April 24, Request for Proposal Number SA 2113-DP Distribution and Collection SCADA Replacement Project. Dear Ms. White:

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2 Prince William County Service Authority Procurement Department Attn: Angela White SA 2113-DP 4 County Complex Court Woodbridge, VA Reference: Subject: Request for Proposal Number SA 2113-DP Distribution and Collection SCADA Replacement Project Dear Ms. White: We thank you for the opportunity to submit our team s detailed proposal for the Prince William County Service Authority (SA) Distribution and Collection (D&C) SCADA Replacement Project, SA 2113-DP. Key differentiators of our approach include: Great Ideas At this stage of the RFP, it s about presenting the best ideas and solutions. We present several well thought through solutions with pros and cons for your consideration. Our team has conducted extensive product research to seek out state of the art technologies that meet or exceed your requirements. Great References - By this time you will have vetted our references and I m confident that you have noticed the common theme excellent engineers who are very responsive to our customer s needs and who think through the details to solve challenging problems. We have long term relationships with each of the references you visited or called. Great Team Each member of the team brings unique skills and qualifications to the table. There is a diversity of experience, expertise, critical thinkers and outstanding doers on our team that presents a great value proposition. We bring a healthy discourse and debate with the goal of presenting the SA with the best ideas. We have addressed your Project Management questions while clearly laying out roles and responsibilities for each company so as to manage the risk associated with multiple firms and turned that into a strength. In addition to our proven success in coordinating and leveraging the strength of multi-firm teams, we have worked collaboratively with all members of our proposed team to successively deliver SCADA projects. The unified teams collective experience is greater than the sum of the individual company s experience. We believe this team provides an unmatched combination that includes a depth of knowledge, breadth of experience, technical capability, and professional competence, to enable the SA to achieve its goals in the design and implementation of a state of the art D&C SCADA System. Our entire team is excited about this opportunity. We look forward to the interview on May 3 rd, By selecting our team, you can be confident that you will receive the expertise and high quality products and services that you deserve. If you have any questions, please call me at (804) or me at ihuja@emergesystems.com. We acknowledge the receipt of Addendum 1. Sincerely; Inderdeep S. Huja President

3 Contents SECTION 1 EVALUATION... 1 Existing Site Conditions... 1 SCADA Pilot Project Site Visits... 1 Fresh Water Storage Tanks... 1 Fresh Water Booster Stations... 1 Wastewater Lift Pump Stations... 2 SECTION 2 PLANNING... 3 Recommendations for Site Physical Modifications... 3 Recommendations for System Architectures... 3 SECTION 3 DESIGN AND CONSTRUCTION PLANS... 8 Kickoff Meeting... 8 Phase 1a Pilot Sites Preliminary Design... 8 Field Survey and Current State Assessment... 8 Operational and Functional Requirements... 9 Security Assessment and Plan Remote Facilities Network Requirements Hardware and Software Standards Design Basis Memorandum (DBM) Phase 1b Final Design for Pilot Sites and HMI Framework Phase 2 Pilot Sites Construction and Configurations Procurement PLC and HMI Programming Factory Acceptance Testing (FAT) Site Preparation Installation and Cutover Training Pilot Test Completion and Pilot Project Close Out SECTION 4 BUDGETING SECTION 5 SCHEDULING SECTION 6 RISK MANAGEMENT SECTION 7 PROJECT MANAGEMENT PLAN Strategic Team, Proven Process Conflict Management (Internal and External) Competing Project Priorities on Available Resources Performance Management of the Project Team Control and Flow of Information Appendix A... Drawings Appendix B... Project Schedule Distribution and Collection SCADA Replacement Project i

4 SECTION 1 Existing Site Conditions EVALUATION SCADA Pilot Project Site Visits The E-Merge team conducted a walk-through of the proposed SCADA Pilot Sites on April 3 rd, 2013 with the members of the Prince William County Service Authority (SA) D&C SCADA Selection Committee. These walk through site visits were conducted to assess the existing typical site conditions of the Pilot Stations and to gain a better understanding of the extent and nature of the work to be completed at each facility. Our detailed proposal submission is largely based on the information gathered and discussed during these site visits and the assumption that the existing conditions observed are mostly typical for all SA water and wastewater facilities. Our team visited the following sites in the Lake Ridge Service Level Facilities which are proposed to be included in the SCADA Pilot Project: Nottoway Elevated Storage Tank (T28) Airport Elevated Storage Tank (T03) Cow Branch Booster Pump Station (F07) Lake Ridge Booster Pump Station (F02 & MS27) Rollingbrook Booster Pump Station (F08) Lift Stations L1 and L15 The Potomac Mills Elevated Storage Tank (T23) was assumed to be typical of the Nottoway Elevated Storage Tank (T28) and was not visited by the E-Merge team. Fresh Water Storage Tanks Airport Elevated Storage Tank (T03): T03 is an outdoor facility with equipment located inside a vault structure and on equipment stands adjacent to the vault. The electrical service equipment outside the vault is in metal panels that have exceeded their useful life expectancy and need to be replaced. The existing HSQ RTU is located inside the vault which was not accessible during the site visit. The tank level is currently obtained from a single pressure transmitter that is installed in the vault and calibrated to measure level. The second tank level pressure transmitter and chlorine level analyzer are not currently installed at this site. It is our understanding that the SA will provide and install the chlorine analyzer at this site and it will be available to tie into the new SCADA system. This site has no 3-Phase power and will not require an input or any additional devices for the Utility Power Phase Failure alarm. Nottoway Elevated Storage Tank (T28): Equipment at this facility is located in the column of the Elevated Storage Tank. The existing HSQ RTU and all field devices are located inside the tank column with the exception of the generator. The generator is mounted on a concrete pad adjacent to the tank. The tank level is currently obtained from a single pressure transmitter that is near the altitude valve and calibrated to measure level. The second tank level pressure transmitter and chlorine level analyzer are not currently installed at this site. It is our understanding that the SA will provide and install the chlorine analyzer at this site and it will be available to tie into the new SCADA system. The two doors into the tank have existing position switches. There is no fuel tank level sensor on the generator fuel tank. Potomac Mills Elevated Storage Tank (T23): This facility was not visited by the team during walkthroughs. For the purpose of this proposal, our team assumes site conditions, equipment and labor requirements for this facility are typical to the T28 facility. Fresh Water Booster Stations Cow Branch Booster Pump Station (F07): The Cow Branch Booster Pump Station is a single structure that operates as two independent pump stations serving two separate service areas. Each side of the pump station has two water booster pumps. Pump set #1 (Pumps #1 and #2) are constant Distribution and Collection SCADA Replacement Project 1

5 speed pumps that serve the Lake Ridge service area and are controlled by the level of tanks T03 (primary), T23 and T28. Pump set #2 (Pumps #3 and #4) are variable speed pumps that serve the Mont Clair service area and are controlled by the level of tanks T06 and T25. The instrumentation for suction and discharge pressure transmitters and building temperature is existing. Motor monitoring devices will be needed for each pump to monitor the motor amperage and voltage. A generator fuel tank level device will need to be installed. The two sets of pumps at this station operate independently of each other and require different level signals to control the operation of the pumps. Level signals for pump set #2 are not sites that are currently assigned as part of the Pilot Project. Tank levels for tanks T06 and T25 will need to be provided to the Cow Branch RTU in order to complete the full operational start-up of this facility. Without these tank levels, Pump set #2 will not be able to run in full automatic mode as described in the provided control narratives. Lake Ridge Booster Pump Station (F02 & MS27): The Lake Ridge Booster Pump Station is a single structure with three constant speed pumps. These pumps operate to serve the Lake Ridge service area and are controlled by the level of tanks T03, T23 and T28. This pump station has existing limit switches on the discharge check valves to monitor valve position. The generator and ATS will be installed by others ahead of the SCADA project and for the purposes of this proposal these will be considered as existing. New instrumentation for this station will include suction and discharge pressure switches and transmitters for the pump headers; pulse converter for the discharge flow meter; building temperature sensor and intrusion switches; generator fuel tank level and motor current and voltage sensors for all three pumps. Rollingbrook Booster Pump Station (F08 & MS14): The Rollingbrook Booster Pump Station is a below ground structure with a single constant speed pump. This pump operates on a cycle timer to start and stop the pump during predefined periods of time. Electrical gear is located outside the vault on a wooden, covered structure. This pump station will required new instrumentation to include suction and discharge pressure switches and transmitters for the pump; pulse converter for the discharge flow meter; vault temperature sensor and intrusion switches; generator fuel tank level and motor current and voltage sensors for all three pumps. Wastewater Lift Pump Stations Wastewater Lift Pump Station L01: The L01 facility is a single structure that operates as two independent but collocated Lift Pump Stations. Each of the pump stations at this location includes a wet well, two variable speed pumps; one constant speed pump; sewage grinder and two generators. Wet well level is measured by a bubbler system and high level float and there is a flow meter on the pump discharge header. Check valve position is monitored by limit switches. Status inputs for pumps, generators, utility power and grinders are available from existing panels. New devices will need to be included at each of the pump stations for back-up control and to monitor the compressor run status; bubbler system air pressure; seal water system pressure; door position; pump motor amperage and current and fuel tank levels. Wastewater Lift Pump Station L15: The L15 facility is a single structure Wastewater Lift Pump Stations with a wet well, three constant speed pumps; sewage grinder and two generators. Wet well level is measured by a bubbler system and high level float and there is a flow meter on the pump discharge header. Check valve position is monitored by limit switches. Status inputs for pumps, generators, utility power and grinders are available from existing panels. The existing pump motors starters are equipped with power monitoring devices that will provide current and amperage inputs. New devices will need to be included at the pump station for back-up control and to monitor the compressor run status; bubbler system air pressure; seal water system pressure and door position. Distribution and Collection SCADA Replacement Project 2

6 SECTION 2 PLANNING Recommendations for Site Physical Modifications Based on the observations from the site visits of the different pilot facilities, there are some physical improvements that should be considered for these sites. These improvements will provide improved usefulness and reliability for the new SCADA system. Several of the sites had vault structures that required a confined space entry to work on the equipment and/or access the SCADA RTU. The RTUs proposed for this SCADA system will become useful components integrated to operations of the overall system. Personnel working at a station should be able to realize the benefit of accessing the RTUs and viewing system-wide information on the OITs. With the information available, the RTU will likely become the focal point for operations, maintenance and system troubleshooting. We recommend moving the RTUs to above ground locations to allow easy access for beneficial use. All RTU panels located outside will be constructed as blind panels to prevent damage to exposed operator devices. Vaults should also be provided with a float switch that will indicate if there is a high water condition. The float switch should be tied into the SCADA system as an alarm point. The electrical equipment stand at the Airport Tank should be replaced. This includes providing a new concrete pad, equipment stand with covered roof, electrical service, load distribution panels and relocating the RTU to this area. The equipment stand will be provided with a cover to keep weather and direct sunlight off of the equipment. Equipment panels mounted on the wall at the Lake Ridge Booster Pump station were marked as inoperable or not used. These panels take up a significant amount of wall space in the station. These panels should be removed to allow for wall space to hang the new RTU. These panels will be completely reviewed during the field investigation phase to ensure there is not wiring or devices that are used in these panels. Any devices that are found in these panels and are determined to be necessary will be relocated. During the detailed design field investigations of the facilities, our Engineers will review the station controls and related electrical systems for inoperable or damaged equipment, safety concerns and violations to the current NEC requirements. The final design will include replacing and/or upgrading these devices as required restoring operations and bringing the facility into compliance the NEC code requirements. Recommendations for System Architectures Over the course of the RFP process we have collected additional data through site visits and conversations with SA that we felt was important to consider as part of the D&C SCADA System architecture design. Based on our team s industry knowledge and all information furnished by SA to date, our team has developed three (3) D&C SCADA System architectures that are based on hardware and software solutions from multiple manufacturers. These three (3) solutions represent a considerable amount of effort by our team to research out state-of-the-art technologies that meet or exceed the requirements of the SCADA System design at this stage of the process. The following outline provides an overview of all factors that were considered during the hardware/software selection process for each of our three (3) architectures. Original RFP baseline solution for the D&C SCADA System: o Wonderware System Platform 2012 or current version o VMware based application, historian, and terminal servers o Microsoft 2008 Server or current version o Allen-Bradley CompactLogix PLCs o RSLogix 5000 Enterprise PLC programming software Distribution and Collection SCADA Replacement Project 3

7 o Local HMI displays, including thin clients and panel mounted Operator Interfaces with integrated I/O Conversations centered on the use of the DNP3 protocol for both peer-to-peer and site-tocentral communications. o The DNP3 protocol provides advanced communications features not found in many other widely used protocols. Examples of advanced features include local timestamping for all alarms and data, Report by Exception (RBE) and data store and forward for improved bandwidth management, and exceptional security features such as Secure Authentication and Encryption when using Level 4 compliant hardware and software. Conversations during which the following products were referenced directly by name: o Schneider Electric ClearSCADA software, due to its simplified server architecture model, advanced object-oriented programming environment, and DNP3 Level 4 support. o Allen-Bradley Micrologix 1400 PLC, due to its native support for DNP3. o Modicon M340 PLC, due to its similarities to the Allen-Bradley CompactLogix PLC and native support for DNP3. o Schneider Electric SCADAPack, due to its tight functional integration with the ClearSCADA software and DNP3 Level 4 support. IEC programming support for PLCs and RTUs. Native support within SCADA/HMI software for future mobile device integration. Native support within SCADA/HMI software for Report development. In our original RFP Response from 3/1/2013 we proposed a conceptual system architecture that was based on the original RFP baseline solution for the D&C SCADA System. However, given the reduced scale of the Pilot Phase SCADA System architecture, and additional data gathered during site visits and conversations, the following modifications have been made to the original design: 1. Modifications to the overall Network architecture to include redundant 4G CDMA Routers (with integrated Firewall) at the D&C SCADA System Head-End. These routers can be replaced in the future should the SA desire to use a MPLS backhaul service from the cellular provider. a. Optional modification to include a backup communications path to the primary CDMA Network. We are aware that the SA has engaged a firm to conduct radio studies and recommend a high-bandwidth radio solution for the future. However, we feel that is important to consider a backup communications path such as POTS or DSL during the Workshop process. 2. Modifications to the Network Security model include the removal of the SCADA DMZ and Remote Site Comms DMZ. These network areas can be added at a future date once the exact details of the final Enterprise network and SCADA Head-End backhaul network connections are known. 3. Modifications to the SCADA System Application Server Architecture include the following: a. Merging of the Wonderware ArchestrA System Platform 2012 Application Object Servers 1 and 2 and Wonderware Device Integration Servers 1 and 2. With only eight (8) sites being monitored and controlled under the Pilot Phase, the workload of these servers will be greatly reduced, therefore allowing a more simplified server model. The System Platform architecture is easily scaled and these server functions can be separated once the Pilot Phase has been completed and more sites are added to the SCADA system. Distribution and Collection SCADA Replacement Project 4

8 b. Removal of the Wonderware InTouch HMI Terminal Server 2. The Wonderware InTouch HMI Terminal Server allows is easily scaled out to meet the demands of future HMI Clients, once details about the quantity and number of Clients are known. c. Removal of the Wonderware Tier-2 Historian and Wonderware InTouch HMI Terminal Server 3 until the exact details of the Enterprise-level network and application integration are known. d. VMware vsphere Management Server VM has been added to provide a central management interface for all VM-related resources and tasks 4. Distributed I/O products from the various PLC and OIT manufacturers have been selected to provide advanced I/O integration functionality to the OIT for backup monitor and control in the event of a PLC failure. The following is a summary of the hardware and software solutions included in our three (3) architectures. Please refer to Appendix A, Page 2 for a series of tables that outline each product s strengths and weaknesses, as well as Architecture diagrams for each solution. Note that Solution 2 and 3 PLC, OIT and SCADA/HMI hardware and software packages were specified and priced according to the requirements of the baseline Solution The baseline architecture of A-B PLCs and Wonderware System Platform, referred to as Solution 1, consists of the following hardware and software: a. Wonderware System Platform 2012 SCADA/HMI and Historian software b. A-B CompactLogix PLCs i. ProSoft DNP3 Ethernet Server module to allow CompactLogix data to be communicated using DNP3 protocol c. A-B PanelView Plus OIT d. A-B POINT I/O, to support all field device I/O monitor and control functions, and to allow I/O integration with both the PLC and OIT e. A-B RSLogix 5000 PLC Programming Software f. A-B FactoryTalk ME OIT Programming Software g. Security Solution, which consists of: i. Longwatch Video Control Center (VCC) VM at the SCADA Head-End to manage all Video and Access Control functions ii. Remote Site equipment: 1. Longwatch Micro Video Engine (MVE) to manage all site-level Video and Access Control security functions, and act as dedicated Digital Video Recorder (DVR) 2. Axis P5522-E (or other) PTZ IP-based video camera 3. Longwatch (or other) Access Badge reader 4. Longwatch Ethernet I/O (EIO) module to integrate Security System and PLC I/O Please refer to Appendix A, Page 3 for Wonderware/Allen-Bradley system architecture drawing. 2. Solution 2 consists of a SCADA solution that is centered on hardware and software from the Schneider Electric family of products. Distribution and Collection SCADA Replacement Project 5

9 a. Schneider Electric ClearSCADA SCADA/HMI and Historian software i. Includes Crystal Reports Runtime Engine and built-in support for Android devices b. Modicon M340 PLCs i. An alternate solution to the M340 PLC is the Schneider Electric SCADAPack ES (Model B) RTU, which when integrated with ClearSCADA provides a solid DNP3 Level 4 compliant communications architecture c. Schneider Electric Magelis OIT d. Modicon Advantys I/O, to support all field device I/O monitor and control functions, and to allow I/O integration with both the PLC and OIT e. Modicon Unity PLC Programming Software i. Schneider Electric Workbench RTU programming software, if SCADAPack RTU is selected. Note that all SCADAPack programming support will be integrated into Modicon Unity software in Q f. Schneider Electric SoMachine OIT Programming Software i. SoMachine is an integrated HMI and PLC logic development package. IEC logic programs can be developed and downloaded to certain OIT models from Schneider Electric, which can provide an alternate backup controller in the event of a PLC failure. g. Security Solution, which consists of: i. Axis Video Control Center (VCC) VM at the SCADA Head-End to manage all Video Camera functions 1. Access Control functions can be integrated with existing SA s Access Control servers ii. Remote Site equipment: 1. Modicon M340 PLC (or SCADAPack ES RTU) to manage all site-level Video and Access Control security functions (only proven to work when used with ClearSCADA) 2. Axis P5522-E (or other) PTZ IP-based video camera with onboard SDHC support for DVR functionality 3. Access Badge reader (existing SA Access Badge reader model) 4. Axis Network I/O (NIO) module to integrate Security System and PLC I/O Note: The hybrid Axis/Schneider Electric Security Solution proposed in this section is only discussed to show the range and flexibility of the Schneider Electric PLC and ClearSCADA solution. If a dedicated, standalone Security Solution is desired, then the Longwatch system is the clear choice. Please refer to Appendix A, Page 4 for Schneider Electric system architecture drawing. 3. Solution 3 consists of a SCADA solution that is centered on hardware and software from GE Intelligent Platforms (GE-IP) family of products. a. GE-IP Cimplicity SCADA/HMI Software b. GE-IP Historian Software Distribution and Collection SCADA Replacement Project 6

10 i. An alternate solution to the GE-IP Historian is to use Microsoft SQL Server 2008 R2 c. GE-IP Rx3i PLCs d. GE-IP QuickPanel OIT e. GE-IP RSTi I/O, to support all field device I/O monitor and control functions, and to allow I/O integration with both the PLC and OIT f. GE-IP Machine Edition integrated PLC and OIT Programming Software i. Machine Edition is an integrated HMI and PLC logic development package. Logic programs can be developed and downloaded to certain OIT models from GE-IP, which can provide an alternate backup controller in the event of a PLC failure g. Security Solution, which consists of: i. Longwatch Video Control Center (VCC) VM at the SCADA Head-End to manage all Video and Access Control functions ii. Remote Site equipment: 1. Longwatch Micro Video Engine (MVE) to manage all site-level Video and Access Control security functions, and act as dedicated Digital Video Recorder (DVR) 2. Axis P5522-E (or other) PTZ IP-based video camera 3. Longwatch (or other) Access Badge reader 4. Longwatch Ethernet I/O (EIO) module to integrate Security System and PLC I/O Please refer to Appendix A, Page 5 for GE-IP system architecture drawing. Additionally, we have shown peer to peer and site to central communications in Appendix A, Page 6. Distribution and Collection SCADA Replacement Project 7

11 SECTION 3 DESIGN AND CONSTRUCTION PLANS Our Team will execute this project in phases as indicated in the RFP document. The following is a summary of the work provided in each phase: Phase 1 - Pilot Sites Preliminary and Final Design: As part of Phase 1 our team will provide the preliminary and final design of the pilot remote sites and necessary control room work. Phase 2 Pilot Sites Construction and Configuration: As part of Phase 2 our team will furnish, install, and implement the approved Phase 1 pilot remote sites for the replacement SCADA system. Phase 3 Full System Design: As part of this phase, our team will provide the preliminary design and final design for the remaining remote sites and control center. Phase 4 Full System Construction and Configuration: As part of Phase 4 our team will furnish, install, and implement the approved Phase 4 remote sites and completed control room modifications for the replacement SCADA system. We have developed the following approach for the Distribution and Collection SCADA Replacement Pilot Project. The approach is based on collaboration with the SA and a proven methodology that has been refined over the years on numerous SCADA projects across North America. To facilitate the collaboration process, we will conduct a number of workshops with key project stakeholders during all phase of the project, but especially during the Pilot Sites Preliminary design, which will set the standard for the full system design and construction. We will facilitate the workshop where we will present our findings, recommendations, and/or alternatives and then facilitates group discussion. By carefully listening to your project stakeholders, our industry experts will then formulate a unique plan which incorporates your needs and goals while employing industry best practices. Kickoff Meeting A Project Kickoff meeting, chaired by our team s Project Manager, Jim Lester and Phase 1 Pilot Sites Preliminary and Final Design Leader Dean Foote, will be held following project award and notice-toproceed. This meeting will be an opportunity for our team to receive direct input and feedback with respect to the SA s goals and expectations for this project. This meeting will ensure a common understanding of the detailed project scope and schedule by the entire project team. We will review the planned tasks, with special emphasis on tasks that involve the SA s staff including site visits, workshops, and review meetings. These tasks represent a significant time investment for your key resources, and in order to minimize the impact on their daily responsibilities, it will be important to establish target dates for all on-site activities. We will also review the general format, documentation standards, planned content, and scheduled delivery dates for all project deliverables. Developing consensus on the look-and-feel of these documents early in the project will help expedite the SA review and avoid re-formatting of documents to comply with SA s Standards. We will also discuss the mechanism that will be used for submittal review. As part of the kickoff meeting, we recommend that the SA establish a Core Team for the project. The Core Team should consist of three to five staff members who (1) have detailed knowledge of the existing SCADA System and Operations, (2) can collectively represent the interests of the SA in defining the requirements for upgrades and improvements to the existing SCADA System, and (3) can dedicate the necessary time to actively participate in the design activities. Ideally, the Core Team will continue to participate in the project from the planning stage through the startup and commissioning. Phase 1a Pilot Sites Preliminary Design Field Survey and Current State Assessment Our Team will begin the System Evaluation process by becoming familiar with the current SCADA Distribution and Collection SCADA Replacement Project 8

12 System equipment. First, our team will request that the SA provide copies of all existing and relevant documentation associated with the existing systems. This documentation may include the following documents, as appropriate: control system block diagrams, network block diagrams, O&M manuals, I&C Standards, P&IDs, control narratives, PLC List, Process I/O List, Instrument List, I&C Record Drawings, etc. Electronic copies of these documents are preferred as they can easily be uploaded to the project website. After we ve completed a thorough review the system documentation, our project team will conduct a site survey to document the site conditions and SCADA requirements for the selected pilot site and the control center. The site survey will be led by WR&A s I&C engineer, Padraic Gray. During the site visits, our team will take a standard set of digital photographs, inventory SCADA components, red-line record drawings as required, and conduct informal interviews with The SA staff to capture known issues associated with each site. The results of the site survey will be collated and loaded to the project website: Inventory data will be captured in either an Access or Excel based database. Photographs will be named using a standard naming convention which incorporates the facility name and subject matter. Red-lined record drawings will be scanned. The results of interviews will be documented in survey notes. As indicated in the project schedule WBS , we will conduct the field survey utilizing two (2) teams. Both teams will start the first day at the same remote site to ensure the teams collect similar information and in the same way. After the first site is completed the two (2) teams will complete their assigned sites. We envision the site survey will take one (1) week and will require SA staff knowledgeable about the sites SCADA and control systems. Operational and Functional Requirements Our Team will begin to define the operational and functional requirements of the new SCADA system. We will start by reviewing the existing Process Control Narratives (PCNs), HMI graphics, I/O list and P&IDs. We will also review the business requirements and organization reporting structure to ensure that the new system aligns with it. One or more workshops will be conducted to review and discuss how the SA intends to operate and maintain the system. During these workshops we will provide best practice recommendations and information about how other Utilities across North America are operating their collection and distribution systems. Some examples include: Interlocking the elevated storage tank overflow alarm to close the altitude valve automatically to prevent overflow. Hardwired backup float control of the lift stations in the event of a SCADA failure to prevent station overflow. Segregating operator alarm from maintenance alarms Alarm prioritization and alerts through different medias Based on the workshop discussions, we will prepare an Operational and Functional Requirements TM that will include revised PCNs, Marked up HMI Graphics and revised P&IDs. The draft TM will be submitted to the SA for review and comment. Review comments will be incorporated into a final version of the TM. As indicated in the project schedule WBS 1.2.2, we will conduct workshop(s) to kickoff this task and will start after the field surveys have been completed. The workshop(s) will be with operations, maintenance, senior management and other stakeholders. We will then prepare the draft Technical Memorandum (TM) for SA review. We have assumed SA will require ten (10) business days to review Distribution and Collection SCADA Replacement Project 9

13 and comment on the TM. We will then conduct a comment review workshop to close out any remaining comments and then finalize the TM. Security Assessment and Plan Our SME s will conduct physical security and cyber security workshops to review the SA s requirements and current industry best practices. The workshops will include the followings topics: Cyber Security o DHS and other standards best practices o SA s IT Requirements o Integrations with enterprise network and SA applications Site Security o SA s requirements and best practices o Intrusion detection technology Access Control System o SA s requirements o Integrations with existing access control system versus stand-alone system. Video surveillance and integration o SA s requirements o Technologies including: Video analytics, streaming video versus on-demand, frames/sec, resolution, compression technologies, etc. Findings from the workshop will be culminated into a draft Security TM and will be submitted to the SA for review and comment. Review comments will be incorporated into a final version of the TM. As indicated in the project schedule WBS 1.2.3, we will conduct workshop(s) to kickoff this task and will run in parallel with the Operational and Functional Requirements WBS task. We recommend that a representative of SA s IT be involved with the workshops and review of the TM. We will then prepare the draft Technical Memorandum (TM) for SA review. We have assumed SA will require ten (10) business days to review and comment on the TM. We will then conduct a comment review workshop to close out any remaining comments and then finalize the TM. Remote Facilities Network Requirements We understand that the SA, in consultation with the selected SCADA Contractor, will procure a suitable enterprise-wide data service plan from a cellular communications provider for communications to the remote facilities. To begin this process we envision a Network Requirements workshop will be conducted to review the following: Network monitoring software: Software selection, and integration with IT department and SCADA HMI Network performance requirements Reliability requirements for critical and non-critical sites Other network traffic requirements including video, access control, etc. Interface to enterprise network requirements Remote access requirements Coordination with SA s RF design engineering firm. Coordination requirements with cellular communication provider. Findings from the workshop will be culminated into a draft Network Requirements TM and will be submitted to the SA for review and comment. Review comments will be incorporated into a final version of the TM As indicated in the project schedule WBS 1.2.4, we will conduct workshop(s) to kickoff this task and will run in parallel with the Operational and Functional Requirements WBS and Security Assessment Distribution and Collection SCADA Replacement Project 10

14 and Plan WBS tasks. We will then prepare the draft Technical Memorandum (TM) for SA review. We have assumed SA will require ten (10) business days to review and comment on the TM. We will then conduct a comment review workshop to close out any remaining comments and then finalize the TM. Hardware and Software Standards Our Team will begin to define the hardware and software standards for the project. The standards will define a list of products and manufactures that will be used for the project. We envision the standards to include the following: PLC: Manufacturer, processor type, communications requirements, etc. HMI: Manufacturer and system architecture. OIT: Manufacturer, screen size, communications requirements, etc. Servers: Preferred manufacturer and supplier Workstations: Preferred manufacturer and supplier Instrumentation: Type, preferred manufacturers, etc. Electrical Equipment: Conduit type, junction box type, wire type, etc. Installation Requirements PLC & HMI programming methodology including supervisory control and direct control layers defined. We will first conduct a workshop to evaluate the HMI and PLC vendor solutions and to determine the best solution for the SA. Information obtained from the previous workshops, TMs, and the HMI and PLC workshop will be used to develop the draft standards. For bidding purposes we have assume that a list of preferred manufactures and hardware will be sufficient, but a narrative description of Installation requirements and PLC& HMI programming methodology will be required. As indicated in the project schedule WBS 1.2.5, we will conduct the PLC & HMI workshop to kickoff this task and will start after the previous TMs are completed. We will then prepare the draft Technical Memorandum (TM) for SA review. We have assumed SA will require ten (10) business days to review and comment on the TM. We will then conduct a comment review workshop to close out any remaining comments and then finalize the TM. Design Basis Memorandum (DBM) Following the previous task, we will develop a DBM for the Pilot Project. This will consolidate the previous TMs and define the work to be performed. The DBM will include the following deliverables: Overall System Architecture Pilot PCNs, P&IDs and HMI screens Hardware and software standards Proposed installation details Preliminary cut-over/transition plan Overall O&M Manual outline Overall Training Outline FAT and Commissioning procedures Implementation Schedule Preliminary Pilot Sites Construction Cost Estimate Security Plans The SA s review comments to the draft DBM will be incorporated into a final DBM. As indicated in the project schedule WBS 1.2.6, we will develop a draft DBM for SA review. We have assumed SA will require ten (10) business days to review and comment on the DBM. We will then conduct a comment review workshop to close out any remaining comments and then finalize the TM. Distribution and Collection SCADA Replacement Project 11

15 Phase 1b Final Design for Pilot Sites and HMI Framework The DBM will be used to develop the final design documents for the pilot sites. Although this is a design-build project we anticipate that a complete set of construction documents will be developed and submitted for the Service Authorities review and approval. We will submit progress submittals at the 60% and 90% design stages. The SA will have an opportunity to review the submittals and provide comments. If necessary, we will conduct workshops to review the comments and closeout any remaining open items. For bidding purposes we have assume that we will provide the following: Technical Specifications o Division 16 Electrical as applicable o Division 13 or 17 SCADA as applicable Drawings o Cover Page and map o System Architecture o Site plan and floor plans for each site including: Conduit home runs Location of panels and instruments o Typical Installation details to include: Instrument installation details Outdoor enclosure mounting including stand if applicable RTU layout Typical RTU wiring Phase 2 Pilot Sites Construction and Configurations Procurement We have defined the procurement process as submission of shop drawings, development of draft O&M manual and fabrication of the control panels. Shop Drawings Shop drawing will be provide for all equipment to be provided on the project including control panel back plate layouts, electrical components, instruments, servers, workstations, software, etc. Draft O&M Manuals After the shop drawings have been approved, we will assemble three (3) hard copies and one (1) CD of the draft O&M manual for review and approval. PLC and HMI Programming We understand that all programming and configuration will be conducted on-site (SA s facilities) in close cooperation with the SA s SCADA Program Manager. To facilitate this effort we are proposing that key milestones be incorporated into the programming development process and that the PLCs be programmed using IEC Function Blocks (FBs) User Data Structures (or UDTs in RSLogix 5000), User Defined Instructions (or AOIs in RSLogix 5000). These key milestones would include the following: HMI & PLC Coordination o Develop tag database for RTU and HMI o Wonderware Archestra System Platform development including Equipment Model, Security Model and Templates submit for review and approval o Submit tag database for RTU and HMI for approval Distribution and Collection SCADA Replacement Project 12

16 PLC Programming o Identify FBs, UDTs and AOIs required for the project o Submit FBs, UDTs and AOIs for approval o Develop FB, UDT and AOI code o Submit code for approval HMI Programming o Deploy System Platform Templates and Objects o Develop HMI graphic templates o Submit HMI graphic templates for approval After the key milestones identified above are completed and approved, the remainder of the programming will be completed. Factory Acceptance Testing (FAT) We envision a full FAT will be conducted. This will include connection of the PLC panels to the HMI through the wireless communications network. A simulation of the process using hardwired I/O will simulate the process as much as possible and control as well as alarms will be verified at the HMI workstations, OITs and mobile devices. Site Preparation After the shop drawings are approved we will begin field preparation work at the remote sites and control room. Work would include installation of new instruments, running conduit, MCC/MS rewiring, concrete pad construction (if applicable), etc. This would be field work that would not interrupt the existing operation of the remote sites and does not require installation of the RTU panels or SCADA head-end (HMI). We envision two electrical teams for the Pilot Phase. Installation and Cutover Based on our understanding of the operation of the systems from the RFP, control narratives and our field visit, we understand the following: Distribution Booster Stations F02, and F07 (pump set 1) operation is based on tank levels T03, T23 and T28 Distribution Booster Station F07 (pump set 2) operation is based on tank levels T06 and T25 and is not part of the pilot project. Elevated storage tanks T06 and T25 are not part of the pilot project. Distribution Booster Station F08 operation is based on a 24 hour timer. See table below for additional information. Description Waste Water Lift Station Waste Water Lift Station Elevated Storage Tank Elevated Storage Tank Elevated Storage Tank Tag Name Stations Notes Control Remote Process Variables L01 L15 Pump Station 1 Pump Station 2 3 pumps (2 Bubbler VFD, 1 CS) Level 3 pumps (2 Bubbler VFD, 1 CS) Level 3 CS Pumps Bubbler Level N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A T03 None F02 F07 F08 MS14 MS27 T23 None F02 F07 F08 MS14 MS27 T28 None F02 F07 FO8 MS14 MS27 Distribution and Collection SCADA Replacement Project 13

17 Distribution Booster Station Distribution Booster Station Distribution Booster Station Metering Station Metering Station F02 F07 F08 MS14 MS27 Pump Set 1 Pump Set 2 (VFD) 3 pumps 2 pumps (2 speed) 2 Pumps (VFD) Co-located with MS14 Co-located with F08 Co-located with F02 Tank Level Tank Level Tank Level T03 (P) T23 T28 T03 (P) T23 T28 T06 (P) T25 Timer N/A N/A N/A N/A N/A None N/A N/A N/A N/A N/A None N/A N/A N/A N/A N/A Because of the requirement for F02/MS27 and F07 to communicate with the tank RTU, limited shutdowns, and the need for operation to be aware of the systems status, we have developed the following approach to minimize downtime as follows: General o To facilitate the work and reduce the time involved we are proposing to use two construction teams. One team would concentrate on the tanks, booster stations and metering stations, while the other team would work on the lift stations. o o Commissioning would be coordinated such that no more than one site would be commissioned at a time. Operators and maintenance will receive on-site training for each site as it is commissioned. Additional class room type training will also be provided. Tanks and Booster Stations o We will install and fully commission the new RTU panels at the elevated storage tanks first, while keeping the old RTU tank level signal operational. This will be accomplished by either installing signal isolators to repeat the level signal or by keeping one of the two redundant level transmitters on the old RTU. We anticipate very little downtime, if any at all, but will require both RTU to be in place until F02/MS27 and F07 are fully commissioned. o o After successful commissioning of the tank RTUs we will then install and commission F02/MS27 and F07 (pump set 1). During the cutover we have assumed that the booster pumps could be operated manually for extended periods of time. During this time critical alarms (intrusion, low suction pressure, high suction pressure, pump status, etc) will be sent back to the old and/or new HMI. After F02/MS27 and F07 have been successfully commissioned we will install and commission F08/MS14. If preferred by SA we could commission this site first since the controls are simpler and do not require tank level control. Lift Stations o The lift stations will require abbreviated shutdowns and we are therefore recommending that we install a temporary hardwired or PLC skid mounted panel that would be moved from stations to stations for temporary control. The temporary panel would be controlled from a series of floats temporarily installed in the wet well or from the existing bubbler panel. If floats are used we would set the VFDs to a predetermined speed for temporary operation. The advantage of the floats is the simplified operation. Distribution and Collection SCADA Replacement Project 14

18 Training o Lift stations installation and commissioning will run in parallel with the tanks and booster station installation and commissioning. Training will be conducted in multiple steps. During the FAT operators and maintenance staff will get an opportunity to test the system. During the Transition and operations handover training will be conducted at each pilot site so that an operator can properly operate the new system. After handover formal training would be conducted and include: HMI user training Pilot group HMI System Administrator Training PLC Programming Review Pilot Test Completion and Pilot Project Close Out The following will be completed: Record drawings, specifications, and control narratives for Pilot Sites and Control Center, including SA s comments Summary report of final configuration of remote sites, control center, and HMI Conduct one or more workshops to review the performance of the Pilot Sites and initial SCADA system implementation; identify required changes and Action Items for Final Design Distribution and Collection SCADA Replacement Project 15

19 SECTION 4 BUDGETING We are providing budget level estimate for construction cost comparison for the Pilot Sites only. We are providing costs for the three (3) solutions previously described. Assumptions SCADA/HMI Head-End Includes: Equipment Models and Object Templates Development HMI Screens (max 20) Reports (max 7) Head-End Security Solution Setup One Time System Setup (VM, OS, Application Software, Networking, etc.) Remote Site Includes: UDT and AOI Library Development PLC and OIT Application for Tanks PLC and OIT Application for Booster Station PLC and OIT Application for Lift Stations Site Networking Site Security Solution Setup Does not include any Workshops, Design Standards, etc. Budgetary estimate is a Rough Order of Magnitude (does not include all the tasks required for Phase 1 and 2, but is considered a subset of Phase 1 and 2). Also, the budgetary estimate is not reflective of all the tasks identified in Section 5, Scheduling. Does not include any CDMA Modems, which are assumed to be furnished by the SA The following Table provides comparative pricing for the three (3) proposed configurations. Distribution and Collection SCADA Replacement Project 16

20 Solution 1 - Wonderware System Platform with A-B PLC & OIT, and Longwatch Security Solution Solution 2 - Schneider Electric ClearSCADA with M340 PLC (or SCADAPack RTU) & Magelis OIT, and Hybrid Schneider/Axis Security Solution Solution 3 - GE Cimplicity (or ifix) with GE PLC & OIT, and Longwatch Security Solution Physical Construction Pilot Sites (Including materials) $322, $296, $351, RTU Panel (PLC, I/O, OIT, Power Supplies, Network Switch, and other required devices) $158, $169, $188, Electrical Install (Labor and Materials) $94, $94, $94, Security Solution (IP-based Video Monitoring and Recording, Access Control) $68, $32, $68, PLC and HMI Programming, configuration labor costs (Includes one time system setup cost) (*) $219, $208, $208, SCADA Servers and HMI software costs (Including Redundant SCADA Servers as per Addendum 1) $164, $117, $129, Totals $706, $622, $689, Distribution and Collection SCADA Replacement Project 17

21 SECTION 5 SCHEDULING A detailed Pilot Project schedule is shown on Appendix B. Assumptions: For the purposes of the putting together a schedule we are assuming a project start date of July 1, There will be multiple resources working on a given task the duration is in elapsed time. The schedule is for the entire Pilot Project (Phase 1 and 2) is not to be reviewed in conjunction with the Budgeting since the Budgeting is asking for a reduced subset of what is actually required in term of effort for the entire Pilot Project (Phase 1 and 2). It was stated during the walk through that the SA was looking for a detailed Final Design and Specifications, ready for construction, with P.E. stamped plans and specifications, such that the SA could go out for Bid with those plans and specifications. So, we have included 60%, 90% and Final milestones and SA review cycles in our schedule under Phase 1B. For the Site Preparation, Installation and Cutover, we have multiple electrical installer teams of working on more than one site at a time. Additionally, we are sequencing the Remote Sites such that we migrate the Tank Sites first, followed by associated Booster Sites, and then the Lift Stations. We estimate that the Pilot Phase can be executed within twelve (12) months. We are providing a Non- Binding range for level of team effort. Following are some of the many variables for this project which shall drive the effort: The level and detail of the workshops identified in the RFP. However, since we will be collocated at the SA for Phase 1A, there will be a lot of interaction between our team and the SA, and this may eliminate or reduce the level of effort required for the workshops. There are technology choices to be made and those choices will determine implementation effort, and hence schedule and cost. Once the SA decides upon a technology platform, and also, a path forward, at that time we can provide more detailed estimate of effort and cost to complete. At the end of Phase 1A, we all (including the SA) will have a more definitive idea as to what it will take to complete Phase 1B and Phase 2 in terms of schedule, effort and cost. Once the Design Basis Memorandum in Phase 1A is completed, we don t have to do this work for the remaining sites. However for the purposes of the RFP, the following Table illustrates a range of effort (Professional Engineering services only not electrical install) for each Phase. Phase Low Range (Team Hours) High Range (Team Hours) Phase 1A Preliminary Design Phase 1B Final Design with HMI Framework Phase 2 Pilot Sites Construction and HMI/PLC programming Totals (Non-Binding Estimate) Distribution and Collection SCADA Replacement Project 18

22 SECTION 6 RISK MANAGEMENT In integral part of our Project Management Plan is the development a comprehensive Risk Management Plan. This plan will include a dynamic Risk Management Matrix that will provide a description of each risk identified, the probability of occurrence, impact priority and strategies for mitigation and response. The Risk Management Plan will be reviewed routinely by the Project Manager and project key personnel for identification of new risks and update to the matrix information. Preliminary risks that we have identified for this project are shown in the following Table. Item Description of Potential Risk Probability Priority Risk Mitigation/Avoidance Plan 1 Unforeseen Field Conditions 2 End User Non- Acceptance of Technology 3 Additional effort required by certified operators during const./commissioning 4 Broken or damaged equipment during construction 5 Maintenance and operation of new system during construction 6 Transition from existing to new system 7 Video signal exceeding bandwidth of cell link 8 Communications dead-zone/unreliable comms 9 Single third-party communications provider 10 Training internal SCADA/IT team to take over system Medium High Mitigate - thorough field investigation and understanding of the required work, constraints and scope during the field investigation phase. Low High Avoid - early involvement of project stake holders to gain project buy-in of proposed technology solutions and approaches. Low Low Mitigate - verify pre-startup testing is complete prior to switchover. Provide accurate assessment and understanding of time required prior to startup. Low High Avoid/Mitigate - Inspect and verify operation of existing and factory testing of new equipment prior to construction. Ensure spare parts are available if required. High High Enhance - provide written list of routine maintenance items. Provide option to engage SA personnel and use a training opportunity. High High Enhance - verify the system has been thoroughly tested and operators are trained. Provide on-call assistance during transition phases. Low Medium Avoid - gain a thorough understanding of the workings of the video system, make full use of available video analytics and coordinate with the bandwidth available and demonstrated from the cellular adapter. Medium High Share - Verify signals during multiple points of time and engage communications provider during communications testing. High Low Share - Engage provide early on as team member of the SCADA solution. Open sources of technology will adopt to multiple providers in the event a switch is required. Provide source of redundant/backup communications. High High Enhance - Provide frequent training sessions and thorough documentation. Engage SA personnel during design, programming and construction to gain knowledge of system. Distribution and Collection SCADA Replacement Project 19

23 Item Description of Potential Risk Probability Priority Risk Mitigation/Avoidance Plan 11 D-B Team Conflicts Low High Mitigate - Overall project responsibility of E-Merge and open communications between all parties. Team members have agreed to continue work and document conflicts for future resolution to avoid project impacts. Distribution and Collection SCADA Replacement Project 20

24 SECTION 7 Strategic Team, Proven Process PROJECT MANAGEMENT PLAN E-Merge is solely responsible to the SA for the successful delivery of this project. To that end, we have created a team that has the organization, skills, depth, and experience to deliver a quality D&C SCADA Replacement for the SA s Distribution and Collection systems while minimizing risk. Immediately following contract award, E-Merge will create the Project Management Plan from the contents of this RFP, contract negotiations, and input from SA s project team. The Project Management Plan will include the following content: Introduction Project Team Roles and Responsibilities Table summarizing the roles and responsibilities of both E-Merge and SA team members Project organization and reporting Change Management Plan Describes the procedures for incorporating changes into the project, including changes in scope and staffing changes Communication Plan Project Team Contact Directory Methods and technologies for communicating and sharing information Standard meetings and reports including templates for agenda, minutes, and reports Communication standards for file naming, subject lines, etc. Communication control and flow Communication escalation procedures and table for issues that cannot be resolved by the project team Risk Management Plan Description of the risk management procedures to be employed on the project Risk Management Matrix: Description of Risk, Probability of Occurrence, Impact Priority, Mitigation Strategy, Response Strategy Quality Management Plan Appendices Quality assurance and control procedures Quality Assurance Table: a summary of deliverables that will undergo a quality review prior to submission Baseline Cost Developed as a Time-Task-Cost Matrix in Excel Baseline Schedule Developed in Microsoft Project Distribution and Collection SCADA Replacement Project 21

25 Conflict Management (Internal and External) Conflict Management, similar to all project management requirements, is a combination of proactive strategies to prevent conflict as well as reactive strategies for resolving conflicts when they occur. Strategy 1 Assemble a proven, collaborative team of specialized engineers At E-Merge, we assemble project teams we think of as strategic strike forces highly specialized engineers who are experts in the technical areas required for a project. The team that we have assembled for the Prince William project has been tested by working together on previous projects of similar scope and the successful results are documented in our proposal. We fully empower these engineers as project partners to get the job done. The entire project team has participated in the scoping, budgeting, and scheduling of our proposal and takes ownership in this work. However, ultimate project responsibility rests with E-Merge as Project Manager. We embrace the responsibility by managing our resources with a robust process that has resulted in many successes. Strategy 2 Our team co-locates to collaborate on the project Co-location of the team members for the Pilot Project will assure team synchronicity. Avoiding conflicts that can result from poor communications Team-based problem solving (shared goal) Knowledge sharing (requirements and technology) Project Team Left to Right: Padraic Gray (WR&A), Dean Foote (Westin), Inderdeep Huja (E-Merge), and Project Manager, Jim Lester (E-Merge). Distribution and Collection SCADA Replacement Project 22

26 System Architecture E-Merge E-Merge Project Management PCNs, Test Plans, Transition Plans Westin Project Management (All Phases) E-Merge EI&C Fabrication and Construction ICSE E&IC Design WR&A Pilot Project SI E-Merge and Westin co-located at the SA Supported by WR&A and ICSE Full System SI E-Merge implements 2/3 of remote facilities Westin implements 1/3 of remote facilities Supported by WR&A and ICSE Strategy 3 We have clearly defined roles and responsibilities The roles and work scope for each partner firm are clearly defined and mirror projects that this team has previously completed. All team members participated in the definition of the scope (including work roles, budget, and schedule) for firms and individual resources. This avoids the potential conflict that can arise if deliverable requirements are not clearly designated in advance. Detailed Project Scope Statements (Scope, Deliverables, Budget, Resources, and Schedule) will be created following contract award and prior to Project Kickoff for each major task. Strategy 4 Our task force will redirect issues that may threaten project quality or schedule Leveraging the success of the Pilot Project team, Project Manager, Jim Lester, will assemble a Problem-Solving Task Force to define problems identified in the Issues Log and follow a structured approach for resolution within a planned timeframe. The Task Force will analyze the problem, root cause, symptoms, and report the solution to the entire team. Strategy 5 We will escalate issues to keep the project on track Project progress is our top priority and therefore our protocol is to escalate issues where the Project Management team cannot reach a decision. Using our past experiences as a guide, our team will develop a matrix to identify issues and triggers that require senior management ruling. Competing Project Priorities on Available Resources Each of our partner firms on the team have been involved in the development of the proposed work plan and fees for the Prince William project; therefore, each team member is fully aware of what is required of them and the available budget for their scope of work. Successfully working together to plan similar projects, our team is adept at avoiding scheduling conflicts and easily resolving those that do occur. The team has agreed on the following strategies to proactively manage competing priorities: Strategy 1 We fully resource load the Project Schedule Our project team has project management and accounting systems that allow team members to successfully resource load all of our active projects. Once the Project Schedule is finalized with input from the SA, the team can fully resource load the project schedule to identify periods of resource overloading as well as analyze the impact of schedule changes. The Project Schedule will also include resource loading for SA s staff that provides configuration services, including reviews, workshops, and acceptance testing. Distribution and Collection SCADA Replacement Project 23

27 Prior to each monthly Progress Meeting, project Task Leaders will review this schedule, update it, and resolve resource conflicts. All project staff can access the Project Schedule on the project website. Strategy 2 Our team is dedicated full time to the project Following the completion of the Pilot Project, our recommended project approach is to deliver the project in sequential, overlapping phases, where each phase would be a complete design-build of a group of related sites. A staggered phasing approach enables the Project Manager to move designers and programmers to the next phase without a gap in their effort. This steady-state level of effort supports the exclusive, full-time assignment of core team members to the project, eliminating the inevitable conflicts that result when staff members are assigned multiple projects. Strategy 3 We maintain regular communication Our project team will hold bi-weekly status meetings (weekly during the Pilot Project) to review work completed the prior two weeks, planned work for the next two weeks, and any issues affecting progress. Resource conflicts will be immediately resolved by the Project Manager following the meeting. Strategy 4 Every aspect of the project will have senior management level oversight The Managing Principal from each partner firm will support the Project Manager at all times. The purpose of this oversight is not only to ensure Prince William s complete satisfaction but also to resolve issues about competing project priorities. Performance Management of the Project Team Our team will follow a Plan-Do-Check-Act process for delivery of the SA s SCADA replacement. Our team s performance will be routinely measured and the results fed back to the team to correct immediate deficiencies, take the necessary actions to prevent forecasted problems, and to continuously learn from the lessons of previous tasks. The following is a summary of the Performance Management actions that will be practiced by our team for the successful delivery of your project: Strategy 1 We will continuously gauge client satisfaction Our team has found that the best measure of performance is client satisfaction. Managing Principals from E-Merge, Westin, and WR&A will interview the SA s Project Manager and Sponsors at specific milestones to gain feedback on the quality of deliverables, effectiveness of our project management, and overall perception of the project. Our team will use this input to improve our delivery. Distribution and Collection SCADA Replacement Project 24

28 Strategy 2 We will systematically assess quality Project Manager, Jim Lester, and Task Leaders will develop a Quality Management Plan, which will be included with the Project Management Plan. Using this plan, our team will document: QA review team QA review schedule Deliverables subject to a Quality Assurance Review Review criteria Regardless of whether it is for a design, software, or construction deliverable, the results of the QA Review will be summarized in an Issues Log, reviewed with the team, and an action plan established for resolution of agreed deficiencies. Strategy 3 We will continuously assess financial and schedule performance Informed by weekly reporting from Task Leaders, the Project Manager will analyze the project status and create a Monthly Progress Report to include: Summary of completed items and planned work Variance between budget expenditures and earned value of work completed Variance between the baseline schedule and current schedule Critical path and associated risks Recovery actions for any variance Risk mitigation strategies This entire project team will review this report so that each member understands what is required to improve our performance as a whole. Strategy 4 We will track issues to ensure effective resolution An Issues Log is the primary tool for tracking the many issues requiring decisions or resolution. The log may be sorted by age, priority, type, responsibility, etc. E-Merge will leverage an Issues Log developed on previous projects with Access for the SA s log. This Issues Log will be reviewed at each progress meeting based on criteria agreed upon by the Project Managers. For example: only issues that are still active, have been marked as high priority, or are past their resolution date will be reviewed during the Progress Meeting. The Issues Log will be available to all project team members on the password-protected SharePoint project website. Control and Flow of Information Strategy 1 Project Website Our team has found that a secure project website is a very effective tool for project document management and information sharing. (All files will be posted in their native format--microsoft Word, Excel, Access, Outlook, and Project and PDF.) We will present a draft directory structure and cover page at the Project Kickoff meeting. Distribution and Collection SCADA Replacement Project 25

29 Strategy 2 We support an open communication flow with management oversight Our team will adhere to a structured and proven communication format to support knowledge sharing, technical understanding, and quick resolution of issues. All written correspondence will be either directed to or carbon copied to the Project Manager. For correspondence, we will create project groups to ensure that s are sent to everyone concerned. A standard convention for subject lines will also be established. The groups will be set up to automatically log s to a correspondence directory on the Project Website. E-Merge and The SA technical staff will be encouraged to communicate directly on technical matters through the Technical Leads. However, any direct verbal communication between E- Merge and the SA Technical personnel will be documented in an to the Project Manager with the Technical Lead s notes of any conclusions or recommendations. Project Technical Leads and the SA s representative must approve all technical decisions that impact the technical direction of the project. The Project Manager will communicate all correspondence that relates to project budget, scope, schedule, or quality issues. Only the CEO of E-Merge has the SA to approve contract changes. Documents requiring a quick response will be ed to the concerned parties (defined by the groups). Conclusive versions of this documentation will be posted to the website. This documentation includes meeting agendas, meeting minutes, and requests for information (RFIs). If support by SA, all meetings will be scheduled through Outlook. Draft and final deliverables will be posted to the project website and an sent to the SA s Project Manager as notification. Hardcopies of draft deliverables requiring special printing (such as AutoCAD drawings) and all final deliverables will also be provided. Distribution and Collection SCADA Replacement Project 26

30 Strategy 3: Structured communications with executive reporting and total transparency The following Matrix provides a preliminary summary of communication methods. The matrix will be expanded and finalized with input from the SA s staff following project award. Communication methods are designed to take full advantage of the team members expertise by encouraging exchange. We also provide concise and relevant summarized reporting for the SA s management team. Always, project details are 100% transparent and accessible through the secure project website. Non-Disclosure: This document is intended for use only by Prince William County Service Authority personnel and its Engineering Firm, MWH, in conjunction with the proposal review process for this project. Ideas, concepts or content contained in this document shall not be shared or disclosed to other personnel or companies without prior written approval from E-Merge Systems, Inc. Prince William County Service Authority shall not use our ideas and drawings to implement solutions through others, unless information is already available in the public domain. For the purposes of public disclosure as per Freedom of Information Act, E-Merge submitted proposal can be made available to the Public, excluding all drawings in Appendix A. Such information is deemed as E-Merge's intellectual property and is clearly identified as such in the proposal. E-Merge does not claim that the entire proposal is subject to non-disclosure. Distribution and Collection SCADA Replacement Project 27