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Agenda - 05-17-2011- 8e
ORANGE COUNTY BOARD OF COMMISSIONERS ACTION AGENDA ITEM ABSTRACT Meeting Date: May 17, 2011 Action Agenda Item No. ~~ SUBJECT: Automated Timekeeping System DEPARTMENT: Financial Services, Information PUBLIC HEARING: (Y/N) No Technologies, Human Resources ATTACHMENT(S): Attachment 1 -Project Charter Attachment 2 -Kronos Statement of Work and Cost Estimate INFORMATION CONTACT: Clarence Grier, Financial Services Director, 245-2453 Todd Jones, Chief Information Officer, 245-2285 Katherine Cathey, Interim Human Resources Director, 245-2553 Sherri Ingersoll, Human Resources Analyst, 245-2554 PURPOSE: To authorize the County Manager to enter into a contract with ImmixTechnology, Inc. for the purchase of Kronos timekeeping software. BACKGROUND: In 2003, Orange County replaced an outdated legacy system with the MUNIS business system to support General Ledger applications, fixed assets and the purchasing process and to expand human resources and budgeting capabilities. MUNIS created efficiencies in purchasing and financial capabilities, as well as human resource functions. However, MUNIS did not provide an effective solution for automating employee timekeeping. The manual timekeeping processes currently used to record hours worked for all non-exempt employees and to track leave for all permanent employees still require the use of paper or spreadsheet-based timesheets that do not integrate with the MUNIS payroll application. Reliance on these processes has created personnel and financial obstacles, including: • Timekeeping -Departments have developed various timekeeping practices to address their needs, making the current timekeeping system fragmented and time-consuming. • Staff Inefficiencies -Staff within departments, including Human Resources and Financial Services, perform redundant tasks during every payroll cycle. For example, when overtime, leave without pay, or other special pay situations apply, timesheet processing requires manual tasks performed by an employee, the employee's supervisor, the department's administrative staff, the department director, Human Resources and Financial Services staff before the paycheck can be finalized (typically 3 full days during each payroll cycle). 2 • Compliance -Questions have arisen regarding the County's timekeeping practices as they relate to the Fair Labor Standards Act (ELBA) and its application to exempt and non-exempt employees, and there are inconsistencies between departments in the application of pay rules and personnel policies and procedures. • Financial Reporting -Complete, current and consistent data for certain personnel costs, such as absenteeism, is not available through MUNIS. • Staff Resources -Financial Services staff manually processes time records for the majority of non-permanent employees each payroll and Human Resources staff manually processes leave records for all permanent employees each month. In early 2010, the County Manager requested Financial Services, Information Technologies (IT) and Human Resources staff develop a proposal for an automated and consistent method for managing employee timekeeping that would integrate with MUNIS. In response to this request, a project charter (Attachment 1) was created to outline the project scope, goals and objectives, and desired deliverables of the Timesheet/Payroll Automation project. In preparation for an automated timekeeping system, the County implemented aone-week payroll deferral in October 2010 and began paying employees for the hours actually worked during the pay period, rather than paying employees based on their anticipated work schedule. The payroll deferral has allowed Financial Services and Human Resources staff to more accurately manage payroll for those employees who have terminated employment, are on leave without pay, or are paid based on a reduced work schedule. Financial Services, IT and Human Resources staff identified and reviewed two systems initially deemed capable of addressing the issues outlined above: MUNIS Self-Service Time and Attendance reporting and Kronos' Timekeeper System. While the MUNIS reporting system makes it possible for employees to electronically input their time in/time out via the employee self-service interface, MUNIS does not provide calculations for appropriate pay types, has a complex approval system for supervisors, greatly increases the payroll processing time over the current paper systems, and does not address compliance or reporting concerns. The Kronos Timekeeper System is nationally used by both public and private sector employers and is frequently recommended by MUNIS for integration. The Kronos system provides the following advantages: • Reporting of actual time worked for all non-exempt employees (permanent and non- permanent) via telephone or computer access. • Efficient mechanisms for entering, approving and processing of time records. • Automatic calculation of time worked and payment of various pay types (i.e. holiday, overtime, etc.) for each biweekly payroll. • Supervisor access to employees' time records for review of hours worked, scheduling and payroll approval. This also can assist management in resolving tardiness and overtime issues, as well as increase employee and supervisory accountability. • Electronic request of leave accruals with supervisor routing for approval and leave processing for various leave types. • Integration with the County's Active Directory, with strong-password security protection. 3 • Financial and Human Resources reports configured for personnel cost trends and analysis. Attachment 2 provides the Kronos Statement of Work and cost estimate. The estimated implementation date for this project is October 1, 2011. FINANCIAL IMPACT: The estimated cost for this project is $313,000, including server and interface technology (estimated $27,000), full implementation services, support and training (estimated $286,000), and has been budgeted through the refinancing of County debt (previously approved and issued). i4nnual support fees are estimated at $30,000. RECOMMENDATION(S): The Manager recommends that the Board authorize the Manager to enter into a contract with ImmixTechnology, Inc. for the purchase of Kronos timekeeping software. 4 Project Charter Project Title: Timesheet/Payroll Automation Project Start Date: January, 2010 Project Completion Date: TBD Project Manager: Keith Chnupa, IT Business Analyst Proiect Charter Purpose This project charter provides an overview of the activities required to develop the requirements for an automated system to .replace the current paper-based timesheet and payroll processes. The charter is a guide to the project. It establishes and clarifies the project's scope and boundaries. Once approved, all activities undertaken by this project will be consistent with this charter. The project charter is a living document and, as such, is subject to modification to the objectives and boundaries. Modifications to the charter will require review and approval by the project sponsors. Proiect Sponsors Frank Clifton, County Manager Katherine Cathey, Interim HR Director Todd Jones, Chief Information Officer Clarence Grier, Financial Services Director Kev Stakeholders Human Resources Information Technologies Financial Services Secondary Stakeholders All County departments Business Background Orange County implemented a new payroll system, Munis, in 2003. While this system afforded many efficiencies, the front end process by which employees report work and leave time was handled mostly by paper processing. Further, the paper-based processes varied considerably from one department to the next. Page 2 of 7 5 This led to significant inefficiencies in the management of employee time keeping. Additionally, the lack of a consistent and enforceable mechanism for managing employee time has exposed the County to legal challenges in the handling of employee pay and leave balances. Under the direction of County Manager, Frank Clifton, the departments of Human Resources, Information Technologies and Financial Services have been charged with implementing an automated and consistent method for managing employee time reporting, supervisor management of same, and payroll. The goals of this project are to: • Eliminate, or drastically reduce, paper based reporting for County staff. • Implement a consistent, enforceable and legally defensible system by which time reporting and payroll are achieved. Technology Background Financial Services and Human Resources currently use the Munis Payroll system, a component of the County's enterprise financial services management system, for managing the payroll process. Human Resources uses many of the Human Resources functions available in Munis for managing employee records. The County purchased several modules of Munis functionality in its initial purchase in 2003. One of these, Time and Attendance, was evaluated as to its suitability for managing an automated payroll process. The version evaluated was deemed unsuitable for managing the County's payroll and timesheet functions. Since that time, Tyler Technologies, Munis' parent firm, has evolved the Time and Attendance features, while adding aweb-based front end. The state of these features, as they exist in the County's current version of Munis, is still lacking in some of the basic controls necessary for full automation of time-keeping and payroll. Further, the upgrades don't address underlying process inefficiencies that would increase, rather than decrease payroll processing. Project Scope The Timesheet and Payroll Automation project seeks to automate time and leave entry, eliminating paper time entry for all staff with access to a computer. It will include the research, implementation, training and ongoing support of software, access and business processes necessary for a system which supports the goals and objectives. Page 3 of 7 6 While many Automated Timesheet systems provide additional features for managing employee payroll information, those features will be considered out of scope for this project. Project Goals and Objectives This project will address the following goals: • Efficiency improvements The system, once fully implemented and staff past their initial learning curve, should be more efficient in allowing time and leave entry, and supervisor approval, than the current systems. • Consistency The system should provide mechanisms for enforcing consistencies in the reporting and management of time and leave, that is configurable by trained Human Resources personnel. • Compliant with Federal, State and County rules, laws and ordinances The system should support all relevant statutory constraints for managing time and leave records for County staff. • Provide legally defensible time records The system should provide a record keeping mechanism that can be proven to be fully accountable to the employee and supervisor chain, such that its records are defensible in disputes over time keeping. Scope of Work and Deliverables Although the primary requirement of this project is to define the scope and functional requirements for an integrated timekeeping and payroll system, the project will also deliver a change management strategy and a communications plan. The following outlines the scope of work to be undertaken to complete this project and may be augmented by additional tasks: • Identify stakeholders and communicate the scope, organization, and direction of the project to all identified stakeholders; • Gather detailed functional and system requirements from sponsor stakeholders; • Recommend project approach for identifying, selecting, testing, and obtaining an implementation approach; • Estimate future project costs, including (but not limited to) software acquisition, hardware acquisition, software configuration and enhancement, project management costs, training costs, and data conversion costs; • Estimate future project benefits; • Develop a change management strategy; • Develop a communications plan; and Page 4 of 7 7 • Train all employees on the system. The following deliverables flow from the preceding scope of work: • Project charter (this document) • Project schedule and detailed tasks • Status reports to stakeholders • Change management strategy • Communications strategy • Functional and technical requirements documentation • Business process improvement opportunities • Documented project benefits (quantified and "soft" benefits); • Presentation of findings and recommendations; and • Issues list and resolutions Material changes to the project scope, schedule, and budget will be documented and presented to the project sponsors for impact review, discussion of options and decision. Proiect Organization The Project Team is made up of the sponsors plus additional stakeholders who will provide input related to requirements definition, business processes and improvement opportunities. Each member of the Project Team has a vital role to ensure that the project is completed successfully. Member Role and Res onsibili Donna Davenport, HR Stakeholder Representatives: Sherri Ingersoll, HR responsible for assisting the project Shari Rasberry, Financial Services team in assessing functional and Keith Chnupa - IT technical requirements; will develop project approach for defining implementation approach; will draft user benefits documentation as input to the cost/benefits analysis for enterprise-wide solution Departmental Representatives Customer Group Representatives: responsible for reviewing and validating the business process changes defined by the sponsor stakeholders. Will also provide feedback on identified business process improvements, and cost/benefit anal sis. Will review Page 5 of 7 8 findings and recommendations and provide feedback. Key Proiect Assumptions • The current paper based processes will remain viable until implementation is complete. • Project Team has the authority to impose consistent business processes that support statutory constraints, even if that conflicts with long-standing business processes of individual departments. • Any required changes to the Munis system must be vetted and scheduled by the prime Munis stakeholders, including AMPS, HR, Financial Services and IT. • Some involvement by staff in other departments will be required. Lack of availability of key individuals will have an adverse impact on the project schedule. • Timely resolution of issues and other modifications to the project scope, objectives and boundaries will be achieved following the process outlined in this document. Proiect Approach • Document detailed functional requirements, including prevailing Federal, State and County rules, laws and ordinances, as identified by sponsor stakeholders and their representatives. • Review detailed functional requirements with key internal customers and update based on feedback. This review may take on a variety of forms, including individual reviews, workshops or paper reviews. • Estimate project costs and benefits. Required Features • An integrated enterprise-wide solution is required; • One or more mechanisms are devised to ensure staff without access to, or training on, computers, can input time and leave into the system. • Integration with the existing Munis payroll; Critical Success Factors Page 6 of 7 9 The following items have been identified as critical factors to achieving a successful implementation: Funding • Adequate resources must be committed for the project to be successful. • A funding strategy for the future implementation of the project recommendations must be developed and approved. Project Governance/Leadership • The sponsor organizations must "champion" the project. • Consensus must be built within the county to ensure project support. • Vehicles for input from all key stakeholders in the functional requirement definitions must be provided. Resources • The project team must possess an appropriate mix of skills. Communications • A clear vision, strategy, statement of goals, and project timetable must be well defined and frequently communicated throughout the organization. • Two way regular communications with stakeholders is essential. Reengineering • A willingness to change and improve the business, within the constraints of the statutory requirements, must be demonstrated. Issue and Change Management Process From time-to-time, issues will arise that can impact project scope, budget and/or schedule. The process that will be used to resolve these issues is shown below. Each step will be undertaken until the issue is resolved. • Working directly with the user and his/her supervisor. • Engaging the project sponsors. Regardless of the outcome and of the step at which the issue is resolved, the issue and its resolution will be documented as part of the project documentation. Page 7 of 7 ~, KROiNC~S~ Statement o~ ~/o~k For the Kronos V!/orkforce Sotut~on Prepared for Gaunty of Grande Created: 02/03/2011 Expires unless SOW signed by: 05/03/2011 Prepared By: Sieve McGowen Filename: County of Orange SOW 020311 - R3M.docx Salesperson: Ray Adams Tool Name: EXPERTQuote 5.07 Pre-Sales Consultant: Control ID: SM020311-R1 'Customer requires a purchase order for: None Needed Project Type: New Implementation 10 © 2011 Kronos Incorporated. All rights reserved. Information within is subject to change without notice. Kronos Confidential -Not to be disclosed to third parties without express written consent from Kronos. ,~ ,, ., KRaNas~ TABLE OF CONTENTS 1 EXECUTIVE SUMMARY 3 1.1 DOCUMENT PURPOSE $ 1.2 PROJECT OVERVIEW $ 1.2.1 PROJECT GOALS AND OBJECTIVES $ 1.2.2 PROPOSED SOLUTION 3 1.2.3 PROFESSIONAL SERVICES INVOICING SCHEDULE 5 1.2.4 PROJECT DURATION AND IMPLEMENTATION APPROACH 5 1.2.5 RESOURCE REQUIREMENTS 6 1.3 SIGNATURES AND APPROVALS 9 2 STATEMENT OF WORK DETAILS 10 2.1 SOLUTION ASSUMPTIONS 1 Q 2.1.1 GENERAL IMPLEMENTATION INFORMATION 1 Q 2.1.2 WORKFORCE TIMEKEEPER 1 Q 2.1.3 NEXT GENERATION USER INTERFACE 11 2.1.4 TIMEKEEPER TERMINALS 12 2.1.5 WORKFORCE AccRUALS® 12 2.1.6 WORKFORCE INTEGRATION MANAGER 12 2.1.7 INTERFACES 12 2.1.8 TECHNOLOGY 13 2.2 PROFESSIONAL SERVICES 14 2.2.1 PROJECT MANAGEMENT LEVEL OF SERVICE /ESTIMATED SERVICES 14 2.3 EDUCATIONAL SERVICES 15 2.3.1 SELECTED TRAINING 15 2.3.2 EDUCATIONAL PRODUCTS 1B 2.3.3 EDUCATIONAL SERVICES SUBSCRIPTION - KNOWLEDGEPASST^'~ 16 2.3.4 END USER EDUCATION HAS NOT BEEN INCLUDED 16 2.3.5 RECOMMENDED TRAINING NOT INCLUDED IN PROJECT SCOPE 17 2.3.6 KRONOS TRAIN THE TRAINER PROGRAM FOR WORKFORCE TIMEKEEPER 6.2 17 3 APPENDIXES 18 3.1 ADDITIONAL REFERENCE DOCUMENTS 3.1.1 ENGAGEMENT GUIDELINES 18 18 11 County of Orange SOW 020311 -R3M.docx I KRONOS INCORPORATED CONFIDENTIAL I Page 2 of 18 12 ~f KRONOS' f~laMenlTUnn 1 EXECUTIVE SUMMARY 1.1 DOCUMENT PURPOSE Kronos is pleased to be considered a human capital management business partner with County of Orange. The purpose of this document is to provide an outline of the work required and the professional services estimated for your Kronos solution. This document defines current understanding by Kronos of the engagement's objectives, scope, assumptions, risks and constraints and is based upon information gathered during conversations with County of Orange during the sales cycle, with the key assumption that Kronos and County of Orange will jointly staff the project team during the project lifecycle. This Statement of Work provides a documented basis for making future decisions and for confirming or developing a common understanding of project scope among the stakeholders. Any change to the assumptions in this document or the discovery of increased complexity during the engagement will be considered a change in the scope of the professional services, and will be managed through the Kronos standard change control procedures. For detailed information regarding project scope and assumptions, project complexity and risk areas, please see the sections of the document after the approval page. Please note that an approval in section 1.3 includes approval of the Statement of Work details and Assumptions and Appendixes sections. The appendixes of this document also make reference to and provide hyperlinks for the Kronos Engagement Guidelines and Customer Implementation Guide, if applicable. 1.2 PROJECT OVERVIEW 1.2.7 PROJECT GOALS AND OBJEGT/VES County of Orange is an organization in the Government industry and has approximately 1000 employees across up to 6 functional groups to be implemented. This project will be focused on implementing the Kronos workforce management solution in 20 weeks. The scope of this engagement includes the implementation of the products and services summarized in the Kronos solution that follows. This proposal anticipates that the solution will be fully operational in a production environment based upon the project scope detailed in this document and the mutually agreed solution design documentation completed collaboratively during the project. 1.2.2 PROPOSED SOLUTION The estimated investment included in this Statement of Work is quoted in USD$: Item Professional Services $57,730.00 Educational Services Offerings $15,596.51 Estimated Investment for This Implementation $73,326.51 County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 3 13 ~`1 KRONOS' ,~ MC!#VfENTUM The Professional Services estimated are based on the following buying scenario: SOFTWARE AND INTERFACES Software and Interfaces Service Type Optional features to be implemented Workforce Timekeeper New v(i.2 Cascading Accruals and Pay Codes Workforce Employee WTK New v(i.2 Workforce Integration Manager New v(i.2 Workforce Accruals New vfi.2 Next Generation User Interface New v6.2 TERMINALS/ACCESSORIES Terminals/Accessories Details 4500 Numeric Terminals Bar Code 10/100 Mbit Ethernet PROFESSIONAL SERVICES The professional services fees for this project are: Services $ Project Management and Implementation Services $57,730.00 The professional services fees are based on the extensive experience that Kronos has in implementing human capital management solutions using our proven MomentumT"" implementation and project management methodologies and tool sets. These methodologies are adaptable and responsive to an individual project's requirements while still providing repeatability and a consistently high quality customer experience. ONSITE CONSULTING The professional services fees contained in this Statement of Work assume a maximum of 7 days of onsite consulting, to be delivered in full day increments. FIXED FEE ASSUMPTIONS Notwithstanding anything to the contrary contained in the Sales, Software License and Services Agreement between County of Orange and Kronos, for the professional services set forth in this Statement of Work (and on the corresponding Order Form for such services), Kronos agrees to complete the services described herein for the fixed fee set forth herein, unless additional hours are required to complete the services described herein due to a material change in the scope of the project, County of Orange's delay in fulfilling its obligations, or as a result of a change in the complexity of the original scope of services based on information unknown at the time the parties entered into this SOW. Any such additional hours shall be agreed upon by the parties pursuant to the Change Order process described in this SOW and the fixed fee amount described herein shall be amended as provided in such Change Order. If Kronos has not invoiced County of Orange for the entire fixed fee amount as set forth in this SOW (or a Change Order, if applicable) prior to completion of the services described herein, upon completion of the services, Kronos will invoice County of Orange for any remaining fees up to the fixed fee amount and County of Orange shall pay such fees .upon the payment terms agreed upon by the parties. MATERIAL CHANGE IN SCOPE A Material Change in Scope may be the result of one or more of the following: • Newly discovered information regarding the implementation conditions that would impact scope or timeline such as changing the number of work rules, interfaces, or significantly increasing the amount of configuration to be completed. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 4 14 ~~ KRONOS' M~MENTtJM • Addition of software licenses • Addition of new sites/locations • Addition of a new interface or new functionality • Extending /surpassing the agreed upon timeline solely due to Customer's actions. • Customer's inability to staff the project with appropriate resources, skills and availability (this includes a change in resources) that specifically results in extending /surpassing the agreed upon timeline and Project Plan as agreed to during the Plan phase of this project. • Customer's repeated inability to meet deadlines that create a material change in scope. • Customer's inability to proactively manage the change necessary for its end-users to readily accept an automated business system EDUCATIONAL SERVICES The minimum recommended investment in educational services is: $15,596.51 During the project, by means of education and consulting services, a solid knowledge transfer will occur between Kronos and County of Orange. This knowledge transfer will allow you to take ownership of your new Kronos application. 1.2.3 PROFESSf©NAL SERVECES fNV4fCfIVG SCHEDULE Professional Services are fixed and invoiced on a milestone basis in 5 equal payments. Services will be invoiced, following mandatory customer sign-off, based upon the following schedule: 20% -Plan Phase Sign-off 20% -Assess Phase Sign-off 20% -Solution Build Phase Sign-off 20% -Test and Certify Phase Sign-off 20% -Deploy and Support Phase Sign-off 1.2.4 PRGJEGT E3URATfOfV AlV© fMPLE1VfE/VTATfGNRPPROACH The project estimates provided in this Statement of Work are based on a deployment that consists of Phases by Deployment Group with 2 phase(s) and 2 Deployment Instance(s) (or Go-Lives). The proposed solution as proposed shall not exceed a total duration of 20 weeks. Depending upon County of Orange's resource availability and project task capability, the duration of the project may need to be extended. This will increase the number of hours required for tasks that are performed on a weekly basis such as managing project communications, managing/updating project plans, facilitating project meetings and updating project status reports. Depending on the product features designed during the project, the capabilities of the project team, and capacity of the end user community to accept the solution, the project team may recommend additional deployment phases. For example, it may be recommended to initially concentrate on core functionality requirements, followed by optional features after a period of stabilization and acceptance by the customer community, resultirig in a more efficient project and improved customer experience. Any mutually agreed- upon changes to the deployment approach will be handled through the Kronos standard change control procedures. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 5 15 J:~ ~i KRONOS' tV14NtEf~tTUM It is assumed that a high level executive will be assigned as an Executive Sponsor and will remain engaged during the full lifecycle of the implementation. The Executive Sponsor will secure resources to support the defined duration of the project, take active part in Project Kick-off and Solution Overview, Phase Reviews and completing Milestone sign-offs. This level of Executive involvement will allow for cost containment resulting in an increased Return on Investment (ROI) and avoid unnecessary delays. A Blended delivery method will be used for this implementation. A blended delivery method is a combination of both onsite and remote implementations. These are the benefits of this approach: • Minimal impact on your business due to staffing resources based on the needs of our customer which incorporate the best use of onsite and virtual interaction • An efficient implementation process won't waste your time with starts and stops. We'll deliver a solid plan using a seasoned team of experts who get it right the first time • We offer a variety of convenient training options to fit any budget - at your desk, at our offices, or at your location • There will be a greater visibility and integration of the Kronos team into County of Orange's business operations • We offer a consultative, collaborative approach to designing and implementing solutions that solve your critical business issues • Direct person to person interaction provides greater opportunity for knowledge sharing TRAVEL EXPENSES Billable travel expenses will be charged pursuant to the terms and conditions of the Kronos Sales, Software License and Services Agreement. Resources may be used for the project that require the payment of airfare, lodging and other related travel expenses. For additional information, see the Engagement Guidelines link in the Appendixes section of this document. For budgeting purposes, Kronos recommends County of Orange budget $4,000 for billable travel expenses. Only actual travel expenses will be invoiced. i.2.5 RESl3URCE REQUIREMENTS This project involves shared risk by both Kronos and County of Orange. Our Kronos experience has shown that the project team needs to be aware of its level of involvement in the implementation of the Kronos solution as the project is being planned. A sample organizational chart for the project is provided for your review: County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 6 16 ~f KRONOS' ~~~e~ ~~~ i _ _ ' ~ ~ Enecutire f~ g m Stt~ring ga e errt Sieerinq tamm7ttae ~~~~ i i t.~mittee ... (Safe;, v+ro, me) .. ,r - -- t - -- - I . , ~ ~ Pro}ect 9derrage- ~.- - - -- - - - ,_ pwje~it0nager - 4 1 I Payroll 5ME(a) I I Sntution Careu[tant I I Hunan Resource I St1E{s) Apy~licat{prt CdKUtmnt ( I I Flnanee SME(s} Interface C,unsultanC ~ 7 TrL.gd I Tecfinol I Q4Y CpnSUttant Network SFiE e PBA Educecion [:w~su7tant I I QlMer resvurc~es as ( Operaborts ReRs r2quir4d I - Iix>~Fhy ~ ( ~ 5[fiedulingSME(s) I ~ ._.....~ ~ ..~ .......~. ~. ~.. ~ ~ ..... ,~... ~ ~ .....~ .... ~....,,. y.,..r' MoM€NTt,M 1.2.5.1 Roies and Responsibilities Based on Kronos implementation experience, the following roles are critical for the successful implementation of the Kronos system in your organization: For Workforce Central implementatio ns please refer to the Customer Implementation Guide for a detailed listing of roles and responsibilities. Role Suggested qualifications Executive Sponsor Experienced in leading organizations through change and developing communication plans. Ability to commit time to be engaged prior to starting the project and must remain committed during the full lifecycle of the implementation. Ability to take part in Phase Reviews and Milestone sign-offs. Project Manager Experienced project manager with successful track record. Functional Team These individuals, such as the HR manager or specialist, payroll manager or specialist, etc., are responsible for executing the project tasks on time and within the quality guidelines and for developing and reviewing all project deliverables. Payroll Subject Matter Expert Complete comprehension of your time, attendance, and payroll policies. Strong oral and written skills. Human Resources Subject Matter Complete comprehension of your organizational structure, salary Expert grades, job positions, benefits, union contracts, employee handbook, human resource actual practices, and human resource documented policies and reporting needs. Strong oral and written skills. Technical Lead Experienced with databases, Web servers, application servers, backups/restores, and database performance tuning. Technical Team Should have a good understanding of the customer's applications, the network, the underlying technical environment and tools, and the business/functional environment and requirements. Database Administrator (optional) Experienced with performance tuning, backup and recovery plan creation, implementation of database engines and maintenance of test and production environments. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 7 17 ~~, ~i KRONOS' =~ ~~ fNOMlNTUM Network Administrator (optional) Knowledge of the organization's network, future plans, and outstanding issues or problems. Technical knowledge of network connectivity, and strong network troubleshooting skills. System Administrator (optional) Experienced system administrator knowledgeable in the operating system(s), administration rights, etc. (recommended to have two years of experience). Help Desk Lead/Workforce Central Knowledgeable in Windows based applications. This individual will Configuration Master (optional) also complete the requisite Kronos courses to configure, maintain and support the Kronos software. Webmaster (optional) Knowledgeable in Apache, Sun ONE, or Microsoft Internet Information Server. Interface Specialist and Report Writer Knowledgeable in the data flow requirements of systems to be (optional) interfaced. Has experience with major report writer -preferably Crystal. Training Lead (optional) Experienced in adult teaming and defining/creating user procedures to successfully roll out the system implementation. In some organizations, the resource available in one organizational role may be able to cover more than one project role. If any of the customer specified roles are not available in your organization, please contact your Kronos representative as this may impact the professional services required, or the implementation approach recommended to complete a successful project for your organization. Common risks in any project surround customer resource availability due to competing priorities from daily tasks and other responsibilities. The customer level of effort (as displayed below) is intended to give you a general idea of the amount of time your team members should plan on devoting to the project compared to the Kronos resources throughout the project phases. Project Staffing Requirements 350 300 250 200 3 = 150 100 50 0 Plan Assess Solution Build Test & Certify Deploy & Support Project Phase Kronos Resources Customer Resources Upon completion of the Assess Phase, the Kronos project team will work with County of Orange to complete a detailed project plan for the remainder of the project. Following the completion of the project plan baseline, standard change control processes will be used to communicate any changes to the budget or timeline. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 8 18 ~,, ~~ KRONOS' ~, ~~ _~~ NlOMEh1TUM 1.3 SIGNATURES AND APRROVALS SUBMITTED AND APPROVED BY KRONOS REPRESENTATIVE BY~ _ Date: This Statement of Work is subject to County of Orange's agreement with Kronos governing Professional and Educational Services. By signing below, County of Orange's authorized representative agrees to purchase the services described herein. Very truly yours, Kronos Incorporated ACCEPTED AND AGREED County of Orange By: Title: Date: County of Orange may make necessary copies of this document for the sole purpose of facilitating internal evaluation and/or execution of the proposed project. Otherwise, the document or any part thereof may not be reproduced in any form without the written permission of Kronos Incorporated. All rights reserved. Copyright 2011. Kronos, the Kronos logo, Kronos Touch ID, Visionware, Timekeeper Central, Workforce Accruals, Workforce Analytics, Workforce Central, and Workforce TeleTime are registered trademarks, and Kronos 4500, Momentum, Workforce Absence Manager, Workforce Activities, Workforce Attendance, Workforce Connect, Workforce Central Portal, Workforce Device Manager, Workforce Employee, Workforce HR, Workforce Integration Manager, Workforce Leave, Workforce Manager, Workforce Payroll, Workforce Record Manager, Workforce Scheduler, Workforce Scheduler with Optimization, Smart Views, and Workforce Timekeeper are trademarks of Kronos Incorporated or a related company in the United States. For a complete list of Kronos trademarks, see http://www.kronos.com/Trademarks.htm. iSeries is a trademark of IBM. Oracle is a registered trademark of Oracle Corporation. Microsoft, Windows NT, Windows 2000 and Windows XP are registered trademarks, and Windows Vista is a trademark of Microsoft Corporation in the United States and/or other countries Crystal Reports is a registered trademark of Business Objects SA. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 9 19 ~~ KRONOS` 114oA9ENTUM ~ ~ ~ ~ ~ 2.1 ~OLUTi®N Q-SSUMPTiON$ The following solution details have been discovered through analysis with County of Orange throughout the sales cycle and form the scope by which this project will be managed. Additional assumptions have been made, where necessary, in order to estimate the professional services required for County of Orange's solution. Solution analysis and design may be performed during the Assess Phase(s) of the project in order for both parties to mutually agree on the Solution Design. If the solution or assumptions defined in this document change, Kronos and County of Orange will review and adjust the project scope and budget accordingly through standard Kronos change control procedures. Where applicable throughout this section, if not specifically stated as "Kronos to Implement" County of Orange is responsible for the implementation or configuration. 2.1.7 GENERAL IMPLEMENTATION fNFORMATION Item Total Kronos to Implement No. of Employees 1000 1000 No. of Functional Groups Up to 6 Up to 6 2.1,2 WORKFORCE TIMEKEEPER CORE FUNCTIONALITY Item Scope and Assumptions Functional Group Analysis County of Orange has approximately 6 functional group(s), and Kronos is to implement 6 of these. In order to clearly define the pay/work rules configuration for the implementation, Kronos will perform 1 centralized analysis (Product Design) for the Workforce TimekeeperT"' application. County of Orange is responsible for all identification of, interpretation of, and compliance with any applicable laws, regulations, and statutes that affect the project and configuration. Pay Policy Definition Pay policies will be clearly defined by County of Orange for Kronos resources prior to configuration. Pay/Work Rules Configuration The estimated number of pay/work rules is 35 and Kronos is to implement 35 of these. Basic Accrual Policy Configuration The estimated number of basic accrual rules is 0 and Kronos is to implement 0 of these. Historical Data Loads Services to assist with historical loads of time and attendance data are not included in the scope of this project. Visual Theme Customizations The customization of the visual theme of Workforce Central is limited to that of a shallow theme. Documentation is provided in order for County of Orange's graphic designer to make more in depth customizations to the theme. Employment Terms The use of employment terms for Holiday Profiles and Duration Pay Codes is included. Use of Employment Terms to support contract employees that involves the overriding of person record attributes or the use of Work Hours Definition is not within the scope of this document. A further examination of how Contract Employees are to be implemented is necessary. Data Collection Method(s) Workforce Employee WTK, 4500 Alpha Terminals County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 10 20 ~%! ~i KRONOS' -~- CFi n~o»~neNrunn OPTIONAL FEATURES TO BE IMPLEMENTED Item Scope and Assumptions Workforce EmployeeT"" No custom or tailoring work will be required in this implementation. Configuration Product will be configured according to the mutually-agreed upon solution design during the Implementation to: Allow employees to complete a standard online timecard with in and out times; Allow employees to enter pay code edits, duration of time and work rule transfers; and Allow employees to view their time details, schedules, accrual information (if accrual balances will be imported) and pay stub reports/pay slips. Generic Data Access Profiles Generic data access profiles will not be included in this implementation. Generic data access profiles allow you to restrict access to specific pay rule and accrual rule configuration data from users who create and update these policy rules in different areas of your organization. Generic Data access profiles are most likely to be used by multinational companies that wish to "hide" one country's policies and configuration from another country's configuration users. Additional hours may be required to implement generic data access profiles. If this feature is needed, a separate, more in-depth discovery will be conducted, and additional hours may be required. Time-Off Requests (Through Hours have been added to configure time off requests. These hours Employee Self-Service) include configuration of time off requests that can be used from either the software or from the Kronos 4500 Terminal. Standard Reporting This Statement of Work includes time to configure the Standard (Basic RDLC) version of the Workforce Central reporting solution using Microsoft Reports Definition Language Client (RDLC). Kronos will provide all the necessary software components to run basic reports with what the Workforce Central installation provides. SSRS is not included in the scope of this project. Cascading Pay Codes Hours are included for cascading pay codes (the ability to draw hours from one or more accrual balances in a predetermined order). 1.7.E Nix r GENEfiATIQN USER INTERFACE Next Generation User Interface The Next Generation User Interface will be im lemented. Minimum Workforce Central The Next Generation User Interface requires Workforce Central Service Pack Version 10 or hi her. Environments Kronos will install and configure the Next Generation User Interface in up to 2 Workforce Central environments. Navigators Kronos will implement the Standard Package for County of Orange. The NGUI Standard Package includes the assessment and configuration of up to 2 Navigators tailored specifically for County of Orange's business processes and manager's needs. A Navigator is a view into Workforce Central designed for a particular role in an organization (i.e. Scheduling Manager, Payroll Manager, etc). Each navigator can be configured with up to 14 widgets. A widget is a seff- contained ane on a navi ator that hel s the user to com lete a s ecific task. Project Scope The widgets included on a Navigator rely on Workforce Central functionality. For example, the ability to use the Call List widget is dependent upon the Workforce Scheduler Call List being installed, configured and working properly in Workforce Central. Unless otherwise noted, any Workforce Central configuration changes that are requested or recommended while implementing the Next Generation User Interface are outside the sco a of this statement of work. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 11 21 ~~ KRONOS' _~ _,_ a_ MOMENTUM 2.1.4 TIMEKEEPER TERMINALS CORE FUNCTIONALITY Item Scope and Assumptions Terminal Configuration and 0 terminal(s) have been purchased. Kronos will be responsible for the Installation configuration for 0 terminal(s). County of Orange is responsible for the physical installation of all Timekeeper Terminals and installing all terminal options and Employee enrollment with Kronos Touch ID, if applicable. SSL Device communication configuration does not include using SSL (Secure Sockets Layer). NAT Device communication configuration does not include using NAT (network address translation). Smart Views Device configuration does not include standard Smart View configuration. 2.1.5 WORKFORCE ACCRUALSQ CORE FUNCTIONALITY Item Scope and Assumptions Calculated Accrual Policy Configuration The estimated number of calculated accrual rules is 4 and Kronos is to implement 4 of these. 2.1.6 WORKFORCE INTEGRATION MANAGER CORE PRODUCT Item Scope and Assumptions General Assumptions Kronos will: • Install the Workforce Integration Manager~T^ module on all Workforce Central application servers • Install Workforce Integration Manager -Interface Designer on 2 Windows machines • Assess and configure generic data access profiles and functional access profile to accommodate Workforce Integration Manager users • Assess and configure up to ten mapped folders and/or connections required by Workforce Integration Manager 2.1.7 INTERFACES Interfaces Scope and Assumptions Type Employee Demographics Import From Munis To Workforce Timekeeper This is a recurring import Yes The file or db query will not be provided No Licenses & Profiles will be added No Calculations will be required (licenses and profiles No included) Funded Discovery Only No Interface Name Employee Import County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 12 22 Jii ~~! KRONOS' ~~~ tvla~n€nlruM Intertaces Scope and Assumptions Type Pay Data Export From Workforce Timekeeper To Munis Funded Discovery Only No Notes Interface Name Payroll Export CORE PRODUCT Item Scope and Assumptions Interface Discovery The interfaces identified may require additional discovery which may result in a change in the scope of this project. The interfaces designated as "Discovery Only" include only assessment hours to develop interface specifications. Change order(s) will be presented to County of Orange for additional development test and support hours for these interfaces. Data Files When Kronos provides data via an interface to anon-Kronos system, Kronos will provide an export file. The data will consist of elements contained within the database. It is County of Orange's or the third-party's responsibility to import that data file to update the appropriate database. County of Orange will work directly with all third-party vendors during assessment and testing. If Kronos is to lead these conversations for County of Orange, additional effort and scope will be required. When anon-Kronos system provides data via an interface to Kronos it is , County of Orange's responsibility to get a file created that can be imported to the Kronos system. If the import interface is listed above, then Kronos will complete the import to the Kronos system. If the import interface is not listed above, additional hours can be arranged through the Kronos change control procedures. ODBC Connections The source and/or destination systems support available ODBC connections. Test Data and Testing County of Orange will provide test data and all necessary interface file layouts/interface formats. The customer will also be responsible for testing all interfaces, including testing the results to/from third-party providers. The test results will be shared with Kronos. 2.1.8 TEC!-011fQLGGY Item Scope and Assumptions Technology Resources County of Orange is responsible for providing and installing all hardware, operating system software, database software and non Kronos-provided software necessary for the operation of the Kronos application. County of Orange should provide appropriate technical resources to minimize any technology risks identified throughout the implementation. Database The database will be installed on SQL Server. If the database is Oracle RAC additional services may be required. County of Orange is responsible for installation of the database software such as Oracle or SQL Server with the recommended service packs. Application Server Software JBOSS -Kronos Provided on 1 server(s) or images. If the application server is Oracle, WebLogic, or WebSphere, additional services may be required. county of Orange SOW 020311 -R3M.docx Kronos Confidential Page 13 23 Jii ~i KRONOS' ,. ~r~~~Y i'dIOMENTUM Item Scope and Assumptions Operating System Microsoft Windows Supported Systems Not all operating systems, application server software, Web browsers, etc., are supported for all Workforce products and features. Please contact your Kronos technical representative for detailed information. Environments to Be Utilized During Production Implementation Test County of Orange understands that Kronos recommends a minimum of two environments i.e., Test and Production. Additional Technology Factors LDAP (Lightweight Directory Access Protocol) will not be used as a security authentication method. A load balance configuration is recommended if two or more application servers are implemented. County of Orange has advised that they will not utilize load balancing. County of Orange will not be utilizing a DMZ (demilitarized zone) for security purposes. Single sign-on will not be setup to have user's network login credentials be used to access the Kronos application(s). SSL (Secure Sockets Layer) will not be utilized to encrypt information passing back and forth from the Kronos application. Server Specifications County of Orange will provide hardware server specifications to Kronos resources for all servers that will be involved in the implementation, based on the Kronos' Hardware Recommendations Report. Remote Connectivity When Kronos resources are working remotely, they will have access to County of Orange's Kronos system via a mutually agreed-upon standard. 2.2' PROFESSIQt~AL SERVICES 2.2.1 PROJECT MA/VAGEMENT LEVEL OF SERVECE /ESTIMATED SERVICES The project management service offerings; project support, project management and program management have been reviewed and based on discussions regarding the solution and technology complexities, as well as on the customer internal dynamics, the "Project Management" level of service will be used for this project. The Customer Project Manager under this level of support will partner with the Kronos Project Manager to align the desired project outcomes, producing key results related to the critical Workforce Management business needs. The Customer Project Manager assists the Kronos Project Manager by managing Customer Team member responsibilities as necessary for success in the overall implementation process; however, Kronos leads the Kronos Team members and the overall implementation process. This level of support is suggested when the Customer Project Manager has experience leading by directing, coaching, and facilitating Customer Team resources. Usually having a background in resource evaluation and staffing, change management, and team building, the Customer Project Manager monitors the progress and completion of project milestones towards achieving the project completion date. He or she also helps resolve any surprises or concerns that may arise during the implementation. Should the level of required project management services increase, or should there be an extension to the project duration, additional services can be purchased through the Kronos standard change control procedures. For Workforce Central implementations and more information regarding project management services, please refer to the Customer Implementation Guide in the Appendixes section. county of Orange SOW 020311 -R3M.docx Kronos Confidential Page 14 24 ~J/ ~i KRONOS' 2.3 EQUCATIQNAL SERVICES R+iC7t1R1ENTt1Nf Kronos Educational Services offers a full schedule of classes in the virtual classroom to give guided instruction on how to best utilize the software. More advanced and technical courses are offered in the traditional classroom at locations across the country. All Kronos courses are designed with extensive hands-on practice exercises to reinforce new skills and concepts. Training points allow you to plan and budget training for your organization, yet give you flexibility to select specific courses to meet your implementation and continuing education needs. Training points can be used toward instructor-led training in the virtual classroom, in the traditional classroom, and for onsite training. Online course descriptions include the training point value. Each course has a point value that equals the price of the class. The total training points and associated cost will be reflected on your Sales Agreement. Kronos recommends the best practice of having at least two individuals from your organization receive training on the Kronos solution. Selecting one primary and one backup resource from within your functional and technical teams ensures adequate coverage in the event of an urgent change or support request or employee turnover. For complete course descriptions, objectives, and pre-requisite information, please see the Kronos Education learning paths that your Kronos salesperson will provide, or visit htto://www. kronos.com/Suggort/Education. htm. 2.3. f SELECTED TRA/AIIIVG Course Product Seats Training Extended Format Points or Price Price PROJECT TEAM TRAINING, 0 $0 Workforce Timekeeper TRAINPTS Workforce Timekeeper Project 3 500 $1,500 Virtual Team Fundamentals TRAINPTS WTK 6.2 Managing Timecards & 3 1,000 $3,000 Virtual Preparing for Payroll TRAINPTS WTK 6.2 Administering the 3 1,200 $3,600 Virtual Application TRAINPTS WTK 6.2 Configuring & Managing 2 2400 $4,800 Virtual Pay Rules Train the Trainer Pre-Requisite 0 $0 Training TRAINPTS WTK 6.2 Managing Timecards and 3 275 $825 Virrtual Schedules TRAINING POINT SUMMARY Part Number Total Points Price Per Point Extended Price TRAINPTS 13725 $.80 $10,980.00 County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 15 25 ~~ KRONOS' -_ [JIQiVlEfdTUM 2.3.2 EDUCATIONAL PRODUCrs Product Name Part Number Qty Price Total Price KnowledgePass Education Subscription 8602748-001 1 $1,616.51 $1,616.51 WTK 6.2 Train the Trainer Program -Remote 9999607-0 1 $3,000 $3,000.00 Delivery (up to 3 participants) Total $4,616.51 2.3.3 EDUCATIONAL SERVICES SUBSCRIPTION - KIVOtMLEDGEPASSTM KnowledgePass is an easy-to-use learning portal with a rich quantity of content for end users that helps them develop, reinforce, and practice skills critical to their efficient and effective use of Kronos. Use KnowledgePass to: • Prepare for, practice and reinforce what you learned during implementation training • Prepare your end users for the deployment of your Kronos solution • Train new hires • Reinforce and refresh skills For one annual fee, your organization can have unlimited access to all components and content included in KnowledgePass, including: • Interactive hands-on exercises: to refresh your skills and reinforce those that you learned in your Kronos classes • Tutorials: to onboard new users • Job aids: to quickly reference when performing common tasks • Step/Action Tables: to provide you extra support when performing your tasks • Concepts: to learn or review key Kronos product concepts • Training kits: to tailor your own end user training • Ask-the-instructor: to connect with one of our expert Kronos instructors • Business Professional References (Books24X7): to stay current on topics impacting workforce managers End users can take advantage of the KnowledgePass Build My Learning tool to help them easily identify the training they need. Training managers can use the KnowledgePass Assign Training to my end users tool to identify and assign the training to your end users. You can also maintain your end users so you can add, edit and remove them as needed. 2.3.4 END USER EDUCATION HAS NOT BEEN INCLUDED Kronos is committed to your organization's implementation. Educating your end users is vital to the success of any project. Industry measurements suggest that an end user without adequate training may take nearly five times longer to achieve the same skill level as a trained employee. Effective training gives your employees the skills and competencies they need to increase their expertise and productivity. This level of training helps ensure adoption of your Kronos solution. Although we highly recommend an end user training solution your organization has opted to not be provided one at this time. Please know we are committed to your end users and you may, at any time, engage a Kronos Education Consultant to conduct an Education Needs Assessment for guidance in this area. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 16 26 ~" ~f KRONOS' _-=~~_ Ek+IQAAENTUM 2.3.5 RECOMMENLIE© TRA/NlNG NOT INCLUDED fN PROJECT SCOPE Course Name Part Number Price/ Points WTK 6.2 Architecture & Technology TRAINPTS 1300 Workforce Device Manager 6.1 & the Kronos Series 4000 Terminal (update to 6.2 when course is available) TRAINPTS 1200 WIM 6.2 Basic Interface Programming TRAINPTS 3250 2.3.6 KRONOS TRAIN THE TRAINER PROGRAM F©R UEIORKFORCE TIMEKEEPER 6.2 The purpose of this program is to help you successfully plan, deliver and evaluate a Kronos software training program for your organization, using the Workforce Timekeeper 6.2 Managing Timecards and Schedules (MTS) course materials,. a standard training database and your internal delivery resources. This program includes participation in the two-day Workforce Timekeeper 6.2 Train-the-Trainer Workshop. This class is offered on our public schedule through the Kronos Virtual Classroom. A KnowledgePass subscription is required to access courseware materials. Prerequisite attendance in the Workforce Timekeeper 6.2 Managing Timecards & Schedules class is sold separately. Options for this class are 1/2-day remote via a publicly held Kronos Virtual Classroom OR 1/2-day private class held remotely or on-site. County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 17 27 ~~ KRONOS' ~o~renrrunn 3 APPENDIXES 3.1 ADDITIONAL REFERENCE. DQCUMENTS 3.1.1 E/VGAGEMEIVT GUtlDELtlPJ~S For information related to Kronos' Engagement Guidelines, please point your browser to http://www.kronos.com/Support/ProfessionalServicesEngaoementPolicies htm for information relating to: • Professional Services and Educational Services Policies o Cancellation Policies o Change Order Process o Travel County of Orange SOW 020311 -R3M.docx Kronos Confidential Page 18 immxT~~hr~alc~g~t,lnc. Sales Quotation 3sthsidiaryof >~ irnrnixGvc;fp Cannel) ORANGE , COUNTY OF 200 South Cameron Street PO Box 8181 Hillsborough, NC 27278 PH: 919-245-2651 FAX: 919-644-3324 dCan Hell@CO.Orange. nC. US Quote Number: QUO-201202-BFY9J9 Quote Date: 4/4/2011 Expiration Date: 5/4/2011 Manufacturer Quote #: Manufacturer Ref #: Contract No.: GS-35F-0265X Contractor Type: Small Bu siness -Less Than CAGE Code: 3CA29 DUNS No.: 09-869-2374 TAX ID#: 54-1912608 Terms: NET 30 FOB: Destination Order/Payment Address: immixTechnology, Inc. 8444 Westpark Drive, Suite 200 McLean, VA 22102 PH: 703-752-0610 FX: 703-752-0613 EFT: BB&T Routing No. 055003308 immixTechnology, Inc. Contact: Witt, Lyn 703-663-1920 Iwitt@Immixgroup.com Manufacturer Contact: Adams, Ray 336-414-3273 radams@kronos.com PLEASE REFERENCE THIS QUOTE NUMBER ON ALL PURCHASE ORDERS ISSUED AGAINST THIS QUOTE. Fixed Fee Services Notwithstanding anything to the contrary contained in the Sales, Software License and Services Agreement between Customer and Kronos, for the professional services set forth on this Order Form and further described in the Statement of Work (the "SOW ), Kronos agrees to complete the services described in the SOW for the fixed fee set forth herein, unless additional hours are required to complete the services described in the SOW due to a change in the scope of the project, Customer's delay in fulfilling its obligations, or as a result of a change in the complexity of the original scope of services based on information unknown at the time the parties entered into the SOW. Any such additional hours shall be agreed upon by the parties pursuant to the Change Order process described in the SOW and the fixed fee amount described herein shall be amended as provided in such Change Order. If immixTechnology has not invoiced Customer for the entire fixed fee amount as set forth on this Order Form (or a Change Order, if applicable) prior to completion of the services described in the SOW, upon completion of the services, immixTechnology will invoice Customer for any remaining fees up to the fixed fee amount and Customer shall pay such fees upon the payment terms agreed upon herein. MILESTONES: Line Items 27 TO 31: 20% -Plan Phase Sign-off 20% -Assess Phase Sign-off 20% -Solution Build Phase Sign-off 20% -Test and Certify Phase Sign-off 20°~ -Deploy and Support Phase Sign-off Item Part Number Contract Trans Type Product Description Qty Price Extended Price 1 8800079-000 GS-35F-0265X LIC Workforce Timekeeper v6 -per employee 1000 $42.12 $42,120.00 2 8800079-0OOGM GS-35F-0265X MNT Gold Maintenance for Workforce Timekeeper v6 - per employee 1000 $8.60 $8,600.00 3 8800082-000 GS-35F-0265X LIC Managers for Workforce Central v6 -per Mgr 150 $327.60 $49,140.00 4 8800082-000GM GS-35F-0265X MNT Gold Maintenance for Managers for Workforce Central v6 -per Mgr 150 $67.03 $10,054.50 5 8800081-000 GS-35F-0265X LIC Workforce Employee v6 -per employee 1000 $28.67 $28,670.00 6 8800081-000GM GS-35F-0265X MNT Gold Maintenance for Workforce Employee v6 - per employee 1000 $5.86 $5,860.00 28 5 All Pricing information is confidential .5 Page 1 of 3 .5 Quote # QUO-201202-BFY9J9 immxT~chnolc~gy, Ins. Sales Quotation asf?fxsidiaryvf $ pnmixGm;~'a Accruals V6 -per 1000 8 8800080-000GM GS-35F-0265X MNT Gold Maintenance for Workforce Accruals v6 -per 1000 $3.3 6 $3,360.00 employee 9 8800087-000 GS-35F-0265X LIC Workforce Record Manager V6 -per employee 1000 $4.1 0 $4,100.00 10 8800087-000GM GS-35F-0265X MNT Gold Maintenance for Workforce Record Manager 1000 $0.8 4 $840.00 V6 -per employee 11 8800131-000 GS-35F-0265X LIC Workforce Integration Manager V6 -per 1000 $6.24 $6,240.00 Employee 12 8800131-000GM GS-35F-0265X MNT Gold Maintenance for Workforce Integration 1000 $1.31 $1,310.00 Manager V6 -per Employee 13 8603083-001 GS-35F-0265X LIC Workforce Teletime v6 Digital TI 8, Port, Dialogic 1 $24,681.54 $24,681.54 14 8603083-001 GM GS-35F-0265X MNT Gold Maintenance for Workforce Teletime v6 1 $5,166.81 $5,166.81 Digital TI 8, Port, Dialogic 15 8800138-000 OPENMARKET- LIC Workforce Mobile Manager 25 $0.00 $0.00 IM 16 8800138-0OOGM OPENMARKET- MNT Gold Support for Workforce Mobile Manager 25 $10.14 $253.50 IM 17 8100040-001 OPENMARKET- OTH TeleTime V6.1 ESD Software Kit 1 $0.00 $0.00 IM 18 8100078-001 OPENMARKET- LIC ESD SW KIT,WFC SUITE V6.2. This ESD SW kit 1 $0.00 $0.00 IM is required on all orders with 8800079-000 @ N/C. 19 8100103-001 OPENMARKET- LIC ESD SW KIT,WF MOBILE EE/MGR,MOBILE 1 $0.00 $0.00 IM APPS V1,NGUI V6.2 20 8100079-001 OPENMARKET- LIC Next Generation User Interface ESD Software kit 1 $0.00 $0.00 IM v6.2 Group Total: $206,776.35 21 BAYG-ILT OPENMARKET- TR Generic Training Points to be used for any training 13725 $0.80 $10,980.00 IM class. Bill as you go Training Points (invoiced upon delivery or attendance) 22 ED- GS-35F-0265X LIC KnowledgePass Ed Services Subscription 400- 1 $1,616.51 $1 616.51 SUBSCRIPTION - 1500 , 23 9999607-0 OPENMARKET- TR WTK 6.2 Train the Trainer Program -Remote 3000 $1.00 $3,000.00 IM Delivery (up to 3 participants) Group Total: $15,596.51 24 9990029-PRO GS-35F-0265X SVC Kronos Professional Services -per hour. 24 $215.00 $5,160:00 Teletime. 25 9990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Project 4 $152.18 $608.72 Manager 26 9990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Application 4 $152.18 $608.72 Consultant 27 9990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Plan Phase 76 $151.93 $11,546.00 Sign-off 28 9990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Assess Phase 76 $151.93 $11,546.00 Sign-off 29 9990002-0NL GS-35F-0265X SVC Momentum Online Remote Team -Solution Build 76 $151.93 $11,546.00 Phase Sign-off 30 9990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Test and 76 $151.93 $11,546.00 Certify Phase Sign-0ff 31 9 990002-ONL GS-35F-0265X SVC Momentum Online Remote Team -Deploy and 76 $151.93 $11,546.00 Support Phase Sign-off Group Total: $64,107.44 29 5 All Pricing information is confidential .5 Page 2 of 3 .5 Quote # QUO-201202-BFY9J9 immixTe~hnalagy, lnc. Sales Quotation asutuiryaf ~ irnmixG:cs.~ LICENSE $172,948.05 SW MAINTENANCE $35,444.81 OTHER $0.00 SERVICES $64,107.44 TRAINING $13,980.00 Grand Total $286,480.30 Note: All Purchase Orders processed by immixTechnology, Inc. must include the following: End-user name and phone number; Subject to the general and manufacturer specific Terms and Conditions of Contract Type and Number: GS-35F-0265X; vvww.immixGroup.com PO Number, this Quote Number, Bill To & Ship To addresses, Authorized Signature, terms: NET 30, Shipping: FOB Destination; Sales Tax will be added to all orders that do not provide a copy of tax exemption certificate or resale certificate; Initial year of SupporUMaintenance is mandatory. 30 .5 All Pricing information is confidential .5 Page 3 of 3 .5 Quote # QUO-201202-BFY9J9