posed by
security concerns.
P-
Will have a minor impact on the system
(Minor functionality may not prove)
PP -
Will have a medium impact on system usability
(A major functionality of the system may be difficult to demonstrate)
PPP - Will significantly impact the system usability (Significant risk of rejection of the
system)
9.5.6. Risk Reduction
Planning
On completing the initial Risk Assessment, the “Owner”, in discussion and agreement
with other affected Partners, shall propose means of reducing the risk. These “Risk
Reduction Actions” shall be tangible and measurable actions that are accepted and
owned by an identified Partner and can be tracked to conclusion through the Risk
Management process.
Risk reduction measures are divided into two kinds:
 Immediate actions. Immediate actions are actions that do not depend on an
external event and they can be implemented immediately. The risk “owner” is
responsible for overseeing the implementation of these actions.
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 Contingency plans. Contingency plans are actions that depend on the
occurrence of an independent event. They are usually the answer to “what
shall we do if…” questions. The main purpose of contingency plans is to reduce
reaction time and facilitate advance planning.
Responsibilities
Once all actions have been recorded on the Risk Management Form, the “Owner” shall
forward the form to the QMA. The QMA may approve the plan or return the form to
the risk owner with the suggestion that further actions are necessary.
Once the action list has been approved, partners identified with specific risk reduction
actions shall then ensure that their assigned action is undertaken and then report to
the risk “Owner”.
The “Owner” shall then assess the success of this action and perform a new evaluation
of the risk in the new scenario. Any significant change in the status of the risk should
generate a new Risk Management Form. The “Owner” shall then forward this form to
the QMA.
If there is no significant change in the status of the risk the owner shall report so.
9.5.7. Risk Reporting and Review
On receipt of a Risk Management Form, the QMA shall input a summary of the
information into the project Log.
It shall be the Project Manager responsibility to ensure that the Risk Log is maintained
throughout the project.
The Risk Log will be reviewed at each PMB Meeting Reviews shall:
I.
Review the risk assessment and, if appropriate, notify the “Owner” of any
recommended changes. Changes may entail the “closure” of a risk that is no
longer significant to the project’s success.
II.
Ensure the risk reduction actions are appropriate and assigned
III.
Review progress on the risk reduction actions and their effectiveness in
mitigating the risk.
IV.
Provide an overall assessment of the risk in the contract
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9.5.8. Maintenance/Support/SLA Requirements
Vendor’s top priority is customer satisfaction. Our Customer care department will help
the Contracting Authority with any query it has at any time 24/7/365, without canned
responses.
We provide results, fast. TechNet’s Support will help any time no matter how difficult
the task, we provide a fully managed service for all our clients` needs.
TechNet’s Support team consists of trained and certified engineers with decades of
experience.
Our Support team is available 24/7/365, to provide fast and solid solutions to the
organization’s technical queries.
Our Support team provides instant results, no expense spared and no time spent
waiting are the hallmarks of our Support services.
The Vendor offers technical support services over the duration of the project and
extra technical support services during the SLA period (post project period for the
first 2 years). These services include solving incidents-malfunctions and answering
queries (Help Desk), related to capabilities and functionality of the offered equipment
and applications which form the whole system.
The Vendor offers the capability of extending the project’s pilot period after it has
expired if ZRA requires it; in this case we are entering the maintenance - SLA period.
Consider that offered technical support services are the same during the pilot period
and the maintenance period and comply with the terms and conditions of this call for
tender.
All maintenance actions leading to loss of functionality are scheduled (whenever
possible) outside normal working hours or during low traffic (system utilization) hours.
9.5.9. System/Platform Support
As depicted above the Vendor uses a help desk for all maintenance actions. The
support is for the system/platform (Records.Trak™), the users and the administration.
All maintenance actions, such as upgrades, leading to loss of functionality will be
scheduled (whenever possible) outside normal working hours or during low traffic
(system utilization) hours.
In the case of scheduled maintenance actions of any depended outside normal working
hours, affecting the availability of the NEW system covered by this agreement, a
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system specialist of the Vendor’s team will be on site. In this case an a-priori mutual
agreement among ZRA’s and TechNet’s project managers must take place.
9.5.9.1. Preliminary agreement definitions of
responsibility over system restoration actions
the
Vendor’s
Expected uptime: is the sum of expected uptime during the measurement period.
Specifically:
For RCH (Regular Coverage Hours: Between 07:00 – 17:00 for working days
Monday – Friday), the accepted availability rate is defined in an annual
basis for the whole of the applications and subsystems. The same rate is
defined as acceptable availability rate for the warranty period.
For ECH (Extra Coverage Hours: Rest of the time), the acceptable availability rate
is defined in an annual basis for the whole of the applications and
subsystems as well.
The company guarantees that availability rate will arise to the rates below:

System-Software performance and availability is not required to overtake
99,9%.

Downtime period is the time interval starting from the incident report
ending to the full restoration of the system.

If the time interval exceeds the predicted one, lag hours doubled will count
to the Downtime period.

Proactive support and probable upgrades causing availability issues should
be performed outside ECH, or else they will be considered as Downtime
period.

Annual availability concerns the time interval between 1/1 and 31/12 of the
specific year.
TechNet will take steps to head off potential issues in advance of the issue occurring.
The Vendor, recognizing the importance of precautious maintenance, takes all
necessary measures in order to ensure all computer system’s (Records.Trak™)
availability.
Proactive support begins with proper use of each system (which is based on effective
training), is extended with simple maintenance operations performed by the users
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(mainly providing acceptable operating conditions and proper consumables use),
keeping safety measures, keeping organized records on each units behavior, running
diagnostic tests, and is fulfilled with the programmed Hardware/Software
maintenance services.
Maintenance services will be executed by our authorized technicians according to the
constructor’s (Data Concept) specifications; the proactive support program will be
notified to the organization’s staff in time. The operations performed will be recorded
in a Systems Support Log file separately for each installation.
Proactive Support actions will be performed once a year; the time interval will be set
after communication between the two parties.
Support actions will be programmed so that minimum inflictions in the organization’s
normal operation are achieved.
Special issues (i.e. access to the Server room) concerning the needs of operating
outside working hours, will be included in the relevant contract.
Proactive support actions include the following equipment:


Automated Document/Records Management System (Database Server,
Application Sever, Web Server, Records.Trak™)
Subsystems’ Software
Overcoming Incidents
9.5.9.2.
Problem Classification
TechNet identifies the following classification of possible problems
9.5.9.2.1.
Severity 1 :
Problems concerning overall system functionality. In this case services will possibly be
fully unavailable. Overall functionality is of vital importance and such problems are
considered an emergency situation.
At least one of the following incidents must be reported:




Degraded or corrupted data
One of the main services is unavailable
System malfunctioning causing unacceptable or continuous response
delay
System repeatedly malfunctioning even after reboot attempts
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9.5.9.2.2.
Severity 2:
The Contracting Authority is experiencing installation problems or the Software does
not operate as described in the user documentation Problems causing severe loss of a
system service. No solution can be found, although the affected service can still be
offered in a limited manner. No alternative or bypass is available based on TechNet’s
analysis of the cause of the Deficiency. TechNet will report on a regular and
reasonable basis to advise the Contracting Authority of: the current status of
TechNet’s efforts to resolve the Deficiency; TechNet’s estimate of the remaining time
required to resolve the deficiency; and other information that is reasonably related to
the Deficiency or TechNet’s remediation efforts that the Contracting Authority
reasonably requests.
9.5.9.2.3.
Severity 3:
Problems slightly infecting a system service. Repercussion is restricted to a
malfunction which possibly requires coming up against it so that the system
functionality is restored.
9.5.9.2.4.
Severity 4:
Problems in this class do not cause service malfunction. The result is an error or
misbehavior of a slight importance which does not affect system functionality
9.5.9.3.
Providing Solution
For the total of malfunctions errors or system misbehavior TechNet:
Should be informed via phone, the web or FAX during the Contracting Authority’s
working days and hours, accompanied with a detailed description of the incident. In
this case TechNet will reply within the maximum of one hour via phone or the web. If
the incident remains unsolved after remote guidance, our expert technicians will take
control of the situation and solve the problem.
When Severity 1 classified problems occur, our technicians will immediately be alerted
and the problem will be resolved within the maximum of 8 hours since their
notification. After the system restoration the institution will be submitted a report
which will include main causes of the malfunction as well as the actions taken by our
technical support staff and all necessary proofs (such as system logs).
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When Severity 2 and 3 classified problems occur TechNet binds to solve them within 2
working days since the day they have been reported
When less serious Severity 4 classified problems occur our technical support staff
resolves them within 3 days since they have been reported.
In order to restore the system TechNet will perform all necessary actions such as: Data
recovery, software installation, customization, etc.
9.5.9.4.
Monitoring Reports
In the frame of monitoring, during the Operational period TechNet will deliver in a
monthly basis a report including the following elements:





Number of errors occurred and solved daily in the system categorized
based on severity
The frequency of reoccurred errors. Errors considered solved yet
reoccurring consist a problem in need of special treatment.
A list of all errors in the order of their occurrence in order to be able to
monitor the speed in they are solved
A list of all errors classified in special categories by the test group team
Analysis of the way errors were traced. If a specific tracing method
produces more errors it would be preferred.
9.5.9.5.
Installing new software versions
TechNet (if required by the Contracting Authority) commits to offer technical support
of the system and application software. Between its responsibilities, the company is
responsible and obliged to:



Restore the system in case of a malfunction or system failure, which are caused
by system software bugs ensuring backwards compatibility.
Installing new software versions
Analysis on the above mentioned services follows
9.5.9.6.
Debugging
Technical support and maintenance of the system software is organized. Thus a
possible report for malfunction or error in the system/application software is reported
to the Help Desk.
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According to all mentioned above Help Desk staff will record and evaluate the
reported issue and will attempt to give immediate solution. In case this isn’t
considered possible the issue is transmitted to the appropriate system technician who
is responsible to take all appropriate actions leading to a solution (Second level of
interference). In case the issue is not solved with common reconfiguration or tuning
methods, the case of encountering a software bug is examined.
The next phase is to inform the manufacturer (Data Concept). This process is recorded
and monitored through the Help Desk service. In parallel, the issue is reproduced in a
similar system of the company and as soon as it is solved the solution is applied to the
organization as well. Several patches which encounter known bugs will first be
installed and checked to the company’s systems and (if considered necessary) to one
of the Contracting Authority’s systems. The next step includes installing the patch to
the appropriate equipment regardless of its location in certain schedule and manner
which guarantees its effectiveness.
In order to successfully support software, our company will have a repository of
several versions and releases of all installed system/application software products.
The availability of this software bank will last until the end of the warranty (or
maintenance) period. In this way our mechanics will be able to evaluate the
products’ versions/releases functionality not only separately for each one of them
but as well the degree of their functionality when they perform as a combination
of applications (exchanging information etc).
9.5.9.7.
System Software Upgrade
The Contracting Authority will be notified about new software releases (with a full
description of their main characteristics) with a limit of two months after the
manufacturer has officially released the version. The notification will be confirmed
with the manufacturing house’s official documents. In the meantime the changes
towards the former version will be submitted to the organization in both electronic
and printed form. If the Contracting Authority requires additional presentation of the
benefits included in the new software version and possible issues during installation,
the Vendor will respond to all relative questions.
9.5.9.8.
Upgraded software versions installation methodology
In order to install new versions a software upgrade schedule will be formed (in
cooperation with the Contracting Authority’s staff) concerning all installations. The
company former to each installation and particularly at the moment it receives the
new software version, is obliged to check it in its own similar systems.
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Compatibility / Interaction of the upgraded version with the installed one as well as
impact to the overall system performance will be seriously considered. In cases of
incompatibility or malfunctions, the organization’s relevant staff will be informed and
a possible upgrade will be performed only after written agreement of the Contracting
Authority.
Next (and especially when basic changes according to the manufacturer’s
notification), installation in one of the organization’s systems is proposed, which will
function for a certain period of time ( evaluation period ) as a test site and it will be
in a monitoring state from the company’s technicians in cooperation with the
organization’s relevant staff. After the evaluation period is completed, the upgraded
version will be installed to the total of the organization’s systems according to the
schedule formed.
The company has a fixed policy to offer maintenance and technical support to system
software following strictly the maintenance policies and recommendations of the
product manufacturers.
The basic steps which will be followed in system software upgrade (new version – new
release) are mentioned bellow:
First, the manufacturing house (Data Concept) announces publically that the new
version-release works normally with all the system software’s contributing parts.
A test installations is performed in a test node where several product tests take place,
Since the above mentioned steps have positive results our technicians take a full
system backup.
Then the upgraded version is installed and the system is providing service again.
For a respective time interval the system is continuously monitored so that


Errors are tracked
The system gets tuned up
In case of a malfunction, the relevant manufacturer’s patch is applied (since it exists)
or the system software is restored to its previous step using the system backup.
In the latest case, special treatment is taking place so that files are still updated to
their latest versions.
9.5.9.9.
Tuning Services
TechNet’s technicians throughout the whole procedure of software maintenance
cooperate with the Contracting Authority’s staff and provide possible additional help
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required to optimize the equipment’s usability. Tuning operations are included in the
total of general technical support services of the system software.
Debugging
In order to overcome anomalies / errors of the system software, the company provides
the organization with immediate and continuous technical support. A software
engineer will be available on-site to encounter such reported issues. The duration of
this service is equal to the SLA period, which begins after the complete delivery of the
closed project, so that problems of the initial application stage are procured and
encountered.
The methodology of debugging process is described below:
Malfunctions(Bugs) Categorization
In case bugs or malfunctions are traced in the offered software applications, the
company takes responsibility to correct any malfunctioning software applications or
applications executing in an unexpected manner.
Concerning the response procedure in such cases:




The Contracting Authority’s staff will record the issue in a certain form which
will be provided by the company and sent to Help Desk service of the
company’s technical support. In case of a high severity issue, phone
communication can take precedence. In each case the issue is recorded
(according to the methods mentioned in equipment maintenance) and
analyzing and resolving procedure is initiated. In each case the Vendor’s head
software engineer is informed.
The company’s engineer (during the warranty period) takes control of the issue
and if it is possible, he fixes and checks proper functioning himself; then the
organization’s relevant staff and the company’s head software engineer are
informed that the issue is solved. If he cannot find a resolution the company’s
Help Desk and head software engineer are properly informed; the latter
activates the following procedure
In a sort time interval, a software engineer takes responsibility over the issue;
if a solution is found, he checks along with the Contracting Authority’s staff
that the system has fully recovered. In this case the relevant organization staff
signs a form which proves that the issue is solved and therefore the call is
considered closed
If the engineer concludes that the problem cannot be solved on-site, he
forwards it. The issue is checked in the company’s labs it is evaluated and the
recovery period is calculated (any possible effort to minimize it is held). The
Contracting Authority is informed by phone about the duration of
unavailability.
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
Resolution of the problem takes place next (thorough methodology is described
below), and the engineer revisits the organization with the appropriate
modifications. Repaired software is installed to the appropriate servers, their
flawless functioning is checked and fine tuning takes place if needed; the user
who notified Help Desk about the issue is informed, along with the
organization’s relative staff. Then a form referring that the issue is closed is
filled and signed and the process is completed. Changes in software systems
will be performed in a way that system users are affected in a bare minimum
way.
It is mentioned that in each step of the procedure the Help Desk service is informed so
that all appropriate electronic monitoring files (electronic Data Base) of the
Contracting Authority are updated.
9.5.9.10. Application Software Maintaining Methodology
Software architecture is structured in a way that allows errors, modifications,
additions to be repaired easy and quick. As soon as the system/software is delivered,
installed and accepted by the client maintenance period begins. The purpose of
maintenance procedure is to modify the system/software after delivery to correct
possible errors, improve its performance or to adjust it for use in another
environment. The stages of the maintenance procedure are demonstrated in the
following schedule:
Procedure Implementation
Procedure
Implementation
Problem/Modification
Analysis
Modification
Implementation
Retrospection/Problem
Acceptance/
Modification
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Analyzing procedure includes the following:

TechNet defines the system’s demands, defining the system’s elements that
need to be fixed.

TechNet has certain procedures to get, record and trace problem reports and
modification requests and therefore is able to give essential guidelines for the
problem’s resolution; When needed company staff will solve the existing
problems.

TechNet’s Configuration Management procedure is applied over system’s
modifications, according to each project’s special needs.

TechNet defines certain responsibilities in project’s staff who is properly
experienced in terms of maintenance.
Problem / Modification Analysis
The Analyzing problem/modification procedure includes the following:
TechNet analyzes the problem report or the request for modification considering the
impact it has on the system over the following:



Problem type: solution, improvement, precautions, adjustments for use
in a new environment
Influence range: modification size/time
Problem importance
Based on problem/modification analysis the company develops choices for the proper
solution implementation.
The company records problem reports or modification requests, analysis results and
implementation choices.
Modification Implementation
Modification Implementation procedure involves the following assets:
The company conducts analysis and defines which documents, operating system,
software and versions need to be modified. The results are recorded according to the
projects specific needs.
The company deploys the development procedure in the degree needed to implement
the modification. Full and proper implementation of new and modified demands
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Retrospection/Problem Acceptance/ Modification
Retrospection/Problem Acceptance/ Modification procedure will be performed in a
manner accepted both by the client and the company.
The above mentioned procedure of applying changes / Modifications in the application
software is implemented in cases of correcting system malfunctions and in cases of
updated version installations.
9.5.9.11. Installing updated software versions
Data Concept commits to:
For each new software version developed in the future, the Contracting Authority will
be provided with executable code (in electronic form) as well as full documentation of
the changes relevant to the previous version (both in paper and electronic form).
If the organization requests it the company will furthermore present the advantages
offered by the new version and the possible problems its installation would create. In
case there are changes in law concerning the functionality of any subsystem, the
company commits to modify in time the system as to be compliant to the new laws.
In the following paragraph the methodology of installing new software versions is
described.
New Software Version Installation
Since the new software version/improvements is developed (in a manner it ensures
compatibility with already installed system - hardware/software), it is thoroughly
tested in the company’s systems and documented.
The following cases are distinguished:


The upgrade affects the Data Base’s structure and therefore data
transition is required
The upgrade does not affect the Data Base’s structure
When the structure is affected, the following steps are taken:


A full Data Base and system backup is taken.
Then the new version is installed and data transition is performed
The result is thoroughly tested and in case of an occurring error, data restoration is
executed

Upgrades are installed to the work stations
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


For a reasonable time interval the system is supervised in order to :
Trace possible faults
Tune up the system
When the structure is not affected, the following steps are taken:


A full Data Base and system backup is taken.
The new version is installed.
The result is thoroughly tested and in case of an occurring error, data restoration is
executed
Upgrades are installed to the work stations
For a reasonable time interval the system is supervised in order to :


Trace possible faults
Tune up the system
New software versions will be installed to the appropriate equipment, independent of
its location. Installations will be performed according to a schedule agreed with the
organization. Furthermore it will be performed in a way that minimum conflict to the
Contracting Authority’s normal operation is achieved (preferably outside working days
and hours).
9.6. Training
The Vendor as depicted above performs installation of client software and
configuration of user accounts. The Vendor provides detailed user guide and related
documentation, for all the relevant functions that can be executed by the users. The
team also provides user training sessions, covering the main functionalities of the
platform for every possible user group.
9.6.1. Administration Support - Training
9.6.1.1.
Training Scope and Schedule
The Vendor in the frame of providing superior high quality services and fully aware of
the importance of education as an integral part of every computer system, takes full
responsibility of educating the Contracting Authority’s staff. Each ‘student’ will be
provided with a hand on experience; the company will design and deliver appropriate
educating material covering all training fields.
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The Vendor will offer complete education to the Delegation’s staff in order to assure
the software’s correct and productive functioning and generally the exploitation of the
system. The training fields will cover each and every system aspect thoroughly. The
design and content of the training schedule ensure that the staff will be trained both
in a theoretical and practical level in order to apprehend the way the NEW system
should be utilized. The suggested training program keeps in pace with the overall
project’s timetable.
9.6.1.2.
Training Techniques
Prior to developing the offered training schedule, it is necessary to mention and
describe the Principles of Instructional Design. The training procedures taking place
will be based on this specific method. Training methods and techniques that will be
applied during training procedure have to comply with education’s profile. The
students, being adults, present some particular characteristics:
•
They have formed a character based on a sum of experiences, virtues, and
knowledge as well as their own learning methods which differ a lot between
people.
•
They have certain intentions over their education – most of times different of
that of the trainers
•
They have competitive needs concerning education (financial needs, family
responsibilities, other problems).
The above characteristics are taken into consideration in adult training procedures and
active training – educational methodologies. Based on the above mentioned, the
educational process is considered a dynamic procedure aiming at changing the
knowledge, skills, and indicates using techniques which motivate trainees to
energetically participate in the educational process.
These techniques, as presented below:
•
•
•
•
Emphasize the processes which usually create oppositions, organize
comprehension, and develop insight (eg simulation techniques, case studies).
They make defining personal and group goals easier in different levels
(schedule, union, activity ) during the evolution of education procedure (eg
feedback, evaluation)
The make easier to correlate new knowledge / educational experiences with
already existent ones and constitutively adopt them
Based on experiential learning and learning cycle, the educational techniques
aim at creating –during the training procedure- opportunities to:
o
Acquire specific experiences
o
Critical reflection over experiences
o
Use of knowledge and concepts during experience analyzing
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o
o
Active experimentation, which leads back to recalling a certain
experience and recycling / continuing the learning cycle.
Experimental learning through practice training in the organization
Training techniques furthermore encounter the nature of the educational objective.
Given that the training object belongs in the technology field, training methods are
exclusively laboratory as far as gaining the appropriate knowledge is concerned. This
kind of knowledge can be analyzed to: the nature of the system and the subsystems’
functionality, equipment operation, operating and processing techniques in their level
of manufacturing, operating and creating the technological product (managing and
exploiting corporate resources informational system). The training method is shaped
based on problem solution which prescribes model construction.
According to the above the main teaching methods and techniques to be applied
during training will be:
•
•
•
•
•
Case Studies
Role Playing
Revision Discussion
Computer Lab
Evaluating Tests
9.6.1.3.
Tutors-Qualifications
The Consortium tutors have proven and aged teaching experience in this certain field.
Our tutors are informatics scientists having acquired a University degree and they will
furthermore participate in the project as members of the development and support
team. They also have huge experience in editing user’s manuals and technical sheets.
In this way the teachers are actually the ones who implemented the final solution
offering in this way a more complete teaching experience.
Of course there will always be the option of changing a tutor if this is requested by the
Contracting Authority.
9.6.1.4.
Training Reports
The advisor of each lesson will deliver to the organization weekly the following
elements concerning his seminar which provide information about the past week:
•
Title
•
Absent trainees catalogue
•
Name
•
Sum of excused absence
•
Sum of unexcused absence
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•
Extended reference to problems / difficulties
Report with possible urgent issues which obstruct the teaching procedure.
9.6.1.5.
Final Report
The advisor of each lesson will deliver to the Contracting Authority between six days
maximum after the end of the seminars the following elements:
•
•
•
•
•
•
•
Title
Content
For each trainee:
Name
Sum of excused absence
Sum of unexcused absence
Performance (Excellent, Very Good, Good, Bad)
Comments and suggestions concerning the lesson’s content, the training material, the
synthesis of the particular segment and training conditions will be delivered as well.
9.6.1.6.
Tutors’ Evaluation
Training performance of the Vendor’s tutors is checked and evaluated from the
trainees themselves after the end of the training procedure. In particular the trainees
are voluntarily asked to fill an evaluation questionnaire after each training seminar
field.
This information is used by the company to improve the quality of offered training and
to evaluate the trainers.
9.6.1.7.
Seminars Description
The general characteristics of the suggested seminars are the following:
•
•
•
•
•
•
Daily 5-Hour training per training day
Groups of 6 trainees per training sub group
One computer per trainee
Teaching which covers the theoretical and practical section of the
Training fields (60% theory – 40% practical exercise)
Technical sheets properly edited to meet with training needs; they will
be delivered to each trainee ( a full set per person)
Seminars will be held in the trainee’s native language
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•
•
•
•
The training material (books sheets) will be delivered in the
organization’s staff native language
Comprehension exercises are performed during the whole training
procedure
Time intervals for clarification conversations and questions during each
lesson
Provided education and tutor’s performance are evaluated after the
completion of each teaching unit.
9.6.1.8.
Training Framework
The reason the particular curriculum was chosen, is to provide the organization’s staff
with a global angle of the system’s basic rules, technologic means, new applications
and capabilities. The main advantage is that training is provided from the people who
developed and set up the informational system. The Vendor will provide the
Contracting Authority with a team of scientists fully experienced in managing and
carrying out teaching seminars in the field of informatics intending to consolidate
users with the functionality of the offered system.
9.6.1.9.
Documentation
The company will deliver detailed operation manuals and user manuals and analytical
system manuals, in the organization’s native language. It is mentioned that system
documentation will include logical description of the data base along with the offered
applications. In particular the following will be delivered:
User manual including:
•
System Reports
•
Screen flow
•
Reports & Processes
•
User manual
•
Messages
•
Data dictionary
The installation-administration-operation manual will include:
•
Storage and interface requirements
•
Developed products / source code delivery
•
Installation / precession steps
•
Adjustment and continuity of Workflow
The application verification manual including:
•
Multilevel examination based on System control scenarios
•
Examination results
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During user & system manuals writing, usability, friendliness, effectiveness, and
consequence to the described characteristics are seriously encountered issues.
Manuals will be delivered both in electronic (.pdf) and printed form. Particularly the
produced manuals will be accessible through the web browser interface as well.
For every new system version, service pack or patch the changes will be delivered in
electronic form. The organization is enabled to demand printed versions if the number
and volume of changes disable the old manuals. In this case the company commits to
print new manual versions.
TechNet will provide the Contracting Authority with copies of all manuals, accessory
to the ones used during the training procedure. Furthermore the Vendor commits to
provide the Contracting Authority during the SLA period additional manuals in
electronic form which will include the total of modifications and corrections over the
initial applications without any additional cost.
9.7. Help Desk - Support
9.7.1. Overview
Help Desk implies as a central contacting point between users and our support
technicians over the various software systems build or utilized in terms of building and
maintaining the offered NEW system.
Help Desk is indeed implemented as a work-flow. Help Desk’s progress is dependent to
the severity of the problem as well as to the technicians’ actions. In terms of Incident
Reporting end users will be enabled to immediately register a request to the relevant
website (which will become available by the Vendor especially for customer support).
That is to say, it will be possible for users to set Help Desk’s work-flow moving (Filling
a problem implementation form).
TechNet, in terms of this particular project, will utilize the already functioning Help
Desk service of the technical support team. The team will undertake problem solving
and user support in issues concerning the NEW system based on the services level
agreed with the organization.
Help Desk will receive telephone calls and register them in the appropriate database.
As soon as the complete website is up and running the institution will be notified with
an exclusive Technical support line providing the following functions:
 Providing advice relevant to using the CMS system
 Incident-malfunctions reporting and providing resolution to the user
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 Technical support line will be available in a daily basis (Monday through
Friday). Normal business hours for Customer Service are from 9 AM to 6 PM.
9.7.2. Help Desk Features
Incident and Problem Management: We deliver real-time incident information to
ensure problem resolution and avoid recurring issues.
Change management: Schedule, test, and report all moves, additions, and changes.
Configuration management: Our knowledge base contains all information on
hardware, software, and network configurations, including documentation.
Release management: Upgrade to new versions, detect illegal software, and discover
multiple versions
9.7.3. Intention
Help Desk intention is to provide immediate high quality support to the administrators
and users of the NEW system so that maximum productivity levels are achieved. The
sole criterion to the service’s point of success is user satisfaction.
Unquestionable condition to the help desk service’s success is to properly inform the
users over the offered services the way they are executed and generally to clearly
determine the boundaries of its responsibilities.
9.7.4. Goals
The Help Desk service has the following goals:






To concentrate and categorize the reported problems
Administrator support in the frame of network issues
Immediate response to issues – malfunctions concerning the network’s
functionality and their immediate resolution
To record and resolve sole cases of system problems as they are
reported by system users and to provide weekly reports so that
upgradable parts of the system are presented
To guarantee resolving/managing typical user errors while they use the
software
To support users in using the environment
9.7.5. Submittal mechanisms
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All system users will be able to access the Help Desk feature through phone, fax, email, online report or by filling the special case form of the Help Desk service.
In case of phone communication the incident/request is reported orally to the
technician responsible.
In order to send a fax or e-mail, users are required to fill up an appropriate form,
where they should give analytic description of the concerning problem and include the
kind of support they seek.
9.7.6. Priority System
A priority system will be formed dependent to the volume of incoming calls and the
urgency for support.
For this reason user problems/issues will be categorized according to their severity
and assigning priorities will be dependent in a great degree to the Contracting
Authority’s needs.
Priority system will provide guidance where the response and escalation time of the
service will be clearly mentioned.
9.7.7. Scope
The following list includes responsibilities and scope of the Help Desk service’s
technicians












Receiving problem reports / requests for help
Communicate with users in order to solve their problem / answer their
question
Pose questions to collect the required information
Record information
Diagnose problems or categorize requests
Analyze data and problems/requests
Transmit issues to the appropriate technical support personnel
Prioritize functions
Resolve problems / answer help questions
Close problems / requests and editing technical reports
Notify users about call status
Support users over the system’s environment
9.7.8. Incident Management
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The incidents lifecycle begins as soon as the users report them to Help Desk. First, the
technician receiving the report collects the required information for further incident
screening. E.g. user identification data, system specifications, detailed incident
report, incident severity, incident priority etc.
For each problem /request reported in the service a Problem Notice form should be
filled. The technician’s interventions while encountering the incident will be
recorded. The problems / questions are tracked through all their life cycle and
appropriate information is recorded. Since the problem is solved the form is filed for
possible future use.
The problem / question is considered solved if both the user and technician agree that
no further resolving can be operated. A good idea is to ask users if they are ok with
their issue. Since they are positive the issue is considered closed. The technician then
takes care to fulfill the documentation etc.
9.7.9. Problem Classification
Calls will be tracked in large problem categories. This is particularly useful when Help
Desk feeds information to software development groups. Problem severity can be
evaluated based on the volume of incoming calls and work done to successfully
encounter them; In this way priorities are given to development teams.
User groups can be formed with the most calls to the Help Desk in order to resolve a
specific problem group. These teams in future will receive special support.
9.7.10.
Inspection-Evaluation
The service’s main goal is to continuously improve itself in terms of customer
satisfaction. In this framework Help Desk will hold open communication channels with
end users as to understand their demands and serve them in the best possible way.
The Help Desk service is evaluated towards productivity, efficiency, cost
effectiveness, and many other indicators through systematic processing of collected
data.
9.7.11.
Reporting
All the information gathered by the Help Desk are organized in a neat way and are
used for producing useful reports. The target is to provide information to the project’s
staff in charge in the following points:

Overall activity (volume, intensity etc)
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



Output (Helps Desk’s level of achieved efficiency)
Changes and tensions during the time interval
Relations between measurements and cause – result models
Productivity and staff targets etc
9.7.12.
Incident tracking system
All the above mentioned elements (User credentials, the problem, solution etc) are
stored in a unique incident tracking system: Service Desk.
In terms of completing the current project Service Desk will be utilized. It is a Webbased software developed especially to assist our technicians in managing support
calls with even better results.
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10. Technical Specifications
No
Criteria /Technical Specifications
Function
1.0
FILE
CIRCULATION
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
File circulation is simply the tracking of records or files wherever they
are at any given time in all records management processes. Therefore
the following factors should be considered in the final user
product/software.
1. The system should
M
be able to track
the files, that is, Monitoring the lifecycle of documents will be
the movement of done in 2 ways:
the files and also
the officer who has  For Physical records tracking and
circulation among authorized personnel
requested for the
(internal users) and filing into storage
files. Including the
rooms/file cabinets will be facilitated with
department where
an embedded barcode mechanism into the
the
officer
is
workflow engine of Records.Trak™. More
based.
specifically a unique barcode will be
assigned automatically by the System for
each Document, printed on the attached
to each workstation default printer and
placed with sticker in the right front page
or each document. Handheld barcode
scanners available in all departments,
storage rooms and main cabinets will
provide real-time tracking.
 For Digital Records (scanned or native),
circulated electronically among authorized
users, Records.Trak™ will provide full life
cycle monitoring via the embedded
workflow engine. Records printed on paper
(physical records) will be monitored as
above.
As the organizational structure of ZRA will be
mapped inside the users management
module of Records.Trak™, internal officers
roles and departments will attain specific
attributes and all records circulation will be
traceable as far as users and department
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
concern.
2. The system should
allow
for
the
configuration
of
the period the files
can be with the
requesting officer.
The system should
allow the systems
administrator
to
configure
the
period that a file
can be out based
on
departmental
requirements.
3. When the file is out
the system should
specify how long
the
officer/department
has had the file
and the period
remaining for it to
be returned to the
registry.
4. The system must
provide
functionality
to
recall
the
document/file
through a trigger
recall message to
the officer holding
the document/file.
M
Requesting officers can either be logged into
the system or they can apply for a specific
document in the administration front desk.
Either logged users or registered applicants
will be notified for the availability of the
document and the admissible period of
usage. The Administrator of the System will
be able to assign the period that each
document will be available for circulation
among users and the period for each
user/role specifically.
As all documents can be categorized
(catalogued) under specific thematic groups,
the lending period (out period) can be
assigned directly to thematic groups in order
to be inherited to all relative documents that
belong to the group.
M
Based on the availability period of each
document, the System will calculate the
elapsed and the remaining time (based on
computer time).
M
The System will send alerts (email and/or
SMS) to users reminding them for the time
elapsed and the remaining time by which the
document should be returned. These
messages will be sent within an adjustable
time interval prior to the expiration date of
document’s acquisition. Email will be used as
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
an attribute for each logged user (officer).
5. The system should
be
able
to
generate
a
reminder
on
overdue files, the
file shall be held
by an officer for a
configurable
number of days
after which the
system will trigger
a
reminder
to
inform the officer
that the files need
to be returned to
the registry.
6. The system should
also
deny
an
officer holding on
to the file which is
overdue,
from
requesting
for
another file. The
system
should
provide
for
configuration
of
overdue period and
possible extension
7. The system should
allow a requesting
officer to use a
bar-coded
ZRA
Identification card
when
requesting
for files to enable
his/her details be
captured
and
linked
to
the
file/files
being
M
See all Above
M
As all users document handling – assigning
and all document circulation periods will be
monitored, the System can be customized to
prohibit further assignments of other
documents until the original document will
be returned.
The lending period of each thematic group of
documents can be adjusted by the
Administrator and time extension can be
applicable accordingly.
M
Users (Officers) will be granted with a unique
Document System’s ID Card that will be
presented each time are willing to take out a
document. Each ID (document access cards)
Card will have a similar barcode structure to
the documents barcode system provided
directly by the Records.Trak™ Users
Management Module.
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
requested
or
should
facilitate
for the generation
of a request that
should manually be
signed
by
the
officer collecting
the file from the
registry.
8. The system should
facilitate
online
File Request which
once approved by
registry online, the
requesting officer
can collect the file
sign the print out
of a request file
form
or
have
his/her bar code
swipe to link file
and
borrowers
details.
9. The system should
allow
for
file
transfers between
units
within
a
department/divisio
n. Supervisor in
departments/units
should
approve
upon which Central
Registry
should
receive
a
notification and an
immediate update
of the holder of
the file.
Each Officer’s barcode ID Card will be
related to the documents that have been
taken out by him/her.
Alternatively, in case that the Officer has not
been issued an ID ZRA card, the
administrator of the system will be able to
manually assign taken out documents to this
specific authorized User.
M
Each user logged into the system can request
online (via the System’s interface) to the
Central Registry for the borrowing of a
document. The Central Registry can then
authorize this user to take out the requested
document(s). All this transaction is
automatically monitored and logged by the
internal log of the System. For collecting,
taking out, the document(s), the Officer will
have to present his/her ID card and swipe it
out in the Central Registry’s front desk for
barcode identification and approval.
M
The System will allow groups of documents to
be requested (batch request) by a user’s
group (department/division) to be
transferred to another department/division.
The approval will be granted by the Central
Registry. Upon approval a notification will be
send to relative users (holder of the file)
about the document’s reallocation –
reassignment.
10. The system should
M
allow officers to
request
part A set of files that construct each document
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
files/volume.
Considering
that
these files have
documents running
in a chronological
order by year the
system
should
allow
for
file
structure
definition.
11. The system should
limit the number of
files going out to a
configurable
specification
of
files per account.
12. The system should
be able to show
the
user
(Requester)
the
status of the file
e.g. Available, not
available
nonexistent etc.
can be registered separately and categorized
according to their specific metadata, such
as: issue - volume date, issue-volume number
etc. creating a tree-structure model.
Assignment of these types of documents can
be done either in total concerning relevant
files or as per specific file described by each
unique metadata.
M
Rules applied to the amount of files that can
be taken out by a user can be adjusted
accordingly by the administration System’s
console of the Central Registry.
M
The Status Stage of each file is automatically
changed according to the circulation’s
lifecycle ‘hold points’ inside the Authority.
Each user can obtain real-time information
relative to the status of each document as it
is taken and circulated among personnel and
departments/divisions.
A queuing mechanism will be available for
future requests.
13. Where files are not
available,
the
system should give
details as to the
current user in
possession of the
file
14. Where files are
almost
overdue,
the system should
trigger a reminder
and request the
M
See above
M
Same as -4-
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
user
to
either
renew or return
the file to Central
Registry
for
storage.
The
system should be
able to show status
of file and provide
an
option
for
action
–
renew/return
15. Any
approved
electronic
file
request approved
by Central Registry
should only be
valid
for
a
configurable period
after which if the
officers does not
collect file the
request must be
invalid
16. On return of files,
system
should
provide
for
verification
of
completeness
of
file content.
M
The validity period of each approved request
will be set by the administrator of the
Central Registry.
This period could differ among departments
and division within the organizational
structure of ZRA.
M
A visual inspection by the administrator of
Central Registry based on the structure of
the original document formulated by one or
more physical files will determine the
completeness of the returned document. The
System will facilitate this procedure
providing a tree-structure with checkpoints
and a commentary area for each document.
Comments can be forwarded accordingly to
escalate and alleviate possible
inconsistencies.
REPORTS
Note: Data structure for
tracking ZRA records:
 A
unique
Please see Chapters:
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
identifier/
Reference code
 Title of file
 records
office
location
 Name of original
user
 Date of retrieval
 Date of transfer
to another users
 Name
of
additional users
 Date of return to
registry
1. Requested file/files
by date, Date of
dispatch,
Department, Name
and location of
requesting officer,
etc.
2. Overdue
files
report, Date of last
reminder if overdue
for return, Date of
return to storagewhether overdue or
not
3. Recalled
files
report
4.
Weekly Statistical
report (Files out
against files coming
in).
Produce
statistical reports
based
both
on
individual users as
well as on files and
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
subject areas.
5. List of files by
status
(Available,
taken,
reserved,
etc)
6. Report
on
file
transfers between
officers, Date of
transfer to another
user, Name and
location of user to
whom
file
transferred
7. The system should
be able to provide
a report on files in
transit(files
transfers
before
confirmation)
The system must be
able to produce ad
hoc
reports
by
drawing on relevant
information
from
the audit trail.
2.0
ENQUIRY
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
The purpose of this function is to make it possible for registry and
officers to search for files that are in the registry in order to know their
status before requesting. It is also intended at displaying search results
in line with queried search perimeters.
1. The system should
provide for the
configuration of
the file search
criteria, e.g. by
M
Please see Chapters:
4.1.2 & 5.2.3
 Account Number
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements





Name of file
TPIN
Tax Type
Tax Office
Date
of
Registrati
on
2. The system should
provide an option
to either request
for the physical file
or view the digital
format.
M
Please see Chapters:
4.1.2 & 5.2.3
REPORTS
1. File location report
The system should
be able to generate
a report with the
search
criteria
requiring
information on:
 the
entire
classification
scheme and part
of
the
classification
scheme
as
defined by the
user
2. The system should
be able to give a
report on a specific
entry
and
its
status(e.g. active,
semi active, not
available,
requested,
Available)
when
queried
D
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
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No
Criteria /Technical Specifications
Function
3.0
FILE
REQUEST
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
3. The system should
M
be able to provide
Please see Chapters:
the user a report of
all active files for a
4.1.2 & 5.2.8
defined
file
category
4. The system should
M
be able to provide a
Please see Chapters:
report of all or part
of the semi active
4.1.2 & 5.2.8
file
category
in
record Centre
The purpose of this function is to facilitate requests of files from
Central Registry by officers from their workstations.
1. The system should
allow officers to
request for physical
files electronically
and
must
also
provide access to
digital files.
2. Once search results
are displayed, the
system
should
indicate the status
of the file to
requesting officer
i.e. in registry or
out and with whom.
3. Where the status of
the file is in
registry, the system
should allow the
user to request for
the file.
4. Where the status is
out,
then
the
system
should
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
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No
Criteria /Technical Specifications
Function
System
Features/Requirements
provide
for
reservation of the
file
through
a
queuing system.
5. When a file is
returned,
the
system must notify
next person in the
queue of the files
availability.
6. The system must
ensure
that
all
requests
for
physical files are
approved by the
supervisor of the
user before sending
the request to the
registry.
7. The system should
be able to allocate
approved files to
available officers in
Registry
for
issuance/
8. The system must
provide
functionality
for
the
registry
supervisor
to
reallocate
cases
pertaining
to
issuance of files to
other officers.
4.0
Mandatory(M)/Desirable(D)/Important(I)
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
FILE
The purpose of this function is to manage the organization and storage
MANAGEMENT of physical active records.
FOR ACTIVE
RECORDS
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
1. The system must
M
provide for the
configuration and Records.Trak™ provides a complete
definition of the customizable set of documents
categorization based on structural,
classification
thematical and contextual characteristics.
system
2. The system should
be flexible to allow
new changes to
administrative
structure or the
classification
scheme
by
the
systems
administrator.
3. The classification
scheme
should
allow
for
centralized
management of the
scheme
by
the
System
Administrator
or
other
authorized
user.
4. The system should
support
the
development
and
use of more than
one Classification
scheme.
5. In terms of file
classification
the
system should allow
for the definition of
levels
and
the
allocation of unique
identifiers
for
business functions,
M
The Administrator can re-set and re-organize
documents or groups of documents with
different classifications and set views of the
category structure accordingly.
M
The Users Management Module of
Records.Trak™ will restrict users from
altering the classification scheme. Only
authorized users can alter and re-set the
classification scheme.
M
Please see:
FILE MANAGEMENT FOR ACTIVE RECORDS
Technical Specification -1M
Please see:
FILE MANAGEMENT FOR ACTIVE RECORDS
Technical Specification -1-
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
activities
transactions.
and
6. The system should
restrict
the
definition
and
maintenance
of
records
classification tools
to
a
System
Administrator
or
authorized user
7. The system should
be able to create
bar codes for all
files registered in
the system.
8. The system should
be able to generate
barcodes for each
particular volume
9. The system should
allow
for
the
transfer of files
according
to
a
configurable
user
defined criteria, e.
g transfer between
locations,
and
transfer
between
towns. Once the
transfer process is
activated,
the
system
should
indicate
“in
transit” until the
file is received.
Once the recipient
confirms
receipt
the system should
M
Please see:
FILE MANAGEMENT FOR ACTIVE RECORDS
Technical Specification -3-
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Records.Trak™ as a web based software
application will operate throughout the
Metropolitan Area Network (MAN) of the
Authority, keeping log of each operation
regarding place, building, division,
department, and user(s).
The availability of the documents will be
monitored and set according to the
relocation process of each document.
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
confirm availability
of the file in the
new location.
10. The system should
allow a folder or
group of folders,
and their attached
records,
to
be
moved
and
reclassified within
the system by a
System
Administrator
or
other
authorized
user
11. The system should
provide
for
configuration
or
definition of the
period
that
a
record/file can be
active
12. The system should
provide for the
purging or removal
of records from the
active
file/files
upon turning semiactive
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
REPORTS
1. The
system
should be able to
produce reports
on file transfer
between
locations
2. The
system
M
Please see Chapters:
4.1.2 & 5.2.8
M
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
should be able to
produce reports
on the actions
carried
out
across all or part
of the scheme,
for a defined
time period. e.g.
volumes opened,
volumes closed,
close files
3. The

4.


system
should be able to
produce reports
listing:
all files created
or
registered
within
the
records
classifications
scheme
structured
according to the
hierarchy of the
record plan
The
system
should be able to
generate
a
report
comprising:
The
entire
classification
scheme and
part
of
the
classification
scheme
as
defined by the
user
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
System
Features/Requirements
5. The
system
should produce a
daily,
weekly,
monthly report
on the files that
have
turned
semi active
6. The
system
should produce a
report of records
pending purging
or removal from
the active files
7. The
system
should produce a
report
of
documents
purged or moved
from an active
file to a semi
active file due to
the status
8. The
system
should
have
defined
report
access perimeter
for
different
user groups.
9. Active’
Report
5.0
Mandatory(M)/Desirable(D)/Important(I)
records
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
FILE
The purpose of this function is to manage the organization and storage
MANAGEMENT of physical semi active records.
FOR SEMI
ACTIVE
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
RECORDS
1. The system must
provide for the
configuration and
definition of the
classification
system
2. The system must
also
allow
the
systems
administrator to set
the disposal criteria
3. The system should
display all files
contained
in
a
particular box/rack
4. The system should
provide
for
review/change of
the
records
destruction date.
5. The system should
be able to show the
content
of
a
location at any one
particular point in
time. The system
should also show
the location of the
file.
6. The system should
assign
a
clear
identification
to
the
storage
location.
The
system should allow
the
system
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Records.Trak™ as a web based software
application will operate throughout the
Metropolitan Area Network (MAN) of the
Authority, keeping log of each operation
regarding place, building, division,
department, and user(s).
The availability of the documents will be
monitored and set according to the
relocation process of each document.
M
Please see Table of Specifications:
FILE CIRCULATION
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
administrator
to
move files between
storage locations.
7. The system should
be able to give
reminders for the
files which are due
for destruction.
8. The system should
provide
an
interface for the
transfer of physical
files from active
range (registry) to
semi active (record
center)
REPORTS
The system should be
able to produce reports
on all disposal activities
undertaken
by
the
system e.g.
1. The
system
should be able to
produce a report
listing:
 all records for
which
a
particular
disposal action
will occur, over
a given period
of time e.g.
transfer
to
archives
or
destruction;
and
 all records due
for
disposal
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Table of Specifications:
FILE CIRCULATION
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
2.
3.
4.
5.
within a given
period of time,
providing
quantitative
information on
the volume and
type of records.
e.g.
files
eligible
for
disposal
The
system
should be able to
produce
statistics
of
review decisions
over a given
period of time.
The
system
should be able to
produce a report
with details on
the outcome of a
disposal process.
The
system
should be able to
produce reports
to support file
transfer
processes
between
locations
e.g.
from slot A to
slot
B,
files/volumes
transferred
to
archives
The
system
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
System
Features/Requirements
should be able to
report on the
volume
and
types of files
that are overdue
for disposal.
6. Report on
files/volumes
destroyed within
a defined period
7. ‘Semi-active’
records Report
6.0
MAIL
MANAGEMENT
Mandatory(M)/Desirable(D)/Important(I)
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
8. ‘Records
earmarked for
disposal Report
The purpose of this function is to provide an audit trail and assist
the mailroom in providing efficient mail handling services to and
from the Postal Service by dispatching mail as determined by the
sender (originating office) and documenting receipt of mail into the
organization. The function will deal with the tracking of incoming
and outgoing mail by making it possible to inform recipients that
their mail is ready for collection.
Outgoing Mail
1. The system must
M
provide
Records.Trak™ will be customized
functionality
through
an accordingly to facilitate this specific request.
interface
for
officials to make a
request for their
physical mail to be
sent/posted
by
registry
via
registered
mail
courier
2. The system must
M
provide
functionality
for Records.Trak™ will be customized
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
the supervisor of
the
official
to
approve
the
request
for
registered mail to
be
posted
by
registry
3. Once this is done
the approved mail
should appear on
the
mailroom
function
4. The system must
provide
functionality
for
registry to accept
the
request
by
confirmation
of
receipt
and
indication
of
dispatch details.
5. The system should
have functionality
to
capture/enter
incoming registered
mail and notifying
relevant recipients
of mail received in
the registry
accordingly to facilitate this specific request.
Records.Trak™ will be customized
accordingly to facilitate this specific request.
M
Records.Trak™ will be customized
accordingly to facilitate this specific request.
M
Records.Trak™ will be customized
accordingly to facilitate this specific request.
Beyond traditional mail, Records.Trak™
provides an MS Outlook adapter for importing
automatically e-mails and attachments. The
user can generate e-mail responses or
forwards to other e-mail recipients,
automatically by the system (outgoing).
REPORTS
1. Full details of
official
registered mail
received
from
departments by
registry
2. Full details of
official ordinary
mail
received
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
3.
4.
5.
6.
7.
from
departments by
registry
A report of all
official
registered
and
ordinary
mails
confirmed
receipt
and
posted
by
registry
A
report
of
incoming
registered
official mail
The
system
should be able to
produce
any
other reports of
the
relevant
activities of the
metadata
concerning the
receipt
and
dispatch
of
incoming
and
outgoing mail.
The
system
should be able to
produce
statistics on the
number of mail
received
and
dispatched
for
the
period
defined by the
user e.g. daily,
monthly, yearly
Registered
Outgoing and
incoming mail
8. Registered
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
Mail
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
7.0
RECORDS
CAPTURE
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
pending
collection
by
recipients etc
The purpose of this function is to capture and manage digital records.
The function is also intended to display an electronic or scanned copy
of the actual record.
1. The system should
provide for the
creation of new
master files
2. The system should
provide for the
appending of files
in the master files
in
any
ZRA
recommended
format, e.g. PDF
3. The system must be
able to receive new
registrations from
secondary systems
via the interface
and the system
must
provide
functionality
to
confirm receipt and
activation of such
registrations.
4. The system should
provide
for
integration
between
the
physical files and
the digital files
5. The system should
be a centralized
system that will
allow access from
any point on the
ZRA
network
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
8.0
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
[provide for the
scanning of files
and records that
are in different
regions/stations
onto the main ZRA
records
management
system]
6. The system should
allow a System
Administrator
or
other
authorized
user to close a
folder,
ensuring
that no new records
can be added to
that folder.
7. The system should
ensure that closed
folders and their
contents are still
accessible
for
retrieval
and
viewing purposes.
8. The system should
allow a System
Administrator
or
other
authorized
user to open a
previously
closed
folder
for
the
addition of records,
and
subsequently
close the folder
again.
REPORTS
1. Report on digital
records
or
categories
of
digital records,
transferred
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
M
Please see Chapter 4 and 5.2
M
Please see Chapters:
4.1.2 & 5.2.8
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
within
the
classification
system according
to user defined
metadata
elements.
2. The
system
should be able to
produce
statistics for the
number
of
digital
records
viewed by a user
or group of users
within a defined
period
3. The
system
should be able to
report
the
actions carried
out
on
a
particular
folder, or group
of
folders,
during
a
specified
date
range
e.g.
addition
of
records
4. The
system
should be able to
produce a report
on the records
scanned
and
newly registered
physical files by
a user or group
of users on the
system for a
defined period
of time with
relevant
file/record
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
details
5. The
9.0
INTERFACES
system
should be able to
produce
statistics for the
number
of
records scanned
and physical files
registered by a
user or group of
users on the
system for a
defined period
of time
6. The
system
should be able to
report on the
size
and
remaining
capacity of its
digital
record
stores
and
repositories.
7. During disposal
the
system
should
give
details on all
digital
records
successfully
destroyed
and
identifying those
records
which
were
not
successfully
destroyed.
1. The system must
interface with the
Integrated
Tax
Administration
System
(Detailed specs to
be done)
M
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
4.1.2 & 5.2.8
Please see Chapters:
4.1.2 & 5.2.8
M
Please see Chapters:
5.2.6, 5.2.7 & 5.3.1.1
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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No
Criteria /Technical Specifications
Function
Mandatory(M)/Desirable(D)/Important(I)
System
Features/Requirements
2. The system must
interface with SAP
(Detailed specs to
be done)
3. The system must
interface
with
ASYCUDA
(Detailed specs to
be done)
4. The system must
interface
with
Teammate
(Detailed specs to
be done)
M
Please see Chapters:
5.2.6, 5.2.7 & 5.3.1.1
M
Please see Chapters:
5.2.6, 5.2.7 & 5.3.1.1
M
Please see Chapters:
5.2.6, 5.2.7 & 5.3.1.1
A. NON-FUNCTIONAL REQUIREMENTS
1. The system must be
on-line and realtime. The system
must also support
batch processing.
2. The system must
have a graphical
user interface and
be menu driven
with
screen
navigation
and
screen
selection
facilities.
3. The system must
have a provision to
cater
for
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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customization/reco
nfiguration
of
forms.
4. The system must
support distributed
processing
of
transactions
at
stations around the
country but data
accessible on a
central
database
based
at
Head
Office.
5. The system must be
able to support
multiple concurrent
users.
6. The system must be
accessible
from
multiple locations
seamlessly
with
centralized
processing and a
centralized
database.
7. The system must
have facility to
archive data after a
predefined period.
A facility to enable
enquiry on archived
data and retrieval
of archived records
should be made
available.
8. The system must
maintain
up
to
information for a
predetermined
period prior history
on-line
before
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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archiving.
9. The system must
have an online help
facility for each
user screen.
10. The system must
have a multi-level
approach to system
security based on
the
recognized
audit controls of
‘authentication’
and ‘verification’,
including:
 Level
1
Unique
usernames and
passwords
should
be
required for all
users at the
operating
system
or
domain
level
e.g.
Windows
user accounts.
 Level 2 - Once
the user has
gained
authorized and
authenticated
access to the
operating
system, unique
usernames and
passwords
should
be
required for all
users at the
application
level.
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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
Level 3 - Once
the user has
gained
authorized and
authenticated
access to the
application,
there should be
configurable
access
to
specific
modules/transa
ctions
within
the application.
 Level 4 - The
final level of
secure
access
control is based
on
implementing
configurable
parameters to
control
the
user’s actions
once access has
been gained to
authorized
modules
or
transactions
e.g. Read Only,
Insert,
Amend/Update,
and Delete.
11. The system must
have the facility to
control user/group
access at userdefined
levels/functions
including the
following:
Functions
M
Please see Chapters:
4 and 5
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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
User
id/password
 Systems
Administrati
on and
Control
 Application/
Module/Submodule
 Forms
(screens)
and Reports
 Buttons/Fun
ctions
Levels

Data
entry/captu
re level
 Officer/Insp
ector level
 Manager/Se
nior
Inspector
level
 Assistant
Director
level
 Director
level
 Commission
er Level
 Access to
combination
s of the
above
(functions
and levels).
12. The system must
have a facility to
log out the user
after specified time
M
Please see Chapters:
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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of inactivity.
4 and 5
13. The system must
have end to end
application
encryption.
M
14. System passwords
must be userdefined e.g.:
 Complex
and alpha
numeric
 Minimum 8
characters
in length
 Held in an
encrypted
form.
15. The system must
require periodic
password changes at
regular intervals
defined by
management.
16. The system must
lock account after
user-defined
unsuccessful
attempts.
17. The system must
provide for a clear
audit trail for all
transactions with a
time
and
user
account
stamp.
Authorized
staff/roles must be
able to view audit
trail logs online or
print hardcopy.
18. The system must
support automatic
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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archiving of audit
trail logs per userconfigurable
intervals. Audit trail
logs must be readonly and securityenabled to prevent
unauthorized access
or modifications.
19. The system must
have an easy-to-use
report generator
facility, which must
allow for the
generation of adhoc reports.
20. The system must
permit both on-line
entry and batch
update of
transactions and be
capable of
accepting and
validating input
from other feeder
systems.
21. System control and
maintenance at the
system
administrator level
must include:
 System
control files
 System
parameter
files
 Look-up
tables
 Calendar set
up
 Validation
levels
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
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
Ability to
set
validation
rules at the
field level.
22. The system must
have the provision
of on-line warning
or alert messages
and transaction
rejection where
validation identifies
invalid data input.
23. The system must
have facility for
output/reports to
be directed to
either printer,
screen or file and
reports must have
user-defined
characteristics
including have:
 A title/
description
 Detail the
period/ year
 Page numbering
 End of report
message
 Nil report
message where
appropriate
 Default spooling
where output
size exceeds
user-defined
limit.
 No limit on
number of print
queues
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
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24. The system must
provide a facility to
convert an ad-hoc
report into a
standard report.
25. The system must
support the
generation and use
of bar codes.
26. The system must be
able to print an
exact duplicate of a
previously
generated notice
etc.
27. The system must
seamlessly integrate
all
modules/functions
within the proposed
solution, both on a
one-to-one basis
and also on a oneto-many.
28. The system must
allow options to
accept transactions
from any feeder
system, subject to
validation.
29. The system must
have complete
package/module
integration running
under a recognized,
Open Standards
compliant hardware
independent
operating system
(to be determined
by the application
M
Please see Chapters:
4 and 5
D
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
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requirements). The
system must be
based on a reliable
and tested
relational database
management
system. The latest
tried and tested
version of Oracle is
preferred.
30. All packages must
run on latest Open
Standard
Technology
Platform and be
RDBMS compliant.
31. The system must
have the capability
to run third party
reporting products
in order to access
system data.
32. The system must
have the facility to
print any
information
displayed on a
screen.
33. The system must
have the provision
of on-line enquiry/
interrogation for
transaction level
record retrieval.
34. All correspondence
to be generated by
the system should
be in PDF format.
35. The system must
properly display,
calculate and
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapters:
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transmit date data,
including, but not
restricted to 21st
Century dates.
36. The system must be
capable of
receiving inputs
and generate
reports through
web (webenabled).
37. The system must
meet the Minimum
tolerable Mean
Time between
Failures (MTBF) in
any one calendar
year to achieve an
uptime of 98%.
38. The system suppliers
must provide the
users and ZRA with
copies of all
documentation
pertaining to the
software including
user manuals,
technical
specifications.
39. All the software
and hardware and
associated utilities
installed must be
well documented.
40. The system
suppliers must
commit to
providing on-going
technical support
for the first 2
years.
41. The system suppliers
4 and 5
M
Please see Chapters:
4 and 5
M
Please see Chapter 9.5
M
Please see Chapter 9.6.1.3
M
Please see Chapter 9.6
M
Please see Chapter 9.7
M
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must test all the
system functions
before
implementation.
42. The system
suppliers must
correct any system
error that is
detected in the
course of testing
and thereafter retest again as
necessary.
43. The system must be
thoroughly tested to
ensure
user
acceptance
with
production volume
workloads
in
a
production
environment
to
determine
overall
performance
in
terms of throughput,
response time, run
time and resource
utilization.
44. The system must be
tested
for
scalability.
45. The system must be
tested to ascertain
that interfaces are
functional
and
correct
by
electronically
uploading/downloa
ding data from
interfaced systems.
46. The system must
provide for a
development, testing,
Please see Chapter 9.1 & 9.2
M
Please see Chapter 9.1 & 9.2
M
Please see Chapter 9.1 & 9.2
M
Please see Chapter 9.1, 9.2 & 9.3
M
Please see Chapter 9.1, 9.2 & 9.3
M
Please see Chapter 9.1, 9.2, 9.3, 9.4 & 9.5
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quality assurance,
training, and disaster
recovery and
production
environment.
47. The Supplier must
M
provide ZRA with
Please see Chapter 9.1, 9.2, 9.3, 9.4 & 9.5
the source code or
acceptable escrow
Records.Trak™ is a Data Concept S.A.
agreement.
software product offered to all Public
Authorities as ZRA with full-documented
source code.
48. The Supplier must
ensure end users
are adequately
trained in the use
of the system as
well as technical
training for system
administrators and
second level
support staff
M
Please see Chapter 9.6
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11. GANTT Chart
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ANNEXES
TECHNICAL AND FINANCIAL OFFER FOR A SOLUTION FOR CENTRAL REGISTRY ELECTRONIC RECORDS MANAGEMENT
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Annex A – CVs
See attached
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Annex B – Company’s Profile
See attached Folder
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Annex C – References – Past Similar Assignments
See attached Folder
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