Exhibit G Project Management Plan, Implementation Schedule, and Cutover Plan

Transcription

1 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Exhibit G Project Management Plan, Implementation Schedule, and Cutover Plan G-1

2 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Project Management Plan, Implementation Schedule and Cutover Plan Introduction Overview This document is the preliminary Project Management Plan for a 700/800 MHz P25 Public Safety Radio Network for the Counties. Within seven days of issuance of purchase orders, the Counties and Contractor will meet and agree upon the Project Management Plan. The Project Management Plan will be subject to change based on mutual agreement based on the site development and other implementation of the System. The Project Management Plan describes how Contractor manages the successful implementation of the VESTA Radio System for the Counties from contract award to system acceptance and transition to Customer Care (Warranty and Maintenance Support). This plan describes how the Contractor s standard management processes will be applied to ensure that necessary quality controls will be used at an appropriate level for efficient and effective project implementation. These management processes are a culmination of years of experience successfully cutting over mission critical systems ensuring they stay on-time, on-budget, and on-quality. Project Management Philosophy Services Contractor s goal for every project is to deliver a high-quality system on-time and within budget, that exceeds the customer s requirements. This requires outstanding execution at every stage of the project: Outstanding Team Contractor assembles a core team of highly experienced professionals. Kevin Mumma, The Contractor s Project Manager in Bradenton, FL, will own the overall delivery of the solution with total responsibility and decision making for the Counties project. Outstanding Communication Identifying and exercising a rigorous and focused communication plan among team members will keep everyone focused on the objectives, mitigate misunderstandings, and minimize problems. Outstanding Quality Quality checks are built into Contractor s projects to ensure quality of work and materials. Contractor will perform the following services in order to achieve a successful implementation: Project Management System Design Installation of Site Equipment System Integration, Commissioning, and Optimization Civil Construction and Site Development Radio Coverage Testing System Acceptance Testing Training Warranty for One Year After Final System Acceptance Decommissioning of Existing Equipment G-2

3 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Equipment Contractor will provide the Counties with a completely integrated, turnkey System consisting of the following major communications system components: Dispatch Console System Zetron Acom IP system with 42 console positions distributed as follows: Sarasota o 15 console positions at EOC o 4 console positions at North Port (which may be relocated to the Sarasota EOC) Manatee o 20 console positions at Manatee PSC o 3 console positions at Bradenton 10 Control Station Radios at the legacy Manatee Backup EOC VESTA Radio, P25-compliant, Trunked Radio Network with: 800 MHz Simulcast Cell, 9 sites, 17 channels for Sarasota 800 MHz Simulcast Cell, 9 sites, 16 channels for Manatee One 4-channel multicast site for aviation Shared VESTA Radio Infrastructure Interoperability Geo-Redundant Core Geo-Redundant Simulcast Site Controller Alarm and Diagnostic subsystem Network Management subsystem Future ISSI connectivity Sarasota Two (2) new Analog 800 MHz Mutual Aid channels (8CALL90 & 8TAC92) at six (6) Sarasota Sites FIN (Florida Interoperability Network) Legacy Interops Legacy SmartZone System during the Cutover Period Manatee Reuse of the legacy Manatee Analog 800 MHZ Mutual Aid Channels FIN (Florida Interoperability Network) Legacy Interops Legacy Harris EDACS System during the Cutover Period G-3

4 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Remote Monitoring of the VESTA Radio System Logging Recorder Microwave Available Options Project Team Organization Twenty four hours a day, seven days a week EXACOM logging recorder solution for each County Aviat Digital Microwave and Backhaul IP Network Subscriber Units OTAP KMF / OTAR Contractor s project team includes experienced LMR professionals and subject matter experts for the design and support of the Counties 800 MHz P25 Public Safety Radio Network. The project team includes executive management support that ensures the availability of all of the resources to meet the Counties' needs. The project team includes multiple disciplines and is structured as shown in Figure 1. Key team members have been assigned. Other roles will be assigned at the execution of the Agreement. G-4

5 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan At the beginning of project execution, one of the first actions of the Project Manager is to mobilize the project team. A matrix type organization as illustrated below represents the project team established for the Counties project. Figure 1 Project Team G-5

6 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Roles and Responsibilities Project Manager The Contractor s On-Site Project Manager, Kevin Mumma, living in Bradenton, FL, is responsible for the delivery of the project on-time, within budget and to contract specifications, the Project Manager will work on-site during the entire deployment until the Counties Final System Acceptance. Contractor s Project Manager plans, coordinates, and oversees all aspects of the project implementation and reports on its progress. The Project Manager will be the primary point of contact for the Counties following contract award. The Project Manager will reside in the Counties area for the entire duration of the project and is readily available to the Counties Project Administrators with a local telephone number for contact. The Project Manager s specific duties include: Providing all necessary resources in order to guarantee an effective delivery of the project Meeting the project goals with regard to quality, cost and time Creating and managing the project schedule Managing all staff and subcontractors Coordinating and scheduling of the civil construction and site development Planning, monitoring, and controlling the project according to defined standards Creating and maintaining the Project Management Plan Reporting project progress and status Providing project deliverables to the Counties Coordinating regular project meetings, design reviews, and other meetings as needed Identifying and reconciling issues proactively Providing an escalation path Managing the Change Control Process Technical Solutions Engineer Technical Solution Engineers (TSE) deal with all technical aspects of the project during the design phase. The Lead TSE, Peter Ungar, ensures suitability and compliance of the solution with the Counties functional, operational, and contractual requirements by: Providing the technical specifications of the solution Defining the solution architecture for the solution in collaboration with sub-system suppliers Defining the scope of supply and providing the equipment list for the project Providing the configuration documentation needed for the solution Providing the Acceptance Test Protocols for the solution Participating in the Factory Acceptance Test and System Acceptance Test G-6

7 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Radio Network Engineer Radio Network Engineers (RNE) deal with all RF (Radio Frequency) related technical aspects of the project. The Radio Network Engineer, Doug Petrie, is responsible for: Managing the design of the radio network to ensure compliance with the Counties functional and operational requirements Frequency planning Deployment Manager Intermodulation detection and resolution Managing the validation of radio coverage Implementation Management covers all the activities for the implementation of the network through the System Acceptance phase. The Deployment Manager, Greg Tanner, is part of the core project team and is responsible for successfully implementing the complete solution. The Deployment Manager responsibilities include: Managing the integration, staging, and field testing of the solution including interfaces with external equipment Organizing the deployment logistics Performing radio site surveys and validation Defining the deployment strategy and consolidating supplier s deployment solutions Determining local administrative constraints (documentation, working safety rules, technical standards, etc.) Managing subcontractors The Deployment Manager manages the Implementation Team, which consists of Site Development Services and System Installation and Integration Services: Site Development Services This functional team has responsibility for site acquisition and preparation. The group includes: Site Acquisition Specialists Regulatory and Compliance Specialists Construction Managers Infrastructure Engineers G-7

8 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan System Installation and Integration Services The second functional team has responsibility for the installation and integration of the System, from completion of design activities through factory staging and field commissioning of the System, testing, and cutover. The group includes: Field Engineers RF Engineers Training Manager Staging Managers Fabrication Technicians Subcontractors Effective trainers are vital to providing dynamic, successful training programs and enable their trainees to learn and internalize the content being taught. Contractor s trainers will tailor the classroom experience to meet the Counties specific training needs. The main responsibilities of the Training Manager, Joe Tomlinson, are: Identifying training and development needs through regular consultation with the Counties Designing and developing training based on the Counties needs Working in a team to produce programs that are satisfactory to all relevant parties including: o Administrators o Operators o Technicians o Managers Managing the delivery of the training programs including those supplied by our subcontractors Monitoring and reviewing the progress of trainees through the use of questionnaires and discussions with the Counties managers Contractor selects subcontractors based on their qualifications and their ability to perform specific functions for the contract. They have demonstrated an ability to perform high-level services and work within the framework of the project team. Although Contractor offers a wide range of operations, maintenance, and engineering services, Contractor does subcontract certain tasks that are intermittent, or require highly specialized skills and equipment. Contractor employs qualified subcontractors for their technical knowledge, specialized skills, and reliability, serving as a vital resource in the success of a project. G-8

9 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Care Manager Contractor s key subcontractors for the Counties Project include: Zetron Dispatch console systems Aviat Microwave systems Black and Veatch Site development Alpha and Omega Microwave installations Williams Communications Installation and local support services The Care Manager, Linda McSweeney, is responsible for overall customer support, including training, upgrades and repair processes. Before Final System Acceptance, the Care Manager plans and organizes the appropriate training for the Counties and Local Service Partner(s), and creates the Care Plan in collaboration with the Counties. After Final System Acceptance, the Care Manager implements the Care Plan, and takes over the Project Management responsibilities for the Warranty and Maintenance period. The Care Manager s specific duties include: Providing all necessary resources in order to guarantee effective support for the Counties Creating and maintaining the Care Services Plan Defining spare parts list, storage, and logistics Establishing third-party care agreements, if required Setting up the appropriate processes to support the Counties Setting up ongoing progress meetings with the Counties' point of contact Proactively identifying and reconciling support issues Procurement Manager and Supply Manager Project Procurement and Supply Management consists of all project equipment, material, partner, and subcontractor-related procurement activities and the required actions according to technical specifications, purchasing principles, philosophies, and procurement schedules, within approved cost estimates. Bryant Underwood s and Glenn Snodderly s procurement activities include partner and subcontractor inquiries, negotiations, contract agreements, project logistics, and local warehousing management. All major subsystems are subcontracted using industry standard, Master Agreement/Statement of Work subcontracting vehicles. The entire tender and subcontracting process comprehends all customer-required flowdowns and supplier performance obligations. The subcontract structure and methods used mirror those used for aerospace and defense. Suppliers of major subsystems or services are all vetted for finance, corporate structure, litigation, safety, public filings, and technical performance prior to an invitation to the tendering process. System-level quality is evaluated based on system availability and MTBF calculations as assessed by customer requirements and Contractor engineering. This closed-loop process control with tightly integrated contracting tools works to assure outstanding performance and superior risk mitigation. G-9

10 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Project Management Services The following subsections describe the primary areas of focus and tasks performed by the project management team, which is lead by Contractor s on-site Project Manager. The Project Management tasks are based on Contractor s standard project management process and are in alignment with the practices and philosophy of the Project Management Institute (PMI). This process is a set of common and standard rules used by Contractor and deals with the fulfillment of contracts based on the Project Management Plan (PMP). The PMP is a key project document deliverable as it customizes the application of the general principles of Contractor s project management process to the Counties' solution technology, project scope, contract size, and contract specifics. Contractor s project team is supported by the Project Management Office (PMO) and provides head office support to ensure quality and process adherence. Coordination and Progress Management Project coordination is the responsibility of the Project Manager. The Project Manager focuses on managing and controlling the delivery of project activities according to the contractual agreements, the Project Plan, and the Scope of Work. This is done through all project phases to ensure quality, cost, and time-efficient project execution. Certain project coordination activities are essential for successful project execution. These coordination activities include: Updating the preliminary Project Management Plan for the Counties' approval Continuous updating of the Project Management Plan during project execution Establishing the project management team Staffing the project organization Defining and executing the Project Communication Plan Reporting project progress and status Performing Project Scope and Configuration Management from initial scope definition to agreed scope changes The Project Manager, Project Financial Controller, and PMO Manager meet on a regular basis to review progress and execution of the Project Plan to ensure that the project is implemented according to contractual requirements, plans, and schedules, within projected budgets and to operational objectives. G-10

11 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Implementation Process and Quality Assurance Management Overview Contractor s Project Manager follows the Implementation Process and Quality Assurance Gates illustrated in Figure 2. This process demonstrates the methodical and strategic approach to implementing systems. The Implementation Process and Quality Assurance process ensures that the project is delivered on-time, on-budget, and on-quality. Quality Gate reviews fundamentally reduce risk to a project and are linked to important decisions such as finalizing the system architecture design or starting the system installation. Mobilization QG 05 Preliminary Design QG 06 Final Design QG 07 System Production QG 08 Field Installation & System Commissioning QG 09 System Acceptance QG 10 Care QG 11 PDR Review Factory Acceptance Cutover Review Requirement Review FDR Review Site Acceptance System Acceptance Planning Design Production Installation Integration & Validation Maintenance Figure 2 Implementation Process and Quality Assurance Gate Process Quality Gate reviews are held in order to assess the current and future state of the project. Deliverables include the appropriate project documentation which are presented at each of the corresponding Quality Gate reviews. Significant senior management oversight is employed during Quality Gate Reviews in order to ensure a comprehensive assessment of the project status. The Project Manager is responsible for ensuring that the Gates are planned and executed. The Contractor's Project Quality Manager (PQM) reviews the status of each Quality Gate, the impact of issues, and suggests recommendations to Project Team members. The PQM provides notice of Gate decisions and rationalization to the project team with updates to the Project Management Plan and Quality Gate repository. The PQM issues a Pass notice when the project is authorized to proceed to the next phase. The following sections provide a general description of each Quality Gate. G-11

12 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Mobilization Mobilization signifies the initialization of the project following contract award. The Mobilization Quality Gate associated with this phase contains the following objectives: To ensure that the appropriate key resources are in place to execute the project based on the plans in place at contract commencement To ensure that the requirements baseline for the project is understood and agreed to with the customer and key contractual parties When these activities are completed, the project enters into the Preliminary Design phase. In addition, a kickoff meeting is held together with the Counties representatives. Preliminary Design Review Final Design Review Production Preliminary Design Review (PDR) aligns design objectives with contract requirements. This allows the initiation of contact with subcontractors and suppliers, and allows for customer assessment of the initial design including initial draft of test plans. The Preliminary Design Quality Gate contains the following objectives: To ensure that the requirements are complete, understood, and can be implemented and verified To accept detailed requirements, specifications, and the preliminary design Final Design Review (FDR) is the process of finalizing the definition of the architecture, components, modules, interfaces, and data for a system to satisfy the specified requirements. There is some overlap and synergy with the disciplines of systems analysis, systems architecture, and systems engineering. The Final Design Quality Gate contains the following objectives: To ensure that the design is acceptable in terms of fulfillment of contract requirements, quality, manufacturability, regulations, and standards To confirm that the design is complete and ready to proceed to system production Approval of the final design will confirm that system production can take place. At this point Contractor s suppliers and subcontractors are fully engaged to deliver materials and services to the staging facility. At the staging facility, all relevant equipment is assembled, integrated, configured, and tested to prove System functionality. Once the System has been fully configured, staged, and tested by Contractor, a Factory Acceptance Test will be held with customer representatives to demonstrate that the System meets the functional requirements of the contract. The System Production Quality Gate contains the following objectives: To establish whether all the manufacturing process, specifications, and requirements have been met To ensure that the System has been qualified so that delivery and field integration may commence G-12

13 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Installation and Commissioning System Acceptance Following successful completion of the Factory Acceptance Test, the System is delivered, installed, and commissioned. Prior to the installation commencing, Contractor will perform a Site Certification to verify that all sites are fully ready and approved to commence the installation of the System. Following the installation of the System, Site Acceptances will be performed to ensure that the equipment has been installed in accordance with this Agreement and to the satisfaction of the Counties. System Acceptance ensures that all conditions for the transition of systems from delivery into service and support, in accordance with the contractual requirements are met. The System Acceptance Quality Gate associated with this phase contains the following objectives: To ensure that the System operates in accordance with the contract requirements To ensure that the Counties can cutover to the new VESTA Radio system To validate readiness for Care Services support Care (Warranty and Maintenance) The Care Quality Gate contains the following objective: To ensure that all required maintenance and support services are identified and under control of the assigned Care Manager Communications Management This section sets the Project Reporting framework and serves as a guide for communication and reporting throughout the project. It identifies and defines the roles of persons involved in this project. It also includes a Reporting matrix which maps the reporting requirements of this project. Communications between the Counties and Contractor includes on-site discussions, , telephone, and teleconference methods as appropriate for the following types of communications: Documentation sharing including use of online applications Project meetings and reviews as described in the Communications Matrix Escalation Process Change Control Process G-13

14 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Shared Documentation Shared documentation is stored online using a portal for partners, customers, and associates to online services provided by Contractor. Registered users have easy access to Contractor s product information, technical documentation, software downloads, and collaboration tools. The Contractor s Online portal can be accessed from the internet. Contractor provides a Team Service area for the Counties, which is a separate project collaboration area where Contractor s and the Counties' teams can share confidential or specific information with customers or partners. Project Meetings and Reviews Contractor will hold regular reviews with the Counties to present information on the current status of the project, designs, activities, and deliverables. The goal of these reviews is to ensure good communication between all parties on the status of the project and to reach agreement on technical matters. The following reviews are held at times and locations mutually agreeable to Contractor and the Counties: Kickoff meeting Regular Project Meetings, including: o Technical and configuration discussions o Preliminary Design Review o Final Design Review o Testing and Validation o Cutover and Transition o Care Planning Milestone Review Meetings Executive Reviews Communications Matrix At the start of the project the Contractor s Project Manager will hold a Kickoff Meeting with the Counties in order to introduce the project team, review the project scope, requirements, timelines, task owners, communication procedures as well as the risks and mitigations management. Contractor and the Counties team members will hold a variety of meetings throughout the design and implementation of the project. Table 1 summarizes the types of meetings that will occur along with the meeting s objective, medium, frequency, intended audience, owner, and deliverables. This proposed Communications Matrix will be presented during the Kickoff meeting and adapted to meet stakeholder needs. G-14

15 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Table 1 Proposed Communications Matrix Type Objective Medium Freq. Audience Owner Deliverables Introduce project team review project scope, County project Kickoff timelines, task owners, Face to teams, Contractor Kickoff slides Once PM Meeting communication procedures, Face project team, Meeting Minutes preliminary risk Stakeholders identification Customer Project Meetings Internal Project Team Meetings Milestone Reviews Internal Project Review Internal Quality Gate Reviews Executive Review Review status of the project with Sarasota-Manatee Counties Review status of the project with the team (similar to above) Discuss milestone deliverables with Sarasota- Manatee Counties. Report the status of the project including activities, progress, costs and issues Assess the current and future state of the project. Discuss project status including health of the project, critical path issues and any project nonconformance Conference Call or Face to Face Conference Call or Face to Face Conference Call or Face to Face Conference Call or Face to Face Conference Call Conference Call or Face to Face Bi- Weekly Weekly Once each Monthly Quality Gate As needed County PAs, Contractor PM, Technical resources as needed. Contractor Project Team County PAs, Contractor PM, Milestone owner, Technical Resources as needed. Executive Sponsor, PMO, Contractor PM, Technical Resources as needed Contractor PM, PQM, PMO, Project Team County PAs, Executive Sponsor, Contractor PM PM PM Milestone owner PM PM PM Status/Schedule Progress Report Issues Risk & Mitigations Action Item update Meeting Minutes (similar to above) Agenda Deliverable Meeting Minutes Status Report QG Deliverables Agenda Status update Meeting Minutes G-15

16 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Meeting Minutes The following figure is an example of the Counties' Project Status Update Minutes that will be sent out by the Project Manager within 48 hours of Customer Project Meetings. Figure 3 Meeting Minutes Format G-16

17 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Action Items Register Table 2 is an example of the Action Items Register that will be sent out by the Project Manager together with the Counties' Project Status Update Minutes. Table 2 Action Items Register ID Action Owner Date Assigned Date Due Current Estimate 1 Coordinate Project Kickoff Meeting 2 3 Airbus DS Communications PM Escalation Process An Escalation Process will be put in place in order to address project issues including significant schedule slips exceeding 10 working days, or technical, financial, or other contractual matters that the project core team is unable to address. This is presented in Table 3. Table 3 Escalation Process # Description Unresolved risk and/or issue after reasonable efforts at cooperation during the project meetings. Project Manager communicates activation of escalation to counterpart and next-level management at Contractor and the Counties Initiator provides written description of the problem and impact on project. Meeting or call coordinated by the initiator must occur within 3 working days of communication of escalation information. Resolution, corrective action, and mutually agreed-upon schedules are identified during the discussion. If the parties are unable to reach an agreement or if the corrective action is not implemented within the agreed-upon timeframe, the matter is escalated. Meeting or conference call coordinated by the initiator must occur within 3 working days of communication of escalation information. Resolution, corrective action, and mutually agreed-upon schedules are identified during the discussion. Initiator (Airbus DS Communications) Project Manager Vice President of Programs and Customer Care Chief Operating Officer Initiator (County) Project Manager TBD by County TBD By County G-17

18 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Change Control Management Process Overview Process Steps Project scope is regularly monitored and controlled by the Project Manager and the project team. Scope change will be managed through the Change Control Process described below under the responsibility of the Project Management Office. Major changes will be managed through contract amendments signed by the Counties and Contractor pursuant to the process set forth in Exhibit B. A Change Control Process (CCP) will be used to track changes to the project with associated governance. The CCP will be used to control changes to configuration items (including contract, schedule, requirements, technical, etc.) to ensure that only authorized changes are applied. It involves receiving requests for change, analyzing them for impact/feasibility, approving them before implementation, and tracking them through completion. Elements of a Change Control Process include: Project Change Notice Form A template form is provided in Figure 4. Change Control Board (CCB) Comprised of department representatives from the Project Management Office (PMO), Engineering, Implementation, and Care. Authorized Signatories If the change does not involve the project schedule, project cost, or degrade technical performance then the change request need only be reviewed by Contractor s Change Control Board members. Signature authority resides with the Contractor s Project Manager. A Change Request can be initiated by any member of the project team by completing a Change Notice Form and submitting it to a Project Manager. The following steps summarize the Change Control Process: 1. A Project Change Notice Form is completed and submitted to the Project Manager. 2. The Project Manager assigns a change number and distributes the Project Change Notice Form to members of the project team and adds a review to the agenda of the next Change Control Board meeting. 3. The Change Control Board meeting is held and the request, the reason for the request, and the impact on the project are discussed. If necessary, changes are made to the Project Change Notice Form. 4. The members of the Change Control Board indicate their approval or disapproval of the change request. 5. The authorized signatory signs or rejects the change request on the Project Change Notice Form. If a change request is rejected, then a written rebuttal must be provided by the responsible authorized signatory. G-18

19 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Figure 4 Project Change Notice Form G-19

20 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Risk Management All projects contain risks and opportunities. Systematic and proactive management of these is one of the main tasks of project management. This process entails securing project commitments through planning and application of best practices in project and risk management. These activities include identification and management of risks and opportunities that impact project objectives such as cost, time, and performance achievement. Contractor will use both qualitative and quantitative assessments for the probability of occurrence of identified Risks and Opportunities, and the impact of these in terms of time, cost, and performance. Identifying Risks and Opportunities is an iterative process and has to be performed throughout the complete project life-cycle. Contingency and Response budgets are allocated to mitigate risks or exploit opportunities (response budget) and deal with risks if they happen (contingency budget). All Risks and Opportunities will be captured in a Risk Register which is hosted and managed by the Contractor s Project Manager. The Risk Register will be reviewed with the Sarasota-Manatee Counties during the Project Kickoff Meeting and regular project meetings. Based on an initial assessment of risk for this project, Contractor has listed the most significant risks along with their mitigation approach in Table 4: G-20

21 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Table 4 # Risk Category 1 Financial 2 Schedule 3 Schedule 4 Technical 5 Technical Risk Register Risk Area One or more of the existing structures at the planned sites may not be structurally sufficient to handle the planned loading Permitting and regulatory requirements at the Greenfield sites will take longer than all other sites, impacting the project schedule Approval of FCC license application takes longer than anticipated Performance issues with a portion of existing backhaul New model Subscriber Units are purchased by the Sarasota- Manatee Counties that have not been CAP approved or have a demonstrated performance history on Contractor s VESTA Radio system. Mitigation Approach Structural Analysis will be performed Investigation of potential structural modifications, if needed Investigation of potential replacement sites, if required The Counties to work with the permitting authority to help the process Contractor to provide assistance in support of the application submission process to ensure accurate information is presented to the FCC Contractor has experience with the FCC licensing process and can provide assistance, if needed Contractor will provide technical requirements and specifications for the backhaul performance Contractor will provide benchmark performance testing of the existing backhaul characteristics Contractor will submit the unit to its rigorous interoperability testing process to ensure full compatibility G-21

22 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Schedule and Milestones This section presents a preliminary project schedule and gives a high-level description of the tasks that will be performed to ensure the successful execution of the schedule and the project. Contractor structured the schedule based on the information contained within the requirements for a 700/800 MHz P25 Public Safety Radio Network for the Counties. Contractor has included a Preliminary Project Schedule in MS Project format together with this submittal. The proposed project timeline is illustrated in Figure 5, Proposed Project Timeline below. The Project Schedule will be reviewed by Contractor together with the Counties on a weekly basis in order to ensure that the project is on schedule and any mitigation steps are being followed. Preliminary Milestones This section summarizes proposed project milestone dates that will be used to signal the completion of key project deliverables and events. The first milestone of the proposed timeline is issuance of Notice to Proceed by the Counties with all other events referenced to the number of calendar days from this time, T0. Table 5 Sarasota-Manatee Counties Project Milestones ID Milestone Calendar Ref. 1 Notice to Proceed T0 2 Completion of System design review T months 3 System staging completed T months 4 Completion of infrastructure installations at fixed end locations T months 5 Infrastructure acceptance testing successfully completed T months 6 Coverage testing successfully completed T months 7 Test documentation submitted to the Sarasota-Manatee Counties T months 8 30-day operational test successfully completed T months 9 Training of the technicians responsible for System maintenance T months 10 System infrastructure accepted (Final System Acceptance), warranty begins T months 11 Completion of the transition of Sarasota and Manatee agencies to the System T months 12 Decommissioning of the old equipment T months 13 Project completion T months G-22

23 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Preliminary Schedule Figure 5 provides a high-level overview of the preliminary project schedule. A detailed Gantt chart is also provided that highlights the rollout sequence of major system components and activities. Schedule Assumptions Assumptions used in the development of the schedule include: The Counties perform all required tasks within its scope of responsibility on a timely basis Radio system users will be trained and ready for the System at the time of cutover Contractor and the Counties will adjust the schedule due to events or factors that are outside of Contractor s control including regulatory approvals, site construction, or weather delays. In such a case, Contractor will work with the Counties to establish a new project completion date. Contractor reserves the right to reassign resources for other purposes, including other projects, while waiting for any extended project delays (more than 30 days) due to unforeseen events beyond Contractor's immediate control that could extend the project timeline. G-23

24 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan G-24

25 Exhibit G - Project Management Plan, Implementation Schedule, and Cutover Plan Figure 5 Proposed Project Timeline Figure 6 Master Schedule G-25

26 Exhibit G - Project Management Plan, Implementation Schedule, an System Design Services Preliminary Design Radio Network Engineering Backhaul Engineering The Radio Engineering Preliminary Design Activities elaborate on the initial set of requirements (RFP and Contract) and provide an opportunity to discuss the proposal s design of the RF elements (i.e., Frequency Plan, Licensing, RF Coverage, etc.). During the Preliminary Design phase, Contractor will perform the following activities: Validate the site selection and feasibility using each of the sites to meet the requirements Approve radio engineering design documentation and coverage acceptance test criteria Support the Implementation Team who will perform a Technical Site Survey to evaluate antenna and equipment installations Define the Link Budget for the RF components Simulate and perform preliminary coverage analysis upon verification of assumptions At the completion of the Preliminary Design, the Radio Engineering team will provide: Updated equipment and materials list for the antenna system design Preliminary Coverage Analysis The Backhaul Engineering preliminary design activities elaborate on the initial set of requirements (RFP and Contract) and provide an opportunity to discuss the proposal s design of the Microwave elements for Sarasota-Manatee Counties (i.e., Frequency Plan, Licensing, topology, etc). During the Preliminary Design phase, Contractor will perform the following activities as applicable to the new microwave hops being deployed: Validate the site selection and feasibility using each of the site to meet the requirements Perform frequency planning for the Microwave network Perform a Technical Site Survey to evaluate Line of Sight availability for antenna and equipment installations At the completion of the Preliminary Design, the Backhaul Engineering team will provide: Updated microwave equipment and materials list Preliminary backhaul topology G-26

27 Exhibit G - Project Management Plan, Implementation Schedule, an Technical Solution Engineering Final Design The Technical Solution Engineering preliminary design activities elaborate on the initial set of requirements (RFP and Contract) and provide an opportunity to discuss the proposal s design with the Sarasota-Manatee Counties. During the Preliminary Design phase, Contractor will perform the following activities: Set up compliance matrix in conformance with Contractor s scope and develop a Requirements Verification and Traceability Matrix (RVTM) Define the Sarasota-Manatee Counties VESTA Radio Technical Specification Define the Acceptance Test Protocol and formalize acceptance criteria Evaluate the pre-selected radio site list from the preliminary radio network design and account for the IP transmission network elements to be installed at each site Update initial topology of the IP Transmission Network to be used to connect transmission network elements Define the IP Bandwidth capacity of the IP Transmission Links required for the Contractor s VESTA Radio system solution Follow an iterative process with Sarasota-Manatee Counties to refine the initial topology of the VESTA Radio system Analyze Sarasota-Manatee Counties functional and operational requirements Analyze Sarasota-Manatee Counties requirements for external and legacy network interfaces Develop the Technical Solution Design describing a high-level overview of the overall proposed system architecture of the VESTA Radio system At the completion of the Preliminary Design, Contractor will provide a Technical Solution Description which includes: Initial topology of the IP transmission network (topology diagram, capacity) Description of system features and functionalities Updated equipment and materials list Radio Network Engineering During the Radio Network Design phase, Contractor will perform the following functions: Analyze the radio network coverage, capacity, and frequency plan through an iterative process to update the proposed radio design and to validate radio candidate sites If necessary, carry out Radio Spectrum Validation measurement tests over some radio sites to verify that the allocated spectrum is available for the covered area Finalize the Antenna system configuration Finalize the Antenna Installation Specification for each site Finalize the frequency plan, taking into account any possible interference Define the Coverage Acceptance Test Criteria and Plan G-27

28 Exhibit G - Project Management Plan, Implementation Schedule, an Backhaul Engineering At the completion of the Final Design, the Radio Engineering team will finalize: Antenna Installation Specification Final Radio Network Design Report including: o Coverage simulation maps corresponding to the various levels of service o Best Servers simulation maps for one level of service in the zone o Radio parameters per radio site o Frequency Plan with interference s simulation maps Preliminary Coverage Acceptance Test Plan During the Final Design phase, Contractor will perform the following functions: Analyze the backhaul topology, and frequency plan, through an iterative process to update the proposed backhaul design and to validate candidate sites Finalize the microwave Antenna Installation Specification for each new site Finalize the frequency plan, taking into account the possible interference Define the Backhaul Acceptance Test Criteria and Plan At the completion of the Final Design, the Backhaul Engineering team will provide: Antenna Installation Specification Backhaul Topology Maps and Line of Sight analysis Radio parameters per radio site Frequency Plan Backhaul Network Acceptance Test Plan Technical Solution Engineering During the Final Design phase, Contractor will work with Sarasota-Manatee Counties to finalize any remaining details related to the overall system design. At the completion of the Final Design, Contractor will finalize all aspects and details of the Preliminary Design such that all required equipment can be ordered and the Production Phase can begin. At the completion of the Final Design, the Technical Solution Engineering team will provide a Technical Solution Description with the following information: System architecture drawings detailing locations, quantity, and model of equipment for each radio, dispatch, and EOC location Final topology of the IP transmission network (topology diagram, capacity) Description of system features and functionalities Final equipment and materials list Equipment configuration required for factory staging G-28

29 Exhibit G - Project Management Plan, Implementation Schedule, an Site Development Services Contractor will manage site development in concert with its subcontractor, Black and Veatch. Contractor will provide design schematics and details for all sites for Sarasota-Manatee Counties approval, covering the following: Permitting FAA and FCC filings and authorizations Site preparation New towers and shelters Shelter upgrades Structural analyses UPS systems Preliminary Design Final Design Site Construction DC power systems Generator systems Grounding systems Lightning and surge protection systems During the Preliminary Design phase, Contractor will perform a detailed technical site survey and inspection of each existing radio site with Sarasota-Manatee Counties. The goal of the technical site survey is to identify any required site remediation or improvements that may be required to support deployment of the Contractor s provided system. This is done to identify issues that can be addressed as part of the overall site design process. Individual site layout drawings will be created for each site to assist in the placement of equipment within the space available and to coordinate equipment placement during the creation of installation plans and diagrams. Upon completion of the technical site survey activity, a formal design will be prepared for each site. The site development team will move forward with the necessary permitting process and the preparation of formal installation plans and specifications. During the Final Design phase, Contractor will finalize all details of the site development process and provide design documentation for the Sarasota-Manatee Counties approval. The Contractor s Deployment Manager will closely monitor the sites construction progress ensuring all sites are being prepared to plan and to schedule. While the system is being fabricated and tested at the staging facility, the Project Manager will be communicating with Sarasota-Manatee Counties on providing civil works and sites statuses, while ensuring each radio and dispatch site is prepared and ready for the installation of system equipment. This will include close coordination with Sarasota-Manatee Counties regarding the schedule and progress. G-29

30 Exhibit G - Project Management Plan, Implementation Schedule, an Additionally, the Deployment Manager will be coordinating the installation of both the RF and Microwave antennas and lines for each of the radio sites. The goal of this activity will be to have the antenna installation completed and the sites fully prepared just prior to the Sarasota-Manatee Counties-witnessed Factory Acceptance Test so that the system can be shipped directly to the field and installed. During the site preparation the implementation and construction team will be responsible for the following: Tracking and managing inbound equipment and materials Coordinating and scheduling of the civil construction and site development Coordinating tower installation crews (RF and Microwave) Coordinating and managing the installation activities Working through and resolving field construction issues Ensuring that all antenna installations are validated and tested upon installation Performance of the Site Readiness Inspection with the customer Managing the resolution of any Site Preparation Punch-list items Site clean-up Microwave Backhaul Site Readiness For the microwave system, Contractor will perform an end-to-end test of the installed microwave hops to validate and document its performance. For Sarasota-Manatee Counties-provided portion of the networks, it will be requested that Sarasota-Manatee Counties perform an end-to-end validation to ensure that the supplied backhaul network meets the performance requirements of the technical solution and that any issues identified can be addressed without placing the overall project schedule at risk. At the conclusion of site preparation, the Deployment Manager will perform a formal Site Readiness Inspection with Sarasota-Manatee Counties to ensure that all pre-installation tasks have been completed in accordance with contract requirements and to the satisfaction of Sarasota-Manatee Counties. This also certifies that the sites are ready for the installation of system equipment. As part of the Site Readiness Inspection, antenna sweeps for each antenna installed will be reviewed. At the completion of the site development and preparation, Contractor will provide the following: Site Readiness Inspection results and punch-list Installation schedule updates G-30

31 Exhibit G - Project Management Plan, Implementation Schedule, an General Exclusions Without the benefit of a formal engineering analysis, all existing structures (towers) are assumed structurally sufficient to support the proposed antenna system equipment and lines. If, after an engineering analysis, a structure is found deficient and requires modification, replacement or relocation to an alternate site then the services and related costs to remedy or relocate will be quoted by Contractor under a separate scope. Contractor will provide a separate set of drawings which specify the tower modifications needed, performance of the necessary tower upgrades, a subsequent analysis which reflects a passing result considering the modifications, and a final inspection to ensure the modification work was completed properly. System Implementation Services Final Design Phase Production Phase During the Final Design phase, the team will be focused on the design, interfacing, and integration of system components into a single cohesive solution. From a site infrastructure perspective this will include finalizing the equipment locations, infrastructure wiring, crossconnections, and installation details for the supplied equipment. In addition, a detailed production package will be developed in preparation for the staging production run and factory provisioning inclusive of component racking, interconnection, and wiring along with the establishment of baseline (factory) settings for all equipment. The team will also identify and vet interfaces between external systems and components in preparation for field integration. During the System Production phase, the Deployment Manager has overall responsibility for the coordination, fabrication, and testing of the factory staged system and for ensuring the quality of the build. Upon completion of fabrication activities, the Deployment Manager coordinates with Quality Assurance and the System Integration Engineer to perform a final inspection of each rack assembly for adherence to production requirements and fabrication standards. Once all remediation items have been completed, the System Integration Engineer will have responsibility for the factory provisioning of the system. Upon completion of the factory provisioning, the system is then integrated with other subsystems, tested, and prepared for the Factory Acceptance Test (FAT). Microwave equipment will be staged separately from the radio system. During the System Production phase, the implementation team will be responsible for the following: Tracking and managing inbound equipment and materials in support of the build Performing inbound inspections and addressing any non-conformance issues Tracking progress of the build and meeting project schedule requirements Ensuring that staging services are provided in accordance with the final design review documents Managing the production change control process Managing and overseeing the fabrication of the System G-31