{"component": "clause", "props": {"groups": [{"samples": [{"hash": "9MEa9aVfhxe", "uri": "/contracts/9MEa9aVfhxe#quarterly-reporting-timeframes", "label": "Contract Agreement", "score": 35.3046684265, "published": true}, {"hash": "3UtyLE2Thyu", "uri": "/contracts/3UtyLE2Thyu#quarterly-reporting-timeframes", "label": "Information Technology Staff Augmentation Services Contract", "score": 31.7222690582, "published": true}, {"hash": "7VMgeeRzGdX", "uri": "/contracts/7VMgeeRzGdX#quarterly-reporting-timeframes", "label": "Contract for Information Technology Staff Augmentation Services", "score": 31.5918102264, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 10 Quarter 2 - (October-December) \u2013 Due by January 10 Quarter 3 - (January-March) \u2013 Due by April 10 Quarter 4 - (April-June) \u2013 Due by July 10", "size": 271, "snippet_links": [{"key": "state-fiscal-year", "type": "definition", "offset": [49, 66]}, {"key": "by-october", "type": "clause", "offset": [114, 124]}, {"key": "quarter-2", "type": "definition", "offset": [128, 137]}, {"key": "by-january", "type": "clause", "offset": [165, 175]}, {"key": "quarter-3", "type": "definition", "offset": [179, 188]}, {"key": "by-april", "type": "clause", "offset": [213, 221]}, {"key": "quarter-4", "type": "definition", "offset": [225, 234]}, {"key": "by-july", "type": "clause", "offset": [256, 263]}], "hash": "0d2c75460b9328c4ae13faf8609cbb07", "id": 1}, {"samples": [{"hash": "f2goVKCSMEM", "uri": "/contracts/f2goVKCSMEM#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 25.6762485504, "published": true}, {"hash": "fvltM6W2SrR", "uri": "/contracts/fvltM6W2SrR#quarterly-reporting-timeframes", "label": "Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}, {"hash": "fCVqIK09Rq6", "uri": "/contracts/fCVqIK09Rq6#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 Customers shall complete this Contractor Performance Survey for each Contractor on a Quarterly basis. Customers will submit the completed Contractor Performance Survey(s) by email to the Department Contract Manager no later than the due date indicated in Section 1.39 of Contract Number 80101507-SA-15-1. Contractor's Name: Quarter: Purchase Order Number: PO Total $ Amount: PO Starting Date Ending Date Please review the attached Rating Definitions and provide your opinion by rating the following: Quality of Service 1. Effectiveness performing tasks 4 \uf072 3 \uf072 2 \uf072 1 \uf072", "size": 17, "snippet_links": [{"key": "state-fiscal-year", "type": "definition", "offset": [49, 66]}, {"key": "by-october", "type": "clause", "offset": [114, 124]}, {"key": "quarter-2", "type": "definition", "offset": [128, 137]}, {"key": "by-january", "type": "clause", "offset": [165, 175]}, {"key": "quarter-3", "type": "definition", "offset": [179, 188]}, {"key": "by-april", "type": "clause", "offset": [213, 221]}, {"key": "quarter-4", "type": "definition", "offset": [225, 234]}, {"key": "by-july", "type": "clause", "offset": [256, 263]}, {"key": "performance-survey", "type": "clause", "offset": [308, 326]}, {"key": "on-a-quarterly-basis", "type": "definition", "offset": [347, 367]}, {"key": "by-email", "type": "clause", "offset": [438, 446]}, {"key": "department-contract-manager", "type": "definition", "offset": [454, 481]}, {"key": "due-date", "type": "definition", "offset": [500, 508]}, {"key": "contract-number", "type": "definition", "offset": [538, 553]}, {"key": "purchase-order-number", "type": "definition", "offset": [600, 621]}, {"key": "starting-date", "type": "definition", "offset": [645, 658]}, {"key": "ending-date", "type": "clause", "offset": [659, 670]}, {"key": "definitions-and", "type": "clause", "offset": [705, 720]}, {"key": "quality-of-service", "type": "definition", "offset": [767, 785]}], "hash": "08a1f32a0e6eba68fdac675aa35c5894", "id": 2}, {"samples": [{"hash": "fCVqIK09Rq6", "uri": "/contracts/fCVqIK09Rq6#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 PART THREE \u2013 WORK PLAN AND IV&V METHODOLOGY Page 1 ISF has completed numerous IV&V projects that leverage our experience in procurement, implementation, and vendor oversight. The ISF team is able to provide unbiased, objective consulting services for our clients\u2019 senior managers to protect client interests and assess if any given technology project is compliant with procurement, contractual, project management, schedule, budget, and deliverable expectations. Our team-based and transparent approach allows our clients to fully understand the status of their project, the likelihood of project success, and the small incremental steps that must be taken to keep the initiative on track. ISF\u2019s experienced team ensures the state benefits from best practices and lessons learned from all of our own project engagements. At ISF, we conduct inspections and audits on all our projects to ensure they are completed on time, on budget, and according to client requirements. Our internal auditors conduct IV&V activities on each ISF project regularly and consistently. ISF has over 36 years of experience utilizing best practices and industry standards to assess our projects internally and for our clients, the including Institute of Electrical and Electronic Engineers (IEEE) Standards for IV&V services, Project Management Institute (PMI), and Capability Maturity Model Integration (CMMI). It is our philosophy that we apply ISF\u2019s proven strategies and years of experience to all of our projects. In doing so, our clients\u2019 IV&V projects receive a higher degree of quality than from a traditional consulting firm that does not conduct these activities as a core business practice. IV&V METHODOLOGY OVERVIEW Design and implementation of large-scale information technology systems are inherently complex. This complexity, combined with the varying needs of the many stakeholders, exposes these projects to the risks of scope creep, miscommunications, and conflicting requirements. To mitigate these risks and protect the customer\u2019s interests, ISF provides industry-standard IV&V services and deliverables, including providing procurement management, vendor engagement, contract management, project oversight, status reporting, auditing, and quality assurance services. Our standard methodology for IV&V projects is adapted according to client needs, the requirements of the project, as well as its overall scope. ISF understands our role as an IV&V vendor is to report on known project risks, assess contract status and performance, and examine other project elements such as requirement specifications, management, and stakeholder involvement. ISF provides encompassing IV&V support to our clients to ensure the quality and success of IT projects. As such, we tailor the monitoring tasks and deliverables for the client to provide the exact services needed for each project we undertake. 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"state-fiscal-year", "type": "definition", "offset": [49, 66]}], "hash": "8ee906c40fb6461c1f5f95ab9f7a442c", "id": 4}, {"samples": [{"hash": "h9tj9Fgn8pN", "uri": "/contracts/h9tj9Fgn8pN#quarterly-reporting-timeframes", "label": "Independent Verification and Validation Contract", "score": 27.3418941498, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 Florida Department of Management Services Information Technology Independent Verification and Validation Our experience has shown that strong IV&V is critical in design, development, and implementation environments. Florida needs a vendor that understands how to perform IV&V services for health and human services projects, understands potentially harmful project pitfalls, and brings experience providing IV&V services on today\u2019s most current modular HHS implementations. Our processes and methodologies are both proven and evolving. They are based on industry standards, best practices, and years of experience conducting IV&V for state projects. Each process is continually reviewed against established and recognized standards and the ever-changing needs of the IV&V industry. The importance of the IV&V services cannot be understated as Florida looks to enhance or support information system, policy, and regulatory changes. Our methodology focuses on activities that provide the most value based on specific project needs, such as identifying and prioritizing deficiencies, issues, and critical risks, while recommending realistic mitigation strategies. Our processes provide value and support Florida objectives. Our approach for Florida is illustrated in Exhibit 1.", "size": 1, "snippet_links": [{"key": "state-fiscal-year", "type": "definition", "offset": [49, 66]}, {"key": "by-october", "type": "clause", "offset": [114, 124]}, {"key": "quarter-2", "type": "definition", "offset": [128, 137]}, {"key": "by-january", "type": "clause", "offset": [165, 175]}, {"key": "quarter-3", "type": "definition", "offset": [179, 188]}, {"key": "by-april", "type": "clause", "offset": [213, 221]}, {"key": "quarter-4", "type": "definition", "offset": [225, 234]}, {"key": "by-july", "type": "clause", "offset": [256, 263]}, {"key": "information-technology", "type": "definition", "offset": [309, 331]}, {"key": "verification-and-validation", "type": "clause", "offset": [344, 371]}, {"key": "services-for", "type": "clause", "offset": [543, 555]}, {"key": "health-and-human-services", "type": "clause", "offset": [556, 581]}, {"key": "based-on", "type": "definition", "offset": [812, 820]}, {"key": "industry-standards", "type": "clause", "offset": [821, 839]}, {"key": "best-practices", "type": "definition", "offset": [841, 855]}, {"key": "years-of-experience", "type": "definition", "offset": [861, 880]}, {"key": "state-projects", "type": "definition", "offset": [901, 915]}, {"key": "changing-needs", "type": "clause", "offset": [1012, 1026]}, {"key": "information-system", "type": "clause", "offset": [1146, 1164]}, {"key": "regulatory-changes", "type": "clause", "offset": [1178, 1196]}, {"key": "provide-the", "type": "clause", "offset": [1241, 1252]}, {"key": "value-based", "type": "definition", "offset": [1258, 1269]}, {"key": "specific-project", "type": "clause", "offset": [1273, 1289]}, {"key": "mitigation-strategies", "type": "clause", "offset": [1405, 1426]}, {"key": "and-support", "type": "clause", "offset": [1456, 1467]}, {"key": "our-approach", "type": "clause", "offset": [1488, 1500]}, {"key": "exhibit-1", "type": "definition", "offset": [1531, 1540]}], "hash": "0d5118ad25f07c9c9360060ec344e032", "id": 5}, {"samples": [{"hash": "6DMQTsail39", "uri": "/contracts/6DMQTsail39#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 State of Florida | Department of Management Services\n3.1 IV&V Methodology and Work Plan\n3.1.1 NTT DATA IV&V Framework Information Technology Independent Verification and Validation RFP Number: 05-80101507-IVV-B\n3.1.2 NTT DATA IV&V Assessment Methodology", "size": 1, "snippet_links": [{"key": "state-fiscal-year", "type": "definition", "offset": [49, 66]}, {"key": "by-october", "type": "clause", "offset": [114, 124]}, {"key": "quarter-2", "type": "definition", "offset": [128, 137]}, {"key": "by-january", "type": "clause", "offset": [165, 175]}, {"key": "quarter-3", "type": "definition", "offset": [179, 188]}, {"key": "by-april", "type": "clause", "offset": [213, 221]}, {"key": "quarter-4", "type": "definition", "offset": [225, 234]}, {"key": "by-july", "type": "clause", "offset": [256, 263]}, {"key": "state-of-florida", "type": "clause", "offset": [267, 283]}, {"key": "management-services", "type": "clause", "offset": [300, 319]}, {"key": "work-plan", "type": "definition", "offset": [345, 354]}, {"key": "ntt-data", "type": "definition", "offset": [361, 369]}, {"key": "information-technology", "type": "definition", "offset": [385, 407]}, {"key": "verification-and-validation", "type": "clause", "offset": [420, 447]}, {"key": "assessment-methodology", "type": "definition", "offset": [498, 520]}], "hash": "591e7a80182ed1b10284469119208117", "id": 6}, {"samples": [{"hash": "ikBtHTBil0k", "uri": "/contracts/ikBtHTBil0k#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 27.1853809357, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 Part 3 \u2013 4.4.3 Work plan and IV&V methodology EY received the PMI Distinguished Project Award for IV&V work on the Web Infrastructure Treatment Services (WITS project at the Florida Department of Children and Families. What distinguished this project from other projects is how it promoted the principles and processes associated with the PMBOK\u00ae Guide. EY\u2019s IV&V methodology is an explicit risk quantitative process that proactively identifies the interrelationship of factors and conditions that could impede the success of a project. It is aligned with leading industry standards and models such as the Capability Maturity Model Integration (CMMI), the Project Management Institute\u2019s Project Management Body of Knowledge (PMBOK) and the International Organization for Standardization (ISO) 12207: Systems and software engineering \u2013 software life cycle processes. Our IV&V methodology is a fact-based process that utilizes a proprietary risk prediction toolset coupled with advanced analytical simulations and frameworks to provide a quantitative view of the impact of risks. The complex nature of a project is identified by modeling the interrelationships between key project complexity factors and the risk impact on project objectives. In this manner, hidden issues and risks are uncovered so the root cause of problems can be identified. The forward-looking macro view of the program reveals the importance of effective project management during the execution phase, and provides a clear understanding of how the pre- project processes including benefits/inventive merit, complexity factors, risk determination, project selection, team formation, and aligned governance ultimately impact the successful outcomes of the project. This approach also effectively considers the importance of a properly designed and effectively implemented program governance process. The overall IV&V methodology is designed to provide answers to critical questions, both from the executive and project management perspective, including those shown in the following table. \u2022 Is there proper transparency implemented to provide timely and accurate identification of risks and issues? \u2022 Is there proper visibility and controls in place to provide accurate cost and schedule estimates? \u2022 Is there an objective view of key risks that could negatively impact business operations or cause the business to not to realize planned program benefits? \u2022 Are project scope, schedule, cost and benefits clearly communicated, aligned with business, understood and managed? \u2022 Can the project be governed to deliver results? \u2022 What will it cost to do it? \u2022 What is the chance of finishing the project on schedule? \u2022 Are stakeholders engaged in managing change to realize and sustain benefits? \u2022 What is the confidence level for project cost, schedule and quality outcomes? \u2022 What is the likelihood the team will have to work unreasonable hours per week to meet the schedule? The following figure shows the overall methodology and testing approach we use for an IV&V Project. At the core of our IV&V methodology is a multi-dimensional evaluation of the risk interdependencies between program governance, project management and technical solution factors, as illustrated in the IV&V framework diagram to the right. This model has been successfully used to improve program effectiveness across more than 10 different industry sectors, including the government and public sector, representing more than 175 client programs from inception to closeout with a wide range of program complexities and development methodologies. The diagram comprises three dimensions (program governance, project management and technical solution), and each dimension is divided into nine facets. Each facet focuses on a specific area of its associated dimension and includes the following: \u25ba General description and associated risks. \u25ba Expectations for level of incorporation of the facet into the program based on the inherent program complexity including methodology and approach, templates and tools, work products, communications and coordination, and execute, monitor and control. \u25ba Maturity descriptions consisting of five levels of maturity (initial, repeatable, defined, managed and optimized). \u25ba Any applicable industry-leading practices and standards. \u25ba Standard documentation typically associated with the defined expectations for the facet. \u25ba Interview topics to be discussed during interviews with key program stakeholders. Program governance specifies the decision rights and accountability framework to encourage the desired behavior in the organization necessary to achieve program objectives. It identifies who makes decisions (power), why they make them (alignment) and how they make them (decision process). Establishing an aligned and effective program governance process requires integrating key foundational and operational elements such as complexity management, decision framework and empowerment, and governance process effectiveness. We assess each of the program governance facets and highlight exposures and recommendations for improvement, as necessary, to help establish an aligned and effective program governance process. These facets include: \u25ba G1: Business case integrity \u25ba G2: Complexity profile \u25ba G3: Capability and maturity \u25ba G4: Decision framework \u25ba G5: Organizational change management (OCM) \u25ba G6: Performance management \u25ba G7: Governance effectiveness \u25ba G8: Compliance and regulatory \u25ba G9: Benefits design and realization The project management approach and performance maturity must be aligned with the inherent program complexity. Without this, the program will lack appropriate visibility and predictability into achieving the expected outcomes. We assess each of the project management facets and highlight exposures and recommendations for improvement, as necessary, to help manage, control and facilitate the main project\u2019s business objectives. \u25ba P1: Scope management \u25ba P2: Time management \u25ba P3: Cost management \u25ba P4: Human resources management \u25ba P5: Procurement management \u25ba P6: Integration management \u25ba P7: Quality management \u25ba P8: Risk management \u25ba P9: Communications management The assessment of the technical solution domain provides a better understanding of the technical implementation approach, decisions and current state stability of the project. We assess each of the technical solution facets and highlight exposures and recommendations for improvement, as necessary, to help manage, control and facilitate the achievement of business objectives: \u25ba T1: Requirements engineering and design \u25ba T2: Methodology and development \u25ba T3: Technical infrastructure \u25ba T4: Data management \u25ba T5: Security, business continuity and disaster recovery \u25ba T6: Controls \u25ba T7: Testing and validation \u25ba T8: Cutover and support \u25ba T9: Sustainability model Our approach to providing IV&V services involves defining a formal project management approach including a project schedule managed using a project scheduling tool such as Microsoft Project. The IV&V project schedule is based on the defined work breakdown structure (WBS) that shows the relationship between all deliverables, activities and resources required to complete the IV&V project. The basic approach we use to develop the project schedule consists of the following activities: \u2022 Develop a WBS that breaks down the project into its composite deliverables and associated activities. \u2022 Sequence the identified activities based on the order they need to be completed. \u2022 Estimate resources required to complete each of the identified activities. \u2022 Estimate the duration for each activity. \u2022 Develop the IV&V project schedule by incorporating the above information into a project scheduling tool (e.g., Microsoft Project). We recommend approaching the IV&V project as a formal project which runs alongside the main project. The IV&V project approach and schedule should be synchronized with the main project schedule and continually monitored and adjusted, as required, to remain synchronized. Ideally, the IV&V project deliverable activities contained in the IV&V project schedule should be linked to the appropriate milestone completion activities of the associated deliverables contained in the main project schedule. This will facilitate managing the IV&V project so it properly supports the project. It will also provide additional information to the project managers and stakeholders in determining the effects of changes to the project schedule. We also recommend incorporating a continuous work stream of IV&V discovery and analysis that is executed alongside the main project. This work stream is part of a periodic reporting methodology (typically monthly) illustrated in the figure below. There are typically two types of deliverables associated with our IV&V approach: IV&V project management deliverables and IV&V assessment reports as shown in the below table. \u2022 Kickoff presentation \u2013 Used to formally kick off the IV&V project to make sure that all stakeholders are aligned and that the project is set up for success. \u2022 Project charter \u2013 Authorizes the IV&V Project and identifies the initial requirements that satisfy University needs and expectations. \u2022 Project management plan (PMP) \u2013 Identifies how the IV&V project will be planned, executed, monitored and controlled, closed, and guides the decision making that occurs throughout the IV&V project. \u2022 IV&V project schedule and WBS \u2013 Shows the relationship between all deliverables, activities and resources required to complete the IV&V project. \u2022 Status reports \u2013 Provide an update of IV&V project progress and assessment results. \u2022 Meeting minutes \u2013 Summarize any formal IV&V project meetings. \u2022 Baseline assessment report (BAR) \u2013 Documents an initial assessment of the main project within the program governance, project management and technical solution dimensions against which project progress and deliverables can be measured. The BAR is also used to determine whether the key project management components are in place to manage the main project. \u2022 Periodic assessment report (PAR) \u2013 Provides a summary of the findings and recommendations resulting from ongoing monitoring activities of the IV&V Project. The PAR also summarizes the assessment of the project organization and project management activities as well as describes how each key project characteristic has evolved since the last report (BAR or previous PAR). \u2022 Deliverable review report (DRR) \u2013 Contains an evaluation of key project deliverables produced, including: examination of each identified project deliverable for completeness, accuracy, and quality, detailed findings and recommendations for any deficiencies noted, and an examination of project deliverables for compliance with procurement documents and contract requirements. Continual verification and validation regarding the quality of the work products (deliverables) produced by a project will be conducted to determine if they meet expectations. The following diagram shows the typical process used to review project deliverables and provide a formal deliverable review report on the deliverable. The Deliverable Review Process is designed such that the IV&V Team will interact with the project team during the deliverable creation process and provide recommendations prior to the formal release of each deliverable. This provides additional value to the project team since potential issues can be surfaced and addressed early in the process. The IV&V Team works closely with the ESC, project team and other key stakeholders to notify relevant parties of defects within the deliverables and to prepare a special communication, if necessary. As part of our core IV&V services methodology, we identify potential risks and opportunities associated with a project and develop actionable recommendations for addressing identified risks and opportunities. In an effort to maintain a \u201cno surprises\u201d approach, both formal and informal communications are used to provide this information to project stakeholders. \u2022 Informal communications \u2013 Ongoing, real-time and strategic advice as well as thought leadership throughout the execution of the IV&V project. \u2022 Formal communications \u2013 Include IV&V project weekly status report, IV&V project status meeting, ESC or other briefings, IV&V assessment reports, and special communications when it is determined that circumstances exist that put the scope, budget, schedule or viability of the project at significant risk. 1 Introduction 3 2 Solicitation Overview 7 3 Instructions 11 4 Vendor Submission 14 5 Evaluation Methodology 17 6 Scope of Work 20 7 Draft Contract 21 ATTACHMENT A VENDOR INFORMATION FORM ATTACHMENT B BACKGROUND AND EXPERIENCE CERTIFICATION FORM ATTACHMENT C RESPONSIBLE VENDOR REVIEW FORM ATTACHMENT D FINANCIAL CERTIFICATION FORM ATTACHMENT E REFERENCE FORM 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13266]}], "hash": "3e07a7c1b4d65aa5cf28813edb7d7242", "id": 7}, {"samples": [{"hash": "7YNn0Str0Xm", "uri": "/contracts/7YNn0Str0Xm#quarterly-reporting-timeframes", "label": "Information Technology Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 ISG Public Sector has been helping public sector organizations acquire and implement (from a project oversight and organizational change management perspective) new, enterprise-wide systems for the past 18 years. While 18 years of history may not seem extensive, the individuals on our staff average 19 years of public sector and/or system implementation experience. During this 18-year time frame, every client we have worked with has achieved success. Following are the state governments we have assisted: \uf0a7 Alaska \uf0a7 Idaho \uf0a7 Michigan \uf0a7 Nevada \uf0a7 Washington \uf0a7 Arizona \uf0a7 Kansas \uf0a7 Minnesota \uf0a7 Tennessee \uf0a7 West Virginia \uf0a7 Arkansas \uf0a7 Kentucky \uf0a7 Mississippi \uf0a7 Texas \uf0a7 Wisconsin \uf0a7 Florida \uf0a7 Louisiana \uf0a7 Nebraska \uf0a7 Virginia Independence is one of the distinguishing characteristics of our firm in comparison to other project management and quality assurance vendors. We have no formal or informal alliances or affiliations with any software or implementation vendors, and we have never received compensation from any of them. We are truly independent in fact and appearance. Our Independent Verification and Validation (IV&V) approach is based upon the best practices we have used in managing numerous, largescale systems projects for our state and local government and higher education clients. Our approach goes beyond software development activities that are the focus of IV&V standards such as the Institute of Electrical and Electronics Engineers (IEEE) Standard 1012, to include the entire project life cycle. A general description of the key IV&V activities we perform in each phase of a typical project\u2019s life cycle are described below.", "size": 1, "snippet_links": [{"key": "state-fiscal-year", "type": "definition", "offset": [49, 66]}, {"key": "by-october", "type": "clause", "offset": [114, 124]}, {"key": "quarter-2", "type": "definition", "offset": [128, 137]}, {"key": "by-january", "type": "clause", "offset": [165, 175]}, {"key": "quarter-3", "type": "definition", "offset": [179, 188]}, {"key": "by-april", "type": "clause", "offset": [213, 221]}, {"key": "quarter-4", "type": "definition", "offset": [225, 234]}, {"key": "by-july", "type": "clause", "offset": [256, 263]}, {"key": "public-sector", "type": "definition", "offset": [271, 284]}, {"key": "project-oversight", "type": "definition", "offset": [360, 377]}, {"key": "organizational-change-management", "type": "clause", "offset": [382, 414]}, {"key": "our-staff", "type": "clause", "offset": [549, 558]}, {"key": "system-implementation", "type": "clause", "offset": [600, 621]}, {"key": "time-frame", "type": "definition", "offset": [654, 664]}, {"key": "west-virginia", "type": "definition", "offset": [870, 883]}, {"key": "characteristics-of", "type": "definition", "offset": [1026, 1044]}, {"key": "project-management", "type": "clause", "offset": [1077, 1095]}, {"key": "quality-assurance", "type": "clause", "offset": [1100, 1117]}, {"key": "no-formal", "type": "clause", "offset": [1135, 1144]}, {"key": "best-practices", "type": "definition", "offset": [1413, 1427]}, {"key": "state-and-local-government", "type": "definition", "offset": [1499, 1525]}, {"key": "higher-education", "type": "clause", "offset": [1530, 1546]}, {"key": "our-approach", "type": "clause", "offset": [1556, 1568]}, {"key": "development-activities", "type": "clause", "offset": [1590, 1612]}, {"key": "the-institute", "type": "clause", "offset": [1658, 1671]}, {"key": "life-cycle", "type": "clause", "offset": [1764, 1774]}, {"key": "description-of-the", "type": "definition", "offset": [1786, 1804]}, {"key": "phase-of", "type": "clause", "offset": [1844, 1852]}], "hash": "c81dcf10ba725d51c84b138d95d1e3a2", "id": 8}, {"samples": [{"hash": "6lVaymVcG6e", "uri": "/contracts/6lVaymVcG6e#quarterly-reporting-timeframes", "label": "Independent Verification and Validation Contract", "score": 24.1909656525, "published": true}], "snippet": "Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July-September) \u2013 Due by October 31 Quarter 2 - (October-December) \u2013 Due by January 31 Quarter 3 - (January-March) \u2013 Due by April 30 Quarter 4 - (April-June) \u2013 Due by July 31 Engagement: 330031652 Information Technology Independent IV&V Services Gartner\u2019s proposal to deliver IV&V services is based on our extensive track record of successful IV&V delivery and our world-class capabilities. Gartner consultant delivery teams are expert on using our integrated methodologies supported by our expansive research. Our approach is based on industry standards and best practices and is flexible enough to evolve and adapt to varying needs, changing priorities and diverse risk profiles encountered on projects. Rather than a recycled IV&V approach, we use findings and discussions with the agency as the basis for calibrating our IV&V services throughout the life of the project \u2014 working with each agency to evaluate, regularly reassess and redefine the IV&V services which are truly needed. Furthermore, Gartner is an independent and objective firm that does not sell hardware, software or system integration services. Our rigorous standards to ensure independence and objectivity is the cornerstone of our business, and when working with Gartner Consulting, Florida will know that its best interests are being protected by our associates. Our approach is comprehensive and flexible and positions us to participate in projects as committed IV&V team members.\nFigure 1. 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Customers shall complete this Contractor Performance Survey for each Contractor on a Quarterly basis. Customers will submit the completed Contractor Performance Survey(s) by email to the Department Contract Manager no later than the due date indicated in Section 1.39 of Contract Number 80101507-SA-15-1. Contractor's Name: Quarter: Purchase Order Number: PO Total $ Amount: PO Starting Date Ending Date Please review the attached Rating Definitions and provide your opinion by rating the following: Quality of Service 1. Effectiveness performing tasks 4 \u2752 3 \u2752 2 \u2752 1 \u2752 2. 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