RFP NO. 327357/CW
RIDER 101-A SCOPE OF WORK I.
Purpose & Overview
A. Introduction. 1. The University of Texas M. D. Anderson Cancer Center (M. D. Anderson) in Houston, Texas, celebrating six decades of Making Cancer HistoryTM, is one of the world’s most respected institutions devoted exclusively to cancer patient care, research, education and prevention. Created by the Texas Legislature in 1941 as a component of The University of Texas System, M. D. Anderson continues to rank among the nation’s top cancer hospitals in U. S. News and World Reports Best Hospitals survey since its inception 15 years ago. 2. The mission of the Facilities Management Division is to provide the facilities and operational support required to fulfill the mission, vision and values of M. D. Anderson Cancer Center. The division is divided into six departments: • • • • • •
Campus Operations Capital Planning and Management Environmental Health and Safety Patient Care and Prevention Facilities Research and Education Facilities University of Texas Police Department
B. Current State. 1. The M. D. Anderson Facilities Management Division uses the Mainsaver Computerized Maintenance Management System (CMMS) to record and track maintenance activity and work request fulfillment. This enterprise software contains numerous modules to maintain asset, employee, inventory, work order, and purchase order records. It also includes modules for recording time and material transactions. Information compiled from the system supports operations management, production activity control, and budget development. 2. The user community is complex and diverse. It includes, but is not limited to, data entry clerks, work control coordinators, craft persons, shop supervisors, property managers, and department directors. Data entry is performed by approximately 200 staff members with varying degrees of interaction with the software. These staff members are diverse in their tenure with the organization and in their exposure to the software features and functionality. Users are dispersed among four separate departments who have evolved virtually independently with regard to business practices and associated data entry. 3. M. D. Anderson has developed extensive documentation describing standards for data entry into the Mainsaver CMMS. The documented standards describe how data entry is to be done in each of the modules so that information meets the needs of users at every level of the organization.
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RFP NO. 327357/CW
RIDER 101-A C. Objective. The purpose of M. D. Anderson’s current initiative is to bring all business units into alignment with regard to data entry in the Mainsaver system. The Facilities Management Division has elected to pursue development of a replicable, instructor-led training program for Mainsaver users that will facilitate business function-specific education of key concepts, required skills, and standard values. On completion of the program, the participants will be able to perform data entry and record keeping in a consistent manner that provides timely, reliable information extraction from the database. All materials and content developed for this program will become the sole and exclusive property of M. D. Anderson Cancer Center. II.
Scope
A. Program Design Specifications. The program should include: Detailed, measurable learning objectives Fully documented Instructor’s Guides that facilitate content delivery by non-technical trainers Course materials to include both classroom learner guides and take-away job aids Live interface with Mainsaver software, utilizing a recent copy of our data Practice exercises that represent actual circumstances experienced on the job Exercises that illustrate the relationships between operational activities and the associated record keeping requirements Measures to determine the effectiveness of training on data quality Pre-tests and post-tests with appropriately weighted scores for each question 1. Delivery Considerations:
Program will incorporate principles of adult learning Content must be task-based, rather than role-based Time considerations will be driven by relative difficulty of specific tasks Steps will be broken into how-to instructions Structure of course will follow structure of the Comprehensive CMMS Training Program matrix 1/3 of classroom time should be spent on presentation of content 2/3 of classroom time should be spent on practice and feedback Classes will include predefined periodic reviews of content covered to emphasize and validate comprehension Classroom exercises should simulate actual job tasks Course content will be validated by Facilities Management Division technical experts and end users prior to final acceptance.
2. Content categories: Conceptual knowledge: o M. D. Anderson Cancer Center Maintenance Philosophy o CMMS charter commission, purpose and participants Page 2 of 7
RFP NO. 327357/CW
RIDER 101-A o o o o o o
Maintenance workflow and management Work order systems and work order types CMMS system basics Maintenance performance metrics Planning, scheduling, and assignment Work classifications – PM, PdM, RCM basics
Software knowledge: o Log-ins, passwords and security groups o Screen, record and field navigation o Look-up lists and selection lists o System administration (seed data basics) o Modules overview o Search modes and querying records o Canned reports o MDACC standard reports o Ad hoc data analysis techniques
Operational knowledge: o CMMS workflow o Standard field values o Employee record maintenance o Asset record maintenance o Part master record maintenance o PM record maintenance o PM work order generation o Route work order generation o Dispatch work order processing o Repair and projects work order processing o Planning labor, materials and contracts o Scheduling work and resource allocation o Assignment of work and load balancing o Cost centers and cost capture aspects o Asset history details o Standard job plans o Attaching and using reference materials o Using spare parts
B. Target Audiences. The training program will consist of eleven separate training curricula targeted several audiences as illustrated in the Training Matrix attachment (cf. “Rider 101-A Scope of Work Appendix A ‘Training Matrix’”). One curriculum will target new employees who will need sufficient knowledge to merit receipt of the login ID and read only access to the system. This curriculum also applies to all employees regardless of job function so that all new employees have a basic understanding of the divisional approach to maintenance and the software used
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RFP NO. 327357/CW
RIDER 101-A to record and coordinate the maintenance activity. Five curricula will target employees with less than 180 days of tenure in their job function. These training classes target five functional groups and the basic job functions and primary software functionality. Five more curricula for these same functional groups will target employees with more than 180 days of tenure in their functional position. A twelfth curriculum will be designed to provide crossfunctional training of the complete work order lifecycle. 1. Functional Groups
Craftsmen - Craftsmen are typically those that actually perform maintenance activity. Their primary need is to know how to look up basic information and perform minimal data entry tasks
Dispatch and Call Center Operators - Dispatch and Call Center Operators perform very specific data entry functions.
Supervisors, Managers, and Customer Service Representatives - The Supervisors, Managers, and Customer Service Representatives need to fully understand the overall workflow and the impact that data entry has upon the resulting information.
Work Control Coordinators, Asset Administrators, and PM Program Managers These are the power users that need to have an intimate understanding of virtually all aspects of the system.
Materials Management Staff - The Materials Management Staff specialize in material transactions but need to understand the other functions also.
2. All Groups All groups need to understand how their activity affects other groups within the overall lifecycle of work request processing. They all need similar exposure to specified conceptual knowledge and software knowledge. The magnitude of exposure of each knowledge category should be appropriate to each functional group. C. Resources. It is anticipated that the vendor shall provide the bulk of resources required to manage the project and to produce the necessary deliverables. M. D. Anderson will dedicate consultative resources as indicated in the accepted proposal. Course materials will be validated by M. D. Anderson subject matter experts, process owners, technical experts, and end users prior to final acceptance. D. References. The vendor shall be provided with an electronic copy of the Mainsaver Standards Manual, the Mainsaver User’s Guide, and other reference materials as deemed necessary. All references provided shall be considered confidential and proprietary, not to be used for any other purposes (See attached “Rider 101-A Scope of Work Appendix B ‘Sample
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RIDER 101-A of Mainsaver Standards’”). All content shall be directly related to reference materials provided with emphasis on the material described in the Mainsaver Standards Manual. E. Training Deliverables. The anticipated training products include instructor manuals, training aids, work aides, etc as are described in detail below. These should be provided as hard copies suitable for the class room in quantities and medium appropriate for the designed class sizes. These are also to be provided as electronic files that will be used to produce replacement hard copies. The software used for creation, maintenance, and printing of these products must be an M. D. Anderson preferred software. 1. Character & Nature of Training. The training is to be delivered in a computer classroom setting. The materials provided are to exemplify the principles of adult learning, using simplified language. The training materials are to be designed so that attendees are led through practical exercises and scenarios while interacting with the software. The scenarios presented are to be extracted from actual historic data that will be provided to the vendor that is awarded the contract. Course exercises and activities are to be transferable to functional tasks and job responsibilities. It is critical and of paramount importance that the exercises illustrate relationships between operational activities and the associated record keeping requirements. 2. Program Design & Duration. The training program design is to be characterized by modularized classroom sessions targeted at specific groups. Instructor manuals shall be designed to deliver training for the twelve (12) separate curricula as described above in the Target Audiences section. The training session durations and number of sessions should be designed to optimize effectiveness. It is expected that individual class sessions will not be less than 2 hours or longer than 4 hours. 3. Tenure-based Training. Sessions are to provide appropriate levels of exposure to conceptual knowledge, software knowledge, and operational knowledge targeted at new employees and post probationary employees. Conceptual knowledge relates to internal maintenance philosophies and general aspects of work order systems. Software knowledge is characterized by general software features and functionality. Operational knowledge is characterized by detailed data entry tasks. 4. Instructor Manuals and Class Materials. Manuals are to be designed so that non-technical staff can use the materials to conduct the training sessions using simplified language. It is expected that the instructor manuals will guide a novice instructor through the classroom facilitation in an effective manner. The manuals should include training tips, comprehension validation queries, and predefined answers to common questions. Each class participant should be provided with training materials that illustrates the exercises to be performed during the class and skills and knowledge to be mastered. 5. Learning Objectives/Goals. Each instructor manual should be accompanied by detailed, measurable learning objectives. Each manual shall include multi-version exams that effectively measure the user comprehension of the stated learning objectives. Page 5 of 7
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RIDER 101-A 6. Class Administration & Evaluation. Each instructor manual should also be accompanied by class administrative materials, class evaluation forms, and instructor evaluation forms. Accompanying measures should be provided. 7. Work Aids. Each instructor manual shall be accompanied by practical work aides that attendees can use to maximize effectiveness of their job specific tasks. These work aides may be in the form of minder sheets, checklists, tip sheets, etc. All of the work aides will be compiled into a single quick-reference tool. 8. Effectiveness Measurement. The deliverables provided shall include the identification of measures demonstrating the effectiveness of training on resulting data quality. These measures should be fully described and explained. Baseline measures are to be established by the vendor at or near the completion of the training content. 9. Class Scheduling. The deliverables shall also contain a predetermined sequence and frequency of classes to optimize implementation. This schedule of classes should be based on the number of sessions required for each target audience combined with expectations of staff turnover, churn, and growth rates. III.
Other RFP Response Deliverables.
A. Submittal Checklist. Respondent shall submit its required response deliverables to this RFP as described on the Submittal Checklist.
B. Project Timeline. As part of its RFP response, Contractor shall submit a Project Timeline with milestones similar to the table immediately below. The table below is meant to represent only an example of what is required. This timeline will extend to no longer than the end of calendar year 2007.
Project Timeline Project Tasks 1. Task One – Initial Planning Kick-off Meeting 1.1 Project Initiation Meeting 1.2 Project Kick-Off Workshop 1.3 Capability Assessment
Start Date 01-Dec-06
Finish Date 31-Dec-06
2. Task Two – Element Identification, Analysis and Assessment 2.1 Element Identification 2.2 Background Research, Data Collection and Classification 2.3 Element Event Profile and Mapping
Date
Date
3. Task Three – Identification and Evaluation of Options
Date
Date
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RIDER 101-A 3.1 Identify and assess element measures 3.2 Identify a range of specific element alternatives 4.Task Four – Finalize Gap Analysis 4.1 Conduct Element Strategy Workshop 4.2 Outreach to Strategic Partners
Date
Date
5. Task Five – Draft Plan and Review with Clients 5.1 Develop First Draft Plan and Submit to MD Anderson 5.2 Review of draft plan by MD Anderson 5.3 Develop Revised Draft and Send to MD Anderson
Date
Date
6. Task Six – Submit Final Report 6.1 Develop Final Element Action Plan for submission MD Anderson
Date
Date
C. Contractor’s Proposal Selection Criteria. The final selection of a Contractor to undertake this project will be made by the evaluation team based ion the following criteria and weighting: • 40% - Cost. • 30% - Experience with similar projects, Respondent’s proposed project team qualifications, resumes, etc., (based on review of documentation provided in Respondent’s Business Questionnaire). • 10% - Respondent’s financial stability and financial profile, (based on review of documentation provided in Respondent’s Business Questionnaire). • 10% - Recommendations from other organizations that have used Contractor for similar services. • 10% - Project timeline and resource allocation model D. Quality Assurance. Contractor shall provide its Quality Assurance process to the performance of its obligations under this Agreement to ensure that appropriate levels of scrutiny are given to the project deliverables and to its staff performance. E. Specifications and comparable samples As part of its RFP response, Contractor shall submit a product sample(s) comparable to the products that are to be produced (See TAB10 on attached “Submittal Checklist”).
Reference Materials described above as “Training Matrix” and “Sample of Mainsaver Standards” are attached to this Scope of Work as Appendices A and B.
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