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The expected term of the contract is 18 months with an option to extend and additional 12 months.
Background
The County¡¯s Assessment Appeals application and processing is currently a paper based manual process requiring extensive time and resources. This process will allow for the electronic submission of applications and payments, providing efficiency as well as a better user experience. The San Mateo County Assessor's Office selected Sapient Corporation to design and implement its new Assessor Processing Assessment System (APAS). The AAB's system will need to be able to share data with the Sapient Corporation system to ensure the accuracy and transparency of data.
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Summary:
The San Mateo County Assessment Appeals Board ("AAB") was established to resolve property valuation disputes between taxpayers and the San Mateo County Assessor's Office. The AAB consists of a panel of three impartial commissioners who act on behalf of the San Mateo County Board of Supervisors and is independent from both the Assessor's and Tax Collector's Offices. The AAB acts in a quasi-judicial capacity and hears evidence from both parties before rendering their decision as to the value of a property. Their decision is final and may not be reheard by the board unless ordered by the court.
The County plans to implement a new online electronic system and is in the process of finalizing an agreement with Applications Software Technology (AST), subject to Board approval. The new electronic system for the AAB will include an online portal through which members of the public can submit applications for assessment appeals as well as appeal-related documents, and which AAB staff can enter and store appeals data as well as develop and process meeting agendas.
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Overview
The expected tasks and deliverables for the selected project manager in connection with the AAB implementation project are described below. The selected project manager will manage a project staff of business stakeholders and users, and IT technical staff responsible for the implementation of the AAB System.
The project manager will be responsible for:
??? ?Managing the County project team
??? ?Maintaining and managing the implementation of the new AAB system in accordance with a project plan
??? ?Working with software vendor¡¯s project team, coordinating and aligning the work, managing the issues and risks, reviewing and accepting deliverables
??? ?Ensuring project management, training and communication are effective (and adjusted accordingly if goals are not met)
??? ?Reviewing and approving staffing changes of the vendor
??? ?¿ªÔÆÌåÓý as consultant to the project sponsor
??? ?Escalating issues and facilitating decision processes in connection with the AAB System Implementation
??? ?Managing scope, schedule and budget
??? ?Working with County Department subject matter experts to ensure business and technical requirements are met within the scope of the implementation contract.
??? ?Completing a post implementation review, including interviews with a few operating departments, key project members, and the software vendor.
??? ?Reviewing and recommending approval of AAB software vendor invoices
??? ?Providing hands-on assistance with detailed tasks relating to the AAB system implementation as needed(time permitting)
??? ?Coordinating work of other managers, leads and team members for work related to:
o?? ?Planning
o?? ?Design
o?? ?Configuration and Development
o?? ?Business process documentation
o?? ?Testing
o?? ?Data conversion and data validation
o?? ?Integration testing
o?? ?Change management and County readiness
o?? ?Training
In addition to the foregoing, the selected project manager will be expected to execute the tasks and provide the deliverables described below. The specific deliverables described below represent ongoing categories of work to be accomplished over the course of the project.
1.?? ?Project Plan updates: The selected project manager will be responsible for working with the AAB software vendor project manager, make updates to the project plan as appropriate. Updates include recording current status on a regular basis, providing more specificity of tasks on a 90-day rolling forward basis. The project manager will also maintain executive dashboard status as reflected in the project plan.
2.?? ?Manage project scope, schedule, budget: The selected project manager will be responsible for following standard industry IT project management practices and for carefully managing the project scope, schedule and budget to deliver a quality system and efficient business processes to the County on schedule and in budget. This will require the project manager to carefully manage the relationship with the vendor who is responsible for most of the key deliverables to meet this objective. County project team roles vary depending on the project activity, sometimes the role supports the work, other times the County is responsible for the activity. The project manager will help guide the team while influencing the success of the system¡¯s integrator and their ability to deliver.
3.?? ?Manage County project team and County assigned project activities: The selected project manager will be responsible for providing expert guidance, mentor team members and coordinate the work of County team members for each stage of the project.
4.?? ?Effectively Navigate Implementation/Integration Requirements: The selected project manager can demonstrate fluency in the selected software, AST, and its platform Salesforce. The selected project
manager shall also engage with the County¡¯s requirement to integrate AST with other County software system including, but not limited to the Assessor Processing Assessment System (APAS), Sapient, payment processing systems, etc. Implementation and integration work shall be performed in a manner to ensure accurate and transparent transfer of data between County systems.
5.?? ?Coordinate with vendor on project activities (e.g., planning, testing, deployment) The selected project manager will be responsible for proactively working to plan the approach, strategies and specific tasks needed to be accomplished for work to be done by both the software vendor and/or the County project team. The selected project manager will be responsible for prioritizing and managing to the scope and schedule, maintaining rigor on change request review procedures, setting expectations up front for the format and content of documentation and deliverables and reviewing AAB software vendor deliverables.
6.?? ?Issue and Risk Management: The selected project manager will be responsible for managing the issues log, review and assigning resources for issue resolution; assessing risks, developing risk mitigation strategies; escalating risks and issues to the County Project Sponsor, and following through and facilitating decision process.
7.?? ?Working with Stakeholders: This project requires the project manager to coordinate numerous interactions with the various County stakeholders to address concerns, manage expectations, facilitate decisions and acceptance of business process and system design.
8.?? ?Coordinate with County Departments: The project manager will coordinate project activities requiring Department involvement to ensure Department resources are available to perform tasks related to integration testing, data validation, end user testing and training to ultimately get their acceptance prior to Go Live.
9.?? ?Manage project quality: The project manager is responsible for ensuring project quality. This includes a number of aspects of quality: validating with testing that the system and custom development items work and meet the business requirements, validating that vendor deliverables meet the standards described in their contract scope of work, and other aspects of project quality needed to make this project successful.
10.?? ?Provide expert guidance for sub-project work: The project manager will be expected to bring a wealth of experience to provide strategy guidance to the team. The project manager will help team members and coordinate the work of team leads and team members for work related to:
?Design
???Testing
?Configuration and Development
?Business process documentation
?Data conversions and data validation
?Integration testing
?Change management and County readiness.
?Training
?Cutover planning, preparation and actual cutover
?Post-production support
11.?? ?Status Reporting and Project Documentation: The project manager must report status on a regular basis through a number of types of status and project documentation, for example: project plans, dashboard reports, issue statements/decision papers, issue logs, testing results reporting, and risk mitigation plans
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