Working With an Integrator Guide

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Guide for Selecting & Working with aControl Systems Integrator

Volume 1



Copyright 2000 Control System Integrators Association

First published in 2000 by:

CSIA640 Rice Boulevard

Exton, Pennsylvania 19341

All rights reserved worldwide. No part of this publication may be reproduced or transmitted in any form, or by any means, electronic or mechanical, including

photocopying, recording, or by any information storage and retrieval system, without the prior written permission of Control System Integrators Association.



CSIA Guide for Selecting & Working with a Rev. (00)Control Systems Integrator - Volume 1 October 9, 2000

VOLUME 1

INTRODUCTION

The objective of the CSIA Guide for Selecting & Working with a Control SystemsIntegrator has three major purposes:

Volume 1 -To provide the client with a method of identifying criteria to evaluateand select a Control Systems Integrator.

Volume 2 -To provide the client requiring a control system with an effectivemethod and guideline for development of a Request for Proposal and theevaluation of the proposals.

Volume 2 -To provide a suggested method to more effectively manage projectimplementation.

Industry professionals from various companies, product manufacturers andControl System Integrators have participated in the development of theRegistration Program & Criteria and the Guide to Selecting and Working witha Control Systems Integrator. The Registration Program & Criteria, and theGuide are referred to collectively as the "Documents". The Documentsreflect our view of industry requirements of the various companies involvedwith the implementation of controls systems.

These Documents are provided as a tool for selecting a Control SystemsIntegrator, developing a Request for Proposal and managing projectimplementation. The Documents are NOT ALL ENCOMPASSING and cannotbe reasonably or solely relied upon to take into account every uniquerequirement of a project or company.

THE USERS OF THE DOCUMENTS ARE SOLELY RESPONSIBLE FOR

THEIR OWN CRITERIA FOR THE EVALUATION, SELECTION,DEVELOPMENT AND DRAFTING OF THE REQUEST FOR PROPOSAL,PROCUREMENT OF CONTROL SYSTEMS INTEGRATOR SERVICES,MANAGEMENT AND IMPLEMENTATION OF PROJECTS. THE CSIAAND ITS PARTICIPANTS DO NOT MAKE OR OFFERREPRESENTATIONS OR WARRANTIES EXPRESS OR IMPLIED OF

ANY




Table of ContentsPage

1. General ..................................................................................................................... 1 1.1 What is CSIA? 1 1.2 Definition of CSI 1

2. CSI Qualifications - Decision Analysis Tool ......................................................... 3 2.1 Analysis Tool 3 2.2 Structure Steps 3 2.3 Performance Scoring of Alternatives 7 2.4 CSIA Classification Levels 8 2.5 "Sample" Criteria/Analysis Table 8

3. CSI Qualifications - CSIA Registration Program ................................................ 11 3.1 Registration 11

4. CSI Qualifications - Suggested Criteria............................................................... 12 4.1 General Management 12

4.1.1 Strategic Management 12 4.1.2 Organizational Structure 13 4.1.3 Facilities and Equipment 13 4.1.4 Computer System Management 14 4.1.5 Loss Insurance 15 4.1.6 User Defined 15

4.2 Human Resources 17 4.2.1 Administration 17 4.2.2 Recruiting 17 4.2.3 User Defined 18

4.3 Project Management 19 4.3.1 Project Planning and Methodologies 19 4.3.2 Design Standards 20 4.3.3 Project Quality Procedures 21 4.3.4

Documentation 21

4.3.5 Testing and Implementation 22 4.3.6 Safety Training on Projects 22 4.3.7 User Defined 23

4.4 Quality Management 24 4.4.1 Leadership 24 4 4 2 Eff i C i i 24




4.5.5 Tax Policy 28 4.5.6 User Defined 28

4.6 Business Development 29 4.6.1 Business Development Practices 29 4.6.2 Development of Proposals 29 4.6.3 Negotiating and Contracting 30 4.6.4 User Defined 31

4.7 Technical 33 4.7.1 Technical Qualifications 33 4.7.2 Project Experience 35 4.7.3 Type of Services 37 4.7.4 Risk Considerations 38

APPENDIX A 391. Control Systems Integrator 392. Types of Control Systems Integrators 40

3. Control System Provider 444. Types of Control System Providers 455. Other Control System Integrators 496. Other System Integrators 49

APPENDIX B 50Kepner-Tregoe® Decision Analysis 50




<00> CSIA BELIEFS

The end customer must be the focus and ultimate beneficiary of our efforts.

Dedication to continuous improvement is a prerequisite to ongoingsuccess in the marketplace.

A quality management system that is broad based and effective willgenerate economic and competitive benefits for the CSI and thecustomer.

Quality efforts are more productive when directed towardprevention rather than correction.

A good reputation in the industry and in the community is essential

to attracting the customers and the employees necessary for ahealthy business.

Compliance with all local, state, and federal regulations is essentialfor being a respected and valued business partner and will precludethe potential for service interruption due to non-compliantoperations.

Our greatest resources are the knowledge, skill, creativity, andproductivity of our people.

Operations and execution to sound policies, practices, andstandards provides a superior product and a reduced cost.

All employees have the right to a safe working environment. Allaccidents are preventable.

The use of benchmarks will raise the standard of excellence of our industry and the market we serve.




CSIA Best Practices & Benchmarks Mission:

Provide Control System

Integrators a Means to Both

Evaluate and Continuously

Improve Their Practices by

Providing Sound CSI Industry

“Benchmarks”, to Be Used in a

Self-Deterministic Fashion for

the Markets They Serve.




CSIA Best Practices & BenchmarksObjectives:

1) Establish CSI Industry Benchmarks

2) Develop Procedure for Self

Evaluation

3) Develop “Mechanism” To Facilitate

Outside Assistance

4) Establish “Mechanism” for CSIA to

Quantify Progress / Results

5) Obtain Endorsement From IndustryAssociations




<00> CSIA PRACTICES AND BENCHMARKS: ACKNOWLEDGMENTS

Special thanks to:

Best Practices and Benchmarks Committee

Bob Zeigenfuse (Advanced Automation Associates, Inc.) Bob Sokoll (Advanced Automation Associates, Inc.) Duane Corcoran (Applied Control Technology)

Denny Mosher (Bay-Tec Engineering, Inc.) Don Roberts (Exotek LLC) Bob Lowe (Loman Control Systems, Inc.) Tim Stout (Matrix Technologies, Inc.)

Contributions also made by:

Tom Albright (AI Controls) George Bowman (GE Industrial Systems)

Practices and Benchmarks Review Committee

Clients: DuPont Clorox Products Manufacturing Co.

ConAgra, Inc. GRACO Children's Products, Inc.

Control Manufacturers: General Electric Automation Services Siemens Moore Process Automation, Inc. Eaton Corp./Cutler-Hammer National Instruments Corporation

Plus a number of other user clients from major industries.



CSIA Guide to Control System Specification & Rev. (00)System Integrator Selection - Volume 1 October 9, 2000

1. General

This section provides the general background information on the Control System Integrators Association (CSIA), what defines a Control SystemsIntegrator (CSI), and how to use this document.

<00> 1.1 What is CSIA?

• The CSIA is the premier organization dedicated to the ControlSystems Integration industry. It provides its members a uniqueforum for education and discussion of the business, marketing andtechnical issues they face. CSIA supports their efforts bypromoting the capabilities, accomplishments, and professionalismof CSIs to users, vendors, media, and related trade, technical andindustry groups.

• The CSIA Best Practices & Benchmarks provides the CSIs ameans to both evaluate and continuously improve their practices byproviding sound CSI Industry "Benchmarks", to be used in a self-deterministic fashion for the markets they serve.

• The CSIA also officially "registers" CSIs that have been auditedand meet key criteria on items deemed important by the industry it

serves to successfully run a CSI business and associated projects.<00> 1.2 Definition of CSI

A Control Systems Integrator (CSI) is an independent (or anindependent profit/loss division) value-added engineering organizationthat focuses on industrial control systems, manufacturing executionsystems and plant automation that requires application knowledge andtechnical expertise for sales, design, implementation, installation,

commissioning and support.

A CSIs services focus on the delivery of: Process/Technology Knowledge Consulting Integrated Solutions




Appendix A is a further discussion to create some clarity bypositioning all CSIs into "types" to help customers decide whichtype(s) best fit their needs. A basic means of grouping is bytypes of services and the percentage each service is of totalrevenue.




2) Develop Criteria:

Identify criteria that will influence the choice.

Example Criteria:

• Over X.XM in sales• Low turnover rate• Application experience

Section 4.0 outlines suggested criteria to select a CSI asestablished by the CSIA.

3) Classify criteria into "musts" (M) and "wants":

Determine the role criteria will play in the decision

Example Criteria:

• Over X.XM in sales M• Low turnover rate• Application experience

4) Weigh the "wants" (1-10):

Assign relative values to "want" criteria.

Example Criteria: • Over X.XM in sales M• Low turnover rate 7• Application Experience 9

5) Screen candidates through the "musts":

Determine if candidates meet the "musts".

Example: CSI AOver X.XM in sales Go

CSI B




6) Evaluate and score candidates against the "wants":

Evaluate relative performance of candidates (0-5).

Example: Candidate Performance ScoreCSI A(7) Low turnover rate (4) 7x4 = 28(9) Application Experience (3) 9x3 = 27

TOTAL SCORE = 55

CSI B(7) Low turnover rate (3) 7x3 = 21(9) Application Experience (4) 9x4 = 36

TOTAL SCORE = 57

The "Suggested Performance Maximum/Pick Level 1, 2 or 3Performance Score" is to select the appropriate "CSIA SuggestedPerformance Score" per level of CSI. If comparing CSIs of difference levels, select the number that best fits the clientrequirements for those criteria.

Please take notice of the "Note"" at the top of the CriteriaSpreadsheet on Page 8. The multiple numbers provided asexamples in the CSI A*, CSI B* and CSI C* columns are for thethree individual performance scores for each of the three individual

resources judging the CSI. The last number in ( ) is thePerformance Score, which is the average of the three individualscores (rounded to the next number) multiplied by the Users WantsWeights.

Example for 4.1.1 A. Define/Clear Strategic Objectives.

CSI A*

1st Resource Judgment evaluation number of CSI for this criteria is"1".2nd Resource Judgment evaluation number of CSI for this criteria is"2".3rd Resource Judgment evaluation number of CSI for this criteria is




7) Assess risks for the client to manage:

Every partnership involves risk to the client that the client mustmanage. Identify risks that need to be managed and evaluate your ability to manage them.

Hint: Low performance score could indicate risk.

Example: Candidates

CSI A• Review specification carefully since

application experience is marginal.CSI B

• Gain commitment of key project resourcessince turnover rate is borderline high.

8) Make decision:

Select a CSI that has the best balance in meeting criteria (TOTALSCORE) with acceptable and manageable risks.

Reprinted with the permission of Kepner-Tregoe, Inc., Princeton, New Jersey. All

Rights Reserved. Kepner-Tregoe, Inc. is an international management training and consulting firm. For more information about Kepner-Tregoe, visit www.kepner-tregoe.com.

http://www.kepner-tregoe.com/







CRITERIA

(Item numbers correspond tosection numbers in Section 4.0 explaining criteria.)

User Musts

“M”

User WantsWeights*

(1-10)

SuggestedPerformance

Maximum

Suggested"Good"

Score

CSIA SuggestedPerformance

Score per Level(Reference

Section 2.3/2.4)

CSI A*

Performance Score(0-5)

CSI B*

PerformanceScore(0-5)

CSI C*


"X"Pick Level 1,2 or 3Performance Score TOTAL

3 2 1User Weight x Avg.Perf. Score = Total

B. Unauthorized SW CopyingViolation Understanding

-- 7 3 (21) 3 3 3 1,2,1 (7) 3,2,2 (14)

C. Software Purchase Proof Management

-- 9 4 (36) 2 3 4 2,3,2 (18) 4,4,4 (36)

D. Adequate Backup System for

Info.

M 9 4 (36) 4 4 4 GO GO GO

E. Maintain Software SupportLibrary

-- 8 4 (32) 3 4 4 0,0,0 (0) 2,2,1 (16)

F. Software License Transfer Practice Guideline

-- 7 4 (28) 3 4 4 2,2,2 (14) 2,2,2 (14)

G.

TOTALS GOAL SCORE CSI A CSI B CSI C

SECTION: TOTAL % TOTAL % TOTAL % TOTAL %

• GENERAL MANAGEMENT (347) 100% (190) 55% (172) 50%

GRAND TOTAL ( ) 100% NO GO

Risks to Manage: Clarify scope/practices relative to computer software Supply support software

Selection: CSI A

Reasons: Strong resources assigned to projectLow-scoring items are manageable

guide_spec_vol1 10




3. CSI Qualifications - CSIA Registration Program

This section describes CSIA Registration Program, the criteria it isbased on, and the benefits of the program.

<00> 3.1 Registration

• CSIA registration provides the client with an effective method for immediate evaluation of a CSI. The registration criteria were jointlydeveloped by CSIs, clients and manufacturers to ensure that thecriteria reflect the requirements of the parties involved relative tothe implementation of control systems.

• An independent third party organization conducts the CSIAregistration audit of a CSI based on the CSIA Best Practices andBenchmarks criteria.

• Members who have successfully achieved registration are identifiedon the CSIA website (www.controlsys.org).

• CSIA registration reduces the client’s efforts, costs and risksassociated with the selection of a CSI by identifying those CSIs thathave met an established industry metric.

• Registration criteria addresses General Management, Human

Resources & Professional Development, Project Management,Quality Management, Financial Management and BusinessDevelopment.

All Registration criteria can be found in Section 4 0 specifically

http://www.controlsys.org/

http://www.controlsys.org/




<00>4.1.2 Organizational Structure

A) Organization Chart/Structure

• Is there a well-understood organizational structure? Is it stable?

B) Office Procedures Manual

• Does the control systems integrator have an Office Proceduresmanual?

C)

•

D)

•

<00> 4.1.3 Facilities and Equipment

A) Necessary Office/Field Equipment Available/Maintained

• Is necessary office and field equipment available and wellmaintained?

B) Technical/Historical Project Archive

• Does the control systems integrator maintain a central filingfacility with technical literature, documents and historicalprojects arranged for retrieval?

C)

•

D)

•




<00> 4.1.4 Computer System Management A) Documented Computer System Policy

• Does the control systems integrator have any written policy for its computer systems, such as allowable software, monitoringrights, maintenance procedures, insurance coverage, andsecurity?

B) Unauthorized SW Copying Violation Understanding• Do employees understand that unauthorized software copying is

a violation of the control systems integrator's agreement with thesoftware provider and is a felony?

C) Software Purchase Proof Management

• Does management maintain proof of purchase for all software

purchases it makes?

D) Adequate Backup System for Information

• Does the control systems integrator have a system of adequatebackup (every day, off-site storage, assigned person, rotatedbackup media)?

E) Maintain Software Support Library• Does the control systems integrator maintain a library of

software (CAD, PLC programs, computer programs) for theinternal users?

F) Software License Transfer Practice Guideline

• Does the systems integrator have in place a practice for

documenting that they are following guidelines necessary topass software license to customers in compliance with thesoftware manufacturer's license agreement?

G)




E)

•

F)

•




<00> 4.2 Human ResourcesThe management of human resources is a vital component of asuccessful control systems integrator. The most valuable asset anycompany has is the employees who perform the work. The H.R.management is concerned with four issues:

• Meeting Legal Requirements

• Recruitment Process

• Employee Development

• Retention Programs

<00> 4.2.1 Administration

A) Job Descriptions Established/Utilized

• Does the control systems integrator have established jobdescriptions which are effectively communicated to theemployee and reflected in the employee files?

B) Employee Turnover Rate - Quantitatively Track

• What is the employee turnover rate?

C) Enforce a Drug-Free Workplace

• Does the control systems integrator enforce a drug-freeworkplace?

D)

•

<00> 4.2.2 Recruiting

A) Standard Policy for Recruiting



CSIA Guide to Control System Specification & Rev (00)




G) Risk Management Process/Involves Client

• Does the Control Systems Integrator have a project riskmanagement procedure that involves the client?

H)

•

I)

•

J)

•

<00> 4.3.2 Design Standards

A) Promote Development of Standard Design Technique

• Does the control systems integrator promote the developmentand use of up-to-date standard design techniques? Arecontinuous improvement methods used to update existingstandards?

B) Software Standards Used Consistently and Improved

• Are software development standards used, properlydocumented, and used consistently on all projects requiringsoftware? Are continuous improvement methods used toupdate existing standards?

C) Project Execution Methodology Used and Improved

• Does the control systems integrator consistently use and followproject execution methodologies? Are continuous improvementmethods used to update existing standards?

CSIA Guide to Control System Specification & Rev (00)




<00> 4.3.3 Project Quality Procedures

A) Verify/Document Deliverables

• Does the control systems integrator verify and document thatthe deliverables meet customer requirements?

B)

•

C)

•

<00> 4.3.4 Documentation

A) Emphasize Accurate/Documented Communications

• Does the control systems integrator emphasize the importanceof accurate and well-documented communications?

B) Prepare Project Manuals for Project Execution

• Does the control systems integrator require project manuals tobe prepared and used for project execution?

C) Method to Track/Store Project Materials

• Does the control systems integrator have a methodology for tracking and storing all project materials, and designatedlocations for them? Are in-progress documents kept readilyavailable in standard locations and storage formats?

D) Documentation Standards Used on All Project/Docs

• Are development standards used to produce all projectdocumentation? Are final project documents presented in at d di d f t hi h i i t t b t j t ?



CSIA Guide to Control System Specification & Rev. (00)



y ( )System Integrator Selection - Volume 1 October 9, 2000

<00> 4.4.4 Customer Service

A) Complaint Procedure & Verify Resolution

• Does the control systems integrator have an establishedprocedure to deal with complaints, and follow through to ensurethat the problems have been resolved to the customer’ssatisfaction?

B)

•

4.4.5 User Defined<00>

A)

•

B)

•

C)

•

D)

•

CSIA Guide to Control System Specification & Rev. (00)



System Integrator Selection - Volume 1 October 9, 2000

<00> 4.5 Financial Management

The financial and accounting aspects of the control systems integrator should focus on the specific means required to manage, control,report, and plan the company’s financial resources.

<00> 4.5.1 Measures of Financial Performance

A) GAAP Financial System in Operation

• Are financial systems in operation which provide an easy-to-follow audit trail for verification of all financial records usingGAAP(Generally Acceptable Accounting Procedures)?

B) Timely Accounting Methods/Reports

• Do accounting methods (cash or accrual basis) correspond with

financial reports generated in a timely manner and on a periodicbasis?

C)

•

<00> 4.5.2 Financial Planning

A) Cash Flow Forecast Requirements via Credit/Cash

• Is cash flow forecast based on current and future requirementsas related to lines of credit and cash?

B)•

00 4 5 3 Billi P d

CSIA Guide to Control System Specification & Rev. (00)S t I t t S l ti V l 1 O t b 9 2000




B) Invoices Checked for Accuracy/Compliance

• Are invoices checked for accuracy, compliance to the originalcontract, and suitability prior to being sent to the client?

C) Monitoring Method for % Completion/WIP

• Are methods for monitoring percent completion and work inprogress being handled in a systematic and consistent manner?

D) A/R Monitored with Overdue Accounts Pursued

• Is A/R monitored and aged, with overdue accounts pursued withthe necessary level of aggressiveness (i.e., frequent calls,service charges, etc.)?

E)

•

F)

•

<00> 4.5.4 Project Financial Reporting

A) Project Control Job Cost System

• Does the control systems integrator have a project control/jobcost system to match the project size and level of projectinvolvement?

B) Timely Review Job Cost System Reports

• Are the job cost system reports generated and reviewed in ameaningful time frame?

CSIA Guide to Control System Specification & Rev. (00)S t I t t S l ti V l 1 O t b 9 2000




<00> 4.5.5 Tax Policy

A) Sales/Use Taxes Collected/Paid with Records

• Are sales and use taxes collected and paid, and proper recordsmaintained?

B) Payroll Taxes Paid in Timely and Proper Manner

• Are payroll taxes paid in a timely manner and properly filed?

C) Federal Taxes Estimated/Paid as Required

• Are federal taxes estimated and paid as required?

D)

•


A)

•

B)

•

C)

•

D)

•



CSIA Guide to Control System Specification & Rev. (00)System Integrator Selection - Volume 1 October 9 2000




C) Basis of Scope/Proposal Clearly Written

• Are the basis of proposal and scope of work provisions clearlywritten to delineate what the control systems integrator will doand will not do in order to minimize risk?

D) Standards for Estimating/Pricing

• Do estimating and pricing policies and standards exist?

E) Administrative Review and Approval Policy

• Does the control systems integrator have an administrativereview and approval policy?

F)

•

G)

•

<00> 4.6.3 Negotiating and Contracting

A) Standard Commercial Documents Used/Reviewed

• Does the control systems integrator have standard commercialdocuments that address commercial issues, terms andconditions, billing policies and procedures (including per diem)and warranty? Are they used regularly? Do they apply to all thedifferent types of projects? Are they reviewed by legal counsel?

B) Proposals/Contracts Reviewed for Liability Issues

• Are requests for proposals, contracts, purchase orders, etc. thatare prepared by the client specifically reviewed for words or phrases that unfairly allocate liability contrary to the policy of the

CSIA Guide to Control System Specification & Rev. (00)System Integrator Selection - Volume 1 October 9 2000



System Integrator Selection Volume 1 October 9, 2000

C) Contracts Straightforward/Easily Understood

• Are contracts straightforward and easily understood and withouthidden costs?

D) Software Ownership

• Does the control systems integrator have contract language inplace to manage the liability risk associated with the delivery of electronic files and program changes to clients?

E) Intellectual Property Ownership

• Does the control systems integrator have contract language tostate ownership of application software?

F)

•

G)

•

H)

•


A)

•

B)




System Integrator Selection Volume 1 October 9, 2000

D)

•



Are the key players' personalities compatible with my staff? Do they meet their commitments?

C) General Experience

Determining past project history and resource capabilities isimportant in both the evaluation of the CSI and the success of theproject.

• What is the general experience of the CSI on the

implementation of projects, project management, execution andcoordination of resources on projects?

• What is the typical size or range of projects, both in dollars, timeand resource requirements?

• Can the CSI provide multiple references? How good are they?

D) Relationships

Partnering relationships enable the CSI to work closely with theclient in the development and enhancement of the project,communications and leveraging of experience. Partnering enablesmore "effective and efficient" projects as the relationshipprogresses.

• Does the CSI have good working relationships with other clients?

• Does the CSI have good working relationships with vendors?

• Does the CSI have good working relationships with other potential project team members?

E)

•

•



<00> 4.7.3 Type of Services

CSIs provide a varying range of services. A client should review theservices they require and assess the CSI accordingly.

A CSI that can provide a full range of services to encompass more of the project needs should be more effective.

These questions should be evaluated for each of the required services:

• What is the range of specific services that the CSI offers?

• How many years of experience per service offered?

• What is the number of resources per service offered?

• Are the required certifications and licenses in place?

• Are industry practices and standards followed?

• What services offered are in-house vs. outsourced?

• Are outsourced services performed by established alliances or subcontractors? How is the relationship managed?

Typical Services

A) ConsultingB) Project ManagementC) Specification/DesignD) Software Development/TestE) ProcurementF) Panel FabricationG) Construction/Installation

H) Commissioning/TrainingI) On-Going SupportJ)K)L)




<00> 4.7.4 Risk Considerations

A) Credit Rating

A credit rating can provide insight into the financial health of anorganization. Since the data in the reports is largely obtaineddirectly from the organization, client should verify key dataimportant to the evaluation.

• Check the rating of the CSI’s ability to pay its bills. A keyindicator is average number of days to pay bills.

B) Financial Ratios

Most financial institutions keep track of a firm’s financial ratios onan annual basis to keep track of the CSI’s health and creditworthiness.

C) Stability

The stability of a firm is difficult to quantify and evaluate since thereare many factors involved. Most clients look at a few key indicatorsof stability. They are:

• Years in business

• Turnover ratio of staff

• Average years of service of staff

• Ownership of major assets

D) Business Interruption

Potential risks of a CSI’s business being interrupted can beidentified and managed. Some items to identify are:

• Pending insurance claims

P di liti ti




E)

•

•

F)

•

•



2) Types of Control Systems Integrators (CSI)

Different markets (segments) place different demands on focus, engineeringdisciplines and mix of services. Below are several types of CSI's in no particular order. Most CSI's are some combination of the below types. No type is better or worse than another! It is up to the client to decide which type or combination of types best fit their needs.

• Design/Build Integrator/Services

These integrators focus on turn-key design/build of automationequipment/systems.

Engineering disciplines typically consist of process (expertise), mechanical,electrical and control.

These integrators typically provide multi-discipline project management fromconcept to commissioning. They also manage and/or provide multi-disciplineconstruction services.

Typical project mix of services:

Consulting <5%

Project Management 10%

Specification/Design 10%

Development/Test 20%

% R D i d f

Purchase Hardware/Software 8%

Panels/Stations <5%

Construction 35%

Commissioning/Training 7%

Ongoing Support <5% Consulting <5%




% R D i d f


Panels/Stations <5%

Construction 35%


Ongoing Support <5%



• Manufacturing Execution Systems Integrator/Services

These integrators focus on complex shop-floor integrated manufacturingexecution systems.

Engineering discipline typically consists of information with some knowledgeof supervisory control and data acquisition.

These integrators typically provide project management from concept to

commissioning. Some may supply installation support services. Ongoingsupport and system administrative services are a typical extension of services.


Consulting <10%Project Management 7%


Development/Testing 30%

% Revenue Derived from

Integration Services is

Much Greater than 61%.


Construction <5%


Ongoing Support 15%








Construction <5%


Ongoing Support 15%




• Information Technology (IT) Systems Integration/Services

These integrators focus on complete services for traditional integrated ITsystems.

Engineering disciplines typically consist of information with some knowledgeof manufacturing execution systems.

These integrators typically provide project management from concept to

commissioning. Some may manage or supply installation support service.Ongoing support, system administrative services and outsourcing are atypical extension of services.









Construction <5%


Ongoing Support 15%








Construction <5%


Ongoing Support 15%




3) Control Systems Provider (CSP)

The focus of a Control Systems Provider (CSP) uses value-added applicationengineering to facilitate the sale of product(s) to form a more complete solution.

Percentage of revenue derived from integration services vs. hardware is usuallyless than 61% not inclusive of construction revenue.

The organizations focus on sales of equipment, hardware, and/or softwareproduct(s), and provide a full range of application engineering services, including:

- Consulting - Design - Installation Support- Project Management - Development - Start-Up Assistance- Specifications - Panel Wire & Assembly - Training- Construction - Testing - Warranty Support


Consulting <5%

Project Management <5%

Specification/Design <10%

Application Engineering/Test 20%



Less than 61%.

Purchase Equipment,

Hardware/Software 30%

Panels/Stations <5%

Installation 20%


Warranty/Ongoing Support <5%

Consulting <5%

Project Management <5%





Less than 61%.

Purchase Equipment,


Panels/Stations <5%

Installation 20%





• Control Solutions Provider

These providers focus on selling customized control hardware or softwareproducts and provide value-added engineering services.

Engineering disciplines typically consist of electro-mechanical, electrical andcontrol.

These providers typically provide project management from concept to

commissioning. They also provide installation support services and/or manage construction services. Warranty support is a typical extension of services.


Consulting <5%





Integration Services isLess than 61% .

Purchase


Panels/Stations 10%

Construction 15% Commissioning/Training 7%


Consulting <5%





Integration Services isLess than 61% .

Purchase


Panels/Stations 10%

Construction 15% Commissioning/Training 7%




• Construction/Control Systems Provider

These providers focus on electrical turn-key of shop-floor integrated controlsystems.

Engineering disciplines typically consist of electro-mechanical electrical andcontrol.

These providers typically provide multi-discipline project management from

implementation to commissioning. They also manage and/or provide electro-mechanical construction services.


Consulting <5%






Less than 61%.


Panels/Stations 7%

Construction 30%


Ongoing Support <5%

Consulting <5%






Less than 61%.


Panels/Stations 7%

Construction 30%


Ongoing Support <5%




5) Other Control System Integrators

There are several types of companies that have control systems integration as alogical extension of services. These are:

Consulting Firms Architectural & Engineering Firms Engineering Firms

The control systems integration part of these firms would fall into the samecategories as described in sections 2.0 and 4.0.

A consideration is that their work could be more closely coordinated with other work. However, they typically do not focus on control systems integration work.

6) Other System Integrators

There are many other organizations that identify themselves as systemintegrators. These organizations differ in that they operate in markets other thanindustrial. These markets could include:

Telecommunication Financial Medical

Retail Other Commercial




APPENDIX B

CRITERIA(Item numbers correspond tosection numbers in Section 4.0 explaining criteria.)

User Musts

“M”

User WantsWeights(1-10)


Maximum

Suggested"Good"Score


Score per Level(Reference

Section 2.3/2.4)

CSI A

Performance Score(0-5)

CSI B


CSI C


"X"Pick Level 1,2 or 3Performance Score


4.1 General Management

4.1.1 Strategic Management

A. Define/Clear StrategicObjectives

3 3 4

B. Regularly Monitored ShortRange Objectives

2 3 4

C. FormulatedOwner/ManagementTransition

2 2 3

D.4.1.2 Organizational Structure

A. Organization Chart/Structure 3 4 4

B. Office Procedures Manual 3 4 4C.

4.1.3 Facilities and Equipment

A. Necessary Office/Field Equip. Available/Maintained

3 3 3

B. Technical/Historical Project Archive

4 4 4

C.

4.1.4 Computer SystemManagement

A. Documented Computer System Policy

2 3 4

B. Unauthorized SW CopyingViolation Understanding

3 3 3

C. Software Purchase Proof Management

2 3 4

D.

D.

guide_spec_vol1 51




CRITERIA(Item numbers correspond to

section numbers in Section 4.0 explaining criteria.)

User Musts

“M”



Maximum

Suggested"Good"


Score per Level

(ReferenceSection 2.3/2.4)

CSI A

Performance Score

(0-5)

CSI B

Performance

Score(0-5)

CSI C

Score(0-5)


3 2 1

D. Adequate Backup System for Info.

4 4 4

E. Maintain Software SupportLibrary

3 4 4

F. Software License Transfer

Practice Guideline

3 4 4

G.4.1.5 Loss Insurance

A. Adequate Insurance/CSI &Client

3 4 4

B. Key Man and/or BuyoutInsurance of Key Individuals

3 4 4

C. Work Contractually Authorized

3 4 4

D. WIP/% Complete

Performance Tracking

2 4 4

E. Errors and Omissions 4 4 4F.

4.1.6 User Defined A.

Score Performance

User Weight x Avg.Perf. Score = Total

B.C.D.E.F.

guide_spec_vol1 52


CRITERIA U U W t S t d S t d CSIA S t d CSI A CSI B CSI C





User Musts

“M”



Maximum



Score per Level


CSI A

Performance Score

(0-5)

CSI B

Performance

Score(0-5)

CSI C

Performance

Score(0-5)



4.2 Human Resources

4.2.1 Administration

A. Job DescriptionEstablished/Utilized

3 4 4

B. Employee Turnover Rate -Quantitatively Track

3 3 3

C. Enforce a Drug-FreeWorkplace 4 4 4

D.4.2.2 Recruiting

A. Standard Policy for Recruiting 2 3 4B.

4.2.3 User Defined

A.

4.3 Project Management

4.3.1 Project Planning andMethodologies

A. Assignment of QualifiedTeam Personnel

3 3 3

B. Project Info. Review/Approvalfor Client Expectations

3 3 3

C. Project Change

Documentation with Client Approval

3 3 3

D. Assigned Personnel TimeCommitment/Project

3 3 3

E. Key Personnel Briefed onOverall Scope of Project

3 3 3

F. Project Management viaPlans and Schedules

3 4 4

C.

B.

C.D.

guide_spec_vol1 53


CRITERIA User User Wants Suggested Suggested CSIA Suggested CSI A CSI B CSI C





User Musts

“M”



Maximum



Score per Level


CSI A

Performance Score

(0-5)

CSI B

Performance

Score(0-5)

CSI C

Performance

Score(0-5)



G. Risk Management Process/Involves Client

3 4 4

H.I.

4.3.2 Design Standards

A. Promote Development of Standard Design Technique 2 3 4

B. Software Standards UsedConsistently and Improved

2 3 4

C. Project ExecutionMethodology Used andImproved

3 4 4

D.4.3.3 Project Quality Procedures

A. Verify/Document Deliverables

Meet Client Requirement

3 4 4

B.

4.3.4 Documentation

A. Emphasize Accurate/DocumentedCommunications

3 3 3

B. Prepare Project Manuals for Project Execution

3 3 3

C. Method to Track/Store ProjectMaterials

2 3 4

D. Documentation Standardsused on all Project/Docs

4 4 4

E. Timely Close of Project withFile Off-Site Storage

2 3 4

F.G.

J.

C.

guide_spec_vol1 54







User Musts

“M”



Maximum



Score per Level


CSI A

Performance Score

(0-5)

CSI B

Performance

Score(0-5)

CSI C

Performance

Score(0-5)



4.3.5 Testing and Implementation

A. Provide Safety Training 4 4 4B. Conduct Accident Reports 4 4 4C. Perform Safety Audits 3 3 3D.

4.3.6 Safety Training on Projects

A. Provide Safety Training 4 4 4B. Conduct Meetings on Quality 2 3 4C.

4.3.7 User Defined

A.

4.4 Quality Management

4.4.1 Leadership A. Documented Goals and

Policy that is communicated3 3 3

B. Management Commitment toImplement Quality Systems

3 3 3

C.4.4.2 Effective Communication

A. Conduct Meetings on Quality 2 3 4B.

4.4.3 Continuous, Measurable

Improvements A. Verify Client Satisfaction and

Document2 3 4

B.4.4.4 Customer Service

A. Complaint Procedure & VerifyResolution

2 3 4

B.

B.C.D.E.

guide_spec_vol1 55







UseMusts

“M”

Use a tsWeights(1-10)


Maximum


CS SuggestedPerformance

Score per Level


CS

Performance Score

(0-5)

CS

Performance

Score(0-5)

CS C

Performance

Score(0-5)




4.5 Financial Management4.5.1 Measures of Financial

Performance

A. GAAP Financial System InOperation

3 4 4

B. Timely AccountingMethods/Reports

3 4 4

C.4.5.2 Financial Planning

A. Cash Flow Forecast

Requirements via Credit/Cash

3 4 4

B.4.5.3 Billing Procedures

A. Change Procedures in Placefor Proper Billing

3 4 4

B. Invoices Checked for Accuracy/Compliance

2 3 4

C. Monitoring Method for %Completion/WIP

2 3 4

D. A/R Monitored with Overdue Accounts Pursued 3 4 4

E.

B.C.D.E.

F.

guide_spec_vol1 56





Musts“M”

Weights(1-10)

PerformanceMaximum

"Good"Score

PerformanceScore per Level


Performance Score

(0-5)

Performance

Score(0-5)

Performance

Score(0-5)



4.6.2 Development of Proposals

A. Define When/Why Say "NO"to Proposal

3 3 4

B. Guidelines of Defining Scopeof Work/Supply

3 3 4

C. Basis of Scope/Proposal

Clearly Written

3 3 4

D. Standards for Estimating/Pricing

3 4 4

E. Administrative Review and Approval Policy

3 4 4

F.G.

4.6.3 Negotiating andContracting

A. Standard CommercialDocuments Used/Reviewed

4 4 4

B. Proposals/ContractsReviewed for Liability Issues

3 3 4

C. Contracts Straightforward/Easily Understood

3 3 4

D. Software Ownership 3 4 4E. Intellectual Property

Ownership3 4 4

F.G.


4.7 Technical

4.7.1 Technical Qualifications

A. Location (Response Time)

H.

B.C.D.

guide_spec_vol1 58


CRITERIA User M t

User WantsW i ht

SuggestedP f

Suggested"G d"

CSIA SuggestedP f

CSI A CSI B CSI C



(Item numbers correspond to


Musts“M”

Weights(1-10)

PerformanceMaximum

"Good" PerformanceScore per Level


Performance Score

(0-5)

Performance

Score(0-5) Score(0-5)


3 2 1

B. Comfort LevelC. General ExperienceD. RelationshipsE.

4.7.2 Project Experience

A. ApplicationB. HardwareC. SoftwareD. IndustryE.

4.7.3 Types of Services

A. Range of ServicesB. Years of ExperienceC. Number of Resources

D. Certifications and LicensesE. Industry Practices &Standards

F. Services In-House Vs.Outsourced

G. Outsourced Services by Alliances or Subcontractors

4.7.4 Risk Considerations A. Credit RatingB. Financial Ratios

C. StabilityD. Business InterruptionE.

4.7.5 User Defined A.B.

D.E.

Score Performance

User Weight x Avg.Perf. Score = Total

F.

F.

C.

guide_spec_vol1 59

Working With an Integrator Guide

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