Ensono Response to State of Arkansas

Ensono Response to State of Arkansas December 7, 2018

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-1 – Cover Letter and Executive Summary

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1.0 Propos,al Signature 1Pag1e

1.1 Pro posal Si,gnah1re Pag1e Tllf>FI or .Pfinf Ute fo!1awioo inform8llon.

PROSPECTIVE CONiiRA.'IC:TOR'S INF OR MA TION

Comlf)an'.)!: Ensooo, LIP

Add ress: 3333 Finley Road

City: Downers GrO\!e Slat,e: J Ill

Business D IM l'Mua [J Sale, PriJprie ora Designation: 181 P'artne p D Corparatian

Minoriity and Im Not Applic1;1b1e D Americim Ind· n D A!:.ian Anneri,:;~m Women-

Cl A~n Ame,rican Owned O Hi!;.p _ ic American D Pacific Islander American

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I Zip Code: I oos10 D Public Sfil'\lloa corp D 1-kinf)fQ ,t

0 SBl'Vica Oisal!Jla~ Veterar1

0 \Narnen-Owned D&sigimatlon• ~

• See, Minority lJIJd ~n.01wied Business Pohf:y AR Gariilication ·# :

P1ROSPECTIVE CONTRACTOR C:ONiT ACT I NFORMATIO,N Ptcvide c-onlad infbrma!iwl lo b-~ r.rsed for saflcfttttloo retmed malle-rs.

Contac1 Pe~o:n ; Doris Gaiser Title: Saleo Executive

Pho 8: (501) 952--4757 Alternate PI\One: NA E:rrnal : Doris. [email protected]_com

OONFIRMA T1IONI 10F ReDA,CTED COPY

~ YES, a redacte-d oopy ,of submission liocume.nts is enclosed_

D NO, a rec:lac ed copy of submission docl.IT!'IOOIS ts mu enclooed. nderstarldl a. full copy of non-redacted submi~sion documents l b _ eased If reque!/. ted.

Noftr If a redac ea copy of th~ submission document. is nm provided with Prospective Contractor's response pack~t ~i~d neitl19r box i's checked, a copy of me OOfl-redacl,ed docoments, with h~· exoop/ion of financial dala (other !'ha-ri pricing), wifl be roie'llsed in mspornw lo miy requasl made under lhe Atkttnsa.s Freedom of information Ac1 (FOIA)_ Si;ifl SoliciJation for addltiona i'nfomuu'kH1.

ILLEGAL IMMIGRANT C·ONFIRMA TION

By sign[ng and s rrnitti g a resiponse to tli'il<S Sot, · aoon, a P ospec ive Coo aclor agr-oo:s and certifies Iha! 111.ey do not el'flpl'oy or -contract with ii eg,al rrnrn· ra ts. IF seleoted. tie Pr-ospeciive Conltaclor certlfuel!i that t ey wiD oot employ or con c '!Mith illegal i:mm· ran during lhei ~ - r gate term or a contract

ISRAll:L BOYCOTT RESTRICTION 1C:ON FIRMIA TION

By checkin;g1 the box below, a Prospective Contracior ~ -ees and certifies. tih.m: lne:,i do nol boyc.o · l!S!rael , and if selecte I

wi I not boy<:otl lstael du~'ilg tile ~gregate term ,of the ccntract.

l'!ll Prospective Coolractor does oot anci will not boioott lsra.e .

An official aarhorized to b.iod the Prospoct1v"' Ca,ntradar to a re-sultant con tract sha# sign bel,ow.

he signature below sign ifies agrn1eme11t at any exception that conflicts with a Requirement of llhi:s Solicita,tioa wll l cause 'the P'rospec:tive Contra.ctor''s pro,posal to i@cied .

,<: ::> . Authort.zed Sllgna.ture:_ \ ___ :,r... ___ ~ -------Pr'ntedlTyped Na,me:.__,_f.....;;;e.;_-t_;,e...;_r-_~_. _ '_I ________ _


T-1 Cover Letter and Executive Summary

Response Template

RFP #: SP-19-0025

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ensono I OPERATE FOR TODAY. OPTIMIZE FOR TOMORROW.

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2.0 Table of Contents

2.1 Table of Contents

Instructions: Provide a Table of Contents for the proposal. This should include all parts of the proposal, including response forms and attachments, and should be identified by volume and page number. The structure of the proposal should match the structure of the Response Templates for ease of proposal evaluation. The Table of Contents should identify all sections, figures, charts, graphs, etc.

Table of Contents

1.0 Proposal Signature Page 1

T‐1 Cover Letter and Executive Summary 2 2.0 Table of Contents 3

2.1 Table of Contents 3 3.0 Executive Summary 5

3.1 Executive Summary 5 4.0 Minimum Mandatory Qualifications 9

4.1 Minimum Mandatory Qualifications 9 5.0 Prospective Subcontractor Contact Information 10

5.1 Prospective Subcontractor Contact Information (if applicable) 10

T‐2 Corporate Background and Experience 11 1.0 Corporate Background 12

1.1 Corporate Background 12 1.2 Past Mergers and Acquisitions 13 1.3 Financial Information 13

2.0 Corporate Experience 45 2.1 Understanding of Data Center Optimization Services 45 2.2 Existing Business Relationships with the State of Arkansas 47 2.3 Business Disputes 47 2.4 Projects Completed in the Last Seven Years 47 2.5 Prospective Contractor Quality Certifications 62

3.0 Assumptions 66 3.1 Assumptions 66

T‐3 Project Organization and Staffing, and Staff Experience 67 1.0 Contractor Project Staffing 68

1.1 Key Personnel 68 1.2 Subcontractor Key Personnel (if applicable) 72

2.0 Prospective Contractor Project Organization and Staffing Plan 80 2.1 Project Organization and Staffing Plan 80 2.2 Staff Management 84 2.3 Training Policies and Procedures 84 2.4 Staff Retention 85 2.5 Work Location(s) 85 2.6 Resumes 86 2.7 Collaboration 107

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2.8 Governance 107 3.0 Assumptions 108

3.1 Assumptions 108

T‐4 Methodology and Requirements Approach 110 1.0 Methodology 111

1.1 Planning and Migration 111 1.2 Tools 113 1.3 Quality 114

2.0 Approach to Deliver Requested Services 115 2.1 Overall Approach (Planning and Execution) 115 2.2 Discovery and Information Gathering 119 2.3 Transformation 121 2.4 Readiness 122 2.5 Information Risk 122

3.0 Service Level Requirements 128 3.1 Service Level Requirements 128

4.0 Assumptions 130 4.1 Assumptions 130

T‐5 Work Plan and Deliverables 133 1.0 Project Management 134

1.1 Project Management Methodology 134 2.0 Deliverables 136

2.1 Key Deliverables 136 3.0 Project Plan 151

3.1 Project Workplan 151 4.0 Assumptions 161

4.1 Assumptions 161

T‐6 RFP Response Checklist 162 1.0 Prospective Contractor Checklists 163

1.1 Prospective Contractor Response Checklists 163 1.2 Prospective Contractor Additional Forms Checklists 165 1.3 Prospective Contractor Attachments Checklists 165

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3.0 Executive Summary

3.1 Executive Summary

Instructions: Provide a brief three (3) to five (5) page summary of the key aspects of the Prospective Contractor’s Technical Proposal. The Executive Summary should include an overview of the Prospective Contractor’s qualifications, approach to deliver the services described in the RFP, time frame to deliver the services, proposed team and advantage of this proposal to ADFA and DIS.

Ensono is pleased to provide this response to the State of Arkansas for Data Center Optimization services.

Ensono provides flexible but robust IT solutions that address clients’ current needs while anticipating and engineering solutions for the ever‐changing demands of tomorrow. We are trusted by some of the world’s most successful companies because we deliver complete IT infrastructure solutions and governance customized to each client’s IT journey.

Ensono’s services offerings include consulting and advisory services focused on infrastructure and security; hosting and managed services for mainframe, midrange, servers, and private cloud; data center colocation services; and managed public cloud (Azure, AWS).

For this engagement, Ensono is partnering with Excipio to further strengthen the capabilities we can bring to the State. Excipio Consulting, LLC is a services provider that delivers analytical resources and a proven methodology to radically improve technology‐related decisions.

Excipio brings a proven analysis framework for performing technology, business, and financial assessments. Excipio has applied this analysis framework to develop migration blueprints and detailed plans that resulted in highly successful migrations for the States of Michigan and Minnesota, with similar work for the State of Kansas currently in process. We will leverage this expertise to gather a complete understanding of your current environment – validating the baseline infrastructure, mapping server and application dependencies, and analyzing compliance and risk implications.

Upon completing this inventory and assessment phase, we will develop the blueprint for the target environment and deliver the Target State Architecture Design and Migration Strategy, showing the State of Arkansas exactly how to transition from the current environment to a more rational, efficient, secure, and sustainable model.

At the conclusion of the discovery and planning phase, we will have delivered:

Inventory and assessment of IT assets across businesses. Design and blueprint of target environments. Map of strategies for consolidation and optimization. Strategy documents with detailed process of IT migration, key milestones, and timelines.

Ensono Data Center Migration Services will provide:

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Provisioning of the target state architecture.

Implementation of the core network infrastructure design.

Logical and physical migrations of applications and infrastructure.

Transition and turnover to the steady state team for ongoing support.

Ensono will assign a dedicated team from our Ensono Global Projects and Implementation (GPI) organization to implement the solution from start to finish. The team, which will consist of project management professionals, architects, and solution delivery engineers, will own the end‐to‐end implementation and serve as the single accountable party for project delivery.

At the conclusion of the implementation phase, Ensono will have delivered on the State of Arkansas’ vision for an efficient, secure, and compliant Shared Services infrastructure across two active data centers (SDCW and the new facility) with connectivity and integration into public cloud services. This new environment will provide the foundation for the State’s digital transformation, supporting existing and future clients/agencies.

Ensono is aligned with the project timeline envisioned by the State and as defined in the RFP. We expect the planning phase to be three months in duration and the migration of the MAC infrastructure to be 12 to 18 months based on inventory provided in the RFP. A detailed work plan will be refined post discovery and assessment activities.

Ensono and Excipio will staff this engagement with senior‐level professionals who have extensive experience planning and implementing complex migrations for large enterprises and state governments.

Our partners at Excipio will provide a senior team whose members are experienced in data center operations (servers, storage, network), facilities, application management, disaster recovery, internal and external solutions, migration, and overall data center management. Key credentials of the team include Uptime Institute data center, Data Center Infrastructure and Engineering Specialist, Certified Data Centre Professional, PMP, and several others defined in this response document. Example States with Excipio data center engagements include Delaware, Florida, Kansas, South Carolina, Michigan, Minnesota, Ohio, Pennsylvania, and Washington.

The figure below provides three sample client environments that Ensono migrated successfully in the last two years, demonstrating our experience with large and complex migration projects.

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Insurance

2,300 SERVERS

.............................

....... 12 3~i ~ MONTH PB i

MIGRATION STORAGE i

fUUl MAINFRAME 5,000 MIPS

Business Communications

- 2,000 SERVERS

_...... 10 2 7 ~ MONTH PB

' MIGRATION STORAGE

MAINFRAME 12,000 MIPS

Business Data Services

3,400 SERVERS

........_ 12 2 : ~ MONTH PB O

' MIGRATION STORAGE

MAINFRAME 2,600 MIPS

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As you evaluate proposals you receive, please consider the following advantages that differentiate Ensono as a systems integrator and services provider:

1. Ensono will design and implement efficiency with sustainability. Our target state architecture will be designed to deliver the efficiencies desired by the State on Day 1 with the flexibility to adapt to evolving technologies so that efficiency can be sustained into the ever‐changing future. One of our tag lines is “Operate for today, Optimize for tomorrow,” and that is exactly our approach to helping clients with their digital transformation. With Ensono, you are partnering with a services provider with deep experience with technology and security solutions across all platforms in your scope. We are uniquely qualified to help you:

a. Evaluate the technical, business, and financial benefits of technology decisions. b. Transition from one platform to another today or in the future. c. Navigate, anticipate, and mitigate security and compliance risks.

2. Ensono offers a true partnership approach to this engagement. The State of Arkansas has

invested significantly in this project, and we value the work performed to date on the inventory data collection and the project technical and business requirements. We will leverage Excipio’s wealth of knowledge and State government experience in building upon this discovery effort to include application dependencies and risk profiles. For Ensono’s part, we bring expertise in infrastructure design, migration planning, migration execution, and operation and management. The decentralized nature of the State’s IT environments today presents opportunities for cost reductions. As your partner, we can help you evaluate and prioritize the most impactful initiatives. As an example, we have helped clients optimize ITSM tools and other software usage that have resulted in significant operational improvements and cost savings. We will infuse ideas and concepts like the aforementioned to help DIS optimize costs and services, including options to supply services in a “CIO as broker” model. We will operate transparently and ensure an exceptional client experience.

3. Ensono provides a comprehensive service management platform, called Ensono M.O. – our modus operandi – that we use to monitor and manage your entire IT environment. Ensono M.O. improves visibility into your entire hybrid IT estate with a location‐agnostic platform as a single source of truth. With its predictive intelligence, it increases availability by preventing service‐interrupting incidents. Ensono M.O. represents a single pane of glass into managing your mainframe, x86, AIX, and private/public cloud platforms. Ensono M.O. offers a unique capability for the ongoing steady state management of the Shared Services environment.

4. Ensono’s partner network includes some industry heavyweights such as Microsoft, AWS, and VMware to name a few. Earlier this year, Ensono was named 2018 Microsoft Datacenter Transformation Partner of the Year. Microsoft and AWS are particularly drawn to Ensono’s ability to help clients transform from legacy systems to their respective cloud offerings.

As you complete your selection process, we believe it is important for you to better understand who we are and how we live out our commitment to partnership. Ensono’s high‐touch customer service has been the cornerstone of our service delivery for nearly 50 years. Our culture is exemplified by the mission and values that guide our everyday thinking and actions:

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Our purpose To be a relentless ally, disrupting the status quo and unleashing our clients to do great things.

Our values Whether providing unprecedented solutions for clients or collaborating with each other to make unexpected connections, our team of experts exhibit these core values across every endeavor:

Honesty We’re transparent and accountable

Reliability We deliver on our promises

Collaboration We thrive as a team

Curiosity We relentlessly innovate on behalf of our clients

Passion We love what we do and share our enthusiasm

As an extension of DIS, our values will reflect in DIS’ values of Integrity, Professional Workforce, Innovation, Customer Focus, Constant Communication, and Continual Service Improvement.

Thank you for the opportunity to work with The Great State of Arkansas.

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OPERATE FOR TODAY. OPTIMIZE FOR TOMORROW.


4.0 Minimum Mandatory Qualifications

4.1 Minimum Mandatory Qualifications

Instructions: Prospective Contractor must complete the table below. Provide specific references to proposal locations that support the Prospective Contractor’s assertions that it meets the Minimum Mandatory Qualifications. Prospective Contractors that fail to provide clear, sufficient evidence that they meet the Minimum Mandatory Qualifications may be subject to rejection of proposal. ADFA and DIS may ask for additional clarifications relating to the Minimum Mandatory Qualifications prior to determination of compliance. Do not change any of the completed cells. Any changes to the completed cells could lead rejection of proposal.

Table 1: Minimum Mandatory Qualifications

# QUALIFICATION ITEM

DOES THE PROSPECTIVE CONTRACTOR

MEET QUALIFICATION

ITEM?

REFERENCE TO

PROPOSAL RESPONSE

SECTION

1

The Prospective Contractor and Prospective Contractor’s Subcontractors combined must have experience with three (3) U.S. Public Sector projects similar or greater in size, complexity and scope to this Project within the last seven (7) years. The State prefers the Prospective Contractor provide experience in the design of active-active enterprise data centers.

(Response Template T-2, Response No. 2.4 will be used to confirm this)

YES NO

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D


5.0 Prospective Subcontractor Contact Information

5.1 Subcontractor Contact Information (if applicable)

Instructions: Complete the following information regarding the subcontractor’s contact information. If more than one subcontractor is proposed, add more Tables as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.

Table 2: Subcontractor Contact Information

COMPANY INFORMATION:

Company Name: Excipio Consulting, LLC

Address: 1216 E Kenosha PMB 335

City, State & Zip Code:

Broken Arrow, OK 74014

Company Type (Check One):

Private Public

Arkansas Economic Development Commission Minority Business Certification Number (if applicable)

NA

Services to be Provided

Collect Current State Inventories Current state inventory report by agency Application inventory report by agency

Mapping of Dependencies Report mapping application dependencies to servers Report mapping dependencies between applications

Optional Risk and Prioritization Reports

Business Operational Compliance Report

PRIMARY CONTACT INFORMATION:

Name: Jeff Gilmer Title: Senior Partner

Address: 1216 E Kenosha PMB 335

City, State & Zip Code:

Broken Arrow, OK 74014

Phone: (612) 978-4493 Fax: NA

E-mail: [email protected]

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-2 – Corporate Background and Experience

T-2 Corporate Background and Experience

Response Template

RFP #: SP-19-0025

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1.0 Corporate Background

1.1 Corporate Background

Instructions: Describe the Prospective Contractor’s corporate background as it relates to projects similar in scope and complexity to the project described in this RFP.

Headquartered in Downers Grove, Illinois, Ensono provides hybrid IT solutions that address current client needs while anticipating and engineering solutions for the ever‐changing demands of tomorrow. We’re trusted by some of the world’s most successful companies because we deliver complete hybrid IT solutions and governance customized to each client’s IT journey. We support your business outcomes with purpose‐driven innovation. Ensono invests millions of dollars each year into innovation research and development, so our thought leaders and senior practitioners are uniquely capable of advising you on the art of the possible. We deliver every step of the way with security, consulting and client services that are second to none – including Ensono M.O., a proprietary governance platform that allows you to view and control all aspects of your IT estate in real time through a single pane of glass, regardless of location or platform. Ensono has more than four decades of experience managing business complexity and 15 years of proven cloud innovation, a track record that distinguishes us from our competitors. We have managed hundreds of complex migrations and have designed solutions that address a wide range of challenges that companies are facing today.

Our culture is collaborative and results‐driven, which helps our clients typically achieve immediate reductions in their total cost of ownership. We adapt to and work seamlessly within our clients’ culture and value the expertise of their employees. Our accountability when meeting our clients’ challenges keeps them with us for an average of 10 years.

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30,000 ruUl 350,000 0 .......__ SERVERS MAINFRAME MIPS 100% UNDER MANAGEMENT UNDER MANAGEMENT

SECURITY

0 ~ AUDITS

26~ 1.4MM+ PASSED BY CLIENTS

PB STORAGE TECHNOLOGY COMPONENTS -MANAGED ACTIVELY MONITORED

~~ ~ 0 ., ' u u

18,700 0 100% Gb/SECOND

DATABASES DATA CENTER AVAILABILITY INTERNET MANAGED ACHIEVED OVER LAST 5 YEARS BANDWIDTH


1.2 Past Mergers and Acquisitions

Instructions: Describe past mergers and/or acquisitions the Prospective Contractor has undergone in the last seven (7) years. Include name changes as a result of these mergers and/or acquisitions.

Founded as Acxiom IT in 1969, Ensono was divested in 2015 and rebranded early the following year to signify its commitment to innovation in hybrid IT solutions. In September 2016, Ensono acquired U.K. company Attenda. This improved Ensono’s ability to manage complex environments across the globe. Ensono also expanded its portfolio of offerings through the acquisition of Inframon, 2017 Microsoft Cloud Productivity Partner of the Year. In June 2018, Ensono acquired Wipro’s Data Center Services. This further expanded both the Ensono footprint and the company’s foothold in the global hosting market.

1.3 Financial Information

Instructions: Submit audited financial statements for the last three years, together with a current certification made by the CFO stating that statements are current, accurate and complete with the exception of any material adverse changes specifically described which have occurred in the status and/or prospects of the Prospective Contractor since the effective date of the most recent financial statement.

Ensono’s consolidated financial statements appear below. Ensono attests that they are current, accurate, and complete.

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Exceeding expectations for over 50 years ISG AmericasSourcir,g Standouts award in •Toe Brea lcthrou.gh 15"" category [2017) -

Ranked.#1 in Customer Satisfaction by

The Black Book of Outsourcing [2010)

Uptime Institute·

Uptime Institute Award for 10<Ji6 Data Center Availability {2011r-2015)

Recognized by.Sund~ Times as Top 100 Companies to Work For [2012-2017)

VMwarevCAN Partnerofthe Year{2017)

CEO AWARDSi Finance Monthly, CEO Awa rd (2017)

•······•····•····•········•····•·····•·····•···· .... u Launched cloud platform {2007)

Gartner.

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Ranked in Top 3forTecl'Ylology

Innovation by lriormationWeek [2011)

Ranked in Gartner Magic Quadrant, D3ta CenterOutsour:cing,

North America {2007-2014)

Gartner. Ranked in Gartner Magic Quadrant,

Cloud Management Hostirc, Europe (2014-2016 )

Gartner. Ranked in Gartner Magic Quadrant, Data Center Out.sourcing and lnfrastructLreUtilitySa-vices, North America (2017)

Oow-1~ G·o= Co•ie,w"c -.:,rd l20171

Microsoft Partner 2'010 Pt1Mf'>tol of tll4' Yfft Y,,\...,~

~~Tl.,,sf«l'NIIOIIAW¥d


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Ens.ono LP and Subsidiaries Consol idat,ed F,inanc ial Statements Decem ber 31, 2017 and 2016

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En son10 LP a rnd S,u bsid i ari es. l1111dlex Decem1ber 3,1, ,2117 and 2016

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Page(s)

Report of lndepemllent Auditocs ................................ ................... ·- ·· ············ ................................................................. 1

Consolrdated 1Ri11am:,r.::rl Statemeni:s

Bal.i! rnce Sfleets ........... - ·················- ····················- ···················-·················- ····················- ···················- ···············2

staten ts of Operaoons ...................................... ·-············································-·····················- ········································3

stat ot· Cornprehensi .. e Loss ······················-·····································································-·············································

staten of 6q . , . ·····················································- ················ .. ·····························- ····················- ··············· .. ··························· .. 5

staten of C:ash Fla~ ..................................... - ............................................... - ..................... - ......................... - ................ 6

Notes l:o Finooci.ill stii· .emerntS, .............. - .................... .. ......................................................................... - ......................... - ......... 1- 29


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lio Ille l:laturd of Partnern allld Management of IEnsono 1..13'

We 1111!11.'e audited the ac:co:mpan~ng ,c:oosolidafed fimmcial .state:me:n!.s of Ensooo LP and its subsidiaries, , , e Pa:rblerahip"), w1,-cluamplise ll"le oonsolidf!ted bf!lance shieets, f!S of lilerember 31, .2D1il' al'IKI 2016, and the liel.ared coosolid.ated statements of ope~ · ions, 0001:i:x;ehensive loss, equity and ,c:ash · · ,. far Dile years. then ertdedl

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i Pricewaterhouse:Coopers 'UP; OneNtmh Wildcsr, Clrii:.ago, H. 6a6o6 n (3uJ12_98 20,00, P.: (3L2J ~8'2DOJ, ·. m,;pwc.£Omjus


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Ensoino LP arnd S,ubsidiaries. Consolidated Balance Sheets December 3,1 2017 and 2016

20117 2016

The ac.oon1p11m}l'il'll!J notes are im ·n.tegrai part .f lllere ool'llSolidatec:l lioon cial statements,.

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E.nsollilo LP allild S,ubsidiiaries Cons,olidated Stateme1nts of Opemtii:ons Years Ended Dece,mber .31 , 2011 anid 2016

(dollar.; .in thousands} 20117 20116

The ac.coo1p~m'.!,!in,g notes are 311 ·ntegra1 part of lflere oornsolidated · niam:ial statements.

3

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E.nson,o LP and S,ubsidiaiiri es. Conso li dated St:ateme111ts of Com1prelhen1sive Loss Years Ended December 31 , 20i11 anJdi 2016

The acCOlil1p1tmyin,g notes are im ·ri.tegrai part of ltlese corn,olidated ifioo: cial statements ..

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Ensono LP and Subsidiaries Consolidated Statements of Equity Years Ended December 31 , 2017 and 2016

The accompanying notes are an integral part of these consolidated financial statements.

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(D => (J)

0 => 0


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E.nsorno LP and S,ubsidiaries. Cons,o,li dated Stateme111ts of Cash Flows Years Ended December 31, 20i111 and 2016

The accoo1p~J1l,l'img notes a re ru, · .. m1 part of lllese aomsolidaited firnanci s1atements_

6

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E,n so rno LP a rnd S,u bsidii ari es. Niotes to Conso idated Financial] Stateme1111ts December J,1 ,, 20il7 and 20r116,

7

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Ensorno LP and S,ubsidiall'ies. Niotes to Conso llidated Fina ncia I Stateme1111s December J,1 20il 1 and 20r16

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E.nsorno LP arnd Subsidiaries Notes to Consoillidated Financialll Statements Deceml1>e,r J.1 ,, .2@111 and 2(Jr16,

9

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Ensorno LP and Subsidiaries. Nlotes to C,onsollidat,ed Financial] Stateme111ls Decem ber J.1 , 29ill7 and 20r16,

10

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Ensorno LP and S,ubsidiaries Nlotes to Con so Ii dated Fina nc.ia II Stat,em ents December J,1 , 2017 and 20i16

111

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E.nsorno LP arnd Subsidiaries Nlotes to Conso idated Fina ncia II Statements December 31 20117 .and 20r16,

12

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En so no LP and S,u bsid i ari es. Notes to Conso llidat,ed Financial Statements December J.1 ,, .2011 7 and 20r1 6

(da/lfilS in· thous:;mds, except ,unit data)

13

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Ensono LP and S,ubsidiaries. N\otes to Co:nsolidated Financial] Stalements Decem ber J,1 , .2l!l117 and 20r16

(dolli'MS in· fhous,::mds, e;tE:cep_t unit d.a:ta)

14

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E,n so n;o LP and S,u bsidi ari es. Nlotes to Co:nsollidated Financial Statemellilts DecemllM!ir J.1 ,, 21il1i117 and 20r16

15

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Ensono LP and S,ubsidiall'ies. Nlotes to Consollidat,ed IFinancialll Stat,eme111ts Deceml)er J.1 , 2017 and 2016

16

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Ensono LP and S,ubsidiairies. tlotes to Conso llidat,ed Financial] St:atemeli1ts December 3,1 ,, 20il 7 and 20rU:;

17

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Enso1110 LP and S,ubsidiaries. Nlotes to Consollidated Financia l] Statements December 31. 20i11 and 20'16

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E.nsono LP and S,ubsid iaries. Nlotes to Conso lidat,ed Financialll Statements Decem oo,r J.1 , 2017 .and 20r16

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Enso110 LP arnd S,ubsidiaries Hotes to Conso!llidat,ed Financia l! Statements [}ecembe,r 31, 2Di11 ,and 2016,

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Ensorno LP arnd S,ubsid iar ies. Notes to Conso llidated !Financ ial! Stat,eme1nl s December J.1 ,, 21il1il l and 2016

(do/lfil"S in· tho.us-ands, except ,unit d.a~

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Ensono LP and S>ubsidiaries. Niotes to Conso Iida.led Fina nda II Statements December 31,, .2817 and 2(Jr16,

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E.n so rno LP a rnd S,u bsid i airi es. Nlotes to Consollidat,e,d Financia l Stateme111ts December 3,1. 1011 and 20'16

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Ensono LP and S,ubsidiaries. Nlotes to Conso idated Financia l] Statements Decembe:,r J.t, 2017 and 2016

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Ensorno LP arnd S,ubsidiiaries. Nlotes to Conso llidat,ed IFinancia ll Statements December 3,1 2111 and 2(Jr16

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Ens01110 LP and Subsid iaries Nlotes to Con so Ii dated Fina ncia II Stateme!lllts December J.1 ,, 2817 and 20r'I 6,

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E.nso110 LP and S,ubsid'iaries. Nlotes to Conso!idat,ed Financia l Statements lJleceml:Je,r J,1 ::Wt7 and 20rUi

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Ensorno LP arnd S,ubsidiaiiries. Nlotes to 1Conso!idat,ed Financial! Statements December J.1 .20i117 and 20r1 6

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E.n sono LP and S,u bsidii airi es. Notes to C:onso,lidat,ed Fina ncia II Stateme111ts Deceml:J>e,r 31 ,, 21!1111 and 20r16

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2.0 Corporate Experience

2.1 Understanding of Data Center Optimization Services

Instructions: Describe your understanding of the State of Arkansas DIS’ requirements and how your organization can provide the best solution to achieve DIS’ needs. Highlight the key differentiators and benefits of your organization and proposed solution. Please include any awards and honorable mentions earned by your organization in the context of helping clients (specifically Government) adapt to new technologies or with data center migrations, along with deployment of a highly virtualized and automated shared services environment. Condense and highlight in a maximum of three pages.

Ensono Understanding of Requirements

DIS desires to move out of its MAC data center and into a colocation facility that is at least 100 miles away from Little Rock.

DIS would like to engage a contractor that will validate the installed environment, design the target state architecture, develop the detailed migration plan, and execute the migration.

The desired end state is a Shared Services environment with active‐active data centers in the SDCW and new colocation facility.

The target state must be an optimized infrastructure that highly leverages virtualization, automation, self‐provisioning – elements of a private cloud environment.

This shared environment must be augmented with public cloud capability creating a hybrid cloud for current DIS customers and future agencies can leverage.

The migration process must be repeatable for future addition of State agencies into the Shared Services environment.

The environment must be secure and compliant with regulatory requirements.

The migration must minimize downtime to the affected agencies.

Ensono and its subcontractor, Excipio, can deliver on all of the above requirements.

Ensono provides infrastructure expertise to help DIS achieve this major transformation of its infrastructure. We have built these capabilities in our own data centers and in our client data centers. We can not only design and build this Shared Services environment for DIS, but we can provide remote hosting and/or managed services options should DIS want to explore the “CIO as broker” model that several states are adopting.

Our partner Excipio brings a proven methodology for the assessment and validation of the current environment, and an extensive resume of similar state government projects that positions our combined team to address all aspects of this project: technological, operational, financial, and risk/compliance.

Differentiators

Ensono

Infrastructure‐focused company with extensive experience migrating large and complex IT environments.

Deep expertise across all in‐scope platforms to help you build or broker IT infrastructure solutions for your agency clients.

Private cloud and managed public cloud (Azure and AWS) capabilities that will help the State’s adoption of and transformation to cloud.

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Ensono M.O., our integrated ITSM approach, which provides a single pane of glass to manage your multi‐platform Shared Services environment.

Expertise to help optimization of applications: Eliminate, Consolidate, or Transform.

High‐touch customer service.

Excipio

Reduced time with high accuracy

Proven EAMM® methodology

While many companies use soft dollar benefits in their analysis, Excipio focuses on hard dollars in its financial analysis.

Excipio does not sell hardware, software, or services from any other vendor and thus can be truly vendor‐neutral and objective in its analysis.

Independent business case justification.

Collaboration between business, financial, and IT.

Unified strategic business plan.

Awards

Ensono

2018

Microsoft Partner of the Year for Datacenter Transformation

Azure Expert MSP

Gordon McKenna named a Microsoft MVP (Most Valuable Professional)

ISG Breakthrough 15 Q1

ISG Breakthrough 15 Q2

IBM’s Platinum Partner Status

Ranked #4 on the Channel Futures MSP 501 list

MSP Mentor 501 Executive of the Year

Best Cloud Managed Service Provider for the UK Cloud Awards

Named a leader in the Traditional Archetype in ISG’s Data Center Outsourcing Provider Lens (analyst report)

Jodi Goglin included on CRN’s Women of the Channel list

Listed on CRN Managed Service Provider 500

UK Cloud Awards ‐ MSP of the Year

Listed on Sunday Times Best Places to Work for

Listed #146 on Crain’s Top Privately Held Companies

2017

Named ISG Breakthrough 15 Q1




Listed on Sunday Times Best Places to Work For

Won CEO Finance Monthly Award

Downers Grove Cornerstone Award

VMware vCAN Partner of the Year Winner

CA Breaking Barriers Award

Won Silver for Best in Biz Award for Executive of the Year – medium companies

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20 Most Promising VMware Solutions Providers

20 Most Promising AWS Solutions Providers

Excipio

Gartner listed Excipo as a recommended vendor in the following articles:

“Gartner Data Center Migrations on Budget by Securing the Right Resources,” November 29, 2017.

“Gartner Best Practices DC Migration,” March 6, 2017.

“Gartner Delivering Cloud Practices,” June 30, 2017.

2.2 Existing Business Relationships with the State of Arkansas

Instructions: Describe any existing or recent (within the last seven (7) years) business relationships the Prospective Contractor or any of its proposed subcontractors has with the State.

Ensono’s core infrastructure business was the former Acxiom IT Division, acquired in 2015 and rebranded as Ensono. Acxiom was founded in 1969 in Conway, Arkansas, and therefore has had a nearly 50‐year relationship with the State of Arkansas as a business and employer. Today, Ensono operates data centers in Conway and Little Rock, leases office space in Conway, and employs approximately 100 professionals in central Arkansas performing higher end IT functions.

Ensono has worked with DIS on prospective solutions, particularly with mainframe and disaster recovery solutions, and we look forward to the opportunity to engage contractually on this DCO project and other proposals.

Ensono’s account manager for the State of Arkansas is a Little Rock resident who has supported the State of Arkansas over a combined 20 years with her previous employer and now with Ensono.

2.3 Business Disputes

Instructions: Provide details of any pending litigation or contracts terminated for Cause or Convenience in which the Prospective Contractor has been a party within the last seven (7) years and associated reasons. This should be limited to litigation or contract termination for services similar to those as requested in this RFP.

Ensono is not aware of any material pending litigation or contract terminations for services similar to those requested in this RFP.

2.4 Projects Completed in the Last Seven Years

Instructions: The Prospective Contractor must have experience with three projects similar or greater in size, complexity and scope to this Project within the last seven (7) years. With each client example, identify whether the planning and execution were separate engagements. Indicate the level of transformation that occurred within the DC migrations and shared services deployments.

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Complete and duplicate the table below for each project. Do not change any of the completed cells. Any changes to the completed cells could lead to the rejection of proposal.

Table 1(a): Projects Completed in the Last Seven Years

PROSPECTIVE CONTRACTOR INFORMATION

Prospective Contractor Name: Ensono / Excipio Consulting

Prospective Contractor Contact Name: Jeff Gilmer

Project Dates: 2017-2018 Prospective Contractor Contact Phone: (612) 978-4493

U.S. PUBLIC SECTOR’S CUSTOMER INFORMATION

Public Sector: YES NO

Customer Name: State of Kansas

Customer Contact Name: Provided upon request per client requirements

Customer Phone: Provided upon request per client requirements

Customer Email: Provided upon request per client requirements

Customer Address: Provided upon request per client requirements

PROJECT INFORMATION

Total Prospective Contractor Staff Engaged: 12 total resources at different times on the project

Project Objectives:

The State of Kansas was faced with significant budget deficits and needed to develop a strategy to address aging technology assets, reduced funding and increased technology failures. Excipio initially started with an overall operations strategy with a focus on potential capabilities and a goal on meeting the reduced funding requirements while maintaining or improving the overall service to the citizens.

The work at the State of Kansas was focused on the following projects:

Mainframe Outsource Migration Desktop as a Service Vendor/Contract Management Data Center as a Service Network as a Service Disaster Recovery Planning Service Desk and Software Implementation

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Project Description including Level of Transformation:

Within 90 days, Excipio was quickly able to apply their EAMMSM processes to identify potential areas of savings for the State. The process involved:

Evaluation of state data centers which determined multiple options for a future strategy Defining and collecting information provided by the State Performing interviews of key personnel to understand business requirements and processes Creation and comparison of financial metrics for similar public sector clients Identification of key strategies to reduce IT costs Identification of areas of IT that were past due for refresh or upgrade of equipment

Prospective Contractor Involvement (Role and Scope): Excipio fulfilled multiple functional roles for the State of Kansas; Operations, Implementation, Financial and Procurement.

Data Center as a Service: Current state facilities and operations assessment, risk review of data centers, data center financials, market analysis of potential opportunities (colocation, data center as a service), development of RFP requirements, RFP coordination and award, contract negotiations, client oversight of transformation to awarded vendor.

Disaster Recovery: Critical business function analysis, definition of criticalities, risk, compliance, impact analysis, priority ranking of critical applications, requirements definition for DR software tool, infrastructure requirements for DR data center, creation of application and infrastructure recovery plans, tabletop and functional testing.

Mainframe as a Service: current state mainframe operations assessment, external market analysis, financial analysis, development of RFP requirements, RFP Coordination and Award, Contract Negotiations and Project Management Services for Transition.

Network as a Service: Market Analysis and Development of RFP Requirements. Vendor Management: Fiscal Spend Review/Categorization, Contract Review, Establish Vendor

Performance Review Process, Contract Renewal Negotiations/Consolidation and Establishment of Vendor Management Practice.

Centralized Service Desk: Market Analysis to Procure Software, Implementation of Software, Project Management of Service Center Buildout and Creation of Process/Procedures Documentation.

Desktop as a Service: Market Analysis, Development of RFP Requirements, RFP Coordination and Award, Contract Negotiations and Project Management Services for Transition.

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Project Benefits: From this work, Excipio identified there were minimal short-term savings to be had without cutting staff headcount.

Data center as a Service – Outsource data center services to stabilize environment and avoid high costs to bring current infrastructure current.

Mainframe as a service – Outsource mainframe services to stabilize environment and address aging workforce.

Network as a Service – Outsource network services to stabilize environment, avoid expensive refresh of network equipment and convert expense from OPEX to CAPEX.

Identify more than $15M in annual savings through Vendor Management via a series of analytical and cost reduction strategies.

Desktop as a Service - Convert purchasing of end user devices from CAPEX to OPEX, resulting in savings of $1.5M per year

PROSPECTIVE CONTRACTOR A KEY PERSONNEL ASSIGNED TO PROJECT

Name: David Hutchison Role: Excipio Project Sponsor

Name: Donna Shelite Role: Chief Information Officer

Name: Frank Gump Role: Senior Technical Consultant and SPOC

Name: Jeff Gilmer Role: Director Business Relations

Name: Mike Blumenfeld Role: Senior Technical Consultant

Name: Tom Luce Role: Senior Technical Consultant

Name: Mark Horne Role: Senior Technical Consultant

PROJECT MEASUREMENTS

Operating Budget of Organization: $15.5 Billion Annually (estimated)

# of Employees and External Users: 20,000 (estimated)

Estimated Start & Completion Dates

From: 2015 To: 12/ 2018

Actual Start & Completion Dates

From: 2015 To: 12/ 2018

Reason(s) for Difference Between Estimated and Actual Dates: Excipio successfully met all deadlines and is scheduled to complete the projects early.

How were the planning and execution agreements contracted (separate or one)? The multiple initiatives were under a master agreement with specific statements of work.

If the Prospective Contractor performed the work as a subcontractor, the Prospective Contractor should describe the scope of subcontracted activities: Not applicable

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Project Dates: 2014 to Present

Prospective Contractor Contact Phone: (612) 978-4493



Customer Name: State of South Carolina





PROJECT INFORMATION

Total Prospective Contractor Staff Engaged: 13 total resources at different times throughout the project

Project Objectives: Deliver disaster recovery plans for critical applications and infrastructure with urgent and high prioritization. Implement the disaster recovery plan software tool purchased by the State. Deliver implementation consulting services for the implementation of the disaster recovery data center.


Excipio conducted a disaster recovery assessment for the State and its 70 agencies. The study included an assessment of the State agency’s data centers, current agency disaster recovery plans for promoting the continuity of customer entities’ applications and systems, a statute examination, critical gap analysis, remediation recommendation, and a cost-benefit analysis.

Prospective Contractor Involvement (Role and Scope): Independent Technical Consultant. Current State disaster recovery assessment for the State and its 70 agencies including an assessment of the State agency’s data centers, disaster recovery plans, a statute examination, critical gap analysis, remediation recommendation, and a cost-benefit analysis. Disaster Recovery Requirements: Critical business function analysis, definition of criticalities, risk, compliance, impact analysis, priority ranking of critical applications, requirements definition for DR software tool, infrastructure requirements for DR data center, creation of application and infrastructure recovery plans, tabletop and functional testing. Implementation of disaster recovery plans for critical applications and infrastructure with urgent and high prioritization including the disaster recovery plan software tool purchased by the State. Project management and implementation of the disaster recovery data center.

Project Benefits: Continuity of customer entities applications and systems in the event of a disaster.



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Name: Tom Luce Role: Program Manager and SPOC


Name: Robert Thomas Role: Senior Technical Consultant


Operating Budget of Organization: 24 billion state budget

# of Employees and External Users: 35,000 state employees (estimated)


From:2014 To: June, 2020


From:2014 To: Current

Reason(s) for Difference Between Estimated and Actual Dates: Excipio has successfully met all deadlines

How were the planning and execution agreements contracted (separate or one)? Single master contract with separate statements of work


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Project Dates: December 2017 - present

Prospective Contractor Contact Phone: (612) 978-4493



Customer Name: State of Delaware





PROJECT INFORMATION

Total Prospective Contractor Staff Engaged: 9 total resources worked on this project at different times

Project Objectives:

The State of Delaware had legislative language which required the state to create, implement and provide a share services technology organization. While the intent was appropriate, the actual implementation lacked an overall strategy. Excipio was engaged to review the current state of the shared services organization. This included the IT environment operations around servers, mainframe, storage and backup, network infrastructure telecommunications, and end users.

Excipio also provided an assessment of the data center’s current state and an evaluation of potential options around upgrading/remodeling their existing facilities versus external vendor solutions, specifically colocation

Excipio provided factual data, comparative analysis and benchmarks as well as future strategic recommendations. While there are many factors, the key initiatives include: establishment of governance for state technology decisions, implementation of a true shared services organization, centralization of the technology resources, future data center strategy, alternative technology solutions ("As a Service, consumption-based vendor contracts, sourcing of commodities, etc.) and implementing a vendor management office.


The work at the State of Delaware is focused on the following projects:

o Data center strategies o Mainframe strategy o IT Service Management Policy and Governance o Organizational Plan for Centralization of Technology Resources o Shared Services Model o Vendor Management o Desktop as a Service

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Contractor Involvement (Role and Scope): Planning Phase

IT Service Management Policy and Governance – Document Current State and Develop Recommendations for Future State

Organizational Plan for Centralization of Technology Resources - Document Current State and Develop Recommendations for Future State

Shared Services Model - Document Current State and Develop Recommendations for Future State Vendor Management – Contract Review, Spend Review and Develop Recommendations for

Vendor Management Practice Desktop as a Service – Market Analysis, Development of RFP Requirements and Aid/Guidance

throughout RFP Process.

Implementation Phase

Data Center as a Service - Document Current State and Develop Options for Future State Mainframe as a Service – Document Current State and Develop Options for Future State IT Service Management Policy and Governance – Implementation of approved Future State Organizational Plan for Centralization of Technology Resources – Implementation of approved

Future State Shared Services Model – Implementation of approved Future State

Expected Project Benefits:

Development of “As a Service” model for Mainframe and Data Center to move infrastructure to a more stable environment and reduce costs.

Consolidation of creating resources to create efficiencies and savings Conversion of spend from OPEX to CAPEX to avoid large expenditures for infrastructure upgrades Establishment of Vendor Management practice to produce consistency and savings



Name: Frank Gump Role: Senior Technical Consultant and SPOC



Name: Tom Luce Role: Senior Technical Consultant



Operating Budget of Organization: $10 Billion (estimated)



From: December 2017 To: June 2019


From: December 2017 To: In process

Reason(s) for Difference Between Estimated and Actual Dates: The project is ongoing and Excipio has successfully met all deadlines

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How were the planning and execution agreements contracted (separate or one)? Initial project was an IT operations assessment, the current projects involve the planning and execution of the recommended strategies. This involved one master contract with separate statements of work.


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Prospective Contractor Name: Excipio Consulting LLC

Prospective Contractor Contact Name: David Hutchison

Project Dates: 2005-2011 Prospective Contractor Contact Phone: 918-357-5507



Customer Name: State of Michigan





PROJECT INFORMATION

Total Prospective Contractor Staff Engaged: 5 total resources worked on this project

Project Objectives: Identify, evaluate and determine a future data center strategy across 26 state data centers which were consolidated to two productions and one disaster recovery data center.

The State was having increased demands from technology adoption along with threats from a major blackout, ice storms, upwards of almost 200,000 email spam attempts through multiple unsecure data centers. In addition, storage demands increased from 13 terabytes of storage to 4.4 petabytes in a ten-year period. Other challenges included regulatory requirements for applications, email, storage and electronic records. On top of that, they faced cable cuts, hardware failures, network changes, computer viruses, organized criminal activity and hackers seeking financial gain. In addition, Michigan had seen historic budget shortfalls over the past decade.

This was initiated by a data center consolidation plan to reduce costs and increase efficiencies in the data center operations. Following the assessment, the Agency data centers were migrated into the selected State data centers, which was accomplished with no failures over the course of the project. In addition, significant cost reductions were accomplished during and at the end of the consolidation project.

The most recent projects included the analysis of the Agency disaster recovery requirements, categorization and priority ranking of recovery criteria, and implementation of the disaster recovery facility, infrastructure, staffing and applications for the State.

Prospective Contractor Involvement (Role and Scope):

Excipio has worked with the State of Michigan over multiple data center engagements. This included the initial evaluations of each agency data center locations, and the determination of the primary production and disaster recovery facilities.

The primary objective was to consolidate the 28 agency data centers into a centralized data center organization, including production, disaster recovery and overall support services.

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Project Benefits:

Long-term strategies for the optimization of the production and DR data centers. Implementation of the strategy Returned over $46.1 million over five-years in the form of actual rate reductions and credits for DC

services. Funded the DR planning with the agencies and realized an additional savings of $120,000 per year

in operational cost avoidance. NOTE: The State of Michigan received two NASCIO awards for both:

o The Data Center Consolidation o “The Government Cloud Protection Program: Disaster Recovery Services Transformed for

the Perfect Storm”.






Operating Budget of Organization: $59 billion state budget (estimated)



From:2005 To: 2011


From:2005 To: 2011

Reason(s) for Difference Between Estimated and Actual Dates: Excipio successfully met all deadlines

How were the planning and execution agreements contracted (separate or one)? One contract with statements of work


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Project Dates:2008-2012 Prospective Contractor Contact Phone: (612) 978-4493



Customer Name: State of Minnesota





PROJECT INFORMATION

Total Prospective Contractor Staff Engaged: 7 total resources

Project Objectives:

The legislature commissioned a study for the State to evaluate the potential to increase the efficiency, reduce risk, increase security, lower the overall cost of technology operations, and provide the State with an enterprise view and consolidation plan of the information technology services across 70+ agencies. Excipio was selected to provide an assessment and overall state strategy to meet the legislative study. The study incorporated three potential options, complete internal operations, complete outsourced operations and a hybrid approach, internal and external depending upon the requirements, roles, financials and ability to deliver state services.

Excipio was requested to provide the State with an enterprise view and consolidation plan of the information technology services across 70+ agencies. The final project included consolidation of over 2,000 IT resources, reduction of data center facilities, identification of an end user strategy and review of the network and telecommunications into a single technology entity known today as MNIT.

In addition, Excipio designed, developed, and implemented a new cost accounting methodology for the State's technical services integrated with its service catalog. The resulting cost model clearly defined costs to allow for effective allocation and metrics which correlate to service levels. This provided the reporting to substantiate the costs and services provided to all agencies in the State.

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Project Description including Level of Transformation: Excipio began with assessments related to the centralization of 40+ State Agency data centers, then a staffing resource assessment of the centralized IT support organization, followed by a State wide assessment and strategy for the consolidation and centralization of over 2600 IT state employees. The assessment included an evaluation of the following potential strategies:

All executive branch infrastructure functions and services are centralized to the Office of Enterprise Technology and in-sourced, i.e., provided by state employees. This model assumes that individual services other than the current telecommunications partnerships will not be outsourced (contracted to a third party).

All operations IT services are outsourced to a single third-party vendor with only contract management, quality control and security services managed by a small central state IT management staff (fewer than 50).

This “hybrid” option outsources most operations services to two vendors, based on their particular area strengths, and in-sources the remaining services. The model assumes that all services – whether in-sourced or outsourced – will be centralized and standardized.

These options were compared and scored on the following risk factors:

Contract Execution HR Implementation Transition/Transformation Financial Execution Executive Branch Acceptance

This included detailed interviews of all State Agencies to determine data center criteria, SLA’s, services, infrastructure, and required uptime and recovery requirements. This was followed by a data center consolidation plan to reduce costs and increase efficiencies in the data center operations. Primary activities related to this engagement included:

Analysis and determination of States DC Facilities Data Center operational and facilities risk analysis Determination of services criticality categories (24 to 48 hours, etc.) Interviews and prioritization of Agency services Financial cost benefit analysis including investments and cost reductions Presentation of results at Executive Management, Legislative and Governors cabinet level. Implementation of the recommendations have been in process over the past 24 months.

Prospective Contractor Involvement (Role and Scope):

Excipio also worked with the State of Minnesota over multiple Technology and Data Center engagements. This included the evaluations of State agency data centers, IT operations, mainframe-related services, server, storage and backup, end-user services, telecommunications, security, common infrastructure applications, and the determination of the potential production and disaster recovery facilities.

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Project Benefits: The result was an overall consolidation of 2,600 IT resources, reduction in data centers, reduced support costs, consolidated network operations and the state’s ability to move forward with digital solutions on a state-wide basis. The first phase of the strategy was consolidation of infrastructure which provided the foundation for the implementation of enterprise applications, such as collaboration tools (email, messaging, conferencing) and also citizen services like e-licensing. Additional efficiencies have continued to evolve based upon the foundational aspects of the strategy.


Name: David Hutchison Role: Project Sponsor and SPOC

Name: Jeff Gilmer Role: Business Relationship Manager


Operating Budget of Organization: $38 billion state budget (estimated)



From:2008 To: 2012


From:2008 To: 2012

Reason(s) for Difference Between Estimated and Actual Dates: Excipio successfully met all deadlines

How were the planning and execution agreements contracted (separate or one)? Master contract with multiple statements of work

If the Prospective Contractor performed the work as a subcontractor, the Prospective Contractor should describe the scope of subcontracted activities:

The team has performed assessments and strategies for hundreds of data centers, many including internal, external, colocation, cloud, DCaaS, and disaster recovery components in recent years, always meeting the client’s project timeline, budget, and other associated criteria. Some recent similar government projects include:

States of Delaware, Florida, Kansas, Michigan, Minnesota, Ohio, Pennsylvania, South Carolina, and Washington.

US Federal Government Department of Agriculture, Forestry Service, and Food Safety Inspection Services.

Hennepin County (Minnesota) and Los Angeles and Orange Counties (California).

Municipalities such as Anchorage (Alaska), Chicago (Illinois), Dallas (Texas), and Minneapolis (Minnesota).

State of Florida (2013)

The State desired to verify baseline costs for multiple primary data centers/computer room facilities and establish potential strategies for the future based upon potential optimization. In doing this, Excipio recognized that the primary data centers (PDCs) were high‐risk due to their location within a geographic

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region susceptible to natural disaster. It was imperative to provide an analysis of the current disaster recovery capabilities.

Excipio was engaged to complete:

Statute and application criticality analysis.

Criticality GAP analysis.

Risk remediation.

Cost‐benefit report.

As part of this assessment, a framework was created for establishing priority restoration applications and systems for over two dozen departments. Excipio identified top departments that should be covered, what their recoverability time should be, how often they should recover, and the most economical way to achieve this.

Excipio also provided four remediation recommendation options with thorough costs and benefits analysis of each solution, including implementation timing, flexibility, risks, costs, and values of each of these solutions.

State of Florida Department of Education (2015)

Excipio was contracted to develop a disaster recovery strategy for the department of education across the State of Florida. This strategy emulated the State’s but was specific to the Department of Education’s applications and services. The implementation provided a critical analysis and overall priority ranking and recovery strategy for the Agency.

State of Washington (2009‐2012)

Washington State was contemplating a change in the overall technology strategy related to the support of its agencies. Specifically, it had made the decision to build a new data center to consolidate its existing 42 data centers. Unfortunately, the State did not perform an IT assessment of any kind, instead basing the design of the new data center on the summation of the 42 data center’s current square‐footage footprints. The client hired Excipio to perform an IT assessment after 10 percent of the new data center had already been constructed.

Moving quickly, Excipio collected information on the capabilities of each participating agency and identified compute infrastructure optimization and potential financial opportunities related to consolidation into the State’s new data center.

Excipio’s evaluation revealed that the state only needed about 25% of the space previously anticipated. Other observations and recommendations included:

The current growth and future costs of the storage environment were beyond what is traditionally common in the marketplace.

The State was not benefiting from standardization, creating a complex situation that was difficult to maintain and cost‐ineffective.

Opportunities for cost savings around virtualization of power and cooling consumption existed. The facilities could reduce the number of physical servers by up to 1,000, equating to a potential cost reduction of $350K to $400K in annual operating expenses.

Through the implementation of storage management practices, there was opportunity to reduce future expenditures over five years by 30 to 50 percent, representing cost avoidance from $64M to $108M.

The State’s benefits included the reduction of its data center needs by 75 percent and the budget to run data centers decreased from $250M to $30M. Square footage decreased from 50,000 to 10,000. Through the implementation of storage management practices, the State had the opportunity to reduce

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such future expenditures over the next five years by 30 to 50 percent, which represents cost avoidance from $64M to $108M.

Commonwealth of Pennsylvania (2009‐2010, 2014‐2015)

Initial project included the evaluation of the State's eight larger agencies and the strategic plan to integrate from multiple data centers into a common location. This included the incorporation of data center facilities and operations (servers, storage, and network), allowing the State to gain efficiencies through consolidated operations. The second strategic plan involved migration of data center operations from an internal solution to a private cloud strategy. This included all production data center infrastructure (mainframe, servers, storage, network), server applications, and data center facilities. The results allowed the State to move into a more robust digital transformation that provided more cost‐effective solutions on a consumption basis, ultimately reducing the overall cost without impacting the quality of service.

2.5 Prospective Contractor Quality Certifications

Instructions: List in the Table below any quality certifications that are relevant to the proposed services.

Table 2: Quality Certifications

Prospective Contractor Quality Certifications

Item # Certification Certification Date (MM/DD/YY)

Comments – Include certifications appropriate for the proposed services

1. AWS Managed Service Provider Partner

2. AWS Advanced Consulting Partner

3. AWS Public Sector Partner

4. AWS Microsoft Workloads Competency Partner

5. AWS Channel Reseller

6. Ec2 for Windows Service Delivery Partner

7. Microsoft Partner of the Year for Datacenter Transformation

2018

8. Microsoft Azure Expert MSP (Gold)

2018

9. Microsoft Azure Migration Partner

2017

10. Express Route Deployment Partner

Various

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11. Microsoft Technology Center Delivery Partner

2017

12. Microsoft Azure Stack Early Adopter

Various

13. Microsoft Gold Partner – Cloud Platform, Datacenter, Enterprise Mobility Management, Windows and Devices

Cloud Platform: 2016

Enterprise Mobility: 2010

Windows and Devices: 2010

14. IBM Business Partner: Platinum

June 22, 2018* Ensono has achieved Platinum Partner level as a Managed Services Provider (MSP). Prerequisites to this level are sales success, capabilities, client satisfaction, and verified client references.

*Please note that prior to this date, Ensono was at Silver Partner level.

15. CA Platinum Authorized Partner

October 1, 2017

16. SOC 1 Type II, SOC 2 Type II*, PCI DSS AoC*

Renewed annually; *2H/2018

These are company Security related certifications.

17. Certified Business Continuity Professional (CBCP)

Various These are individual certifications.

18. Certified Information Systems Security Professional

Various These are individual certifications.

19. AWS Certifications (135) – Solutions Architect Associate, Solutions Architect Professional, Sys Ops Associate, Developer Associate, DevOps Professional

AWS Accreditations (>700) – AWS Business Professional, Technical Professional, TCO & Cloud Economics

Azure Qualified Technical Associates (>100) – Microsoft accredited associates, Certified Professionals for Cloud Platform, Azure P‐Seller Certified Professionals, Microsoft Most Valuable Professional, Authors of Microsoft Official

Various These are individual certifications for Project Management. The numbers in () indicate how many are certified.

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Courseware for Azure services

Capability Maturity Model Integration (CMMI) Associate (1)

Certified Business Continuity Professional (CBCP) (1)

Certified Information System Auditor (CISA) (1)

Certified Scrum Master (CSM) (5)

Certified Software Asset Management (CSAM) (1)

ITIL Expert (1)

ITIL Foundations (5)

Project Management Professional (PMP) (7)

Six Sigma Green Belt (SSGB)

20. Schneider Data Center Power Management (2)

Various These are individual certifications. The numbers in () indicate how many are certified.

21. APC PowerstruXure certified (1)

These are individual certifications. The numbers in () indicate how many are certified.

22. DCIS, Data Center Infrastructure Specialist

(2)


23. DCES, Data Center Engineering Specialist (2)


24. DCIE, Data Center Infrastructure Specialist (2)


25. CDCS, Certified Data Center Specialist by EXIN (2)


26. CDCP, Certified Data Centre Professional by EXIN (3)


27. ITIL Expert certification (2) Various These are individual certifications. The numbers in () indicate how many are certified.

28. ISO 20000 Consultant/Manager certification (1)

8/11/2010 These are individual certifications. The numbers in () indicate how many are certified.

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29. COBIT certificate (1) 2/13/2007 These are individual certifications. The numbers in () indicate how many are certified.

30. CBCP, Certified Business Continuity Planner (3)


31. CDRP, Certified Disaster Recovery Planner (1)

1990 These are individual certifications. The numbers in () indicate how many are certified.

32. CISSP Certified Information Systems Security Professional (1)

2014 These are individual certifications. The numbers in () indicate how many are certified.

33. PMP ‐ Project Management Professional (3)


34. DRII ABCP, Associate Business Continuity Professional (1)

11/26/2013 and renewed every year since

These are individual certifications. The numbers in () indicate how many are certified.

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3.0 Assumptions

3.1 Assumptions

Instructions: Document the assumptions related to this Response Template in the following Table. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to the rejection of proposal.

Table 3: Assumptions

ITEM #

REFERENCE (Section,

Page, Paragraph)

DESCRIPTION RATIONALE

1. 2. 3.

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T-3 Project Organization and Staffing, and Staff

Experience

Response Template

RFP #: SP-19-0025

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-3 – Project Organization and Staffing, and Staff Experience

Project Organization and Staffing and Staff Experience

1.0 Contractor Project Staffing

1.1 Key Personnel

Prospective Contractor should identify Key Personnel for the Project, including:

Name

Position in Prospective Contractor organization

Proposed role on Project

Focus of work effort

% of time dedicated to the Project

Experience in the proposed role

Qualifications for the proposed role

Role in the last three (3) projects

Instructions: Complete the following Table 1 detailing the Key Personnel identified for this Project. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.

Ensono Team

The Ensono team brings a wealth of experience in architecting infrastructure solutions, planning migrations, and executing migrations. Our technology power demonstrates our significant experience in enterprises like yours. We have migrated hundreds of client infrastructures into Ensono, client‐owned, and colocation data centers that comprise our environment today:

30,000 servers under management

26 PB of storage managed

1.4MM+ technology components actively monitored

18,700 databases managed

100 percent security audits passed by clients

30 Gb/second internet bandwidth

100 percent data center availability achieved over the last 5 years

Although some of the above statistics may be more relevant to hosted services, the experience in having migrated most of these clients to their transformative target state architectures is undeniable.

We are prouder of our people power – our associates are not only highly credentialed, but exemplify our culture every day. We boast:

2,000 associates around the globe

10 years average associate tenure

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15 years cloud experience

700 AWS and Azure accreditations

20 years average solution architecture experience

624 certified engineers

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Table 1: Prospective Contractor Key Personnel

NAME POSITION IN

ORGANIZATION

PROPOSED ROLE ON PROJECT

FOCUS OF WORK EFFORT

% OF TIME

PROPOSED ON PROJE

CT

EXPERIENCE IN PROPOSED

ROLE (Years)

QUALIFICATIONS FOR PROPOSED ROLE

ROLE IN LAST 3 PROJECTS

Ashok Kumar Migration Architect Migration Architect

Detailed migration planning 100% 15

Led large and complex projects for Ensono including multiple wave migrations of 3,000 server enterprise

Same

Firdous Kamal Senior Manager,

Solution Architecture

Solutions Architecture Manager

Provide oversight and direction during target state architecture design

25% 5

Master architect involved in multiple complex open systems migrations; Performed Ensono’s largest migration to date in 2017

Solutions Architecture Manager

J.D. Powell Solutions Architect Solutions Architect

Develop the target state architecture design; Provide proactive thought leadership, technical innovation, and transformational strategy; Serve as proactive advisor for service optimization, enhancement, and transformational initiatives; Assist in developing infrastructure solutions; Provide change management advisory and risk analysis;

Help oversee the technical project oversight; Deliver architectural documentation and service evolution roadmaps.

50% 16

Software developer by trade transitioned into infrastructure management; Designed and implemented complex IT infrastructure solutions for high‐profile enterprises and government entities.

Led team of Solution

Architects that delivered hybrid cloud services

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TBD Transition Manager Transition Manager

Oversee transition activities 70‐80% 10 Proven track record of success in managing large‐scale open systems migrations

NA

TBD Migration Engineer Migration Engineer

Execute strategies for datacenter migration and provide end-to-end solutions for internal and external customers; Involved with the transformation and migration of clients from multiple data centers. Gather application, technical, connectivity requirements with clients; Develop a business architecture model based on a situational awareness of various business scenarios and motivations; Apply a structured business architecture approach and methodology for capturing the key views of the enterprise; Capture the tactical and strategic enterprise goals that provide traceability through the organization and are mapped to metrics that provide ongoing governance.

70‐80% >5

Strong understanding of data center operations including applications, server, storage, network, database management, ITIL, BC/DR practices, high availability configurations, etc.; Experience planning and executing data center consolidations, relocations, and migrations; Hands on experience designing and building new data centers.

Bob Devermann

Senior Project Manager

Project Manager

Manage the project to ensure on‐time delivery.

100% 30 Certified PMP. Managed numerous large and complex projects.

Project Manager

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Please note that Ensono reserves the right to substitute equally qualified associates from its talent pool, depending on resource availability at the time of the engagement.

1.2 Subcontractor Key Personnel (if applicable)

The Prospective Contractor should identify the Prospective Subcontractor Key Personnel for the Engagement including:

Name

Position in Prospective Subcontractor organization

Proposed role on Engagement

Focus of work effort

% of time for that work effort

Experience in the proposed role

Qualifications for the proposed role

Role in the last three (3) projects

This section should also detail the past work each listed person has had with the Prospective Contractor or their staff.

Instructions: Complete the following Table 2 detailing the Prospective Subcontractor Key Personnel identified for this Project. This Table should be replicated for each Prospective Subcontractor used. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.

Excipio Team

This project requires individuals who can function as a team and understand the unique aspects of State public sector data center environment requirements. This senior team brings to the State knowledge of data center operations (servers, storage, network), facilities, application management, disaster recovery, internal and external solutions, migration, and overall data center management and experience in many client engagements of similar size and complexity. The Excipio team has performed assessments of hundreds of data centers in recent years. Total data center assessments and strategies for individual clients have ranged from single locations to more than 70 sites across larger geographic and international areas. States served by the Excipio team include Delaware, Florida, Kansas, South Carolina, Michigan, Minnesota, Ohio, Pennsylvania, and Washington. Primary Excipio project team members include:

Executive Project Sponsor David Hutchison

Senior Project Manager and Single Point of Contact Donna Shelite

Business Relationship Manager Jeff Gilmer

Senior Technical Consultant(s) David Hutchison Frank Gump Mike Blumenfeld Tom Luce Mark Horne

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-


Donna Shelite will lead the team of senior consultants who will support the project. Their backgrounds and experience specifically match the requested requirements for this engagement.

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Table 2: Prospective Subcontractor Key Personnel

NAME POSITION IN

ORGANIZATION

PROPOSED ROLE ON PROJECT

FOCUS OF WORK EFFORT

% OF TIME

PROPOSED ON PROJE

CT

EXPERIENCE IN PROPOSED ROLE (Years)

QUALIFICATIONS FOR PROPOSED ROLE

ROLE IN LAST 3 PROJECTS

David Hutchison

President Excipio Project Sponsor

Oversees entire project team; Responsible for verifying that the team meets the contract components, timelines, and overall project deliverables to client satisfaction; Utilizes experience with recent client implementations as verification of project solutions; Provides feedback and interaction with Excipio and client teams on assessment, current state, benchmarking gaps, and real‐world implementation of future recommendations where appropriate; Assigns additional team resources when applicable; Reviews and approves all client deliverables and presentations

30% to 50%

20 Data center certified (uptime institute), performing data center since 2001, multiple state clients through Excipio’s data center lifecycle management and EAMM®. Extensive experience working with public sector organizations on the federal, state, county, and municipal level, including states of Delaware, Florida, Kansas, Michigan, Minnesota, Ohio, Pennsylvania, South Carolina, and Washington.

Project Sponsor, Senior Financial Consultant,

Senior Technical Consultant and

SPOC

Donna Shelite

Senior Technical Consultant and Director of Public Sector Operations

Senior Project Manager and

SPOC

Manages the project timelines,

completion dates, milestones,

status reports, and all

communication; Develops the

project plan and schedule,

updating as needed; Serve as the

point of contact (SPOC) for all

project and assessment related

issues; Resolves project issues,

project risks, and other concerns;

Attends all interview sessions to

80% to 100%

20 Former Chief Operating Officer and Transformation Program Manager. Worked with Excipio on all aspects of projects, from plan development to data gathering, vendor management, project approval, and funding.

Senior Technical Consultant and Chief Operating

Officer

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ensure missing items or requested

documents are provided to both

parties in the timeline requested;

Ensures creation and review of all

project deliverables and provides

feedback; Proactively proposes/

suggests options and alternatives

for consideration; Prepares project

documents and materials;

Manages and reports on the

project’s budget; Utilizes change

control procedures, if required;

Coordinates all conference calls

and meetings with the client SPOC;

Assesses and reports project

feedback and status; Coordinates

and oversees the day‐to‐day

project activities of the project

team; Manages the quality of

information collected in the data

collection templates; Develops

assessment‐related project plans,

timelines, and recommendations;

Coordinates and provides hands‐

on involvement in day‐to‐day

assessment activities; Resolves

assessment‐/task‐related issues

and other related concerns; In

conjunction with the Excipio team

and quality assurance members,

creates, reviews, and provides

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feedback for all assessment

deliverables

Frank Gump Senior Technical Consultant, Senior

Financial Consultant, and Director of Operations

Senior Technical Consultant

Obtains and documents the

technical requirements for the

solution; Gains a detailed

understanding of the client’s

technical infrastructure, including

all network, server, storage,

backup, service desk, data center,

personal computer, printers,

applications, facilities, and other

related technical capabilities to the

specific engagement; Gains an

understanding of all support

processes and service level

expectations; Documents the

existing technologies, processes,

and regulatory requirements of

the existing infrastructure

environment

40% to 100%

>20 For the State of Kansas, served as SPOC and completed a current‐state analysis of the technology services to understand the total IT related costs of 13 executive‐level agencies. Successfully identified cost optimization strategies to reduce IT‐related spend by an estimated $15MM dollars. Developed, administered, scored, and managed the mainframe RFP process, resulting in an award for mainframe services. Developed new programs to convert existing IT expenses from CapEx to OpEx. Conducted IT operations assessment, strategy, and facility reviews similar to the scope of this engagement for Trustmark, the State of South Carolina, and the State of Delaware.

Senior Technical Consultant,

Senior Financial Consultant, and

SPOC

Tom Luce Senior Technical Consultant









40% to 100%

30 Completed recent work as Program Manager on projects for the States of Kansas and South Carolina. For the State of Kansas, responsible for overseeing the data center as a service, disaster recovery planning,

Senior Technical Consultant and SPOC, (Program

Manager)

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environment

the mainframe migration, service desk implementation, vendor management, and contract management. For the State of South Carolina, worked on the critical applications, disaster recovery implementation, and disaster recovery software implementation projects.

Jeff Gilmer Vice President, Senior Partner, Excipio Business Relationship Manager

Excipio Business Relationship Manager

Accountable to the Client Sponsor

for the overall performance of the

Excipio team; Presents to

appropriate steering committee,

executive staff, stakeholders,

agency management, and

policymakers in the city office;

Handles all agreement‐related

issues (contract, scope changes,

bill payment, and potential client

concerns); Supports management

of the contract; Facilitates dispute

resolution, if required; Advises the

client on performance under the

terms and conditions of the

contract

20% to 30%

30 Seasoned professional with more than 30 years in the IT industry. Presented Excipio's results to a variety of public sector audiences, including state legislatures, city councils, and federal agency boards of directors, senior executive teams, and small community forums. Extensive public sector and executive presentation experience, having presented to the States of Delaware, Florida, Kansas, Michigan, Minnesota, Ohio, Pennsylvania, South Carolina, and Washington, as well as many additional public sector clients


Mike Blumenfeld







40% to 100%

20 Highly accomplished Infrastructure Architect and Project Manager with an extensive background in IT operations, disaster recovery,


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environment

virtualization, data center consolidation, migration, and strategy. Served as a senior technical consultant on similar engagements, including the States of Kansas, Delaware, and Michigan and Milwaukee County. Performed the IT assessment and disaster recovery aspect of the Milwaukee County data center engagement, focusing on disaster recovery and managing the RFP process for the migration. For the State of Kansas, served as Senior Technical Consultant for the Enterprise Operations Assessment. Established client cost savings, disaster recovery capability, improved data retention, ability to control costs through capacity management, and access to optional infrastructure services for multiple public‐sector clients

Mark Morne Senior Technical Consultant










40% to 100%

>20 Completed recent work with Excipio disaster recovery planning, strategy, and critical application mapping for the State of Kansas, the State of South Carolina, and a large, North American financial institute


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environment

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2.0 Prospective Contractor Project Organization and Staffing Plan

2.1 Project Organization and Staffing Plan

The Prospective Contractor should describe the integrated Project Organization and Staffing Plan required to execute the proposed approach and create the deliverables required for the Project. This section should include details of the Prospective Contractor’s team, proposed use of Prospective Subcontractors, and the Prospective Contractor's expectations of DIS resources. This section should include a visual representation of the Prospective Contractor Project team including the reporting structure. The Prospective Contractor should also describe any additional staffing of business and technical resources the Prospective Contractor feels DIS should provide to support the delivery of the services and creation of all deliverables. The Plan should include the number of resources (both business and technical), anticipated role and responsibilities, level of participation and necessary capabilities/skills for both DIS and Prospective Contractor resources. The Staffing Plan should highlight the staff performing the roles required to deliver the scope of services outlined in the RFP.

Key Project Personnel identified are considered to be the core Prospective Contractor resources and are therefore expected to be the major participants in all procurement activities (e.g. oral presentations) and services delivery activities. If the Prospective Contractor is selected, its Key Project Personnel shall not be replaced without prior DIS approval during the life cycle of the Project.

DIS has the right to require Prospective Contractor replacement of Key Personnel or any person in the Prospective Contractor's team (including Prospective Subcontractors) for any reason not limited to inadequate skills, team work, and responsive attitude etc. barring EEO guidelines.

Instructions: Provide a Staffing Plan and associated organization chart detailing the number of personnel, level, roles and responsibilities, and team reporting relationships, and identify the approach to providing “shoulder-to-shoulder” links for key staff roles between Prospective Contractor staff and DIS staff. Show proposed Prospective Contractor personnel hours by phase, by personnel level, and by role for the entire Project. Identify all Key Project Personnel for the Prospective Contractor, personnel for DIS and their proposed roles.

Ensono Team

A partial Ensono organizational chart follows to demonstrate the breadth and depth of resources that will be directly and indirectly involved in this project.

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Core Ensono resources assigned to this project will include:

Engineering & Consulting will provide the architects that will design the target state architecture design and plan the migration.

Global PMO & Implementation will provide the Project Manager.

Operations will provide the team that performs the data center migration. Resources will include a Transition Manager to lead the effort and staff from Technical Operations, Client Service Operations, and Security Services.

Partner Engagement will provide oversight of the subcontractor partner.

Account Management will be responsible for the client relationship and satisfaction.

In addition to the project team members above, assistance may be provided from the following Ensono organizations:

Technology & Strategy and the CTO unit will provide consultative support for product or technology options.

Compliance & Assurance will consult on compliance and regulatory requirements.

Our subcontractor – Excipio – has assigned the resources highlighted below.

Excipio Project Sponsor

Time Estimate: 30 to 50 percent of total productivity cycles, based on the phase of the project

Responsibilities:

Oversees the entire project team.

Responsible for verifying that the team meets the contract components, timelines, and overall project deliverables to client satisfaction.

Utilizes experience with recent client implementations as verification of project solutions.

Provides feedback and interaction with Excipio and client team on assessment, current state, benchmarking gaps, and real‐world implementation of future recommendations where appropriate.

Assigns additional team resources as needed.

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Culture & People Experience

Associate Relations

Talent Acquisition

Service Management Integration

Legal & Services

CEO

Partner Engagement

Partners

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Capadty Management


Reviews and approves all deliverables and presentations.

Excipio Senior Project Manager and Single Point of Contact (SPOC)

Time Estimates – 80 to 100 percent of total productivity cycles, based on the project phase

Responsibilities:

Manages the project timelines, completion dates, milestones, status reports, and all communication.

Develops the project plan, schedule, and update as needed.

Serves as the single point of contact (SPOC) for all project and assessment related issues.

Resolves project issues, project risks, and other concerns.

Attends all interview sessions to ensure missing items or requested documents are provided to both parties in the timeline requested.

Ensures creation and review of all project deliverables and provides feedback.

Proactively proposes/suggests options and alternatives for consideration.

Prepares project documents and materials.

Manages and reports on the project’s budget.

Utilizes change control procedures, if required.

Coordinates all conference calls and meetings with the client SPOC.

Assesses and reports project feedback and status.

Coordinates and oversees the day‐to‐day activities of the project team.

Manages the quality of information collected in the data collection templates.

Develops assessment‐related project plans, timelines, and recommendations.

Coordinate and provide hands‐on involvement in the day‐to‐day assessment activities

Resolves assessment‐/task‐related issues and other related concerns.

In conjunction with the Excipio team and quality assurance members, creates, reviews, and provides feedback for all assessment deliverables.


Time Estimates – 20 to 30 percent of total productivity cycles

Responsibilities:

Accountable to the Client Sponsor for the overall performance of the Excipio team.

Presents to appropriate steering committee, executive staff, stakeholders, agency management, and policymakers.

Handles all agreement related issues (contract, scope changes, bill payment, and potential client concerns).

Supports contract management.

Facilitates dispute resolution, if required.

Advises the client of performance under the terms and conditions of the contract.

Excipio Technical Consultant(s)

Time Estimates – 40 to 100 percent of total productivity cycles, based on the project phase

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Responsibilities:

Obtains and documents the technical requirements for the solution.

Gains a detailed understanding of the client’s technical infrastructure, including all network, server, storage, backup, service desk, data center, personal computer, printers, applications, facilities, and other related technical capabilities specific to the engagement.

Gains an understanding of all support processes and service level expectations.

Documents the existing technologies, processes, and regulatory requirements of the existing infrastructure environment.

Excipio Organizational Chart for State of Arkansas*

* Note: The above presents key project team members. Additional members will be incorporated as needed.

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Primary Consultants

Tom Luce

Jeff Gilmer VP, Business Relationship

Manager

Mike Blumenfeld Senior Technical Consultant

Disaster Recovery Senior Technical Consultant

Operations DC Management Business Continuity Cloud

Cloud Project Manager Application and Infrastructure Services

David Hutchison President

Project Sponsor

Donna Shelite Senior Technical Consultant

&SPOC Public Sector Specialist DC Management Disaster Recovery Project Manager

Frank Gump Senior Technical Consultant

Finance Operations Network/Telecom DC Management Project Manager

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Mark Horne Senior Technical Consultant

Disaster Recovery DC Management Business Continuity Compliance


2.2 Staff Management

Instructions: Provide descriptions of the Prospective Contractor’s Staff Management approach. The Prospective Contractor should describe internal standards, policies and procedures regarding hiring, professional development and human resource management, including processes for ensuring that the Project will not be affected by fluctuations in Prospective Contractor staffing and other assignments. The response should also include a discussion of the Prospective Contractor’s management of Prospective Subcontractor staffing.

Ensono employs a structured program to sustain world‐class talent in support of its services business. Staffers progress through four levels of proficiency during their Ensono career. Level 1 is for interns who are actively recruited from college campuses. The Level 2 track is designed for new‐hires to receive training across multiple disciplines before they declare a specialization. Theses associates then progress to the Level 3 track, where they become proficient in specific domains (e.g., security, cloud, virtualization, capacity planning). Level 4 proficiency earns Solution Architect status, in which an associate is considered an expert in one or more domains.

Ensono uses Interskill Learning, which provides access to thousands of courses for product and technology training. The Ensono Learning Coordinator gets the curricula, organizes them into learning paths, and supports the overall objective of certification. Ensono’s certification process starts with vendor certification requirements. On top of that, individuals perform lab work, participate in coaching sessions, and gain field experience working with clients while supervised and observed by a coach/mentor. Ensono maintains the inventory skills and leverages analytics to provide a scientific approach to managing the company’s competencies. Ensono targets a minimum 70 percent of resources to be at Level 3 and 4 skills.

Client‐facing roles that work with mainframe customers are required to acquire and maintain at least Level 2 skills. These client‐facing roles are also subject to performance reviews influenced by client satisfaction as reflected in Net Promoter scores

Ensono’s partner ecosystem is integral to our success in the marketplace. We have a dedicated partner team that manages our relationships and engagements with our partners. Within individual projects, the partner is managed no differently than any other business unit within Ensono. For this project, our subcontractor Excipio will be completely immersed as part of the Ensono team and will report to the Project Manager as a peer group of Ensono architects and engineers. They will be part of the project governance process.

2.3 Training Policies and Procedures

Instructions: Describe Prospective Contractor's approach for training and education of its personnel, both initially and ongoing. Address how your organization keeps employees skills are current, relevant and applicable to emerging environments such as cloud, converged infrastructure.

Ensono provides training and education through the formal learning process described below as well as by leveraging industry conferences and vendor certification processes. Ensono is also an active recruiter

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of IT talent in the marketplace, which is an acknowledgement that the acquisition of IT talent will fuel business growth.

Ensono uses Interskill Learning, which provides access to thousands of courses for product and technology training. The Ensono Learning Coordinator gets the curricula, organizes them into learning paths, and supports the overall objective of certification. Ensono’s certification process starts with vendor certification requirements. On top of that, individuals perform lab work, participate in coaching sessions, and gain field experience working with clients while supervised and observed by a coach/mentor. Ensono maintains the inventory skills and leverages analytics to provide a scientific approach to managing the company’s competencies.

2.4 Staff Retention

Instructions: Describe Prospective Contractor's process and methodology for retaining Prospective Contractor personnel and ensuring that Key Personnel are consistently engaged on this Project. The Prospective Contractor should also discuss steps they have/will take to minimize staff turn-over to avoid costly re-training of Project resources.

Ensono takes a lot of pride in its ability to retain top talent. We believe our compensation, our benefits, our people, and our culture make Ensono an attractive place to work. (Ensono in the U.K. has been consistently ranked as one of the top 100 places to work.) In addition, Ensono leverages standardization in processes and tools to enhance productivity and ensure a consistent team approach to projects so that there is no single point of dependency. Our architects and engineers are trained to operate in a shared labor model so that team members can back each other up. Although there is no substitute for any team member’s innate capabilities, we believe that our approach mitigates the impact of associate departure.

2.5 Work Location(s)

The Prospective Contractor Key Project Personnel associated with the Data Center Optimization Project must be available to perform relevant tasks during key phases of the project as scheduled by DIS during normal business hours. The Prospective Contractor Key Project Personnel will be allowed to work off-site during non-key phases of the project that do not require in-person meetings.

At no time shall the Prospective Contractor maintain, use, transmit, or cause to be transmitted information governed by privacy laws and regulations outside of the United States and its territories.

Instructions: Describe the off-site locations where the Prospective Contractor proposes performing work associated with this RFP during non-key phases of the project.

Specifically identify where the Key Project Personnel identified in the RFP will be physically located for the duration of the Contract.

For each of the deliverables identified in the RFP, provide the percentage of work to be done at DIS’ provided facilities in Little Rock.

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Ensono associates work from the corporate office in Downers Grove (Illinois), from data centers and delivery centers across the globe (including Conway), and from home offices. Travel is not a detriment to our ability to staff and support projects. We can mutually determine the amount of time required to be onsite at DIS facilities in Little Rock, and we will staff and/or travel appropriately.

2.6 Resumes

Instructions: Provide a professional resume for each proposed Key Personnel. Each resume should demonstrate experience germane to the position proposed. The resume should include work on projects cited under the Prospective Contractor’s corporate experience, and the specific functions performed on such projects.

Ensono Team

Project Manager – Robert T. Devermann –MBA, PMP®

Summary

IT Project Manager with over 30 years’ experience developing and supporting B2B relationships and interfaces within prominent service organizations. Exceptionally strong service philosophy, with proven ability to work effectively with both external and internal clients as well as senior management and staff. Technologies developed and supported on a variety of platforms, including Mainframe, Unix (Sun/Solaris) and Intel. Areas of strength include project management, vendor management and client relations.

Skilled at working in highly dynamic environments with core in‐house systems as well as revenue‐generating and client‐facing and system‐to‐system applications

Effective manager with experience leading groups of up to 15 direct professional and technical personnel and motivating cross‐functional teams

Demonstrated accomplishments in areas such as Project Management, Software Development Life‐Cycle, Extended Relational Analysis and Process Mapping.

Professional Experience

ENSONO, 2016 ‐ Present Senior Project Manager (2016 – Present) Responsible for developing and driving the project deliverable timeline and managing the financial milestones for major new client onboarding engagements

ACXIOM CORPORATION, 2004 ‐ 2016 Project Manager (2007 – 2016) Managed Project Resources to the project schedule. Accountable for project deliverable timeline and financial milestones

Delivery Manager (2004 – 2007) Responsible for client relationship management overseeing the delivery of technology services to select Acxiom clients. Ensured policy designs to provide consistently high service performance and evaluated customer feedback to develop quality improvement processes.

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CCC INFORMATION SERVICES, INC., 1997 ‐ 2004 Manager – Production Application Support (2001 ‐ 2004) Managed staff accountable for the daily execution of key revenue generating server applications run over a broad suite of platforms, including NT, Unix and Mainframe. This included service level, budgetary and staffing responsibilities.

Project manager for the successful migration of the company’s key EDI applications from an obsolete AIX environment to a Sun/Solaris environment, adding stability to critical, unsupported legacy applications

Implemented an internally developed customer support tracking system that provided efficiencies through resource leveling and issue closure

Defined an outsourcing strategy that reduced the support spend while maintaining application coverage

Designed and implemented a Production incident tracking system that enabled quicker resolution of server and application incidents and provided corporate metrics on application availability

Served as project lead for the design and implementation of a solution to fulfill contractually obligated reporting requirements for data delivery., which was delivered on time and within budget and was well received by the client

Retained Technical Client Advocate responsibilities as detailed below.

Team Lead – Technical Client Advocates (TCAs) (2000 ‐ 2001) Supervised team providing system‐level support to flagship customers. Typically, this included support of custom data delivery interfaces. Duties included resource leveling of staff, transitioning new client responsibilities and resolving customer issues.

Selected to organize and lead this team as a cross‐function of the Operations and MIS organizations to fill a gap in the support delivery process

Led organizational growth from 2.5 FTEs supporting 14 clients to 3 FTEs supporting 35 clients. Developed revised costing template for the interface development group, which was used to

standardize project estimating Served as project manager for a successful parallel assignment interface development project with

revenue of $5 MM annually. Resolved support dispute with a significant customer by developing strong rapport, scheduling on‐site

visits and implementing a process for bi‐weekly meetings

Internal Consultant – Service Delivery Council (1998 ‐ 2000) Responsible for identifying cost savings opportunities throughout the company, defining the execution, and managing the project through implementation.

Participated in company‐wide process audit/redesign effort that identified +$4 MM in process efficiency savings

Identified and implemented a project to achieve $500,000 savings in operational efficiencies for a key audit product

Conducted an enterprise study that identified $300,000 in savings through fax automation Led an initiative to identify and track support and maintenance activity in Product Development,

which led to the implementation of time tracking software and enabled product line cost allocation.

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Business Systems Analyst – Business Solutions Group (1997 ‐ 1998) Project lead for custom interface development projects with the company’s largest customers. Duties included defining client requirements, communicating requirements and specifications to the project team, and negotiating implementation schedules.

Reengineered the software release acceptance process for a flagship account. The project contributed to a complete turnaround in satisfaction levels, achieving top ratings in vendor comparisons

Developed detailed documentation of the EDI process to define the requirements for the end‐to‐end audit utility, which provided complete tracking on client transactions

Defined and implemented the policy download interface used in the Consumer Services Division to reduce data entry costs by automating the retrieval of policy information

Project lead for an enhancement that made modifications to the claim assignment delivery interfaces for a key client. Met delivery expectations while maintaining complete data integrity and operability.

HEALTHCARE COMPARE CORPORATION, 1994 ‐ 1997 Data Manager (1996 ‐ 1997) Senior Marketing Specialist, Client Reports (1995 ‐ 1996) Marketing Specialist, Client Reports (1994 – 1995) In successively more responsible roles, ultimately took on accountability as Data Manager for promoting the business function of the company’s patient and claims data as processed remotely.

Led the effort to develop a centralized repository to hold the company's externally purchased data resources, which provided more efficient use of its data

Set policies and procedures to help maintain consistent data collection, retrieval and storage parameters; developed data definitions; and ensured the existence of complete and accurate information

Designed and led development of impact reports for new products, which demonstrated product value

Formulated and initiated database queries to identify cases and investigate trends in activity Prepared client presentations to depict net savings, activity and ROI through utilization of the

company’s programs Developed training presentations for sales staff on the information provided in client reports Reduced timeline for production of annual client activity reports by 10% as volume increased by 25%

Education

Master of Business Administration, 1996 Emphasis in Financial Management Benedictine University, Lisle, Illinois Bachelor of Science in Marketing, Minor in Economics, 1985 Northern Illinois University, DeKalb, Illinois

Certifications and Professional Affiliations

Project Management Professional (PMP) Project Management Institute, 2004

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Account Manager – Doris Gaiser

Summary

Thirty‐two years in IT sales. Joined Ensono in 2017 after long career with IBM. Systems and technology background. Roles in territory sales management, product sales management, account management, cross‐brand leader, Mainframe sales specialist and systems engineering

Education and Training

Bachelor of Science in Industrial Engineering University of Arkansas, Fayetteville

IBM – Large Systems, System Z Top Gun, Executive Financial Selling, Management

Migration Architect – Ashok Kumar

Summary

A proven Technology Consultant, Oracle Database Expert, Architect and dynamic Leader with 30 years of IT experience, ready to take IT Infrastructure Architect challenges. Dedicated to maintaining consistent reputation built on quality, innovation, service and uncompromising ethics.

Areas of Expertise

AWS subject matter expert, quick learner and implementer of new technologies Strong knowledge of AWS IAM, VPC, EC2, RDS, S3, Storage Gateways, Kinesis, Cloud formation,

CloudFront, APIs Preparing, analyzing cloud migration questionnaire, doing cloud migration assessment and developing

right solution for right workload Specialized in doing IT infrastructure assessment for discovering devices, identifying service

dependencies, developing Target State Architecture and coordinating the migration Saved hundreds of thousands of dollars of Database infrastructure and support cost with efficient

monitoring, proactive capacity planning, optimal resource utilization, information life cycle management, software license management, database and server consolidation and cloud migration

Migrating databases for hardware refresh, cross‐platform migration, data center move, database version upgrade, validating performance and fixing issues using Oracle Real Application Testing(RAT).

Developing Business Continuity solution with Flashback technologies, Data Guard, SAN replication (Recover Point, SRM) using remote data center and WAN and conducting regular DR tests

Developing shell scripts, SQLs and PL/SQL procedures for Database Administration, Backup, Recovery, Performance Tuning, Monitoring, Audit and MIS reports

Designing Optimal I/O database disk layout using SSD, Extreme I/O Flash storage and physical memory and validating performance using Oracle tools(ORION), Enterprise manager and other tools

Managing projects from planning, coordination, execution to successful completion Managing Data Life cycle through Partitioning, Purging, compression, increasing database

performance and reducing storage cost Presenting Database Technology sessions for internal DBAs and at Oracle Openworld, Chicago Oracle

User Group and Indiana Oracle User Group BigData and Data Analytics using R and Python (Participated in Kaggle Analytic competition for

edxMITx students and achieved top 10% of the participants position)

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Technical Skills/Technologies

Database Software:

- Oracle 7 to 12c Operating Systems and Hardware:

- Linux, AIX, Solaris, HPUX, Tru64 Unix and Windows - Oracle Database Appliance, Sun, HP, IBM, Dell and HP rack and blade servers Cloud Services:

- AWS Applications/Software/Programming:

- Unix/Linux Shell Scripting, Perl, Python, R, Apache Spark (Map Reduce), Octave, Visio - SAP, Peoplesoft, NetBackup, VMware, Lansweeper, MS MAP Toolkit, Device42

Professional Certifications

AWS Certified ‐ Solution Architect – Professional, SysOps Administrator – Associate, Developer – Associate

Oracle Certified Professional DBA 7.3 to Oracle 11g and Oracle Certified RAC Expert ITIL V3 Foundation Certified Professional Affiliations

AWS and Oracle user groups Education

‐ Masters in Commerce (Finance and Accounting), University of Madras, India ‐ Certificate in Computing, Indira Gandhi National Open University, India

Resident Status

US Citizen

Employment

Aug 2016 to current – Senior Technology Consultant/Database Architect, Ensono, Downers Grove, IL

Performing assessments for IT infrastructure transformation for large companies

Discovering thousands of servers using tools, mapping them to applications, identifying resource utilization and availability requirements, application and server dependencies

Validating and providing necessary recommendations for critical servers’ network to switch connectivity redundancy

Analyzing discovered data, providing insights and recommendations to increase resource availability, performance, security and reduce infrastructure and software license cost

Developing charts and diagrams to visualize IT infrastructure footprint in various dimensions

Designing high‐availability, scalable and optimal Target State Architecture

Developing implementation plan and coordinating successful execution Initiated companywide AWS certification drive, conducted AWS certification overview sessions and

created and supported AWS study group

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Jul 2009 to Jul 2016 Senior Team Leader and Database Architect, Ensono, Downers Grove, IL (Company name change after IT services spun‐off from Acxiom)

Designed and implemented database high availability solutions using Oracle RAC in Linux servers, ODAs, Veritas clusters and Vmware clusters

Analyzed database performance issues at infrastructure and SQL level

Played major role in migrating databases from new business acquisitions

Designed and managed Backup and DR solutions

Evaluated database new features, did POCs and upgraded databases Aug 2003 to Jul 2009 Senior Oracle Database Administrator, Acxiom, Downers Grove, IL

Designed and implemented database high availability solutions using Oracle RAC in Solaris, AIX servers

Managed multi clients’ Oracle and SQLserver databases

Implemented Terra byte size Data warehousing databases

Implemented and Managed Oracle Enterprise manager to monitor databases, database administration and performance tuning

Developed Shell, Perl, Windows batch scripts to manage and monitor databases Jun 2000 to Aug 2003 – Consultant/ Oracle Database Administrator, Acxiom, Los Angeles, CA

Administered and upgraded Oracle, SQLserver and DB2 databases

Implemented and managed Database backup and recovery

Analyzed database performance issues

Implemented Standby and Replication databases

Mar 1993 to May 2000 Manager/Oracle Database Administrator, Unit Trust of India (UTI), India

Managed Oracle 7, 7.3 and 8 databases and database replication

Managed Internet Information Server in Windows NT

Supported application migrations and database upgrades

Conducted database administration and application End‐users Trainings

Supported Novell network upgrade to 3 and 4 and migration to Windows NT

Sep 1988 to Feb 1993 Assistant manager/Programmer, Unit Trust of India, India (UTI)

Developed programs to extract data from legacy systems and load into Foxbase/Foxpro

Supported Novell 2.0 LAN and converted manual records into digital data

Developed Salary processing program and salary slips and summary reporting

Developed Income‐tax calculation program for the employees

Developed programs for employee miscellaneous payments

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Enterprise Solutions Architect – Representative Biography

Role Description

Seasoned technologist focused on pushing forward technical innovation and transformation within the solution sets Ensono provides. Work closely with clients to understand business drivers and corporate objectives. Through collaboration with internal technologists, create solutions that drive value for clients. Provide client and industry feedback to Ensono’s internal teams to allow adjustment of product and technology roadmaps.

Work alongside and supports the Sales, Consulting, and Service Management organizations to service Strategic Enterprise Clients

Work with the clients’ business and technical teams to create reference architecture frameworks and templates

Lead the effort to execute multi‐year transformation initiatives in the clients’ environments

Help clients identify and create strategic business development initiatives that further disrupt the status quo and drive efficiencies and change

Foster executive level relationships with an emphasis on client satisfaction

From discovery to solution implementation, work with and lead multi‐disciplinary teams\

Own the technical design of a client environment

Responsibilities

Conduct discovery and assessment workshops

Develop and document solutions that meet the client’s (technical and business) requirements and allow adaptation to changing industry needs with a focus on transformation and re‐platform efforts

Conduct solution development sessions and present technical solutions and business cases

Gain executive buy‐in for complex solutions by engaging in senior‐level technology discussions

Become a trusted client advisor, offering consultation and recommendations drawn from insights, technology know‐how and deep technology experience

Provide service to requests from a solution design perspective

Align and partner with Ensono Product Management to help drive product enhancements and changes

Aid in driving stability and innovation within the client’s current and future state and create solutions based on client requirements and available Ensono product offerings

Requirements

Bachelor’s degree in Engineering or Computer Sciences

Major Industry accreditations/certifications

10+ years of experience as an architect or equivalent in the hosting and network space

Proven experience managing projects through the entire project lifecycle, including managing multi‐phase/multi‐dimensional/multi‐resource projects to conclusion while maintaining high client satisfaction

Well versed in the hosting technology landscape, including compute, storage, backup, network, security, DR, DevOps and IT governance

Resourceful and confident in Crisis and Expectation management

Experience in technical documentation to capture solution components in a timely manner while ensuring acceptable level of detail, data integrity and accountability

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Ability to share knowledge and expertise among various organizations within the company and to facilitate teamwork among those organizations to better serve the client

Ability to work in a team environment and demonstrate strong problem‐solving skills

Excipio Team

David Hutchison

Certifications

Uptime Institute – Tier Specialist

EPI – Certified Data Center Professional

CJIS – Level 4 Security Training

Project Management Institute (PNI)

Certified MicroAge Manager (MCPM)

Gartner Group Certified; Total Cost of Ownership Expert

Education

Wichita State University

University of Kansas

Positions Held

President

Chief Information Officer

Business Systems Analyst

Project Manager

Software Developer

Staff Accountant

Industry Experience

Information Technology

Government and Public Sector

Finance, Insurance and Banking

Senior Partner and President

David is a creative and team oriented professional with more than twenty years of experience consulting with senior management teams regarding IT and business issues and strategies. Groomed for increasingly complex and difficult roles in multiple global industries, he is a hands‐on mentor, recognized for exceptional management, motivational skills, and business acumen. He is effective in building organizations and streamlining processes through a combination of vision, open communication, and the application of critical thinking skills. David moved to the consulting industry to pursue his passion for solving complex problems and issues in a variety of environments. His experience on the management side of the table has brought tremendous value to his clients since he has “walked in their shoes”. By using a balanced mix of accounting, business, and IT backgrounds, he is able to implement strategies that significantly reduce operating costs, implement strategic systems, determine future areas of technical growth, and help business leaders understand and leverage their IT investments to better compete in their markets.

Example Client Engagements

State of Delaware IT Cost Reduction and Modernization Project (Senior Project Sponsor)

Project Description

The State of Delaware had legislative language which required the state to create, implement

and provide a share services technology organization. While the intent was appropriate, the

actual implementation lacked an overall strategy. Excipio was engaged to review the current

state of the shared services organization, provide factual data, comparative analysis and

benchmarks as well as future strategic recommendations. While there are many factors, the key

initiatives include: establishment of governance for state technology decisions, implementation

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of a true shared services organization, centralization of the technology resources, future data

center strategy, alternative technology solutions.) and implementing a vendor management

office.

Measurable Client Benefits

o Identified $40M in IT cost savings over five years

State of Michigan (Senior Project Sponsor)

Project Description

This included the initial evaluations of each Agencies data center locations, and the

determination of the primary production and disaster recovery facilities. This was followed by a

data center consolidation plan to reduce costs and increase efficiencies in the data center

operations. Following the assessment, the Agency data centers were migrated into the selected

State Data Centers. Recent projects included the analysis of the Agency disaster recovery

requirements, categorization and priority ranking of recovery criteria, and implementation of

the disaster recovery facility, infrastructure, staffing and applications for the State.


This work achieved two NASCIO awards.

State of Washington (Senior Project Sponsor)

The client made the decision to build a new data center to consolidate their existing 42 data

centers. Unfortunately, the state did not perform an IT assessment beforehand. Instead, they

based the design of the new data center on the summation of the 42 data center’s current

square‐footage footprints. The client hired Excipio to perform an IT assessment after 10% of the

new data center had already been constructed. Moving quickly, Excipio collected information on

the capabilities of each participating agency and identified compute infrastructure optimization

and potential financial opportunities related to consolidation into the State’s new data center.


o Excipio’s evaluation revealed that the state only needed about 25% of the space

previously anticipated.

o Opportunities for cost savings around virtualization of power and cooling consumption.

The facilities could reduce the number of physical servers by up to 1,000 servers,

equating to a potential cost reduction of $350K ‐ $400K in annual operating expenses.

o Through the implementation of storage management practices, there was opportunity

to reduce future expenditures over five years by 30‐50%, representing cost avoidance

from $64M to $108M.

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Donna Shelite

Certifications

Certified Finance Officer, University of Tennessee

CCNA – Cisco Certification Network Training

Microsoft SQL Server Certification Training

IBM AS400 System Administrator Training

State Certified Finance Officer

State Certified County Treasurer



Finance, Insurance, and Banking

Education

Bachelor of Science, Business Management ‐ Friends University, Wichita, KS

Associate of Science ‐ Pratt Community College, Pratt, KS

Positions Held

Senior Consultant

Chief Information Technology Officer

Chief Operating Officer

Chief of Staff

Resource Development Coordinator

Senior Consultant

Donna is a senior level consultant with over 20 years of IT and financial experience in public sector organizations. Her background includes serving as Chief Information Technology Officer, Chief Operating Officer, Chief of Staff, IT Transformation Program Director and Director of Vehicles at the State level

At the State of Kansas, Donna was the Chief Operating Officer and the Transformation Program Manager for the program Excipio was involved in. She worked with Excipio on all aspects of the project from development of plan, to data gathering, vendor management, approval of all projects, and funding.


2017‐2018 State of Kansas EBIT Transformation (Operations Review)

Project Description

The State was preparing to exit the infrastructure management business and migrate to a Hybrid

Cloud hosted externally. Excipio performed the following:

1) Worked with State Agency personnel to update the Excipio Asset Management Tool (EAMT)

with current inventory application.

2) Managed due diligence and discovery Meetings which included the selected vendor, State

personnel, and Excipio.

3) Integrated Disaster Recovery‐related data into EAMT; created, generated, and customized

Disaster Recovery reports which helped the State identify at‐risk and high‐priority

applications.

Client Benefits

o Cost savings

o Disaster Recovery capability

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o Improved data retention

o Ability to control costs through capacity management

o Access to optional infrastructure services the State is not able to provide for itself.

2016 ‐2018 State of Kansas Service Offering Management Cost Savings

Project Description

The State of Kansas was faced with significant budget deficits and needed to

develop a strategy to address aging technology assets, reduced funding and increased

technology failures. Excipio initially started with an overall operations strategy with a focus on

potential capabilities and a goal on meeting the reduced funding requirements while

maintaining or improving the overall service to the citizens.


The final strategy is extensive and key factors to the strategy include, restructuring of key

technology areas into an "As a Service" offering. This included mainframe, data center

operation, end‐user services and network. Each of these areas has or will be transitioning to an

"As a Service" model where the state will only pay for actual use, elimination of capital

funding, life cycle management and proper retirement of assets, software updates and other

areas.

Overall, this transition has saved the state millions of dollars in restructured current contracts,

elimination of capital funds, and allowed the state to build the foundation to move into a more

digital age of services for its citizens.

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Frank Gump

Certifications

Information Technology Infrastructure Library (ITIL) | 2009

Avaya Installation and Maintenance

Nortel Installation and Maintenance

Cisco Design, Installation and Maintenance

Education

University of California at Los Angeles

Los Angeles Pierce College‐ Woodland Hills, California

Industry Experience




Positions Held

Senior Consultant

Director of Operations

Executive Director of Fulfillment

Director of National Service Center

Acquisition/Integration Leader

Senior Technical Consultant and Director of Operations

Frank is a detail‐oriented and accomplished professional, offering comprehensive experience in IT project management, business growth solutions, and process optimization. Known for solid dedication to complete various projects and achieve company objectives. Efficient in directing the diverse operations while ensuring efficiency of procedures and strict compliance with industry standards. Capable of building and maintaining positive work relationships with internal customers within multiple organizations. Armed with excellent leadership, organizational, problem‐solving, and interpersonal skills. Proficient with Microsoft Applications (Word, Excel, PowerPoint, Access) Oracle, JD Edwards, and Remedy as well as other systems used for payroll, inventory, and accounting


2016‐2018 State of Kansas (Program Manager and Senior Technical Consultant)

Project Description

The State of Kansas was faced with significant budget deficits and needed to develop a strategy

to address aging technology assets, reduced funding and increased technology failures. Excipio

initially started with an overall operations strategy with a focus on potential capabilities and a

goal on meeting the reduced funding requirements while maintaining or improving the overall

service to the citizens. Frank’s work at the State of Kansas was focused on the following

projects:

Mainframe Outsource Migration

Desktop as a Service

Vendor/Contract Management

Data Center as a Service

Network as a Service

Disaster Recovery Planning

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Service Desk and Software Implementation


Identify more than $15M in annual savings through Vendor Management via a series of

analytical and cost reduction strategies.

Mainframe as a service – Outsource mainframe services to stabilize environment and

address aging workforce.

Desktop as a Service ‐ Convert purchasing of end user devices from CAPEX to OPEX, resulting

in savings of $1.5M per year

Data center as a Service – Outsource data center services to stabilize environment and avoid

high costs to bring current infrastructure current.

Network as a Service – Outsource network services to stabilize environment, avoid

expensive refresh of network equipment and convert expense from OPEX to CAPEX.

2018 State of South Carolina (Senior Technical Consultant)

Project Description

The State of South Carolina had endured some technology issues and the result was the

identification of a lack in ability to recover state services in the case of a disaster. Excipio initially

was engaged to provide a baseline study on the current disaster recovery capabilities, and then

provide an overall future strategy for the state. This strategy involved and evaluation of the

state's top 300 services, and the applications required to support these services. Each service

went through a detailed strategic analysis of its risk to the state citizens, compliance and

regulatory requirements, identification of dependencies, financial impact and overall

importance. Tom’s focus areas were around identifying critical applications, as well as disaster

recovery and software implementation.


The result was a strategic plan to develop recovery plans, identify the requirements for an

external partner to provide a private cloud solution to meet all the compliancy areas (HIPAA, PII,

PCI, CJIC, IRS, etc.) and function in the case of recovery, from a single service to a state‐wide

disaster. This plan is currently under implementation, with Excipio providing oversight and

direction to the state through implementation of the 300 critical services.

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Jeff Gilmer

Competencies

Business Process Review – Risk Assessment

Understanding of Franchise Business and Regulatory Requirements

Business/Finance/IS Internal Costing Models

Management of Large Outsourced IT/IS Entities

Business Requirements

RFP Creation, analysis, contract negotiations

Development, Implementation and Ongoing Support of a National Sales Process for a 600 Sales Staff Organization

Desktop Management

Acquisition and Automated (E/Commerce) Process

New Application Integration – Financial/ Business Implications

Printer Support Service

Education

Ripon College ‐ Bachelor of Science

Industry Experience




Senior Partner and Business Relationship Manager

Jeff is a creative, team‐oriented professional with more than 30 years’ experience in business and IT related corporations. He is a well‐known presenter with relationships at the senior management level as well as with government officials. He is a hands‐on leader, recognized for exceptional management, process, and methodology and business acumen. He is effective in both restoring and building organizations through improved long‐term process improvement and implementation of solid scalable methodologies. Through his understanding of process, methodology and business alternatives he is able to implement strategies that significantly streamline current process, provide long term methodologies and mitigate risk while providing long term roadmaps for IT organizations.

Positions Held

Partner

Business owner

Regional Manager

President ‐ Franchisor

Management


2018 State of South Carolina (Business Relationship Manager)

Project Description

Excipio conducted a disaster recovery assessment for the State and its 70 agencies. The study

included an assessment of the State agency’s data centers, current agency disaster recovery

plans for promoting the continuity of customer entities’ applications and systems, a statute

examination, critical gap analysis, remediation recommendation, and a cost‐benefit analysis.



externa partner to provide a private cloud solution to meet all the compliancy areas (HIPAA, PII,




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2009 State of Michigan ((Business Relationship Manager))

Project Description

This included the initial evaluations of each Agencies data center locations, and the

determination of the primary production and disaster recovery facilities. This was followed by a

data center consolidation plan to reduce costs and increase efficiencies in the data center

operations. Following the assessment, the Agency data centers were migrated into the selected

State Data Centers. Recent projects included the analysis of the Agency disaster recovery

requirements, categorization and priority ranking of recovery criteria, and implementation of

the disaster recovery facility, infrastructure, staffing and applications for the State.


This work achieved two NASCIO awards.

2013 State of Florida Disaster Recovery (Business Relationship Manager))

Project Description

The Client was approximately 80% complete with the agency data center consolidation into the

new state data centers. The consolidation focus was related to the infrastructure, servers,

storage and network. Application redundancy and recoverability had not been addressed and

represented a significant

o Executive overseeing multiple areas. Multiple presentations to government officials on

results and strategic recommendations.

o Entities included commissioners, agency CIO’s, legislatures, cabinets, elected/appointed

officials and governor’s cabinet.

o As Business Relationship Manager, Jeff gave presentations to appropriate steering

committee, executive staff, stakeholders, agency management and policymakers in the

State offices.

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Mark Horne

Competencies:

Business and Disaster Recovery Planning

Business Impact Analysis / Risk Assessments

Resilience Strategy Analysis

Exercise Program Management

Business Process Analysis

Resilience Program Management

Executive Crisis Management

Banking / Finance, Healthcare, Telecommunications, Insurance, Consumer Products, Government, Transportation/Energy

Education

Master of Business Administration: Finance (1996)

BBA: Major: Finance, Minor: Sociology (1989)

Certifications

CBCP, Certified Business Continuity Planner, Disaster Recovery Institute (DRI), since 2001

PMP, Project Management Professional, Project Management Institute. Since 2006


Mark Horne works as a Senior Consultant in Business Continuity for Excipio Consulting. Mark specializes in helping Fortune500 customers build effective business continuity / disaster recovery programs and making their organizations recoverable. Mark's 'hands on' experience in solution design, sales and service delivery, affords a unique level of industry credibility and experience.

Mark offers insight into current industry trends and directions, evolving best practices and methodologies. He has knowledge of Financial (FFIEC) and Healthcare (HIPAA and Meaningful Use) regulatory frameworks and has assisted clients in meeting those compliance requirements.

Industry Experience






o DR Tool Implementation

Identified Requirements

Configured and validated S/W Tool

Migrated existing Plans into Tool

o Build Application / Infrastructure DR Plans

Collaborate with the agencies to define the steps required to recover the

infrastructure/application through workshop and interviews

Data input into the disaster recovery plan framework

Development of the specific agency disaster recovery plan

Review and validate the plan with the agency including any modifications required to

prepare for tabletop test process.

o Conduct DR plan Table‐Top Exercises

Determine scope and objectives for test

Update plan prior to Table‐top Exercise

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Facilitate and Observe Table‐Top Exercise

Document test results and provide report with action items & Update DR Plan

2016‐2018 State of Kansas (Senior Technical Consultant)

o Validated of State's critical application data through a discovery and review process

o Updated and validated all data previously collected prior to being imported into the DR

Framework. This will include:

Core infrastructure applications required for the application

Hardware required for the application

Regulatory compliance requirements

Application critically

State business function the application supports

RTO/RPO

o Collaborated with the State on selection of the DR planning tool including:

Developing requirements

Implemented Tool

Recommendations related to training of staff

o Gathered additional data needed for the DR Framework processes including:

Application interdependencies

Network requirements

Business impact information associated with an interruption

Inherent risk information associated to the application

Define the business impact associated with an interruption.

o Enter the data gathered into the DR Framework

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Mike Blumenfeld

Competencies

Server Virtualization (vSphere/Hyper‐V)

Server/Data Center Consolidation Planning and Design

Data/Data Center Migration

Disaster Recovery

Capacity Planning

Performance Testing

Storage/SAN/NAS

Windows ∙Linux ∙ AIX/Solaris

Oracle/SQL/MySQL

Software Configuration Management

Release Management

Certifications

VMware VTSP

Education

University of Minnesota Political Science and Statistics

Senior Consultant

Highly accomplished Infrastructure Architect with an extensive background in virtualization, data center consolidation and migration, and a strong track record in team and project management. Michael has extensive experience developing requirements and defining potential solutions.

Positions Held


Infrastructure Architect

Server Consolidation Architect

Industry Experience





2018 State of Delaware IT Cost Reduction and Modernization Project (Senior Technical Consultant)

Project Description

The State of Delaware had legislative language which required the state to create, implement

and provide a share services technology organization. While the intent was appropriate, the

actual implementation lacked an overall strategy. Excipio was engaged to review the current

state of the shared services organization, provide factual data, comparative analysis and

benchmarks as well as future strategic recommendations. While there are many factors, the key

initiatives include: establishment of governance for state technology decisions, implementation

of a true shared services organization, centralization of the technology resources, future data

center strategy, alternative technology solutions ("As a Service, consumption‐based vendor

contracts, sourcing of commodities, etc.) and implementing a vendor management office.


o Identified $40M in IT cost savings over five years


Project Description



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importance.







2013 State of Florida Disaster Recovery (Senior Technical Consultant)

Project Description

The Client was approximately 80% complete with the agency data center consolidation into the

new state data centers. The consolidation focus was related to the infrastructure, servers,

storage and network. Application redundancy and recoverability had not been addressed and

represented a significant Excipio was engaged to complete statute and application criticality

analysis, criticality GAP analysis, risk remediation, cost benefit report


As part of this assessment, a framework was created for establishing priority restoration

applications and systems for over two dozen departments. Excipio identified top departments

that should be covered, what their recoverability time should be, how often they should

recover, and the most economical way to achieve this.

Excipio also provided four remediation recommendation options with thorough costs and

benefits analysis of each solution including implementation timing, flexibility, risks, costs and

values of each of these solutions.

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Tom Luce

Competencies


Disaster Recovery

DC Management

Business Continuity

Telecommunications

Cloud

Certifications

Lucent/Avaya Installation and Maintenance

Hitachi Installation Certification

Hitachi Maintenance Certification

Industry Experience




Program Manager and Consultant

Tom is a highly skilled, results‐driven Senior Level IT Operations Director with over 30 years of experience in operations analysis, account management, forecasting, vendor relations, acquisitions, managed services, transitional leadership, training and development, process improvements, and strategic planning. Tom achieves financial success, implements cultural accountability within an organization, and lays the foundation for the long‐term success, profitability of an organization and overall customer satisfaction.

Positions Held


Senior Director of Implementation and Managed Services

Vice President of Service and Installation


2018 State of South Carolina (Program Manager and Senior Technical Consultant)

Project Description








importance. Tom’s focus areas were around identifying critical applications, as well as disaster

recovery and software implementation.







2017‐2018 State of Kansas (Program Manager and Senior Technical Consultant)

Project Description

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The State of Kansas was faced with significant budget deficits and needed to develop a strategy

to address aging technology assets, reduced funding and increased technology failures. Excipio

initially started with an overall operations strategy with a focus on potential capabilities and a

goal on meeting the reduced funding requirements while maintaining or improving the overall

service to the citizens. Tom's work at the State of Kansas was focused on the following projects:

o Mainframe Outsource Migration

o Service Desk and Software Implementation

o Vendor Management

o Contract Management

o Data Center as a Service

o Disaster Recovery Planning


From this work, Excipio identified there were minimal short‐term savings to be had without

cutting staff headcount.

Identify more than $15M in ongoing cost savings through a series of analytical and cost

reduction strategies.

Mainframe as a service

Data center as a service

Servers and storage equipment were out‐of‐date and required significant capital investment

in addition to the current budget from the state. The solution(s) allowed the state to move

to an operating expense with complete refresh of the equipment in the current budget.

Allowed the state to implement a disaster recovery solution

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2.7 Collaboration

Instructions: Provide evidence that the Prospective Contractor’s proposed team (including Prospective Subcontractor(s), if proposed) has a proven track record of successfully collaborating in a similar environment to the environment outlined in the RFP. This should include experiences working with a team to configure, implement, train and provide support. Describe how the Prospective Contractor (including Prospective Subcontractor(s)) will ensure that the proposed team will achieve the required team dynamics.

Because these resources have worked together on many similar projects, they function as a cohesive unit, which creates a more efficient team. Ensono/Excipio is providing a senior team whose members are experts in data center assessment and migration, cloud, disaster recovery, public sector processes, requirements, and challenges. Data center assessment projects for individual clients have encompassed single locations to as many as 70‐plus sites across large geographic and international areas.

The team has performed assessments and strategies for hundreds of data centers, many including internal, external, colocation, cloud, DCaaS, and disaster recovery components. A sample of recent government projects similar in size and scope to the State of Arkansas’ include:

States of Delaware, Florida, Kansas, Michigan, Minnesota, Ohio, Pennsylvania, South Carolina, and Washington.

US Federal Government Department of Agriculture, Forestry Service, and Food Safety Inspection Services

Counties including Hennepin (Minnesota) and Los Angeles and Orange (California).

Municipalities such as Anchorage (Alaska), Chicago (Illinois), Dallas (Texas), and Minneapolis (Minnesota).

For the State of Kansas, Ensono and Excipio teamed up to deliver a mainframe infrastructure project that was completed on time and delivered the financial and operational benefits that were communicated to the State prior to the engagement.

2.8 Governance

Instructions: Outline the governance structure you would recommend for maintaining an effective cadence to deliver a successful transformation and migration. Please outline the types of decisions for which each of the committees would be responsible, and the frequency at which these committees would operate. Take into consideration the requirements set forth in the RFP Section 3.5.

The following flow diagram illustrates the Ensono governance process.

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We recommend a regular cadence of communications and reporting:

Weekly Operations, Change and Project meetings

Monthly Monthly Operations Review, Continuous Improvement, Service Levels

Quarterly Technology and Account Plan review, Quarterly Business Review

Annual Strategic alignment and annual goal setting

Reporting Online access and weekly, monthly, quarterly and annual reporting documentation

3.0 Assumptions

3.1 Assumptions

Instructions: Document all assumptions related to the response for Project Organization and Staffing and Staff Experience in the following Table 3. Add rows to the Table as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.


ITEM #

REFERENCE (Section,

Page, Paragraph)


1.

2.

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Business Issues & Plans Thought Leadership Technology Futures Products & Services

Consultative Services

Contract Change Management Service Level Management

Issue/Risk Management Scheduled Interactions Subject Matter Experts

Technology Planning

Service Request Management Problem Management Change Management Project Management

Resource Provisioning Policy and Procedures

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Data

Management

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Management Business

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ITEM #

REFERENCE (Section,

Page, Paragraph)


3.

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-4 – Non-Functional Requirements Approach

T-4 Methodology and Requirements Approach

Response Template

RFP #: SP-19-0025

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Methodology and Requirements Approach

1.0 Methodology

1.1 Planning and Migration

Instructions: Detail the planning and migration methodology you have used to: (i) Migrate clients of similar size and complexity to the State of Arkansas DIS from their in-

house data center(s) to a shared services environment in multiple data centers. (ii) Deployment of a highly-virtualized and automated shared services environment with self-

provisioning, cloud orchestration, metering and billing, high availability, Disaster Recovery (DR) and public cloud connectivity.

Also, describe the evolution of this methodology and how this methodology addresses challenges associated with data center migration.

Ensono utilizes a proven detailed repeatable Assess and Migrate methodology and approach for all its clients who are moving or migrating their data center applications or environments. This approach has been developed and has evolved over many years through dozens of successful applications and data center migrations. The approach provides a solid foundation of discovery and assessment through analyze and design to the infrastructure build and migration execution. The approach process also includes the critical step of a handoff and transition to steady state operations. Because the process is compartmentalized, it can be easily repeated for different departments or agencies. This process is continually reviewed after each migration to determine if improvements can be made to continually enhance the process and experience for the client.

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Ensono's Assess & Migrate Framework

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The approach is divided into three sections: Discovery/Assessment, Migration Execution, and Steady State Operations. Discovery/Assessment is fed by Solution Architecture Design requirements. The Migration Execution has Requirements Tracking to ensure all requirements defined in the Discovery/Assessment are included in the execution. Next, the Transition and Handoff to Steady State Operational Support occurs.

Discovery/Assess

Discovery phase – In the Discovery phase, current‐state data capture occurs. Depending on the complexity of the in‐scope environment, one or more discussions between the client and Ensono may be arranged to outline the scope of the exercise as well as specific requirements. During these meetings a timeline of access will be enabled as agreed upon with the client. Data will be collected through client‐provided information and validated through application workshops. The output from this phase is a baseline inventory of the hardware and software for the servers in scope.

Data Analysis phase – In the data analysis phase, the data captured from the previous phase is validated and used to create a detailed application‐to‐server mapping of the client’s in‐scope environment, including the communications between servers. The purpose of this phase is to provide guidance for a transformation and migration strategy.

Design phase – In the design phase, the Target State – the “to be” architecture – is created. The output includes a Migration Strategy Document, which details the process framework to be employed for a migration. It also contains migration rules and constraints based on:

o Application platform o Application prioritization o Application grouping o Application business constraints o Application latency constraints

The Migration Strategy Document will outline the migration execution methods that are applicable and recommended for the client’s to‐be‐migrated applications based on the technologies in use and the business constraints imposed. The document will include an Application Grouping Schedule (AGS) that contains prioritization of applications to be migrated. The AGS is based on application business, platform, performance, and latency constraints and requirements. The Migration Strategy Document will also address high‐level operational impacts to the client as a result of migration into the recommended target environment.

Migration Execution

Core Infrastructure Build phase – In this phase, the solution will be implemented as detailed in the Target State Architecture created in the design phase. The core infrastructure is built and tested with a mock migration prior to any production migrations.

Migrate/Execution phase – In this phase, physical and logical migrations occur based on the migration strategy which best fits the client’s needs and requirements. These can be V2V or P2V server migrations or greenfield migrations to new servers.

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1.2 Tools

Instructions: Provide the details regarding tools used for clients of similar size and complexity to State of Arkansas DIS to:

(i) Migrate clients from their in-house data center to a shared services environment in multiple - data centers.

o Identify whether the migrations were performed in an online or offline manner. o If online, identify whether the migrations were performed in-band or out-of-band o Detail the impacts to customer production activities/workloads, during the migrations o Outline contingency planning, in the event of a failed migration

(ii) Deploy a highly-virtualized and automated shared services environment with self-provisioning, cloud orchestration, metering and billing, high availability, DR and public cloud connectivity setting

Address the benefits of these tools and how they can overcome common and unique challenges associated with data center migrations and shared services deployment. Also, address what options the State of Arkansas, DIS has regarding using these tools in the future.

Large environments typically require a variety of tools and approaches. As part of the Migration Strategy, Ensono will analyze the environment and applications used by the client and select appropriate migration strategies where for those workloads. Many clients, particularly State and State Agencies, have a high degree of compliance and process factors to consider, and mission‐critical systems must remain accessible with minimal interruption.

Ensono’s default migration strategies center on replication‐based technologies like ZeRTO, SRM, and Carbonite. This strategy reduces downtime by seeding server data at the target site ahead of the migration and then taking a short outage to perform a final sync, run any needed automation, and start up servers in the new environment. Based on the requirements of the client, the lowest cost replication‐based tool will be selected for the migration. To best contain costs, the license for the tools will expire after the migration has been completed. (If desired, the client can license the tool for longer term use.)

Client Impacts

Ensono’s application assessment allows us to plan for migration‐related impacts. Ensono will aim to identify acceptable outage windows on a per‐application basis. Combined with low downtime migration approaches, Ensono can identify small durations acceptable to migrate based on interviews with application owners.

During the migration, the client should expect changes in:

Planned temporary unavailability of departmental services and applications.

The need for application teams or testers to support acceptance or functional testing during migration windows.

Possible additional volume to call center/help desk lines.

Through the planning process, Ensono will work to minimize the effect on client operations and environment.

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1.3 Quality

Instructions: Elaborate on how your organization ensures it delivers a quality solution in the area of data center migrations and shared services deployment. Specifically, how do you address errors of omission (i.e., ignoring key elements) and errors of execution (i.e., not having the right level of quality on one or more of the elements)?

Ensono migration solutions utilize a comprehensive end‐to‐end methodology, which includes assessment, design, implementation, and management. This proven methodology serves as a roadmap for data center relocations as well as other migration requirements. Our consultants’ primary objective is to achieve your organization’s migration goals with minimal service disruptions or downtime.

Data Center Migration Services comprise a comprehensive suite of service offerings that enable an organization to design, build, move, migrate, or consolidate data centers. This complete solution supports each component of a data center move, from high‐level project planning through project execution:

Design and construction of the target data center, including structural, support, security, and capacity components of the data center.

Network infrastructure architecture. Initial project estimation, high‐level project development and detailed migration planning. Technology selection and procurement of enabling hardware and software. Data migration technologies. Actual migration execution and project management. The Ensono methodology requires a formalized change management process to reduce the potential for errors. Documentation of the design and the process of reviewing and jointly agreeing upon the implementation details ensures clarity between Ensono and the client. As changes are needed, our process dictates that we revise documentation and perform a review between parties to validate the change. This process has proven to be successful at preventing errors.

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2.0 Approach to Deliver Requested Services

2.1 Overall Approach (Planning and Execution)

Instructions: The scope of this RFP includes systems design & engineering, planning and migration from current data centers to a new shared services environment. DIS would like to understand your end-to-end approach. Describe the overall approach you would employ to plan and execute:

(i) The migration of the MAC data center to the SDCW and colocation data centers. (ii) Deployment of highly-virtualized and automated shared services environment

Identify the key steps, the associated actions and the deliverables of each step.

Ensono’s Target State Design and Migration Services provide an enterprise‐level assessment of the client’s application and infrastructure assets, providing the groundwork for an application or data center migration from the client’s current location to Ensono cloud services, colocation, or a platform that may be a public, private, or a hybrid cloud platform.

Depending on the complexity of requirements, one or more discussions between the State and Ensono will be arranged to outline the requirements and scope of the exercise. During these meetings, all required access privileges will be outlined and agreed upon. Data will be collected through a combination of State provided information and will be validated through client workshops.

The purpose of Ensono’s Target State Design and Migration Plan is to provide guidance for a transformation and move or migration strategy. The Migration Strategy Document, will detail the process framework to be employed for a migration. It will also contain migration rules and constraints based on:

Application platform.

Application prioritization.

Application grouping.

Application business constraints.

Application latency constraints.

Step 1: Discovery and Analytics Tool Deployment

Depending on the requirements of the migration, one or more discussions between the State and Ensono will be arranged to outline the requirements and scope of the exercise. Data will be collected through a combination of Client provided information and automated electronic discovery (if applicable). Ensono uses agentless commercially available tools like Lansweeper and Device 42 in its automated electronic discovery process.

If automated tools are used for the discovery, the State would be responsible for provisioning and maintaining the required local network links and services within each client site for the tools to gather the discovery data and utilization metrics.

Once all access and required privileges are in place, Ensono will install the necessary compute, discovery, and analytics tools in the client environments for discovery and collection of static and dynamic data required by Ensono to complete the assessment.

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This step will produce the following outputs:

An initial inventory baseline of hardware and software for the servers and network devices in‐scope for the migration. This document will report all devices that were captured in the automated discovery. The report will be verified in the discovery workshops to confirm that the devices reported are to be included in the target state design and the migration strategy documents.

An initial application to infrastructure information map. This document will produce outputs of application, service, and device relationships and dependencies whether running on‐premises on physical machines or on virtual machines. This data is key to developing the migration strategy and documents.

Step 2: Client Data Validation Workshops

Ensono will conduct client workshops to review the initial inventory baseline report and application‐to‐infrastructure information map data with the State’s application subject matter experts, addressing any data gaps with client input as required.

The following key areas are targeted for data gathering and validation:

Business goals and drivers.

Performance and latency.

Growth and long‐term goals.

Business and technical constraints.

Server inventory.

Application inventory.

Application architecture and requirements.

Business and operational processes.


A final validated inventory baseline of hardware and software for the servers and network devices in‐scope for the migration. This final document will confirm all devices that will be included in the target state design, the migration strategy, and documents.

A final application‐to‐infrastructure information map. This document will produce the final agreed‐to outputs of application, service, and device relationships and dependencies whether running on‐premises on physical machines or on virtual machines. This data is key to developing the migration strategy and wave plan documents.

Step 3: Design Phase

During the design phase, the data gathered and validated in Steps 1 and 2 will be thoroughly analyzed and reviewed against the client’s requirements to ensure the target state design meets all the client requirements. During the review process, Ensono will identify any opportunities to consolidate and optimize components in the current environment to increase efficiency and reduce footprint and costs of the target state environment. The last component of the design phase is to create the Migration Strategy Document. This critical document outlines the process framework and Application Grouping Schedule, which sets the priorities of the migration.

This step will establish the following outputs:

Target State Architecture (TSA) Design Document – the Blueprint for the target environment.

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Consolidation and Optimization – a series of consolidation and optimization projects to be completed prior to migration execution may be recommended by Ensono.

Migration Strategy Document – The process framework to be employed for the migration. The Migration Strategy Document will outline the applicable and recommended migration execution methods for client applications based on the technologies they use and the business constraints imposed. This document will include an Application Grouping Schedule (AGS) that contains prioritization of applications to be migrated. The AGS is based on application business, platform, performance, and latency constraints and requirements. The Migration Strategy Document will also address high‐level operational impacts to the client due to migrating into the target environment.

Step 4: Migration Execution

Ensono will create a Migration Funnel, using the Ensono analysis methodology to process the data gathered in the assessment phase.

This step comprises the following objectives:

Finalizing data gathering.

Filtering and prioritization.

Wave plan confirmation.


Migration Wave Plan – defining the order and priority of migrations.

Review of the Migration Wave Plan.

Also during Migration Execution, Ensono will source and provision the Target State Architecture:

Check available capacity and environmental constraints

Procure and provision target infrastructure

This effort is coordinated with the client infrastructure team and the other stakeholders within each wave‐planning session to enable timely implementation of any infrastructure prerequisites.

Once the capacity and environmental requirements are addressed, the target state infrastructure hardware and software can be procured.

The standard Ensono procurement and provisioning processes will be leveraged, resulting in completion of the following tasks:

Rack‐mount installation of equipment.

Proper cabling (power redundancy, management cabling, network cabling, and storage cabling).

Terminal console, KVM configuration, lights‐out configuration.

Latest certified firmware.

Latest certified OS build.

Proper network settings and connectivity, including appropriately configured firewalls and load balancers.

Proper storage configuration and connectivity (SAN, NAS, iSCSI).

Proper naming service settings (e.g., LDAP, AD, NIS).

Standard monitoring, security, and backup agents.

Configuring hypervisor and management software.

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Configuring add‐on and third‐party tools.

Configuring and sizing virtual machines.

Once the approved equipment has been procured and provisioned, it will be reviewed for certification against the agreed‐upon standards and best practices. Once completed, the target state infrastructure is ready for migrations.

This step will produce the following output:

Validated target state infrastructure ready for wave migration

Migration and Certification – In this step the applications and data from the source servers selected in the wave plan will be migrated to the target state infrastructure and certified for steady‐state operations. This phase consists of three components:

Individual migrations and certifications.

Application team certification against baseline.

Application production enablement and rollout.

The migration of applications and data from the source servers to the target server infrastructure will be done as follows:

Ensono will build the infrastructure and install the OS in the target.

The State will migrate the data from source to target using the Migration Strategy Documentprepared by Ensono during the assessment.

The State will install the application software stack and then configure the applicationsappropriately. If required, Ensono can provide additional staff to augment the State’s Sysadminteam and work under State direction to migrate the data. Ensono will recommend theappropriate data migration strategy, actual effort required, and associated costs for datamigration based on the discovery activities. The use of data migration or replication tools will bereviewed and mutually agreed upon based on environmental constraints. Wherever possible,Ensono will use available low‐effort and/or low‐cost methods to migrate the data.

The target machine will be booted, configured with new host information, and certified against the agreed‐upon standards and best practices. It will then be turned over to the application teams to test and certify against the agreed‐upon baseline, where the target state infrastructure is defined. The application team will certify the functionality of the application and the performance characteristics.

After the application team has certified the physical server or virtual machine for rollout, the following tasks will be executed:

Hand over to Ensono or State operations team for preparation for steady state operations.

Coordinate cutover with application users.

Perform final data sync and validation with application teams.

Initiate cutover services to target state infrastructure.

Certify functionality of application (application and operations teams).

Hand off control to steady‐state operations.

Deactivate legacy environment.

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Document lessons learned to improve subsequent move group process/procedures.

Once the application and data have been successfully migrated and turned over to operations, the legacy infrastructure will be targeted for decommission.


Client validated migration per wave plans.

Transition to Steady State – Once the applications in the target state infrastructure have been certified and running in steady‐state operations, the control of the instances will be turned over to Operations to operate and maintain per contractual agreements.

2.2 Discovery and Information Gathering

Instructions: Some of the key challenges large organizations face include lack of available information, inaccuracy of available information, and discovery of previously-undocumented application dependencies (includes hardware, software, and other applications). Describe how you have overcome these challenges and the advantages your tools and methodologies provide in overcoming these challenges.

Common Challenges

It is common, albeit unintentional, in a public‐sector environment to have large gaps in information. The most common instances of data gaps are caused by:

Lack of consolidated data.

Regulatory requirements.

Security and legal issues.

Staffing and turnover.

Resource participation.

Lack of Consolidated Data. While shared service teams often support a large portion of the agencies, individual agencies often have diverse support tools and teams, resulting in too many tools and a lack of standardization, with data located in multiple systems, rarely available in a consolidated format, and often formatted for a specific purpose. The Ensono/Excipio team’s process will consolidate this data into a single database for ease of access and decision‐making and provide the consolidated data back to the State for future use (e.g., CMDB).

Regulatory Requirements. Agencies are subject to both State and federal laws that severely prohibit third‐party access to hardware and data. The most common restrictive regulatory requirements are Criminal Justice Information System (CJIS), IRS Publication 1075, and the Health Insurance Portability and Accountability Act (HIPAA). The Ensono/Excipio team will work with the State to incorporate current information along with any additional information into the data collection templates. To meet the regulatory and compliance requirements, agency resources will need to provide some of the data (we are not allowed to log into, complete scanning, or physically touch devices). This approach has been used in many other states and public sector entities with great success.

Security and Legal Issues. The industry has several agentless solutions that can auto‐discover compute, storage, and network assets. However, it may not be feasible to install additional tools of this nature. It may take weeks or months to legal and security teams’ approvals and executed authorization

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agreements in place before loading any tools. A common example is the Business Associate Agreement (BAA) that is often required when dealing with HIPAA data. This is often the reason that agencies run multiple independent instances of the same tools. Like the regulatory restrictions, we avoid these conflicts by leveraging agency resources to provide the data in the data collection templates. This allows us to feed the data into the process and tool, providing consolidated and validated information to the State.

Staffing and Turnover. Auto‐discovery tools can be useful. However, these tools require a great deal of knowledge to correctly configure them in order to produce meaningful data. For many states, one of the largest challenges is the turnover and retirement of staff. Unless the IT team is diligent about documenting the applications – a rarity in most IT organizations – this detailed information is learned on the job and verbally passed down from person to person, which often creates knowledge gaps. Add in the retirement of a key long‐term support resources and/or staff turnover, and the gap widens.

Even if an auto‐discovery tool is correctly configured, it often results in information overload. The tools log all communication between each server and all the IP addresses that communicate with that server. This includes PCs, external internet traffic, traffic between servers, traffic between various network segments, and more. While auto‐discovery saves time in identifying compute assets, it often takes weeks to filter out irrelevant data.

Our process identifies the key data elements and leverages the knowledge of agency staff to produce the data. We understand these resources have day jobs; by using the current data along with specific data collection templates, we can work with State resources to gather only the data needed in the most efficient use of time. Assigning a coordinator for each agency can help this effort, especially if multiple resources will be used to collect different data elements.

Resource Participation. Some individuals firmly believe that knowledge is power and that the more information they have, the more secure their position with their employer. These workers are generally leery of outsiders and understandably can be cautious of sharing information. It can take some time and effort to get these resources to trust that divulging information is for the greater good of the organization. Our consultants are specifically trained at extracting key information in a non‐confrontational manner.

Overcoming the Challenges

Ensono will leverage Excipio's proven EAMM® (Economic Analysis Modeling and Methodology) process, which has been employed for migrating many other states and commercial data centers. While dependency tools can be a starting point, they do not gather and identify all of the dependencies or complete information. For this reason, we take a bottom‐up approach. By leveraging the staff and tools already in production, data can be collected quickly with fewer disruptions than in an auto‐discovery process with comparable or higher rates of data quality. The specific process used is outlined below:

Workshop – The Ensono/Excipio team will provide an initial workshop to review our EAMM® data collection templates. We will work with the State team to collaboratively modify the Excel data collection template with the specific desired datapoints to be collected, leveraging our experience with other public‐sector clients to make data field recommendations. As an example: Adding a few additional datapoints around disaster recovery (e.g., RTO/RPO, application owner contact information, backup technology in use) allows this same information to be used in a subsequent project to build out or enhance disaster recovery capabilities and plans. It is easier to collect the information once than to go back to the agencies on a repetitive basis.

Data Collection – The State will have the basic data necessary to begin the mapping process. Regardless of the agency, each agency will already have some form of server monitoring tool (e.g., SolarWinds, Microsoft SCOM, Microsoft SCCM, vCenter) or a change management

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database (CMDB) that contains a list of the server instances that can be exported as a flat file. Application data can be similarly generated from similar tools, a software license management solution, or even procurement systems.

Once the compute (server, storage, appliances, etc.) and application inventories have been collected, we will perform a validation process to populate a master Excel data collection template for each agency.

Data Validation and Import – Once an agency submits its inventory data for review, we will perform a data quality review to ensure all required information was provided and is in the correct format. Once validated, the information is loaded into our application mapping tool.

Agency Interviews – Agency will be individually scheduled for interviews to review the application mapping back to its required hardware. This process will also map any dependencies between applications. As an example, an application might rely on a web server, a database server, Oracle data from Peoplesoft, and a data file from the mainframe. Without all of these components, the application will not function properly. These sessions require attendance by application, server, mainframe, and DBA support staff to efficiently move through the process. A large agency typically takes three to four hours, while a small agency can be mapped in less than an hour. A shared service agency that supports multiple agencies will typically be broken out into individual support sessions by the agency support teams.

Data Reporting – The inventories and the mapping data can be provided back to the State in a variety of formats:

o Electronic reports. Sample extracts from existing reports are provided as examples in Section T‐5 of this document.

o Data upload file. We can also provide inventories and mapping in a flat file format for upload into a variety of tools for asset tracking and change management (e.g., ServiceNow, H/P BTO/OpenView).

2.3 Transformation

Instructions: The State of Arkansas DIS is considering some IT initiatives that will happen in-parallel with the planning of the data center migration and shared services deployment. Some of these, such as deploying IaaS Shared Services to enable self-service provisioning, deploying a tiered storage offering to lower storage costs, and selecting public cloud offerings and enabling cloud connectivity, will impact the planning of the MAC data center migration. Describe how you have managed to mitigate the risks associated with planning/executing a data center migration and shared services deployment in-parallel with other projects that can impact the target environment.

The State’s transformation initiative is perhaps Ensono’s most significant value proposition for this project. Our approach to migration planning and migration execution is to integrate transformation in the process. Our architects and solution delivery engineers will provide thought leadership and help DIS achieve its objectives for a cost‐optimized, hybrid cloud environment.

Infrastructure as a Service (IaaS), private cloud, tiered storage, and managed public cloud are among Ensono’s portfolio of services offerings today, which means we have built these practices in our own and in client data centers. We can help DIS build this environment – or alternatively, DIS may consider the

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“CIO as broker” model and broker these services from Ensono on behalf of its client agencies. In either case, we can help you determine the most beneficial approach.

Our approach to mitigating the risks of introducing new technologies in parallel to the migration activities is to design for it, plan for it, and build contingencies around it – to make it part of the project. In almost all cases, it is more cost‐effective to move once rather than twice. These are the types of consultative discussions that Ensono intends to interject.

2.4 Readiness

Instructions: DIS expects delivery of a detailed migration plan by the middle of Q4 2019. To meet that expectation, please outline the level of readiness regarding information required and expected DIS participation levels. Please identify any other expectations you have of DIS participation.

Meeting the target for Q4 2019 requires us to begin work as laid out in your timeline on or about April 2019. The expectation is that a project kickoff meeting would take place immediately, with Excipio workshops slated to begin in April. Requirements from DIS include assignment of a Project Leader and Project Manager, scheduling of workshops with the appropriate attendees from IT infrastructure and applications staffs, obtaining necessary approvals for running any discovery software/tools (if applicable), and facilitating any required security clearances for Ensono/Excipio project team members.

2.5 Information Risk

Instructions: Fill out the table below.

Table 1: Information Risk

# Question Response

General

1 Please provide where you store your electronic data

Encrypted storage media.

2 a) Are your employees required to sign aconfidentiality agreement? If so, are theyrequired to certify annually that they are boundby the policy?

b) Does the confidentiality agreement provide forbonding or insurance of your employees as itrelates to fraud, theft, modification, sale, etc. ofState of Arkansas DIS data?

c) Are all your employees bonded?

Yes, employees sign a confidentiality agreement upon hire that they re-certify annually. While the Ensono confidentialityagreement does not require employees tobe bonded or carry insurance, Ensono wouldassume responsibility on behalf of itsassociates in the unlikely event that any of the cited instances were to occur.

3 Do you provide security awareness training relevant to individual’s job roles?

Yes, with at least annual retraining.

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# Question Response

How often are employees required to take this training?

4 Is personnel screening done prior to access, please describe?

Please describe your personnel termination procedures

Employment screening checks, as specified by Ensono’s Legal, Culture & People Experience team, and the Risk Management Committee, are conducted for all permanent staff, contractors, temporary staff, and third-party users prior to beginning work at Ensono or being granted access to Ensono information assets.

Employment screening checks must be successfully passed prior to beginning work at Ensono or being granted access to Ensono information assets.

All employees are required to have on file a signed consent allowing Ensono to conduct background screening checks.

All employees granted security related roles are required to satisfactorily pass supplemental employment screening checks on a periodic basis.

Upon termination of an associate, contractor, or third-party relationship, Ensono security administrators immediately remove, revoke, or change user account access rights as appropriate, as the following steps are put into play:

For terminations, both voluntary and involuntary, the Culture & People Experience team are involved in the notification process.

For both voluntary and involuntary terminations, the Culture & People Experience team notifies all appropriate parties in a timely manner.

Upon appropriate notification, all appropriate administrators promptly disable access to Ensono resources on systems within their control.

Administrators are responsible for notifying the appropriate client or delivery teams for termination of access within client environments.

5 Will any of the services, for which the State of Arkansas DIS is contracting, be outsourced? Or, will any State of Arkansas, DIS data otherwise be accessible to third parties? If so, please describe, including how any transmitted data is protected.

No. Ensono and its subcontractor will not outsource any services associated with this engagement.

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Application or System Data Security

1 Describe your policies and procedures around the protection of State of Arkansas DIS confidential data (electronic and hard copy), including:

a. Storing of data b. Handling of data c. Retention and disposal of the data d. Disposal/destruction of obsolete hardware

(e.g. servers, hard drives)

a. Storing of data

Information classified as Client Confidential, is securely stored physically when unattended during and after work hours to avoid unauthorized disclosure. This includes printed information as well as information stored on laptops, removable electronic media, or mobile devices.

Currently, Ensono does not require that Client Confidential information at rest be encrypted unless specified by legal, regulatory, or contractual requirements. RESTRICTED data must be encrypted at rest in all scenarios except where it is not technically possible. Exceptions to this policy require Security approval.

b. Handling of data

General controls:

All information must be appropriately secured, as determined by criticality and classification of the information and/or contractual obligations, particularly when unattended during and after work hours.

Users handling Client Confidential information must be vigilant to make sure the information is not inadvertently disclosed to people who do not have a need to know.

Users will cover or otherwise obscure Client Confidential information on their desks or working areas when unauthorized persons are in the immediate area.

All Ensono employees who travel or work in public areas are required to use privacy screens to prevent unauthorized viewing of protected information.

Users must enable screensavers to logoff/lock their workstation or take similar action if unauthorized persons are in a position to see their computer screen.

Information classified as Client Confidential is protected from unauthorized disclosure at all times including times when the information is not in use.

c. Retention and Disposal

All information is retained until such a time as it is no longer needed and has exceeded the documented retention period.

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Users must always destroy Client Confidential information in such a way as to not compromise the classification level.

Client Confidential information is destroyed according to approved methods as specified within the Information Security Policy (ISP).

DESTRUCTION OF PAPER INFORMATION

Client Confidential information in paper form is shredded when no longer needed. The use of an Ensono approved shredding service (i.e., “shred bins”) is required.

Users are prohibited from disposing non-shredded Client Confidential information in standard trash cans or recycle bins.

Remote workers are required to either shred documents in a manner that provides a certificate of destruction or ship the paper to an Ensono office for destruction. It is each associate’s responsibility to ensure paper is destroyed according to Ensono policies.

Ensono information in paper form classified as PUBLIC may be disposed of at the associate’s discretion, but shredding is always preferred.

DESTRUCTION OF MEDIA INFORMATION

All Ensono information contained on USB drives, diskettes, magnetic tapes, or other computer-related magnetic media that is intended to be reused for other purposes is permanently removed (e.g., degaussed or securely overwritten) prior to reuse.

All Ensono information contained on USB drives, diskettes, magnetic tapes, or other computer-related magnetic media that is intended to be disposed is either permanently removed prior to disposal (e.g., degaussed or securely overwritten) or securely eradicated (e.g., shredded) in a manner that ensures complete destruction of the classified information.

All computing devices and electronic storage media are checked and verified to be free of 1) software licensed to Ensono and 2) any Ensono information prior to being discarded, disposed, or otherwise permanently removed from Ensono premises or permanently disconnected from Ensono’s enterprise services.

d. Disposal

The preparation of any electronic storage media or devices to be disposed, reused, or otherwise discarded must adhere to

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Ensono’s Information Handling requirements to ensure that all Client Confidential has been securely removed.

All storage devices or media are checked and verified to be free of Client Confidential information or licensed software prior to being discarded or disposal.

All storage devices or media that contain Client Confidential information or licensed software are physically destroyed or securely overwritten prior to being discarded or disposal.

All storage devices or media are checked and verified to be free of Client Confidential information or licensed software prior to reuse in any device other than the device it originally came from.

2 How do you and the State of Arkansas DIS exchange data (electronic transfer, mailing of tapes, etc.), and what protocols are used in this exchange (e.g. FTPS, HTTPS)? Is data encrypted during transfer? If so, what is used to encrypt the data?

For data that is delivered on physical media, where are packages and mail received? Who is responsible for delivering them to the appropriate individual? Is this data encrypted?

Electronic transfer.

All information classified as Client Confidential transmitted to or from Ensono via any public network is encrypted.

All information classified as Client Confidential and stored on physical media and transported to or from Ensono is encrypted.

Physical media are received inside Ensono buildings that are physically secured.

3 Are personnel able to save data to any mobile devices such as PC/laptop/handheld/PDAs/USBs, including through screen shots?

If so, please describe how the data residing on each devices is protected (e.g. encryption).

Information classified as Client Confidential is securely stored physically when unattended during and after work hours to avoid unauthorized disclosure. This includes mobile devices.

Non-Ensono equipment that connects to Ensono resources is subject to the same patch and endpoint (e.g., laptop, desktop, server, and other mobile and network devices or software) protection requirements as Ensono owned or managed equipment.

4 Describe how mobile devices are used by personnel, and the type of data kept on them. Describe processes/controls in place to protect data stored on mobile devices, or transmitted to/from them, including the following:

Secure transmission Encryption Authentication controls Mobile device policies and procedures

Ensono defines acceptable business use as “activities that directly or indirectly support the business of Ensono.” Employees may use their mobile devices to access the following company-owned resources: email, calendars, contacts, documents.

To prevent unauthorized access, devices must be password-protected using the features of the device and a strong password, if available.

The device must lock itself with a password or PIN if remains idle for five minutes.

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After five failed login attempts, the device must be configured to render itself unusable.

Security patches are to be applied to the device immediately. Malware protection is recommended, if available.

Rooted (Android) or jailbroken (iOS) devices are strictly forbidden from accessing any Ensono asset or network.

Associates’ access to Ensono assets is subject to Ensono policies, procedures, and standards.

Ensono reserves the right to remotely wipe a device if any of the following occurs:

The device is lost. The associate terminates his or her

employment A policy or data breach, malware, or

similar threat to the security of the company’s data and technology infrastructure has been detected.

While every precaution will be taken to prevent the associate’s personal data from being lost in the event Ensono must remotely wipe a device, it is the associate’s responsibility to take additional precautions such as backing up email, contacts, etc.

Backups of mobile device data must be encrypted.

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3.0 Service Level Requirements

3.1 Service Level Requirements

Instructions: The Contractor must meet the identified minimum service levels for the planning and migration phases. Complete the following tables with the recommended damages for each service level requirement.

Table 2: Delivery SLRs

Service Level On time delivery Proposed Damages

Description Parameter used to measure the timeliness of deliverables identified jointly by DIS, and Contractor .

Service level credits/damages will need to be negotiated once the applicable deliverables are identified and timelines are agreed. Ensono can agree to pay service level credits equal to a reasonable percentage of the invoiced fee for any failure to provide a key deliverable when promised, except to the extent that such failure is due to circumstances reasonably beyond Ensono’s control. Any such service level credits would represent the State’s sole and exclusive remedy for the related failure.

Formula The number of deliverables delivered on time divided by total number of deliverables for the measurement period.

Performance Requirement

On time delivery = 100%

Measurement Interval

Sub-phases of the planning and migration phase

Reporting Period

Reported Monthly

Measurement Tool/Source Data

Per the project plan developed by Contractor and accepted by DIS

Table 3: Service Quality SLRs

Service Level Service Quality Proposed Damages

Description Parameter used to gauge quality of deliverables

Service level credits/damages will need to be negotiated once the applicable deliverables and critical measurements are agreed. Ensono can agree to pay service level credits equal to a reasonable percentage of the invoiced fee for any failure to provide a key deliverable in accordance with the applicable specifications, except to the extent that such failure is due to circumstances reasonably beyond Ensono’s control. Any such service level credits

Formula The number of deliverables that do not have critical issues (e.g., missing dependencies; missing key assets [e.g., servers, storage, switches]; missing critical applications) divided by total number of deliverables per measurement period.

Performance Requirement

Quality of deliverables = 100%

Measurement Interval

Sub-phases of the planning and migration phase

Reporting Period

Reported Monthly

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Measurement Tool/Source Data

Per the quality standards established by DIS and accepted by DIS and Contractor.

would represent the State’s sole and exclusive remedy for the related failure.

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4.0 Assumptions

4.1 Assumptions


ITEM #

REFERENCE (Section, Page,

Paragraph) DESCRIPTION RATIONALE

1. T4, 3.1

While performing the Services, If Ensono encounters: (i) any material concealed or unknown condition, (ii) a client responsibility contained in the RFP, which despite reasonable notice by Ensono, has not been met, or (iii) a delay caused by client, then the scope, schedule, and/or fees/penalties for this SOW may be adjusted as necessary via execution of a Change Order.

Provide clarity around responsibilities for meeting timelines and delivering expected service levels.

2. T4, 3.1 Any work not expressly specified in the RFP is out of scope.


3. T4, 3.1; T5, 3.1

Client has three business days from receipt of project deliverable to accept or note changes required. Otherwise the deliverable will be considered accepted after three business days.


4. T4, 3.1; T5, 3.1

The State will provide any notices and obtain any consent required for Ensono to perform services.


5. T4, 3.1; T5, 3.1

The State will provide Ensono with access to any necessary client environments (including third-party products) to receive and support the Services.


6. T4, 3.1; T5, 3.1

The State will make available such subject matter experts as required by Ensono.


Instructions: Document the assumptions in the below Table. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to the rejection of the Proposal.

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ITEM #



7. T4, 3.1; T5, 3.1

The State will ensure existing client procedural and business process documentation is made available to Ensono in a timely manner prior to the start of the Services.


8. T4, 3.1; T5, 3.1

The State will provide a single point of contact to be the primary interface to Ensono. The client contact will be empowered to allocate resources and make decisions on behalf of client in a timely fashion and be responsible for:

Specifically identifying and providing Ensono with access to all relevant client-controlled information, resources, and locations required in connection to the Services.

Provide Ensono the client contact information (including name and office and mobile phone numbers) for all client team members with whom Ensono will interface.

Attend period status meetings to discuss progress and any other issues that arise during the SOW term.

Attend required daily standup calls.


9. T4, 3.1; T5, 3.1

The State will ensure that DIS/agency team members fulfill their obligations and assigned tasks as defined in the SOW, MS Project Plan, and Action Item log.


10. T4

The State will manage all necessary communications and change management activities within client organization in connection with the Services, including but not limited to: State and agency Communication, Business Process changes, procedural or policy changes, and escalation management on behalf of the client.


11. T4, 3.1; T5, 3.1 The State will be responsible for all equipment procurement and

Provide clarity around responsibilities for

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ITEM #



timelines. Procurement schedule will be used to update and re-baseline the Migration Execution portion of the schedule.

meeting timelines and delivering expected service levels.

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-5 – Work Plan and Deliverables

T-5 Work Plan and Deliverables

Response Template

RFP #: SP-19-0025

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1.0 Project Management

1.1 Project Management Methodology Instructions: Describe the type and depth of project management expertise your organization deploys, as well as the project management methodology employed, to ensure effective development and execution of project plans.

Ensono’s Global Projects and Implementation (GPI) organization includes dedicated teams that will implement solutions from start to finish. These teams will own the end‐to‐end implementation and are the single accountable party for the project delivery. Functions provided by GPI are:

Project Management Office to govern best practice processes across the globe. As new practices are established, our PMO will roll them out to the varying teams. Our PMO is also front and center of our Voice of the Client, working closely with the Account Manager to ensure we are hearing our clients’ needs and provide continuous improvement of our services.

Project Management – Our project management team uses best‐in‐class project methodologies to effectively implement projects of varying complexities. Our Project Managers utilize Project Management Institute (PMI) standards with standardized templates to provide a standard service to all of our clients. Experienced and certified Program Managers and Project Managers effectively schedule, report, and drive all projects throughout their implementation waves.

Project Support Office – Our Project Support Office aids our Project Managers with the many data center responsibilities required to manage an infrastructure project. Project Support Officers assist with procurement, ITSM configurations, and the many daily tasks needed to allow the Project Managers to keep an intense focus on their projects.

While the PMO and Transition teams are dedicated, it takes a full team throughout our organization to complete a transition. The PMO orchestrates the activities needed throughout the project with all Ensono and client teams.

Project Management Services consist of providing an enterprise‐level project and program level management throughout the client’s consulting engagement with Ensono.

This program management function will provide:

The program management guidelines and procedures for the data center migration

The communication plan and reporting procedures

The coordination of all resources and assets throughout the migration

The coordination of all tasks for the migration process

The creation and management of the project plan and timelines

The creation of the program workbook to manage actions, issues and risks

The Project Manager’s responsibilities are:

Initial Planning – Ensono will produce a project schedule and project logs and prepare for and conduct project kickoff meetings to establish reporting schedules, reporting methods, and roles and responsibilities of both parties.

Resource Planning and Management – Ensono will plan for the Ensono personnel resources required to complete the project, coordinate the efforts of Ensono personnel, and schedule the

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work to be performed by Ensono. Ensono will work with the State’s Project Manager to plan for the client personnel resources required to complete the project, coordinate the efforts of State personnel, and schedule the work to be performed by the State’s personnel resources.

Client Communication and Reporting – Ensono will adjust and update the project plan throughout the project. Ensono will participate in project status meetings once per week; provide written weekly status reports that includes project highlights, risks, issues, and escalations in Ensono standard format; and respond to change management requests and requests for information as reasonably requested by the State in writing from time to time.

Action / Risk Log / Issue Log / Dependency Management – Ensono will provide ongoing management of project risks, maintain an issues log, and manage dependencies and related mitigation activities.

Change / Scope Management – Ensono will ensure that the project scope and changes are documented and a change register is maintained in relation to the Ensono project activities.

Overall Project Delivery Management – Ensono will maintain the baseline project plan and document the progress of the project on an ongoing basis.

Project Closedown Activities ‐‐ including final signoff on all documents and lessons learned.

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2.0 Deliverables

2.1 Key Deliverables Instructions: Outline key deliverables you will create and for each identified deliverable, provide the objective, the level of detail and an associated sample. Please refer to the SOW in Section 3 of the RFP. Also, identify which deliverables are considered key and non-key.

The charts appearing in this proposal subsection present the data commonly gathered to meet all standard and optional requirements listed in this request. Traditionally this information is gathered one time with the State agencies for efficiency, and then it is loaded into the CMDB and updated through the change management process. The key areas in which the data will be utilized include:

Colocation requirements, identification and mapping of all applications (primary and

secondary), infrastructure workloads (servers, storage) and dependencies to determine

capacity requirements, migration waves, and optimization of the future architecture design.

These requirements would be provided to the potential colocation vendors for appropriate

quotes and proposals of the future optimized design. They are also used to develop the

migration waves at implementation.

Cloud requirements, identification and mapping of all applications (primary and secondary),

and cloud workloads (servers, storage). In addition, network requirements must be

established, as they represent one of the significant cost factors in determining a cloud

solution. The specific workloads by application/business function are the requirements

provided to the cloud providers for an accurate proposal. This is where most organizations

fail in the cloud process. Without completing these requirements, very limited accuracy can

be obtained and selection of a cloud solution is generally inaccurate.

Disaster recovery requirements. In addition to the requirements above, the identification of

RTO/RPOs, along with the application and infrastructure dependencies, are required to

develop technology recovery plans. In addition, alignment of critical business functions to

their dependent applications and infrastructure ensures the State will have the ability to

recover those areas needed, without overbuilding the DR components. In the end, this will

allow cost‐efficient recovery from a single application to the entire data center.

The details below will be gathered and verified during:

A. Validation of the baseline information provided.

B. Discovering and identifying information missing from the baseline information.

Once validated, this will be utilized for:

C. Designing and building the target state (refer to Section 3.1).

NOTE: The future state architecture developed by the Contractor will not be proprietary

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such that colocation requirements of the architecture are specific to the services and

technology capabilities, and offerings, of a single colocation vendor.

D. Developing detailed migration plans.

E. Migrating out of the MAC data center.

F. Migrating a subset of State of Arkansas’ agencies’ systems (optional to the State).

Data Attributes

The following data fields are typically collected for both hardware and applications, depending on the scope of the client engagement. Each area where the attribute is required has been identified in the charts for a data center migration to colocation (or other facility), cloud, and disaster recovery.

NOTE: The attributes charts represent the datapoints that can be integrated into the State's service management and CMDB solutions.

Hardware Attributes

Type NameData Center

MigrationCloud

RationalizationDisaster Recovery

Hardware HardwareID x x

Hardware BusinessUnit x x

Hardware SiteLocation x x

Hardware HardwareName x x

Hardware DeviceType x x

Hardware Manufacturer x x

Hardware Model x x

Hardware HostName x x

Hardware PrimaryPurpose x x

Hardware EnvironmentType x x

Hardware NumberOfProcessors x x x

Hardware NumberOfCores x x x

Hardware MIPS x x x

Hardware AllocatedMemoryInGB x x x

Hardware OperatingSystem x x x

Hardware OSExplanation x x

Hardware Recommended Criticality x x

Hardware RTOHours x x

Hardware RPOHours x x

Hardware AcquisitionYear x x

Hardware ReplacementCost x x

Hardware UnderMaintenance x x

Hardware MaintenanceSLA x x

Hardware MaintenanceCost x

Hardware StorageType x x x

Hardware TotalStorageInGB x x x

Hardware BackupTechnology x x x

Hardware OffsiteBackupLocation x x x

Hardware NumberOfTapeDrives x x x

Hardware TapeDriveType x x x

Hardware TapeDriveSlots x x x

Hardware Comments x x x

Hardware Active x x x

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I

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Application Attributes

Type NameData Center

MigrationCloud

RationalizationDisaster Recovery

Application ApplicationID x

Application BusinessUnit x

Application ApplicationName x

Application LookupName x

Application Version x

Application Description x

Application AppOwner x

Application Vendor x

Application Platform1 x

Application Platform2 x

Application ComplianceRequirement x x x

Application ApplicationDependencies x x x

Application DatabaseDependency x x x

Application DesiredCriticality x x

Application DesiredRTOHours x x

Application RTORational x x

Application DesiredRPOHours x x

Application RPORational x x

Application OldDesiredCriticality x x

Application OldDesiredRTO x x

Application OldDesiredRPO x x

Application CalculatedCriticality x x

Application RecomendedCriticality x x

Application FinancialImpact x x

Application DependentOnExternalVendor x x

Application VendorRTOHours x x

Application ExistingDRPlan x x

Application DRPlanLocation x x

Application DRSiteLocation x x

Application DRTestingFrequency x x

Application DateOfLastDRTest x x

Application LastDRTestSuccessful x x

Application LastDRTestType x x

Application LastDRTestRTO x x

Application LastDRTestDocumented x x

Application Comments x x x

Application ComplianceHIPAA x x x

Application ComplianceCJIS x x x

Application CompliancePub 1075 x x x

Application CompliancePII/PHI x x x

Application ComplianceSSA x x x

Application CompliancePCI x x x

Application Active x x x

Application ITOwnerName x x

Application ITOwnerPhone x x

Application ITOwnerEmail x x

Application BusinessOwnerName x x

Application BusinessOwnerPhone x x

Application BusinessOwnerEmail x x

Application Name x x

Application CriticalBusinessFunction x

Application ApplicationCategory x

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1


Project Approach

Collect Current State Inventories

We will work with the State to gather current inventories of applications, compute infrastructure, and

support resources related to the client’s critical business functions. We will provide the necessary

templates for the initial data collection and work with the client’s subject matter experts to gather the

initial data. We will review and analyze this initial data to identify any gaps or assumptions that need to

be made. We will validate the results with the State’s subject matter experts to ensure the final

inventories are accurate and complete.

Mapping of Dependencies

This process is to understand, validate, and document the dependencies between applications along

with the required hardware workloads. The process will also identify core infrastructure requirements

that must be operational before recovery can begin (e.g., Active Directory, VM hosts). This provides a

complete view of all applications to their respective supporting compute infrastructure, and workloads.

The Ensono/Excipio team will:

Collect/refresh the server, storage, and backup hardware for each application, some of

which may be shared devices across multiple applications.

Using Excipio's EAMT tool, map the dependencies for each application to the hardware

required to restore the application, as well as map any dependencies between applications.

Provide reports and outputs from the EAMT tool that will be used to create the recovery

plans.

Specific Deliverables

Collect Current State Inventories

Current state inventory report by agency

Application inventory report by agency

Mapping of Dependencies

Report mapping application dependencies to servers

Report mapping dependencies between applications

Optional Deliverables

While the primary focus of this RFP is the migration of workloads from one data center to another, this

same data will be required for subsequent projects once the workloads are moved. This same data will

be required for runbooks, change management, disaster recovery, and rationalization of applications

that can be moved to a cloud‐based solution(s). As the environment is spread across locations and

providers, it will become increasingly critical to understand:

Which applications to restore first in a DR event?

For applications with dependencies on other applications (e.g., shared databases, tax files),

the order the dependent applications have to come online before the primary application

can be restored to service?

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1111


Which applications are most at risk today, based on criticality to the State?

Risk and Prioritization Reports

The Ensono/Excipio team will gather requirements for each business function and supporting

application and develop Risk and Prioritization Report Cards. Our review of the business functions and

supporting applications will determine which applications, in the event of an outage, would result in:

Loss of life.

Loss of revenue, productivity, goodwill, or increased costs.

Risk of personal safety.

Compliance and/or regulatory issues.

Breach of law or sanctions and/or penalties.

Impact to the organization's financial rating.

Poor public relations and/or damaged reputation.

We will create a Risk and Prioritization Report Card for each application that displays that application’s

risks (from above) along with the RTOs and RPOs to deliver a product or service.

Deliverables

Risk Report Cards by application

Prioritization Report by business unit/agency

Prioritization Report across all business units/agencies

Business Operational Compliance Report

We will review and document the regulatory and compliance requirements on a per application basis.

The analysis will also identify risks, liabilities, and potential financial impacts. Once the regulatory

compliances are defined, they must be accounted for in the design of the disaster recovery process.

Compliance requirements for this engagement include:

IRS Publication 1075.

Criminal Justice Information Systems (CJIS).

HIPAA.

PHI/PII.

PCI.

Other specific regulations identified by the State.

Deliverables

Compliance report: Validate that practices and procedures meet the requirements set forth

in the regulations.

Documentation: Validate appropriate documentation exists and could prove to an auditor

that practices and procedures are compliant

The reports will be provided in an Excel format that will be turned over to the Client for

ongoing maintenance and remediation as necessary

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-

--•


Deliverable Screenshots and Examples

NOTE: Some areas in the charts have been redacted for security. An actual presentation of these reports, including outputs, is available upon

request.

Server Inventory

The graphic below is a partial snapshot of the hardware inventory data that can be captured. While it is used primary to capture physical and

virtual servers for application mapping, it also has the ability to tracks other key pieces of hardware such as storage, backup, and network

devices. This information is used to calculate capacities for replacement hardware, cloud workloads, and DR requirements. A detailed layout of

the default fields captured is provided later in this section.

Application Inventory

The graphic below a partial snapshot of the application inventory data that can be captured. In addition to basic information about the

application, data can be expanded to include critical DR information. A detailed layout of the default fields captured is provided later in this

section. Such information is used in the application mapping process as well as for DR purposes (e.g., application recovery plans, business

continuity plans, DR site compute capacity requirements).

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Application to Hardware Mapping

This screen demonstrates the process we work through with the agencies' subject matter experts to match the application to compute

dependencies. There are two modes:

Match Mode: Used to capture the relationship(s) between the application and the server instances.

Review Mode: Once a match has been made, selecting an application from the left will instantly provide the servers required for the

application. The inverse is also true. By selecting a server on the right, the list on the left will reflect all of the applications that are

dependent on that server instance.

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Application Dependency Mapping

This screen demonstrates the process we work through with the agencies’ subject matter experts to match the dependencies between

applications. Where multiple dependencies exist and there is a specific order in which the applications must be brought online, the startup order

is populated. There are two modes:

Match Mode: Used to capture the relationship(s) between the primary application and the dependent application(s).

Review Mode: Once a match has been made, selecting a primary application from the left will instantly provide the dependent

application(s). The inverse is also true. By selecting an application on the right, the list on the left will reflect all of the primary

applications that are dependent on the dependent application.

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All Applications


Unmatched Appl ications

App Name Filler:

App Owner:

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All Applications


Unmatched Applications

StartUp0 rder 1

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Report Menu

As shown below, a variety of reports are available based on the stage of the project. These reports help the client document the environment,

plan for migrations, and supplement DR plans.

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-C

[ [

Applications by Business UM

Applications by Name

Applications by Location

Hardware by Business Unit

Hardware by Name

Hardware by Location

Risk & Prioritization Report Card (RPRC)

Business Operations Compliance Report (BOCR)

overall Prioritization Schedule

Overall Risk Schedule

a Assessment (BIA) Business Imp ct

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Open Report


Hardware Inventory

In the example below, the report shows the necessary hardware attributes for server instance 300‐31‐COMEXT as well as for the two

applications that run on this server instance. While not in scope for this project, please note how the DR information for each application is also

displayed on the report.

Application Mapping Report

In the report below, application “Commerce‐Dynamic CRM” requires one production server and has two test servers associated with the

application as well as the compute attributes for the server instances. While not in scope for this project, please note how DR information also

displayed on the report.

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Business unit Name Device Type Env,rorvnent Number of Nunber Allocated Total Processors of Cores Memory (GB) Storage (GB)

Commeroe 300-31 OMEXT Server production 4 4 12 820

Ai D "' DP , ..... Del :ul.1 R ~ n ne-l'j II II 0 ,r ') 0

Commeroe-SharePoint 2013 Urgent 24 24 Urgent Medium

Commerce-Websites High 72 24 High High

App Name Description Desired Desired Desired Cnhcalrty RTO Hours RPO Hours

Commerce-Dynamic CRM Business Development -lack o f Business Data Urgent 24 24

Application Hardware

HDWl'<ame Dev,ce Type Environment Nt.,Mberof NUMber Allocated Total >rLA.es~,s of Lures M c"IOry 1GB) Sly age GB

300-31-CRMAPPT Hyper-V Server test 4 4 16 384

300-31-CRMSQLPROD Hyper-V Server production 4 4 16 384

300-31-CRMSQLT Hyper-V Server test 4 4 16 384

Commerce-SharePoint 2007 Commerce Associates & Customers - data and files not urgent 24 24 available for decision making and work

Application Hard\vare

HDWName Dev,ce Type Environment "lumber of NUMber Allocated Total

"ro..-essr • otr:ore< Me-101 1GB) Sora~ GB

300-31-INTCOMM Hyper-v Server production 4 4 8 410

300-31-Superchief sn Scnx6bl Server production 8 1 12 1144


Optional Reports

The following reports are not included in the scope of this RFP. However, we believe the following reports are relevant in terms of future planning for the State and are available as options.

Risk and Prioritization Scorecard

In working with the State's subject matter experts responsible for the disaster recovery, we can help assess the risk and priority of each application. The application below scores as “high risk” (only 58 out of 128 possible points), but would only be prioritized as an application of moderate importance (20 out of 50 points).

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Risk & Prioritization Report Card Application

Questionnaire

Risk

Group

Disaster Recovery Plann ing

Appl ication Documentation

Data Center

Supportabil ity

Backup Recovery Strategy

Compliance, Privacy & Security Risk

Questionnaire

Priori t ization

Group

Business Unit

Business Unit

Compli ance, Privacy & Security Impacts

Customer Related Impacts

Business Impacts

Impact in DR Terms

Seivice Impact

Outage Impact

Financial Impact

Process Impacts

Critical Business Function

Total Application Score:

Application Category A·AprJ" bOn

Total Possible Score

26

20

18

36

19

9

128

>50% -7 5%

Total Possible Score

9

7 3

4

14

4

6

5

1

Total Application Score: 50

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Prioritization Schedule

In a disaster, clients often struggle with which applications are to be brought online first. It is often a subjective debate, influenced by the political clout of the agencies. Using the same data to generate the risk and prioritization scorecard, the solution can generate an overall priority list across the State environments. The following screenshot shows on one organization's priorities, i.e., the first applications to be brought back online.

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Order

1

2

3

4

5

6

7

8

9

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Overall Prioritization Schedule Priority Score Business Unit Name Critical Function Application Na me Application Description Risk Score Recommended

fol 51\ fol 126\ Crlticalitv

90% IMAGE NOW Image Management System for legal and sec 45% Urgent

Commission

90% KDAOS Intranet Web Interface to A&ency 48% Urgent

80% OMIS Offender Tracking Application w ith main focus on 30% Urgent Incarceration· Manage adult offende~ in our

fac ilities·Offendor Management Information System

80% Motor Veh icle Vehicle Title and registration system 55% Urgent System

80% Motor Vehicle Title and registrat ion batch jobs 55% Urgent Interfaces (30?)

78% Electronic System that rece ives HL7 messages regard ing 32% Urgent

Laboratory infectious disease and e levated blood lead Reporting (ELR) WS laborator reports

78% File Writer Writes binary into a physica l fil e currently being 34% Urgent used by ELR WS

78% VitalTrak Engine that queries Filenet for Death informat ion 48% Urgent

78% Electronic System that rece ives HL7 messages regard ing 55% Urgent Laboratory infectious disease and e levated blood lead Reporting (ELR) • laborato r reports Rhapsody Server

The report isgene-cted based on theappkation's P"iorrteation impact score, whch is:based on the 9..1rvey datacOllected from theapphcaton o,mers. The ~plcattOnS a-e ordered n the order or rTlportcl"lce, with the most rTlportait apphcaton a the top of the report (theheher the score, the higher the prlOl'ity).


Overall Risk Schedule

The following report sample prioritizes applications that are the highest risk to the State. Thus, these applications need the most attention based on the key factors identified in working with the State's subject matter experts.

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Order Risk Score (out of 126)

1 27%

2 30%

3 32%

4 34%

5 35%

6 40%

Business Unit Name

Overall Risk Schedule Critica I Function Application Name Application Description

JCFS Track ing of Juveniles Offenders in our facilities thru the

Incarceration Period

OMIS Offender Tracking Application with main focus on Incarceration- Manage adult offenders in ourfacilities-

Offender Management Information System

Electronic System that receives Hl7 messages regarding infect ious Laboratory disease and elevated blood lead laborator reports Reporting (ELR) WS

File Writer Writes binary into a physical file currently being used by

ELRWS

CASIMS Community Supervision of Juveniles· Manage juvenile

offenders in the community

NetMotion Mobility Provides persistent connectivity & security for KHP's road

troopers, allowing access to every agency business

application while on duty in the field .

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Recommended Criticality

Urgent

Urgent

Urgent

Urgent

Urgent

Urgent


Business Operational Compliance Requirements

In today's world, agencies are bombarded with regulatory requirements. While the business side of the agency may understand the compliance requirement, too often the IT side is completely unaware. This additional level of due diligence captures these requirements and is typically used to help ensure that each application is architected correctly to pass an audit.

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Business Operational Compliance Requirements Form {BOCR)

3a rr co tact a

§regory

s Ap • at·

EpiEZ

lows the printing of disease survei l lence reports- A llows the printing of disease sl.rVeillence reports

9 Does

10

Yes

11 has a sec rly A

Business Com pliancy, Privacy and Security Information

~ ? ~ ? ~

Data Inf tio ? ~ app tot ·sApp ca

I RS 107 5/ fTI PC I OfS

Yes No No No

_ ast fi e (Sh ea s?

Impact Information

be affected .

ts;

f111 u ltiple Departments

d : f" e pe day cost t the c

bess Than 100 M ill ion


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Business Operational! Complliance Requirements Form (BOCR)

Hu siness Continuity/ Disaster Recovery Information

13 o aa.e

14

15

C "tica V

16

Plecmreiv Ti o:bjectiVB[RTO):

17

Recoi.ay · t Objective[ PO):

I, t he under!jgned, hcJie reviewed and ackn ov.r ledge t he data contained in t hisBOCR Report is accurate and ully r ef~cts t he current state of business and op-eration al c ompliance for t h is application.

Date:


3.0 Project Plan

3.1 Project Workplan The Prospective Contractor should submit a Work Plan for the data center optimization. This Work Plan should demonstrate that the Prospective Contractor has a thorough understanding of all activities required to implement the scope of services required. The Prospective Contractor should provide a schedule with the shortest duration while providing enough time to perform the activities required as outlined in the RFP and without interruption to business operations.

The Work Plan should show all key elements including details with responsibilities, timelines, durations, milestone dates, deliverables, and Prospective Contractor personnel hours by deliverables during the Design and Migration phases, State personnel hours, and all critical dependencies for the milestones and deliverables. The Work Plan may be an attachment to the Prospective Contractor’s Technical Proposal and tabbed as such in the submission as well as an electronic soft copy (Microsoft Project ® or equivalent and Adobe ® PDF) version in the Prospective Contractor’s electronic submission of the Technical Proposal.

All content should be formatted for effective viewing in hard and soft copy.

Instructions: Provide a Work Plan including at least:

High level schedule (Microsoft Project® preferred and Adobe ® PDF) including all deliverables and milestones, and timeline for phased approach, if appropriate

A listing of what staff is assigned responsibility for each deliverable within the WBS to the level at which control will be exercised

Major milestones and target date(s) for each

Definition of the review processes for each milestone and deliverable and a description of how the parties will conduct communication and status review

Include or attach associated artifacts such as Gantt charts and flowcharts as appropriate.

Please include a one-page readable high-level view of the plan here.

The State of Arkansas will review the milestone deliverable document and accept or request changes. Communication and Status will be conducted via face to face meetings, daily calls, and formal status meetings. A Daily Action Item Call (generally about 30 minutes) ensures that all parties stay on track. We also hold formal weekly status meetings using an executive status template.

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<Project Name> Project Milestone Status 120718

O...rall Prorr1m ~tuu, T-16


Task Name Duration Start Finish Predecessors Resource Names

State of Arkansas Migration and Optimization 426.04 days

Mon 2/18/19

Fri 10/30/20

PRE‐SIGNATURE 21.38 days

Mon 2/18/19

Tue 3/19/19

PM assigned 0 hrs Mon 2/18/19

Mon 2/18/19

12FS‐2 wks

Delivery Manager assigned (CSX) 0 hrs Mon 2/18/19

Mon 2/18/19

3SS

MF technical Lead assigned 8 hrs Mon 2/18/19

Mon 2/18/19

3SS Ensono Technical Lead

NW technical Lead assigned 8 hrs Mon 2/18/19

Mon 2/18/19

3SS Network Lead

Review Draft SOW / Solution 11.38 days

Mon 3/4/19 Tue 3/19/19

Hold SOW / solution review 3 days Mon 3/4/19 Wed 3/6/19 12 Tech Leads,Impl Tech Lead,Sales Architect[20%],Ensono PM

Document questions and concerns for Sales and SA teams 1 day Thu 3/7/19 Mon 3/18/19

8 Core Team

Obtain clarity from Sales / SA teams 1 day Mon 3/18/19

Tue 3/19/19 9 Ensono PM

Document High Touch Components of Deal 1 day Mon 3/18/19

Tue 3/19/19 9 Sales Architect,Tech Leads

Contract Signed 0 days Mon 3/4/19 Mon 3/4/19

Client Screening Complete 0 days Mon 3/4/19 Mon 3/4/19 12

INITIATION 13 days Mon 3/4/19 Wed 3/20/19

Client and Project Setup 1.13 days

Mon 3/4/19 Tue 3/5/19

Add client to WorkDay 1 hr Mon 3/4/19 Mon 3/4/19 12 PSO

Setup project in WorkDay 8 hrs Mon 3/4/19 Tue 3/5/19 16 Ensono PM

Milestone: Ensono Initial Client Tool Setup Complete 0 days Tue 3/5/19 Tue 3/5/19 17

Create Initial set of Project Documents 7 days Mon 3/4/19 Tue 3/12/19

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Create Draft Client Kickoff Deck 0.25 days

Mon 3/4/19 Mon 3/4/19 12 Ensono PM

KT session schedule Template 2 days Mon 3/4/19 Tue 3/5/19 12 Tech Leads

RAID Log 1 day Wed 3/6/19 Wed 3/6/19 21 Ensono PM

Contact Information and USERID list 1 day Thu 3/7/19 Thu 3/7/19 22 Ensono PM

Create document repository site (SP) with standard File / folder structure

2 days Fri 3/8/19 Mon 3/11/19

23 Ensono PM

Populate SP site with initial set of documents 1 day Tue 3/12/19 Tue 3/12/19 24 Ensono PM

Internal review and update of Client Kickoff meeting deck 3 days Wed 3/13/19

Fri 3/15/19 20,19 Sales Architect[20%],Tech Leads,Ensono PM

Gather client resources for the kickoff meeting 3 days Mon 3/18/19

Wed 3/20/19

20,26 Sales Lead

Create Ensono Communication Plan 1 day Wed 3/13/19

Wed 3/13/19

Status Reports (External, Internal, Executive) 1 day Wed 3/13/19

Wed 3/13/19

19 Ensono PM

Define Project Roles and Responsibilities 1 day Wed 3/13/19

Wed 3/13/19

19 Ensono PM

Gather conference bridges for KT sessions 1 day Wed 3/13/19

Wed 3/13/19

19 Ensono PM

Schedule recurring meetings 4 hrs Wed 3/13/19

Wed 3/13/19

19 Ensono PM

Project Staffing Plan 2 days Thu 3/14/19 Fri 3/15/19 28 Ensono Technical Lead

Milestone: Client notification of Outsourcing intentions 0 days Fri 3/15/19 Fri 3/15/19 33

Schedule and Hold Client Kickoff meeting 11 days Mon 3/4/19 Mon 3/18/19

Identify Ensono resources that will be at the client site 4 days Mon 3/4/19 Thu 3/7/19 12 Ensono PM

Provide Ensono onsite resources to the client 6 days Fri 3/8/19 Fri 3/15/19 36

Arrange site access for Ensono onsite resources 6 days Fri 3/8/19 Fri 3/15/19

Meeting rooms and conference bridge 1 day Fri 3/8/19 Fri 3/8/19 Client,Ensono PM

Arrange Ensono travel to client site 1 day Mon 3/11/19

Mon 3/11/19

39 Client,Ensono PM

Identify Client EKO Resources 1 day Tue 3/12/19 Tue 3/12/19 40 Client,Ensono PM

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Establish target RIM steady state date 3 days Wed 3/13/19

Fri 3/15/19 41 Client,Ensono PM

Hold External Kick‐off meeting 1 day Mon 3/18/19

Mon 3/18/19

36,42

CONSULTING ASSESSMENT 45.5 days

Mon 3/4/19 Mon 5/6/19

Planning 6 days Mon 3/4/19 Mon 3/11/19

Project Kickoff Calls 1 day Mon 3/4/19 Mon 3/4/19 12 Excipio SPOC

Prep data collection templates 0.81 days

Tue 3/5/19 Tue 3/5/19 46

Client workshop re: data collection 2 hrs Tue 3/5/19 Tue 3/5/19 Excipio SME,Ensono SME,Client

Create data collection templates 4 hrs Tue 3/5/19 Tue 3/5/19 48 Excipio SME

Validation and review of data 0.5 hrs Tue 3/5/19 Tue 3/5/19 49 Excipio SME,Ensono SME,Client

Data collection templates complete 0 days Tue 3/5/19 Tue 3/5/19 50 Excipio SPOC

Schedule onsite visits and travel 1 wk Tue 3/5/19 Mon 3/11/19

46 Excipio SPOC

MAC DC 41.5 days

Fri 3/8/19 Mon 5/6/19

Validation of baseline 18.25 days

Fri 3/8/19 Wed 4/3/19

Electronic delivery of data collection templates 0 days Fri 3/8/19 Fri 3/8/19 52SS+4 days Excipio SPOC

Kick off meeting via webinar 2 hrs Fri 3/8/19 Fri 3/8/19 52SS+3 days Excipio SPOC,Ensono PM,Excipio SME,Client SMEs

Client data gathering 10 days Fri 3/8/19 Fri 3/22/19 56 Excipio SME(s)

Validation and QA review of data 2 days Fri 3/22/19 Tue 3/26/19 57 Excipio SME(s)

Additional Client clarifications 3 days Tue 3/26/19 Fri 3/29/19 58 Excipio SMEs,Client SMEs,Ensono SMEs

Upload of inventories 1 day Fri 3/29/19 Mon 4/1/19 59 Excipio SME(s)

Electronic delivery of inventory reports 0 days Mon 4/1/19 Mon 4/1/19 60 Excipio SME(s)

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Task Name Duration Start Finish Predecessors Resource Names Validation of inventory reports 2 days Mon 4/1/19 Wed 4/3/19 61 Excipio SPOC,Client SMEs

Electronic delivery of final inventory reports 0 days Wed 4/3/19 Wed 4/3/19 62 Excipio SPOC

State of Arkansas Sign‐off on inventory 0 days Wed 4/3/19 Wed 4/3/19 63 Client

Mapping of Dependencies 23.25 days

Wed 4/3/19 Mon 5/6/19

Kick off meeting (via webinar) 1 day Wed 4/3/19 Thu 4/4/19 54 Excipio SPOC,Ensono PM,Excipio SME,Client SMEs

Client preparation 2 wks Thu 4/4/19 Thu 4/18/19 66 Client SME(s)

Onsite mapping of dependencies 2 wks Thu 4/18/19 Thu 5/2/19 67 Excipio SME(s),Client SME(s),Ensono SME(s)

Deliver unmapped apps and hardware report 0 days Thu 5/2/19 Thu 5/2/19 68 Excipio SME(s)

Client follow up research 2 days Thu 5/2/19 Mon 5/6/19 69 Client SME(s)

Electronic delivery of dependency reports 0 days Mon 5/6/19 Mon 5/6/19 70 Excipio SME(s)

Validation meeting 2 hrs Mon 5/6/19 Mon 5/6/19 71 Excipio SPOC,Client SMEs

Electronic delivery of final inventory reports 0 days Mon 5/6/19 Mon 5/6/19 72 Excipio SPOC

Client acceptance of final inventory mapping 0 days Mon 5/6/19 Mon 5/6/19 73 Client

ASSESSMENT ANALISYS 45.67 days

Mon 5/6/19 Mon 7/15/19

Application Analysis 41.67 days

Mon 5/6/19 Tue 7/9/19

Data Normalizations 9.67 days

Mon 5/6/19 Mon 5/20/19

Close any open questions around applications/Servers/Storage/DBs

0.67 days

Mon 5/6/19 Tue 5/7/19 44 Excipio SME,Ensono Technical Lead,Client SME(s)

Clean up Master document and ensure all answers are logged consistently

2 days Tue 5/7/19 Thu 5/9/19 78 Excipio SME,Ensono Technical Lead,Client SME(s)

Create Appropriate Pivot tables and Final Base line reports 5 days Thu 5/9/19 Thu 5/16/19 79 Ensono Technical Lead

Provide Base line reports and Pivots to Solution Architect 2 days Thu 5/16/19 Mon 5/20/19

80 Ensono Technical Lead

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Move Groups 19 days Mon 5/20/19

Mon 6/17/19

Review communication patterns 5 days Mon 5/20/19

Tue 5/28/19 77 Ensono Technical Lead

Analyze Dependencies / Business Constrains / Blackout dates / Maintenance windows

1 day Tue 5/28/19 Wed 5/29/19

83 Ensono Technical Lead,Client SME(s)

Create application grouping schedule 5 days Wed 5/29/19

Wed 6/5/19 84 Ensono Technical Lead,Client SME(s)

Review Move groups with peers 4 days Wed 6/5/19 Tue 6/11/19 85 Ensono Technical Lead

Review Move groups with Clients 2 days Tue 6/11/19 Thu 6/13/19 86 Ensono Technical Lead,Client SME(s)

Complete Move groups 2 days Thu 6/13/19 Mon 6/17/19

87 Ensono Technical Lead,Client SME(s)

Migration Schedule 13 days Mon 6/17/19

Tue 7/9/19

Create high level wave plan (Move groups) 5 days Mon 6/17/19

Mon 6/24/19


Create High Level Migration Plan (How workload will be moved)

2 days Mon 6/24/19

Wed 6/26/19


Wave Plan and Migration plan peer review 2 days Wed 6/26/19

Fri 6/28/19 86,91 Ensono Technical Lead

Wave plan and migration plan client review 2 days Fri 6/28/19 Tue 7/2/19 92 Ensono Technical Lead,Client SME(s)

Obtain Approval from the client 2 days Tue 7/2/19 Tue 7/9/19 93 Client

Analysis of Application Discovery Completed 0 days Tue 7/9/19 Tue 7/9/19 80,83,85,94

Core Infrastructure Analysis 4 days Tue 7/9/19 Mon 7/15/19

Receive form MA all pertinent data on the current server inventory

2 days Tue 7/9/19 Thu 7/11/19 76 Ensono Solution Architect

For SA to Complete 2 days Thu 7/11/19 Mon 7/15/19

97 Ensono Solution Architect

Storage Analysis 4 days Mon 5/6/19 Fri 5/10/19

For SA to complete 4 days Mon 5/6/19 Fri 5/10/19 44 Ensono Solution Architect

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Task Name Duration Start Finish Predecessors Resource Names Network Analysis 4 days Mon 5/6/19 Fri 5/10/19

Task 1 2 days Mon 5/6/19 Wed 5/8/19 44 Ensono Solution Architect

Task 2 2 days Wed 5/8/19 Fri 5/10/19 102 Ensono Solution Architect

Security Analysis 4 days Mon 5/6/19 Fri 5/10/19

Task 1 2 days Mon 5/6/19 Wed 5/8/19 44 Ensono Solution Architect

Task 2 2 days Wed 5/8/19 Fri 5/10/19 105 Ensono Solution Architect

Firewall snd FW & LB Rules Translation 14 days Fri 5/10/19 Fri 5/31/19

Review FW & LB Technologies in Place 2 days Fri 5/10/19 Tue 5/14/19 104 Ensono Network Lead

Identify VIPs and Special VIP Requirements 2 days Tue 5/14/19 Thu 5/16/19 108 Ensono Network Lead

Identify FW & LB Pools for Application Data Flow 2 days Thu 5/16/19 Mon 5/20/19

109 Ensono Network Lead

Identify FW & LB Methods for Application Use 2 days Mon 5/20/19

Wed 5/22/19


Identify Service Ports for Load Balancing 2 days Wed 5/22/19

Fri 5/24/19 111 Ensono Network Lead

Identify Health Check Methods 2 days Fri 5/24/19 Wed 5/29/19


Identify SSL Off‐Loading Performed by FW & LBs 2 days Wed 5/29/19

Fri 5/31/19 113 Ensono Network Lead

TARGET STATE ARCHITECTURE 18 days Mon 7/15/19

Thu 8/8/19

Review requirements 2 days Mon 7/15/19

Wed 7/17/19


Q&A discovery and evaluation of need 1 day Wed 7/17/19

Thu 7/18/19 116 Ensono Solution Architect

Assess and evaluate future state need 1 day Thu 7/18/19 Fri 7/19/19 117 Ensono Solution Architect

Review utilization, evaluate optimizations, consolidation, capacity, trending

1 day Fri 7/19/19 Mon 7/22/19


Define service components (e. g. network, compute, storage, security, backup/recovery)

1 day Mon 7/22/19

Tue 7/23/19 119 Ensono Solution Architect

Draft Deliverables/Milestones 4 days Tue 7/23/19 Mon 7/29/19

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Draft design diagram 1 day Tue 7/23/19 Wed 7/24/19


Draft bill of materials / cost 1 day Wed 7/24/19

Thu 7/25/19 122 Ensono Solution Architect

Draft solution description 1 day Thu 7/25/19 Fri 7/26/19 123 Ensono Solution Architect

Propose and review solution with client 1 day Fri 7/26/19 Mon 7/29/19

124 Ensono Solution Architect,Client

Revise solution 4 days Mon 7/29/19

Fri 8/2/19

Q&A with agency, validation of revised design 4 days Mon 7/29/19

Fri 8/2/19 121 Ensono Solution Architect

Final Deliverables/Milestones 4 days Fri 8/2/19 Thu 8/8/19

Final design diagram 1 day Fri 8/2/19 Mon 8/5/19 127 Ensono Solution Architect

Final bill of materials / cost 1 day Mon 8/5/19 Tue 8/6/19 129 Ensono Solution Architect

Final solution description 1 day Tue 8/6/19 Wed 8/7/19 130 Ensono Solution Architect

Review and approve solution design with client 1 day Wed 8/7/19 Thu 8/8/19 131 Ensono Solution Architect,Client

Final client approval of Target State Architecture 0 days Thu 8/8/19 Thu 8/8/19 132

MAC DATA CENTER MIGRATION 319 days Mon 7/15/19

Thu 10/22/20

Develop Application grouping and review with client 30 days Mon 7/15/19

Mon 8/26/19

75 Ensono Technical Lead,Client

Equipment approval and procurement 30 days Thu 8/8/19 Fri 9/20/19 115 Client

Wave 0 30 days Mon 8/26/19

Tue 10/8/19

Build Wave plan 0 and review with client 20 days Mon 8/26/19

Tue 9/24/19 135 Ensono Technical Lead,Client

Execute Wave 0 ‐ Build core infrastructure ‐ network, security, AD, access verification, virtual cluster build, VMs creation, monitoring and backup

10 days Tue 9/24/19 Tue 10/8/19 138,136 Ensono Technical Lead,Client

Execute Waves 1 and 2 88 days Tue 10/8/19 Fri 2/21/20

Execute Wave 1 ‐ migrate selective lower environment and validate

30 days Tue 10/8/19 Tue 11/19/19


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Task Name Duration Start Finish Predecessors Resource Names Execute Wave 2 ‐ migrate remaining lower environments and validate

30 days Tue 11/19/19

Tue 1/14/20 141 Ensono Technical Lead,Client

Fix all issues learned from lower environment migrations 14 days Tue 1/14/20 Mon 2/3/20 142 Ensono Technical Lead,Client

Mock run ‐ Build production VMs, restore selective prod environment

14 days Mon 2/3/20 Fri 2/21/20 143 Ensono Technical Lead,Client

Execute Waves 3 to 5 171 days Fri 2/21/20 Thu 10/22/20

Wave 3 67 days Fri 2/21/20 Wed 5/27/20

Migrate prod environments 2 or more waves and validate 30 days Fri 2/21/20 Fri 4/3/20 144 Ensono Technical Lead

Post migration tasks ‐ application functional validation, monitoring and backup

7 days Fri 4/3/20 Tue 4/14/20 147 Ensono Technical Lead

Decommissioning resources at source location ? 30 days Tue 4/14/20 Wed 5/27/20


Document the environment, review with client and deliver 10 days Tue 4/14/20 Tue 4/28/20 148 Ensono Technical Lead

Client sign‐off and environment approval 0 days Tue 4/28/20 Tue 4/28/20 150 Client

Wave 4 67 days Tue 5/5/20 Mon 8/10/20

Migrate prod environments 2 or more waves and validate 30 days Tue 5/5/20 Wed 6/17/20

149FS‐15 days

Ensono Technical Lead


7 days Wed 6/17/20

Fri 6/26/20 153 Ensono Technical Lead

Decommissioning resources at source location ? 30 days Fri 6/26/20 Mon 8/10/20


Document the environment, review with client and deliver 10 days Fri 6/26/20 Mon 7/13/20


Client sign‐off and environment approval 0 days Mon 7/13/20

Mon 7/13/20

156 Client

Wave 5 67 days Mon 7/20/20

Thu 10/22/20

Migrate prod environments 2 or more waves and validate 30 days Mon 7/20/20

Mon 8/31/20

155FS‐15 days,157

Ensono Technical Lead


7 days Mon 8/31/20

Thu 9/10/20 159 Ensono Technical Lead

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Decommissioning resources at source location ? 30 days Thu 9/10/20 Thu 10/22/20


Document the environment, review with client and deliver 10 days Thu 9/10/20 Thu 9/24/20 160 Ensono Technical Lead

Client sign‐off and environment approval 0 days Thu 10/22/20

Thu 10/22/20

161 Client

PROJECT CLOSE 5.88 days

Thu 10/22/20

Fri 10/30/20

Conduct Internal Lessons Learned Meetings 2 hrs Thu 10/22/20

Thu 10/22/20

134 Tech Leads,Ensono PM

Conduct Client Lessons Learned Meeting 2 hrs Fri 10/23/20 Fri 10/23/20 165FS+1 day Tech Leads,Client,CSX,Ensono PM

Conduct Ensono Leadership Lessons Learned Meeting 2 hrs Mon 10/26/20

Mon 10/26/20

166FS+1 day Tech Leads,Ensono Leadership,CSX,Ensono PM

Release Project resources 1 hr Tue 10/27/20

Wed 10/28/20

167FS+1 day Ensono PM

Close Budget 1 day Thu 10/29/20

Fri 10/30/20 168FS+1 day Ensono PM

TRANSITION COMPLETE 0 hrs Fri 10/30/20 Fri 10/30/20 169

Please note that in addition to the requisite work plan for the MAC DCO, Ensono is providing a project plan (‐.mpp, attached) and pricing for (optional) agency optimization. While the RFP includes the MAC data center for scope (Task E) and lists the agency data centers as optional (Task F), we recommend the State of Arkansas complete Tasks A, B, and C for both the MAC data center and agency data centers. Based on our past experience with other states, we present these key reasons for the recommendation:

1) The agencies will have unique criteria that may or may not be represented in the MAC data center. These criteria should be taken into account for the future architecture and data center requirements.

2) Compliance will be critical not only for the MAC but also for the agencies. Although many data center colocation providers understand common compliances (e.g., HIPAA, PCI, PHI), few really understand the components to meeting CJIS, IRS‐Pub1075, and others that are unique to the agencies listed as optional.

3) The agencies represent almost two‐thirds of the total workload. This represents a significant difference from the MAC data center individually and will likely have an impact on the future options, architecture, and the ability of the State to obtain the best solution at the most economical cost.

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4.0 Assumptions

4.1 Assumptions

Instructions: Document all assumptions related to this Response Template in the following Table. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to the disqualification of the Proposal.


ITEM #

REFERENCE (Section,

Page, Paragraph)


1.

2.

3.

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State of Arkansas Development Finance Authority RFP #: SP-19-0025 – Systems Integrator for Data Center Optimization Template T-6 – RFP Response Checklist

T-6 RFP Response Checklist

RFP #: SP-19-0025

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1.0 Prospective Contractor Checklists

1.1 Prospective Contractor Response Checklists Instructions: The Prospective Contractor should complete the following Tables to verify that all the RFP response requirements have been completed as instructed. The Prospective Contractor should provide specific references to proposal locations (e.g., section and page numbers) for each Template included. During the evaluation process, OSP will perform an initial review of the proposals to confirm these are included. If the items identified in this checklist are not included, the proposal may be rejected. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.

Table 1: Prospective Contractor General Requirements Checklist

PROPOSAL RESPONSE ITEM

COMPLETED AND PROVIDED

AS INSTRUCTED?

Prospective Contractor ’s proposal’s stamped date meets Proposal Opening date and time YES NO

Proposal is sealed YES NO

Technical Proposal and Official Price Sheet are sealed in separate envelopes. Each envelope is clearly marked “Technical Proposal” or “Official Price Sheet”

YES NO

Proposal includes redacted copy. YES NO

Minimum Mandatory Qualifications – The Prospective Contractor has documented proof that it meets the minimum mandatory qualifications outlined in Template T-1.

YES NO

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Table 2: Prospective Contractor Response Checklist

SECTION / TEMPLATE


COMPLETED AND PROVIDED

AS INSTRUCTED?

REFERENCE TO

PROPOSAL RESPONSE

SECTION

T-1 Cover Letter and Executive Summary YES NO T1

T-2 Corporate Background and Experience YES NO T2

T-3 Project Organization and Staffing, and Staff Experience YES NO T3

T-4 Requirements Plan YES NO T4

T-5 Work Plan and Deliverables YES NO T5

T-6 RFP Response Checklist YES NO T6

C-1 Official Price Sheet YES NO C1

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D D D D D

D


1.2 Prospective Contractor Additional Forms Checklist Instructions: Refer to RFP 1.8(A)(2). Prospective Contractor should complete the following and include in the original Technical Proposal Response only:

Table 3: Prospective Contractor Additional Forms Checklist


COMPLETED AND

PROVIDED AS

INSTRUCTED?

EO 98-04 Disclosure Form. (See RFP Standard Terms and Conditions, #27. Disclosure): https://www.dfa.arkansas.gov/images/uploads/procurementOffice/contgrantform.pdf

YES NO

Copy of Prospective Contractor’s Equal Opportunity Policy. (See RFP Equal Opportunity Policy)

YES NO

Voluntary Product Accessibility Template (VPAT) – (See RFP Technology Access): https://www.state.gov/documents/organization/126555.pdf

Note: Prospective Contractors are only required to respond to VPAT sections 1194.21 & 1194.22.

YES NO

1.3 Prospective Contractor Attachments Checklist Instructions: The Prospective Contractor should identify all attachments that are part of the Technical or Cost Proposals. The Prospective Contractor should provide specific references to proposal locations (e.g., section and page numbers) for each attachment included. All attachments should be included in both soft and hard proposal copies. Add rows as necessary. Do not change any of the completed cells. Any changes to the completed cells could lead to rejection of proposal.

Table 4: Prospective Contractor Attachment Checklist

ATTACHMENT ID

ATTACHMENT NAME ATTACHMENT PROVIDED?

REFERENCE TO

PROPOSAL RESPONSE

SECTION

Ensono EEO Policy.pdf YES NO T6, 1.2

Ensono EO 98-04.pdf YES NO T6, 1.2

Ensono DCO Project Plan-MAC.mpp YES NO T5, 3.1

Ensono DCO Project Plan-Optional Agency and Optimize.mpp YES NO T5, 3.1

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D


ATTACHMENT ID

ATTACHMENT NAME ATTACHMENT PROVIDED?

REFERENCE TO

PROPOSAL RESPONSE

SECTION

Ensono VPAT Declaration.pdf YES NO T6

Ensono C1_Cost_Workbook.xlsx YES NO C1 – separately packaged

YES NO

YES NO

YES NO

YES NO

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Ensono Additional Resumes.pdf X

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D

D D D D D D D D

Ensono Response to State of Arkansas

Documents

Transcript of Ensono Response to State of Arkansas