02:09:197:I:20-21:PMC Dated 10.06.2020 CORRIGENDUM

02:09:197:I:20-21:PMC Dated 10.06.2020

CORRIGENDUM Following amendments hereby made in already published tender document no. 02:09:197:I:20-21:PMC dated 24.04.2020 for “Hiring of

Project Management Consultancy Services for Implementation of Integrated ERP System for PFC, Regional offices & its subsidiaries”.

S.N. Description Read as Amended to read as

1 Last Date of Sale of RFP (from https://www.mstcecommerce.com/eprochome/pfcl/)

23.05.2020 up to 10:30 hrs 24.06.2020 up to 10:30 hrs

2 Last Date & Time for receipt of

Bid

(https://www.mstcecommerce.

com/eprochome/pfcl/ )

30.05.2020 up to 1100 hrs 25.06.2020 up to 1100 hrs

3 Date & Time of Opening of

Techno Commercial Bids

through e-procurement portal.

30.05.2020 1130 hrs 25.06.2020 1130 hrs

4 Invitation to Bid, Clause No.4,

Page no 2

Bidders / tenderers will have to make

offline payment of Rs.2,360/- through

PFC E-payment system only -

http://www.pfcapps.com/PaymentGatew

ay/Default.aspx on a/c of cost of tender

document to be procured from e-tender

portal.

Bidders / tenderers will have to make online

payment of Rs.2,360/- through PFC E-payment

system only -

http://www.pfcapps.com/PaymentGateway/Def

ault.aspx on a/c of cost of tender document to

be procured from e-tender portal.

5 Appendix-V, Pre Contract

Integrity Pact, Clause 5.2

The Earnest Money/ Security Deposit

shall be valid up to a period of five-years

or the complete conclusion of the

contractual obligations to the complete

satisfaction of both the BIDDER and the

BUYER, including warranty period,

whichever is later.

The Earnesy Money/ Security Deposit shall be

valid for a period of six calendar months from

the date of bid opening which shall be extended

from time to time as desired by Purchaser. The

successful Bidder shall keep his bid guarantee

valid till one month beyond the submission of

Contract Performance Guarantee which will be

valid till three months beyond the complete

conclusion of the contractual obligations to the

complete satisfaction of both the BIDDER and

the BUYER, including warranty period,

whichever is later.

6 More clarified Annexure-III (DTS) is enclosed for better clarity of participating bidders

For and on behalf of PFC

Sd/- (R.K. Bhardwaj)

,Executive Director (Admin)

https://www.tcil-india-electronictender.com/




http://www.pfcapps.com/PaymentGateway/Default.aspx




ANNEXURE-III

SECTION – DTS

DETAILED TECHNICAL SPECIFICATIONS

1.0 ABOUT PFC

Power Finance Corporation Limited, set-up in July 1986, as a Development Financial Institution (DFI) dedicated

to the Power Sector, has been playing an increasingly important role in mobilizing financial resources from

within and outside the country and in providing various kinds of financial assistance to the power projects.

The Corporation was registered as a Non-Banking Financial Institution (NBFC) by RBI in February 1998. In June

2007, GOI declared PFC as a Navratna PSE. PFC is a profit-making organization since its inception and has been

rated ‘Excellent’ consistently based on MoU performance. PFC is a largest NBFC by net-worth & a specialized

financial institution in power sector with nearly 20% of the market share. PFC is a professionally managed

organization with experience in Power Sector consultancy & advisory services in strategic, financial, regulatory

and capacity building under one umbrella. Various domestic rating agencies has placed PFC in the category

‘AAA’ and international rating agencies have also placed PFC in ‘Sovereign’ rating category. PFC is also a nodal

agency for the government’s flagship scheme for the power sector reform called as Integrated Power

Development Scheme (IPDS).

2.0 PFC Operations Overview

PFC is a specialized institution in power sector financing and draws its knowledge from power sector and

financing expertise to provide products and services to our clients. PFC’s financial products and services

include financing in the form of rupee term loans, foreign currency loans, bridge loans, short term loans,

transitional loans, bill discounting, equipment leasing, buyers' line of credit, loans to equipment

manufacturers, line of credit for the import of coal, debt refinancing, asset acquisition schemes, study

assistance and non-fund based products such as guarantees. PFC also offer comfort letters in connection with

our term loans, wherever our borrowers are required to establish letter of credit with its bankers. In addition,

we provide technical and management advisory and consultancy services.

Clients include state power utilities, central power sector utilities, power departments, private power sector

utilities (including independent power producers), joint sector power utilities, power equipment

manufacturers and power utilities run by local municipalities. These clients are involved in all aspects of the

generation, transmission and distribution and related activities in the power sector in India .

PFC Consulting Limited (PFCCL) was incorporated on March 25, 2008 as a wholly owned subsidiary of Power

Finance Corporation Limited (PFC), a Schedule-A, NavRatna Public Sector Enterprise, following PFC’s decision

to provide Consultancy Services Group (CSG) an identity of its own in the form a Company with full-fledged

operations. CSG was providing Consultancy Services to Power Sector since October 1999 as a part of PFC. PFC

Consulting Limited has taken forward that experience of 9 years it gained as CSG and is growing both

operationally as well as financially at a fast pace having achieved a CAGR of 35% over the last four financial

years.

3.0 OBJECTIVE

With aspirations to achieve the corporate goal of the corporation to emerge as an entity with highest

International Standard of Quality, Production, ecological and Environment excellence, the company wishes to

adapt a state-of-the-art information technology in all spheres of its operation. PFC aims at leveraging

Information Technology for automating its business processes for attaining higher levels of operational

efficiency and growth in business. In order to replace the legacy IT infrastructure & application systems and

to leverage the benefits of latest technology, PFC has engaged external consultant to study & to recommend

the IT strategy & roadmap for PFC and its subsidiary PFCCL.

As per the recommendations of the consultant, PFC intends to transform its IT infrastructure and application

architecture with a state-of-the-art Information Technology setup to enable the company for improving

efficiency, securing the IT assets and to meet statutory compliance requirements.

4.0 INTENT OF SPECIFICATION

PFC intends to appoint a proven, experienced & reputed Project Management Consultant (PMC) on turnkey basis to

monitor & manage the execution of the complete IT transformation project in a timely manner to complete all the

milestones successfully as intended by PFC. PMC shall manage complete end-to-end IT transformation project as

intended by PFC.

The Project Management Consultant must ensure the tasks are delivered at the defined timelines, completed

with highest quality, reap the desired benefits, associated risks be identified, mitigated or averted,

documented and managed throughout the IT transformation project.

The PMC shall be responsible for management of this project and providing timely updates to IT team, steering

committee and PFC management. The entire scope of this RFP is applicable for PFC and its subsidiary PFCCL.

5.0 PFC OFFICE LOCATIONS (covered in this Scope)

SNo Office Locations Description

i. Power Finance Corporation Limited, Urjanidhi,

1. Barakhamba Lane, New Delhi – 110001

Corporate Office

ii. PFC Regional Office (South), Chennai Regional Office

iii. PFC Regional Office (West), Mumbai Regional Office

iv. PFC Consulting Limited (PFCCL), Statesmen

House, Barakhamba Road, Connaught Place, New

Delhi - 110001

Subsidiary

6.0 EXISTING IT APPLICATIONS LANDSCAPE & IT INFRASTRUCTURE IN PFC

6.1 Existing IT Application Landscape

PFC has implemented the following software solutions to cater to all aspects of its operations:

SN Application Name Name of the Functional Modules Platform/

Version/OS

(i) Oracle E-Business

Suite

General Ledger

(GL)

GL Module is

repository of all the

financial

transactions. It is

being used for

generation of Trial

Balance, Balance

Sheet and Profit &

Loss Statement and

various sub-ledger

reports.

EBS Version R

12.1.1

Oracle Database

11.1.7.0

OS Oracle

Enterprise Linux

6.9

Accounts

Payable (AP)

AP Module is used

for

supplier/borrower

management,

Invoice and

Payment

Processing, Bank

Master

Management, sub-

ledger reporting

etc.

Accounts

Receivable (AR)

AR Module is used

for creating receipts

and sub-ledger

reporting.

Fixed Assets (FA) FA Module contains

all the details of

Fixed Assets and

Depreciation, used

for Fixed Asset

Register Reporting.

Cash

Management

(CM)

This Module

provides for

handling bank

account transfers.

Oracle

Purchasing

This module is being

used for creation of

Purchase Orders

and Receipts and

generation of

Sanction Order

Reports.


Version/OS

Oracle Financials

for India (India

Localization)

India Localization is

implemented to

cater the business

requirement and

complying with

various statutory

requirements

relating to Indian

Tax Laws.

(ii) Loan Accounting

& Management

System (LAMS)

Loan Accounting System is an in-

house developed software application

catering the need of Loan

Disbursements and Recovery which is

the main business function of PFC. The

LAMS works in integration with the

ERP application. LAMS System has

approximately 500 Forms and 800

Reports.

Oracle Forms 10g

Version 10.1.2.0.2

Oracle Reports 10g

Version 10.1.2.0.2

Oracle Database

11g

OS Windows 2012

Server

(iii) Resource

Mobilization &

Treasury

(RM&TM)

Resource Mobilization & Treasury

(RM&TM) module is a transactional

system for Fund Management,

Borrowings Management and

Treasury Management. This System is

a product of IDAL and was

implemented along with ERP as best

of the breed software. The System has

approximately 180 Forms and 70

Reports.

Java -JSF,

JBOSS 4.03,

Oracle Database

11g

OS Oracle

Enterprise Linux

5.6/6.9

(iv) Project Appraisal

Monitoring

System (PAMS),

Legal &

documentation

This System is an in-house developed

software application and is being used

for appraisal of various Loan Projects.

This system has approximately 75

forms and 200 Reports

Oracle Forms 10g

ver. 10.1.2.0.2,

Oracle Reports 10g

Version 10.1.2.0.2

Oracle Database

11g

(v) Human Resources

Management

System

This System is also an in-house

developed software application and is

being used for managing HR, HRD &

Training related information. This

system has approximately 70 Forms

and 85 Reports.

Oracle Forms 10g

ver. 10.1.2.0.2,

Oracle Reports 10g

Version 10.1.2.0.2

Oracle 11g

Database


Version/OS

(vi) Payroll &

Employee Self

Service System

The employee self-service portal and

payroll processing are handled under

this System. This system has sub

modules such as PF Gratuity Module,

Contract Employee Payroll Module,

Retired Employee Portal, and Pension

Modules. This System has

approximately 800 Entry Forms, 1000

Reports and claim forms.

C#, Asp .Net

Oracle Database

11 g

OS Windows

2012 Server

(vii) Other .Net based

Application

Modules

There are various other

applications/modules which are

developed in house such as Leave

application, Training & performance

module, Legal pending cases &

counsel monitoring system, ESCROW

management System, Management

Portal for Senior Management, IT

Asset Management System, Risk

Management System, Employee

Recruitment System, Hindi Quarterly

report, Online loan application. There

are approximately 200 Forms and 80

Reports in all these subsystems.

C#, Asp .Net

Oracle Database

11 g

OS Windows

2012 Server

6.2 Existing IT Infrastructure

6.2.1 List of Deployed Hardware at PFC Data Centre (DC) at Head office, New Delhi

SNo Item Description Quantity

Servers

(i) Dell PowerEdge Server 2950 3 GHz 16 GB RAM 5

(ii) Dell PowerEdge Server R710 2.93 GHz 32/64 GB RAM 17

(iii) Dell PowerEdge Server R710 3 GHz 16 GB RAM 4

(iv) HP 380G6 Server 2.4 GHz 32 GB RAM 3

(v) Dell PowerEdge R710 3 GHz 16 GB RAM 3

(vi) Dell Blade Servers 16

(vii) HP DL380 Servers 6

Storage

(i) SAN Storage EMC Clarion CX4240 300GB X 56 & 1 TB X 10 1


(ii) HP MSA 2000 Storage 450GB X 12 2

(iii) HP 3PAR 8000 28*1.8 TB SAS Drives & 14*400 GB SSD Drives 1

Backup Tape Library

(i) Dell Tape Library Power Vault ML 6000 1

Local Area Network

(i) Nortel 5510 24 Port Gigabit Network Access Switches 34

Network Security System

(i) CISCO ASA 5520 Firewall 3

(ii) CISCO Router 2821 2

(iii) Core Switch CISCO 3750 1

(iv) Server Form Switches CISCO 2960 3

Other Network Equipment’s

(i) Sophos XG 430 (Proxy Server & Content Filtering) 1

(ii) Array APV 1600 Link Load Balancer/IPv6 Gateway Device 1

(iii) SAN Switches 2

Other Equipment’s

(i) Uniflair Make Precision Air Conditioning System 1

(ii) FM 200 Based Fire Suppression System 1

(iii) Water Leak Detection System 1

(iv) Rodent Repellent System 1

6.2.2 Wireless Network Setup at PFC Head office, New Delhi


(i) CISCO Access Point (AP): AIR-AP2702I-UXK9

(ii) CISCO Wireless Controller: CISCO AIR-CT5508-K9

(iii) CISCO PoE Switches: SG300-28PP and WS-C2960X-24PD-L

6.2.3 List of Deployed Hardware at Backup Site (PFC Regional Office, Chennai)


Servers

1) Dell PowerEdge Server R710 2.93 GHz 64 GB RAM 1

Storage


1) Dell MD 1000 Direct attached storage 146 GB X 13 1

Backup System

1) Dell LTO 4 Tape Drive 1

6.2.4 List of Existing ICT Hardware at PFCCL office, New Delhi


Local Area Network

Nortel 5510 24 Port Gigabit Network Access Switches 7

7.0 SCOPE OF WORK

The scope of work for Project Management consultancy services is broadly enumerated below. However, certain

service though not mentioned here but are essential as determined by PFC for success of ERP solution across PFC

till 12 months after Go-Live shall be deemed to be included in PMC scope without additional price and time period.

The PMC would always act on behalf of PFC and be responsible for its acts and omissions. The PMC would seamlessly

integrate and coexist with SAP-ERP product OEM, implementation partner and other agencies. PMC should help PFC

to assess their IT needs categorically and in identifying the most compatible reliable and robust ERP system. Further

it should ensure the selection of a suitable implementer and monitor the implementation process till it goes live.

PMC should also provide change management workshop for PFC employees for a smooth transmission to ERP.

7.1 PROJECTS to be Undertaken

The following PROJECTS shall be managed by the Project Management Consultant for timely successful

implementation:

Sl. no Description

(i) Implementation of a Single Stack SAP-ERP.

(ii) Setting up the Disaster Recovery Site on Cloud.

(iii) IT Infrastructure Refresh (Network & Security)

(iv) IT Infrastructure Refresh (Compute & Storage)

(v) Third Party Audits and Project Risk Management of each of above projects

shall be monitored by PMC parallelly.

7.2 PROJECT WISE Indicative Timelines

Sl No PROJECT NAME Indicative Timelines

I. a) Implementation of single stack SAP-ERP (Initial Phase) Following SAP-ERP Modules shall be implemented initially:

(a) Financials (b) Loans Management (c) Treasury Solutions (d) Human Capital Management (e) Employee Self Service (f) Payroll Processing (g) Project Appraisal (or) Loan Origination to

Sanction

Nine (9) Months

b) Subsequent (or) Parallel phase

Implementation of other customized modules:

(a) Borrower Interface (b) Legal (c) State Sector Analysis Report & Appraisal (d) Company Secretary (e) Library, Hindi, Dispatch (f) Vigilance (g) CSR (h) Miscellaneous customization requirements for

PFC and PFCCL.

Six (6) Months

c) Change Management (As per Scope of Work – ‘Change Management’ clause)

Three (3) Months

II. Setting up of Disaster Recovery (DR) Site on Cloud

a) DR setup for existing IT systems & DC infrastructure. Three (3) Months

b) Provisioning of cloud instances for Development & testing of SAP-ERP environment.

15 days

c) DR reconfiguration based on the infrastructure changes in the primary DC.

15 days

d) DR reconfiguration for deploying SAP-ERP in production environment.

One (1) Month

III. IT Infrastructure Refresh (Network & Security) i) Commissioning of Network Components like Core

Switches, Leaf Switches, and Connectivity etc. ii) Commissioning of Security components like NGFW,

IPS, WAF, LLB, DDOS, SIEM, Antivirus etc. iii) Commissioning of SOC and NOC Centres iv) Implementation of EMS, DLP, Encryption etc.

Four (4) Months (from date of

award of contract to SI)

IV. IT Infrastructure Refresh (Compute & Storage) i) Commissioning of Compute resources (Physical

Servers / Virtual Machines) ii) Commissioning of Storage resources iii) Setting up virtualization, creation of VMs, setting up

of various instances for ERP implementation & IT services.

iv) Implementation of Backup & Archival solution. v) Testing & Commissioning

Four (4) Months (from date of

award of contract to SI)

V. Project Management of Third Party Audit & Project Risk Management

a Project Management of Third-Party Audit The PMC will have to carry out the project management of audits carried-out by ‘Third Party Auditor’ (TPA) for the above (I-IV) projects. PMC should ensure that Business controls are reviewed in detail and any discrepancy is documented and mitigated in defined timelines.

Parallel activity across above IT projects.

b. Project Risk Management The PMC shall carry out initial risk assessment in the above (I – Va) projects and submit a report on Risks, analysis, mitigation recommendations for various stakeholders. The member of the PMC team shall be addressing the risks and associated mitigation recommendations to the IT Unit. Educating the stakeholders on various risk parameters and sensitising them for mitigation efforts. The risk manager shall be making an internal audit report on the risk parameters on a periodical basis and the same needs to be submitted to PFC’s project manager. Presentation on identified risks, mitigation recommendations and review reports must be presented to various internal committees.

Parallel activity across above IT projects.

7.3 ROLES AND RESPONSIBILITIES OF PMC

Preliminary Planning

7.3.1 The PMC shall study IT Roadmap and RFPs already prepared by the external consultant and prepare a Master

Project Plan (following latest standards) describing the methods, human & material resources that the PMC

proposes to employ in the design, management, coordination, and execution of all its responsibilities as well

as the estimated duration and completion date for each major activity.

7.3.2 The Master Project Plan should also state the PMC’s assessment of the major responsibilities of the Purchaser

and any other involved third parties in System supply and installation, as well as the PMC’s proposed means

for coordinating activities by each of the involved parties to avoid delays or interference.

7.3.3 Prepare a PERT Chart and follow the critical path to reduce slack in each activity and ensure completion in

time.

7.3.4 The PMC shall submit onsite resource mobilization plan within 14 calendar days of issue of purchase order.

Such mobilization plan should have supportive detailed CVs of individuals for PFC approval within 10 calendar

days. The approved individuals are to be mobilized within 14 calendar days, thereafter. No individual can be

changed throughout the tenure of the project. Any change has to be approved by PFC in advance with

minimum overlap period.

7.3.5 Provide help in obtaining necessary approvals of changes before implementation of each of the project.

Pre-Award Stage Activities in ALL projects

Assisting PFC in selection of (i) System Integrator for SAP-ERP implementation, (ii) Cloud Service Provider

(CSP/MSP) for Setting the Disaster Recovery Site on Cloud, (iii) System Integrator for IT Network & Security

refresh, (iv) System Integrator for Compute & Storage refresh, (v) Third Party Auditor for entire IT

transformation etc.

7.3.6 Assisting PFC during tendering processes of ALL the projects, finalizing the RFPs, handling pre-bid queries if

any, furnishing clarifications, releasing Corrigendum if required.

7.3.7 Assisting PFC in Technical Evaluation of bids received, Prepare demo/structured walkthrough (SWT) scripts,

Organize demo and their evaluation, Evaluation of RFP responses.

7.3.8 Prepare technical evaluation report for all stacks and Implementation Service Providers based on evaluation

results of the bids submitted by the bidders

7.3.9 Presentation on technical evaluation to PFC on the shortlisted System Integrators, TPA, or any other service

provider on-boarded for the successful IT transformation project at PFC.

7.3.10 Preparation of Award documents such as integrity pact, NDA (Non-Disclosure Agreement), End user licenses

agreements, Contract agreements etc. to be signed with the successful bidders.

Program Management of Implementation

7.3.11 Review of Detailed Project Reports /Solution Documents / Implementation plans submitted by the different

System Integrators / Service Providers (SI) and ensure that they are aligned with the Master Project Plan with

mutual agreement of PFC, PMC and respective Implementation Service Provider (SI).

7.3.12 The PMC must review the progress of the ERP implementation with PFC team periodically and must provide

status updates to PFC management in the form of a report and highlight any deviations with recommended

actions.

7.3.13 Lead a full life-cycle ERP implementation (requirement gathering to roll-out) for the organization. Interact

closely with senior management to understand the organization’s needs and to ensure acceptance of the

system across the board.

7.3.14 Assistance in transitioning to the new setup, including finalizing historical data and open transactions &

balances has to be transferred to the new system, standardization of data masters etc.

7.3.15 Suggest and implement process improvements for PFC by introducing ERP automation software. Create well-

deliberated design specifications for the customization of ERP modules based on the needs of PFC.

7.3.16 To review the test plans and ensure the adequacy of Integration testing, Unit testing and User Acceptance

Testing (UAT) process conducted by SI leading to signoffs.

7.3.17 Assess to ensure whether the conversion process adopted for transferring data to the ERP system is adequate,

documented and signed off by PFC management and ensure implementation of all features and fundamentals

for integrated transactions and processing.

7.3.18 Assess whether enough processes and controls exist for data verification during the data upload process.

7.3.19 Supervising the execution of all the Projects carried out by the SIs and Escalation of slippage in

implementation timelines; mitigate/ resolution for issues leading to delay in implementation project; and

regularization of reasonable slippages.

7.3.20 PMC shall Monitor and ensure the compliance of the product/service delivery by the SI with intended quantity

& quality within defined timelines. PMC shall also ensure that various statutory & regulatory compliance are

met by SI.

7.3.21 Review the progress of implementations and provide status updates to various committees within the

defined interval in a predefined form of a reports/presentations and highlight any deviations with

recommended actions/ mitigations for successful project implementation.

7.3.22 Coordinate for Technical Users Training & End Users Trainings as intended by PFC.

ERP Business Blueprint/System Design document Review

7.3.23 The Business Blueprint/system design document to be vetted by the PMC. It would be PMC’s obligation to

optimize process timings to best global practices.

7.3.24 The PMC needs to ensure implementation of uniform and standardized IT enabled business processes at all

PFC locations based on the Global template.

7.3.25 Analyze in finding the functional gaps on the ERP with the help of Implementation partner and assist PFC in

addressing the issues pertaining to functional gaps.

7.3.26 The PMC shall monitor the review of ERP Configurations/Setup done by TPA

Pre-Go Live/ Final Rollout Readiness Review

7.3.27 Review the adequacy of the pre-Go-Live readiness & required documentations drafted by the System

Integrators (SI).

7.3.28 PMC shall also manage the activities of SI as part of Go-live, stabilization and change management.

7.3.29 Identifying & Assistance in implementation of issues after Final Rollout.

7.3.30 Preparation of Quality Assurance Plan and Quality Monitoring.

7.3.31 Assistance in Vendor Performance Evaluation during Implementation / Production / Rollout / etc.

Change Management

7.3.32 Identify and document the changes required in the existing processes in terms of systems, procedures,

formats, rules, policies, training needs, delegation of power and other soft issues etc. for faster and better

implementing the ERP package / complimentary applications decided by PFC.

7.3.33 Educate management and employees at all levels of the proposed changes and their benefits to the

organization.

7.3.34 Interacting, PFC officials across PFC Units (through well trained and experienced professionals) to map change

management requirement in phases, recommend methodology and implement successfully to the

satisfaction of PFC.

7.3.35 Devising Change Management Strategy and execute requisite interventions for driving the change. Coach and

train PFC team across various levels. Ensure with the change management efforts for engagement and active

participation of stakeholders, effective communication and training plans.

Assistance in commissioning of IT Infrastructure and DR setup

7.3.36 Assistance in procurement of hardware, software, network, security etc. Vetting the hardware sizing for the

proposed ERP implementation.

7.3.37 Help the infrastructure team to create a disaster recovery site and a high availability environment using the

available technology like virtualization, cluster farms, network accelerators, etc. to ensure business

continuity.

7.3.38 Help the implementation of information security controls and assessments of security risks for the IT services

in PFC. Help resolve critical application level security issues in time for the application level security of all web

applications.

7.3.39 Plan for a backup and recovery to create an automated backup of the ERP server. Formulate a recovery

strategy for a minimum turnaround time in case of disaster.

Third Party Audit and Risk Management for ALL Projects

7.3.40 PMS shall supervise the audit process carried out by the appointed TPA. PMC shall review the audit plan &

the timelines submitted by the TPA and ensure that the objectives are met. PMC shall be managing the TPA

audit of all the modules / projects till the UATs of each is successfully completed.

7.3.41 PMC shall define & implement project risk management framework for all the projects. PMC shall analyze

foreseen Risks in ERP implementation and suggest/ recommend plans to mitigate / manage the risks.

7.4 DELIVERABLES

7.4.1 PMC shall submit an Inception Report defining the Project approach, Master Project plan, Indicative Timelines

and Manpower resources to be deployed etc.

7.4.2 PMC shall submit Risk assessment and recommended mitigation plan,

7.4.3 PMC shall record Minutes of the meetings held with various System Integrators during the project

implementations. PMS shall submit periodical progress/review report, give presentations to Management

and any such documents pertaining to completion and continuity of the entire IT transformation.

7.4.4 Technical Evaluation Reports for Selection of (i) System Integrator for SAP-ERP implementation, (ii) Cloud

Service Provider (CSP/MSP) for Setting the Disaster Recovery Site on Cloud, (iii) System Integrator for IT

Network & Security refresh, (iv) System Integrator for Compute & Storage refresh, (v) Third Party Auditor for

entire IT transformation etc.

7.4.5 Change Management Report depicting changes required in processes/formats/procedures/training, ERP

implementation plan for implementing ERP modules/complimentary applications.

7.4.6 User Acceptance Testing Report & Pending Issues, clearly depicting pending issues to be resolved.

7.4.7 Final Report on issues & resolution after final Rollout, identifying pending issues to be taken-up further.

7.4.8 Vendors’ Performance Evaluation Reports at different Stages, identifying any gap between desired and actual

performance of Vendors.

7.4.9 Complete transfer of all working papers, detailing, presentations, write-ups etc. to the owner i.e. PFC at

various stages before end of the complete project.

8.0 RESOURCE DEPLOYMENT

The Project Management Consultant firm should ensure a minimum team size consisting of resources as prescribed below. However, the PMC should evaluate and deploy actual need of additional personnel required to be deployed during the assignment for successful completion.

Team leads will report to project manager along with risk management resource where in team members will report to respective team leads. Team Leads are the SPOC for the respective stack monitoring activities. Further, overall PMC assignment should be owned & monitored by a senior executive over & above of project manager whom shall be named in the bid document clearly stating the name, designation, experience and contact details.

Member Member Member Member Member

Project Manager

Team Lead for ERP Implementation

Project Management Project Risk

Assessment and Management

Resource

Team Lead for DC & DR

Implementation Project

Management

ERP PMC Team Member

ERP PMC Team Member

ERP PMC Team Member

DC/DR PMC Team Member

DC/DR PMC Team Member

Member

Onsite Project

Coordinator

S. No. Resource Number of Resources

I. Project Manager (Part of Steering Committee) 1

Full-time Onsite PMC Resources

II. For Single stack SAP-ERP Implementation

a) Team Lead 1

b) Team Members 3

III. For IT Infrastructure Refresh & Disaster Recovery Setup

a) Team Lead 1

b) Team Members 2

IV. Project Risk Assessment & Management Resource 1

V. Onsite Project Coordinator (For arranging meetings, MoM documentation, PMC related reporting, Coordination with various stack-holders for timely task completion

1

VI. Back-Office Support (as per requirement) -

Total Min. Resources deployed 10 Nos.

Note: The above are the minimum number of resources to be deployed & PMC shall time to time deploy additional resources (without additional costs to PFC) as per project requirements & timelines.

Back office Support: The PMC shall ensure required back office support to onsite deployed resources whenever required for the successful completion of the IT transformation projects at PFC. Further, PMC should be able to demonstrate the capability of resources at their Center of Excellence/ Back Office Support arrangements in the presentation to the PFC committee. PMC is required to exhibit strong ERP functional/ technical expertise to ensure successful completion of intended ERP implementation and guide the appointed SI whenever required. The PMC is required to provide suitable guidance to resolutions with the support of their CoE/ Back Office, when SI is clogged during execution of the Project Management Activities.

9.0 PRICE SCHEDULE

Sl. No Project name Price (INR)

I. Project Management for Implementation of single stack SAP-ERP and audit by TPA

II. Project Management for Setting up of Disaster Recovery (DR) Site on Cloud and audit by TPA

III. Project Management for IT Infrastructure Refresh (Network & Security) and audit by TPA

IV. Project Management for IT Infrastructure Refresh (Compute & Storage) and audit by TPA

Note: The bidder shall quote separately for above four projects (Sl. no I - IV). However, each of the above projects shall include activities of Third Party Audit & Risk Management as detailed in Para 7.2 Va and Vb.

10.0 PAYMENT TERMS

The payment to the PMC under the Contract will be made by the Owner in line with the relevant provisions of GCC

and as per the guidelines and conditions specified hereunder. All payments made during the Contract will be on

account progressive payments only. The payments would be released as per the following terms after achieving

the milestones indicated therein: -

S. No Milestones

Percentage of Payment as per Price

Schedule due on completion of the

milestone

1 Project Management of Implementation of single stack SAP-ERP

90%

(i) Submission of detailed Project plan after consultation with PFC team and SI.

10%

(ii) Assisting PFC in a) Technical Evaluation of Bids, b) Selection of SI, c) Preparation of required documents (LOA, NDA etc.) & d) Appointment of SI

5%

(iii) Business Blueprint submitted by SI and subsequently vetted by OEM

5%

(iv) Completion of Data Migration & completion of data migration audit by TPA.

10%

(v) Implementation of standard Business Modules and Successful UAT Completion and signoff; System Audit, Go-Live & Operations stabilization.

40%

(vi) Implementation of Custom modules. 15%

(vii) OEM Audit, User Training, Documentation, Submission of Audit Reports by OEM & TPA

5%

2 Project Management of Implementation of Disaster Recovery Setup on Cloud

90%


10%

S. No Milestones



milestone

(ii) Technical Evaluation of Bids, Selection of SI, preparation of required documents (LOA, NDA etc.) & appointment of SI

5%

(iii) Successful Configuration of DR site as per project implementation plan

30%

(iv) Successful Migration of Applications from DC to DR site as per project implementation plan

30%

(v) Successful Conducting of mock DR drill 10%

(vi) User Training, Documentation, Audit Report Submission

5%

3 Project Management of Implementation of IT Network & Security Refresh

90%


10%


5%

(iii) Completion of Delivery of all IT Network & Security items as per BOM

30%

(iv) Commissioning of IT Network & Security items as per scope.

30%

(v) Performance & UAT Completion Signoff 10%


5%

4 Project Management of Implementation of IT Computing & Storage Refresh

90%


10%


5%

(iii) Completion of Delivery of all IT Compute & Storage items as per BOM

30%

(iv) Commissioning of IT Compute & Storage items as per scope.

30%

(v) Performance & UAT Completion Signoff 10%


5%

5 Completion of All Project Management Consultancy work.

10%

Completion of All Project Management Consultancy work of all the above IT transformation projects including Third Party Audits and Project Risk Management

Remaining 10% payment of overall PMC project cost shall be paid on

S. No Milestones



milestone

successful completion of the PMC assignment.

11.0 SPECIAL CONDITIONS OF CONTRACT

11.1 Time Schedule

Time is the essence of this contract and PFC intends that this “Turnkey” assignment for the appointment of Project Management Consultant to manage the entire IT transformation project has to be carried out with highest care to ensure the intended timelines. Since, this being an ambitious project for PFC, it is intended that the PMC should carry out the project management with utmost due diligence, highest quality within a stipulated time period for ensuring complete success of the project.

11.2 Termination

In case of quality compromise in the services of the Project Management Consultant, PFC reserves the right to take suitable action & may also terminate the contract anytime during the engagement, without any further compensation on the grounds of inappropriate response by the PMC. PFC reserves the right to cancel / terminate full or partial scope of work without assigning any reason at any point of time during the PMC contract.

11.3 Liquidated Damages The PMC shall ensure the completion of each activity as per the indicative time frame

failing which LD as penalty will be levied as below:

S. No. Activity / Milestone Delay Penalty (Deduction)*

I. Implementation of SAP-ERP along with Parallel Audit

For Each Week Delay 1 % of (I) of Price Schedule with upper limit of penalty of 10% of (I)

II. Setting up of Disaster Recovery (DR) Site on Cloud along with Parallel Audit

For Each Week Delay 1 % of (II) of Price Schedule with upper limit of Penalty of 5% of (II)

III. IT Network & Security Refresh along with Parallel Audit

For Each Week Delay 1 % of (III) of Price Schedule with upper limit of Penalty of 5% of (III)

IV. IT Computing & Storage Refresh along with Parallel Audit

For Each Week Delay 1 % of (IV) of Price Schedule with upper limit of Penalty of 5% of (IV)

Note: Delay caused due to System Integrator/Service Provider (SI)/ PFC users would not be loaded on to PMC for liquidity damages where PMC has already flagged the same to PFC in advance.

11.4 Single Entity as Project Management Consultant

PFC intends to appoint a single organization to carry out the end-to-end project management consultancy work on a turn-key basis. The bidder is not permitted to form a Consortium or Sub-contracting under this scope of work. PMC shall also be debarred from participating in any of the forthcoming tenders of projects (or related projects) covered in this RFP.

11.5 Change of Deployed Resource

In case any of the deployed resource leave the project due to any reason then the Project Manager must inform PFC regarding the same in advance. Alternate resource of similar or higher qualification & experience must be deployed after an interview process by PFC. Further, the PMC should arrange for proper knowledge transfer (KT) for the newly inducted resource at least for 15-man days.

11.6 Statutory Allowances to Resources deployed

PMC shall ensure Dearness Allowance (DA), Travel Allowance (TA), Provident Fund (PF), Medical, Insurance,

Travel and other statutory allowances shall be taken care by the PMC and a certificate in this regard shall be

furnished.

11.7 Tools/ Software/ Hardware and Equipment

The appointed PMC firm shall bring state-of-the-art audit tools/ software / hardware (Laptops and/or

Desktops) and other associated Equipment required for efficient Project Management work. The bidder shall

ensure that the tools/software used in the Project Management work have the required licenses as applicable.

Any use of such tools/ software should be as per the mutually agreed Project Plan submitted by the PMC

whether in premise or through remote. Cost of all the proposed tools, software applications, scripts etc. shall

be inclusive of the prices indicated for the subject PMC work.

12.0 MINIMUM QUALIFYING REQUIREMENTS (MQR)

The Bidder needs to comply with all the conditions of qualifying requirements/ eligibility criteria mentioned in

the relevant clauses of Instructions to Bidders (INB) / Special Conditions of Contract (SCC) of RFP. Non-compliance

to any of these criteria would result in rejection of the Bidder’s proposal. The bidder is required to provide valid

proof as required for each of the criteria for eligibility evaluation. Bidder whose proposals comply fully with the

provisions of minimum qualifying requirements shall be listed as qualified bidders and shall be considered for

further evaluation.

Criteria Sno Detailed Requirement Supporting Document

Organizational i. A Company / Limited Liability Partnership/ Firm, registered in India not less than FIVE (5) years old, as on Bid submission date & engaged in providing IT Consultancy services/ IT Project Management Consultancy.

Copy of Certificate of Incorporation / registration duly attested by authorized bid signatory or any valid legal documentary proof.


ii. Bidder should have valid PAN, GSTN registration.

Copy of PAN & GSTN registration duly attested by authorized bid signatory.

iii. The bidder should have its office in Delhi / NCR region.

Valid proof duly attested by the authorized bid signatory.

Manpower Strength

iv. The bidder should ensure sufficient manpower as back office support to avoid any hindrance from project management work. The same should be demonstrated during the presentation. The Manpower should have mix of skill sets to cover the entire gamut of IT consultancy, in the areas of

Business Strategy/ consultancy

Hardware

Software Implementation

ERP Implementation

IT/Application Security

Documentation

IT Disaster Recovery

A certificate complying with this criterion should be furnished by the “In-charge of HR function”, duly attested by the bid signatory.

Financial v. Bidder must have an average annual turnover of INR 15 crores in the “Similar work” (Rupees Fifteen Crores) for the last THREE (3) financial years ending 31st Mar 2019.

Certificate from Auditors / Company Secretary signed in original and endorsed by the bidder’s representative signing the bid.

vi. Should have Positive Profit After Tax (PAT) in last THREE (3) financial years ending 31-Mar-2019.

Audited balance sheets.


Experience vii. Bidder should have completed "Similar work" during last FIVE (5) financial years ending 31-Mar-2019 of Contract value as follows: Three similar works costing not less than ₹ 1.12 Crore each;

(or) Two similar works costing not less than ₹ 1.41 Crore each;

(or) One similar work costing not less than ₹ 2.25 Crore.

Copies of PO and completion certificate. OR Completion certificate from client certified by CA/auditor. OR Any other supporting documents as described in the section “Documentary Evidence of Projects ”.

Client’s Net worth

viii. The Bidder should have completed at least one “Assignment” with Bank/FIs having minimum net worth of ₹100 Crores, in last FIVE (5) financial years ending 31-Mar-2019

Audited Balance Sheet / Certificate from Auditors / of the Client Bank/FIs

AND Copies of PO and completion certificate.

OR Any other supporting documents as described in the section “Documentary Evidence”

AND “Documentary Evidence for Client”.

Obligatory ix. Should not be blacklisted by a Govt. organization/PSU in India.

Undertaking by the bid signatory for the non-blacklisting certificate as per the enclosed Performa in this tender document.

13.0 EVALUATION CRITERIA

Only those bids, which have been determined to be substantially responsive and meet the minimum eligibility criteria as per the Minimum Qualifying Requirements (MQR) and are complete in all respects, will proceed for the further evaluation stages in the tender process. The tender documents submitted should be legible with proper indexing of all pages as well as the supporting documents. Evaluation of bids involve following stages:

13.1 Detailed Technical Evaluation

All qualified bids as above shall be considered for further detailed technical evaluation on a score of 100 points scored based on a weighted point system, assessing each bidder’s ability to satisfy the requirements set forth in

RFP as per the methodology detailed in this section. Evaluation of the Technical Bids shall be based on the following parameters and associated weightages as follows:

S. No. Criteria Max Mark

s

Evaluation criteria

I. Experience in Central (or) State Govt. Organization/ PSUs. Assessment shall be based on the “Documentary Evidence” submitted by the bidder for the above. Bidder should provide project experience in following pairs: a) SAP Review / Consulting/ Implementation services in

SAP-ERP AND b) IT Advisory/ Consulting / Auditing services in IT

Infrastructure/ Datacenter /Disaster Recovery / Cloud Implementation.

10 5 Marks for

each pair of projects

completed in

last Five (5)

Financial years

& as on bid submission

date.

II. Experience in: Banking / Financial Institution/Large Corporates: Assessment shall be based on the “Documentary Evidence” submitted by the bidder for the above. Bidder should provide project experience (not necessarily in same contract or for same client) in following pairs: a) SAP Review / Consulting/ Implementation services in

SAP-ERP AND b) IT Advisory/ Consulting / Auditing services in IT

Infrastructure/ Datacenter /Disaster Recovery / Cloud Implementation.

25 5 Marks for

each pair of

projects

completed in

last Five (5) Financial years

& as on bid submission

date.

III. The Bidder should have completed at least one

“Assignment” with Banking / Financial Institution Clients

having minimum net worth of ₹100 Crores, in last FIVE

(5) financial years ending 31-Mar-2019. The assessment

of “Assignment” shall be based on the “Documentary

Evidence” submitted by the bidder.

The assessment of Client shall be based on the

“Documentary Evidence for Client” submitted by the

bidder.

15

Net worth >=100 <200 3 Marks per

Assignment

Net worth >=200<300 6 Marks per

Assignment


Assignment


Assignment

Net worth >=500 15 Marks per

Assignment


s

Evaluation criteria

IV. Proposed Team Members profiles: The team should consist of ONE team leader/Project Manager along with other team members having experience in relevant areas. The team members & team leader/Project Manager shall be deployed on Full Time basis onsite and which shall continue till completion of the assignment. Assessment shall be as per the details provided by the bidder in the Bio data of the Team Leader and the Members. The team should consist of members with below skill sets:

(i) Project Management in SAP-ERP Implementation & Risk Management

(ii) IT Infrastructure/ Asset Management, (iii) IT Security Implementation/ Consultancy (iv) Data Centre / Disaster Recovery / Cloud

Services Implementation / Consultancy

CVs (in format as

per Annexure

attached) of

proposed

resources

including team

lead/project

manager needs

to be submitted

duly verified by

the HR /

Authorized Bid

signatory of the

company having

details of

projects

undertaken,

educational

qualification,

certification(s)

etc.)

Qualification & Experience:

(i) Project Manager (Over All Projects): a. Should have a Professional degree such as

MBA/ PGDBM/ BE/ B. Tech/ M. Tech/ MCA/ CA/ICWA.

b. Should have at least ONE of the certifications i.e., Prince2 / PMP certification(s).

c. Minimum Fifteen years of experience in Review/Recommendation/ Consulting/ Project Management/ Advisory services in SAP-ERP & IT Infrastructure of DC/DR.

d. Should have handled at least ONE project for Banking/ Financial services sector during the last three financial years (i.e. FY 2016-17, 2017-18 & 2018-19) and till bid submission date

e. Should have handled at least THREE projects for Review/Recommendation/ Consulting/ Project Management/ Advisory services in SAP-ERP & IT Infrastructure of DC/DR during three financial years (i.e. FY 2016-17, 2017-18 & 2018-19) and till bid submission date, in which minimum ONE project should in the area of SAP-ERP.

7 As Per Criteria

(ii) Team Leader (SAP-ERP Implementation): 5 As Per Criteria


s

Evaluation criteria

a. Should have a Professional degree such as MBA/PGDBM/BE/ B. Tech/ M. Tech/ MCA /CA/ICWA.

b. Should have minimum TEN years of experience in Review/ Recommendation/ Consulting/ Project Management/ Advisory services in SAP-ERP Implementations.

c. Should have completed at least one of the relevant SAP certifications.

d. Should have handled at least ONE project for Banking/ Financial services sector during the three financial years (i.e. FY 2016-17, 2017-18 & 2018-19) or till bid submission date.

e. Should have handled at least TWO projects for Review/ Recommendation/ Consulting/ Project Management services in SAP-ERP during last three financial years.

(iii) Team Leader (IT Infrastructure / DR Setup): a. Should have a Professional degree such as

MBA/PGDBM/BE/ B. Tech/ M. Tech/ MCA. b. Should have Minimum TEN years of

experience in Review/Recommendation/ Consulting/ Project Management services in IT Infrastructure/ DC/ DR/ Cloud setup.

c. Should have completed at least one of the certifications among Data Centre /Cloud technology / Network Security.

d. Should have handled at least ONE project for Banking/ Financial services sector during the three financial years (i.e. FY 2016-17, 2017-18 & 2018-19) or till bid submission date.

e. Should have handled at least TWO projects for Review/Recommendation/ Consulting/ Project Management services in IT Infrastructure/ DC/ DR/Cloud setup during last three financial years.

5 As Per Criteria

(iv) Risk Management Resource: a. Should have Minimum Four years of

experience in Risk Management for IT Projects.

b. Should have handled at least ONE project for Banking/ Financial services sector during the three financial years (i.e. FY 2016-17, 2017-18 & 2018-19) and till bid submission date.

3 As Per Criteria

(v) Team Members (For SAP-ERP PMC): having the following experience

a. Should have a Professional degree such as MBA/PGDBM/BE/ B. Tech/ M. Tech/ MCA/ CA/ICWA.

9 As Per Criteria

(3 Marks Each

Resource)


s

Evaluation criteria

b. Should have completed at least one of the relevant SAP certifications.

c. Minimum THREE years of experience presently ongoing without break, in Review/ Consulting/ Project Management services/ Implementation in SAP-ERP.

(vi) Team Members (For IT Infrastructure / DR PMC): having the following experience

a. Should have a Professional degree such as MBA/PGDBM/BE/ B. Tech/ M. Tech/ MCA.

b. Minimum THREE years of experience presently ongoing without break, in Review/Recommendation/ Consulting/ Project Management/Implementation services in IT Infrastructure/DC /DR/ Cloud Setup.

4 As Per Criteria

(2 Marks Each

Resource)

(vii) One Onsite Project Coordinator: having the following experience

a. Should have Professionals with degrees such as MBA/ PGDBM/ BE/ B. Tech/ M. Tech/ MCA/CA/ICWA.

b. Minimum Two Years of experience presently ongoing without break, in IT project management

2 As Per Criteria

V. Presentation by the bidders. Presentation shall be adjudged on the following parameters:

a) Bid/Proposal Quality b) Team of Resources (including back-office

expertise & resources) c) Relevant experience d) Project Methodology e) Timelines

15

The bidder must score at least 80% marks in the above detailed technical evaluation to be declared as technically

qualified bidder. Price bids of only technically suitable bidders shall be opened. Also, all the resources should be

deployed full time for the completion of the scope of work.

Note 1a: “Similar work” means that the bidder should have experience (not necessarily in same contract or for

same client) in Project Management Consultancy / implementation in:

(i) SAP-ERP Review / Consulting/ Implementation services in SAP-ERP AND

(ii) IT Infrastructure (Network/ IT-Security/ Compute/ Storage/IT Hardware) / Data Center / Disaster

Recovery Centre / Cloud Services.

Note 1b: “Assignment” means that the bidder should have experience in Project Management Consultancy /

implementation in:

(i) SAP-ERP Review / Consulting/ Implementation services in SAP-ERP OR

(ii) IT Infrastructure (Network/ IT-Security/ Compute/ Storage/IT Hardware) / Data Center / Disaster

Recovery Centre / Cloud Services.

Note 2a: “Documentary evidence” shall include any of the following documentary proofs:

Letter of Award (LOA) or purchase order (PO) supported along with Satisfactory completion certificate by

clients;

Confirmation of receipt of payment of minimum 80% of order value duly certified by qualified auditor;

Whenever combined experience is sought, ie. SAP-ERP related areas & Infrastructure related work, they

are not necessarily from a same contract or for a same client.

Separate “completion certificate or proof of documents” for each of the related work in SAP-ERP (Review

/ Consulting/ Implementation services etc) and Infrastructure related work (Network/ IT-Security/

Compute/ Storage/IT Hardware) / Data Center / Disaster Recovery Centre / Cloud Services) shall be

counted as separate experience.

Any other documentary evidence to establish completion of the work.

Note 2b: “Documentary evidence for Client ” shall include any of the following documentary proofs:

Audited Balance Sheet of the Client;

Certificate from Auditors of the Client;

Any other documentary evidence to establish client credentials as required.

13.2 Financial Evaluation

The Financial Bid of those Bidders who have been found to be technically eligible will be opened. The Financial bids

of ineligible bidders will not be opened. The Financial Bids shall be opened in the presence of representatives of

technically eligible Bidders, who may like to be present.

PFC shall inform the date, place and time for opening of the Financial Bid.

13.3 Evaluation and Comparison of Bids

80 % weightage shall be given for Technical Score and 20 % weightage shall be given for Financial Score. Technical

Bid shall be assigned a Technical score (Ts) out of a maximum of 100 points, as per the Scoring Model provided in

the “Detailed Technical Evaluation” section.

The commercial scores would be normalized on a scale of 100, with lowest score being normalized to 100 and the

rest being awarded on a pro‐rata basis.

Such normalized scores would be considered for the purpose of QCBS (Quality & Cost Based Selection) process,

explained in section below.

Final Evaluation Criteria ‐ Quality and Cost based selection (QCBS)

The individual Bidder's commercial scores (CS) are normalized as per the formula below:

Fn= Fmin/Fb * 100 (rounded off to 2 decimal places)

Where,

Fn= Normalized commercial score for the Bidder under consideration

Fb= Absolute financial quote for the Bidder under consideration

Fmin= Minimum absolute financial quote

Composite Score (S) = Ts * 0.8 + Fn * 0.2

The Bidder with the highest Composite Score would be awarded the contract.

14.0 BID QUALITY

14.1 The proposal should have checklists for MQR and Technical Evaluation of the documents submitted

against what has been asked in the RFP. It should include

The Reference clause of RFP.

Bidder response.

Annexure details.

14.2 The bidder should provide a detailed index of the documents submitted for the proposal.

14.3 The documents submitted should be in clearly readable form.

14.4 The files should have proper naming convention

ANNEXURE-1

CV FORMAT

#

1. Name

2. Qualifications

3. Relevant

Certifications

4. Years of relevant

Experience

5. Details of Projects undertaken with Tenure, and Project detail and Work area.

i Project1 Tenure

Client Type

Project detail

Work area.

ii Project2 Tenure

Client Type

Project detail

Work area.

iii Project3 Tenure

Client Type

Project detail

Work area.

02:09:197:I:20-21:PMC Dated 10.06.2020 CORRIGENDUM

Documents

Transcript of 02:09:197:I:20-21:PMC Dated 10.06.2020 CORRIGENDUM