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Public Sector State of California: |
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Wiyaka/CMA - Communications Management Associates 1998
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Raychem Corporation 300 Constitution Drive Menlo Park, CA. 94025
Project: The scope of this project was to develop a Standard World Wide PBX/ACD Platform and a Request for Proposal (RFP) for an ACD/PBX telecommunications system for Raychem's Menlo Park facilities. In addition to traditional PBX requirements, the scope included call center requirements and design, ESPRIT (SAP) project integration and process requirements, Internet/Intranet integration, conversion to digital voice mail networking and virtual/home office support. All design solutions kept in mind the compatibility, installation and support of equipment in International locations. A separate ACD call center RFP was developed for Germany. The Raychem sites involved were in Japan, Hong Kong, Singapore, United Kingdom, Germany, France, Belgium, and Mexico.
The project was approached in three phases: Phase 1: Needs Analysis and Development of Request for Proposal Phase 2: RFP Administration/Proposal Evaluation/System Selection Phase 3: (optional) Project Implementation and Management
The Project was completed in June 1997
Project: Operational Review 1989-Raychem's Teleservices Department contracted with the consultant team for assistance in it's modernization effort. Raychem is a large company with several locations in California and the world. The plan included the upgrading of all telephone equipment, networking and an operational needs assessment of the department with recommendations on the telecommunications organization and processes.
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Centex Telemanagement, Inc. 185 Berry Street, Building 4, Suite 5100 San Francisco, CA 94107
Centex Telemanagement, Inc. was a Nationwide provider of reduced long distance rates through the use of RBOC provided Centrex platforms. Centex was purchased by Metropolitan fiber Systems (MFS) in 1994. Centex leased Centrex systems from the Local Exchange Carriers, sells lines to member businesses for access to their network, and obtains bulk discounts from Inter Exchange Carriers who carry their long distance traffic. A percentage of the savings is passed onto the member business. Their network consists of approximately fifty switches nationwide.
CMA was Centex Telemanagement's consultant of choice. CMA began providing consultant services during the earthquake of 1989. CMA assisted Centex in the disaster recovery of their communications systems. Since that time CMA has Provided consulting/project management services in move of existing PBX phone system and related voice and data cabling installation. CMA then provided consulting/project management services for the installation of new ACD/phone system and related voice and data cabling. This included the configuration of the ACD for the customer assistance center (help desk). CMA also implemented the JANUS remote trunk testing system which allows Centex to test the majority of their Foreign exchange trunks in their nationwide network.
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Project Scope: Provide technical consultative services in evaluating current needs with regard to acquiring a VOIP Telecommunications System of. 250 Stations.Developed and issued RFP to vendors. Conducted RFP reviews, final analysis, recommended vendor selection, and all aspects of the network requirements for the VOIP Telecommunications System. Project managed the implementation of the selected Avaya VoIP platform. Handled escalations during installation of the system and additional circuits and services provided by CalNet and SBC/AT&T. Also Completed Telecommunications Telephone Bill review. Total savings to Glenn approximately 10 to 15k per year. Provide ongoing technical guidance to the County as needed.
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EMQ Family Services - San Jose, CA
Project Scope: Developed and distributed RFP for VoIP system of 750 stations. Determined telecommunications Network requirements for VoIP. Reviewed RFP’s and negotiated pricing (EMQ had it's own staff to manage the installation).
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Scope of Work:
Project 1 - Cabling specifications and implementation This project is focused on upgrading the current cabling infrastructure to accommodate a new telephone system and meet the Salvation Army's data requirements. Deliverables provided the proper documentation, a bid specification, floor plans and a highly competitive bidding situation. It consisted of the following tasks:
Project 2 - Recommend Telephone System Identified the telephone system requirements that met the Salvation Army's needs and selected the most appropriate manufacturer/distributor (NEC Electra-Elite) to provide the technology at a reasonable cost. The tasks included:
Project 3- Recommend a Long Distance Provider The purpose of this project was to ensure that the Salvation Army is provided the best long distance service the best price and minimal commitment for call volumes and contractual period. Tasks included:
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Northpoint Communications
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.Employment Development Department (EDD), State of California
Enterprise Network Strategic Plan
EDD engaged CMA to develop strategic planning process and Enterprise Network Strategic Plan. The purpose of the project was to develop a Department strategy for the orderly evolution of the current system of information transfer and local connectivity into a true Enterprise Network (EN). The plan enables the Department to take advantage of current and developing technologies to respond to the changing business, computing, and support requirements in a reliable and standard network environment. Because this plan affects the network services available to Department programs, the goal of the planning process was to provide a comprehensive design, defined with a consensus opinion of all interested groups, and flexible enough to meet EDD’s changing environment.
The final plan covers specific implementation plans for projects within the next two years, with progressively broader plans for network needs out to the year 2000. CMA also developed a method for continuing to refine and extend the enterprise level planning on an ongoing basis, including annual strategic planning conferences.
Telephone and Wire Request for Proposal (RFP)
CMA was engaged to develop an RFP for wire/cable infrastructure implementation for EDD’s wire standard in 350 offices throughout the State. The project expanded when the wire RFP and the telephone equipment RFP were combined into one. The additional responsibilities included re-addressing the voice equipment specifications and developing specifications for data equipment and a Telemanagement System. CMA also re-engineered the prcessses and procedures needed to support the new equipment.
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State of California Employment Development Department, EDD - Data Processing Division
Project 1: Support the recommendation to implement an 800 access network for the Operations Branch roll-out of Automated Call Processing for Unemployment Insurance and Telephone Claim Filing.
Scope of work:
1. Determine which offices that can support 100 or more agents can be served by a CO switch? The deliverable was a matrix of potential sites comparing the criteria necessary to utilize services provided by a C.O. switch.
2. Analyze the pros/cons, comparative long/short term costs, and technical issues associated with selection of both CO and Premises Based solutions. The deliverable included a comparison matrix along with a supporting narrative report.
3. Analyze and develop implementation requirements for the most cost effective way to route a call throughout the state once specific ACP sites are selected. The deliverable provided alternatives for routing calls in a matrix of requirements and considerations supported by narrative and graphics.
4. Given the number of staff needed to perform ACP and TCF within the stated service levels, CMA recommended the number of call centers. Secondly, given our knowledge of the technical issues, we recommended what geographic areas the Operations Branch could locate the call centers. Deliverables included a decision criteria and Graphic models.
5. Provide an explanation of networking, and the associated pros/cons/costs, along with a recommendation of whether or not to implement it and if so, where. Deliverable included a comparison matrix, decision criteria, and graphics.
6. Provide an explanation of virtual call centers, the associated pros/cons/costs, along with a recommendation of whether or not to implement them and if so, where. deliverables included a matrix of requirements and considerations supported by narrative analysis and graphics.
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Data Processing Division - Facilities Managment
Project 2. The purpose of this project is to implement telemanagement system software and processes and procedures to give the Department a Call Accounting System to monitor phone bills and phone usage, a telecommunication Work Order and Inventory system to initiate and track telecommunication work orders and assign and track telecommunication equipment and a Cable Management system to track, allocate, and inventory the Department's cable pairs, outlets, cross connections and other cable plant structures in the Department's major facilities. B. Project Scope: Three Project Phases The Telemanagement System implementation is a three-phase project that will be implemented over a period of approximately one year. The phases are:
Phase 1. Work Order\Inventory System
The Work Order\Inventory System phase will include the installation, data conversion and training for the following modules and submodules:
Phase 2. Call Accounting System
The Call Accounting System phase will include the installation, data conversion, and training for the following Call Accounting system modules and submodules:
Phase 3. Cable Management System
The Cable Management Phase will include the installation of the Cable Master Module with the Graphic Cable layout, data conversion to the system and training on the use of the Cable Master module. Policies and procedures for the use of Cable Master will also be developed.
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State of California Employment Development Department, Telecommunication Section Data Processing Division
Project: This project charter addressed the procurement of an 800 routing network with intelligent call routing (ICR), which included voice response unit (VRU), and automated call distribution (ACD) platforms for the Automated Call Processing (ACP) environment.
Project Scope: This project provided the Department with the virtual call center solution to the expressed business needs that came out of the Strategic Planning Conferences. These needs include:
State of California Employment Development Department, EDD , Disability Insurance Branch
Project: The CMA Call Center Implementation Team assisted in the development of technical strategy and implementation plans involving the Statewide roll out of D.I.'s Customer Service Call Centers. The project will consisted of two phases. The tasks for each phase were:
Phase 1 - Conducted a preliminary business needs analysis with DI Branch executive staff :
1. Reviewed and updated the DI Branch's current environment description, process flows, first level functions and grouped electronic processes as they relate to ACP.
2. Using DI and ACPG statistics, reviewed current and projected:
3. Reviewed Stockton and Riverside call center locations and facilities for site specific requirements such as environmentals, cabling, equipment room location, MPOE (Pac Bell entrance facilities), etc.)
4. Determined DI Branch's current and future business direction for call center implementations including known implementation time frames.
Phase 2 - CMA used the information collected in phase 1 to:
1. Analyze the functionality of the ROLM 9751 versus the DMS 100 platforms and their supporting MIS software in relation to DI's business needs. The deliverable included a comparison matrix along with a supporting narrative of:
2. Explore alternatives to:
3. Provide a full cost analysis of the support required for the two platforms and "Super Gate Keeper" including equipment, software personnel and related costs. The deliverable included a comparison matrix, a recommendation for on-site/off-site support and a description of the skills required to provide that support.
4. Provide recommendations for the most effective alternatives for meeting the DI Branch business requirements and implementation dates for its ACP call center roll out. The deliverable consisted of narrative, matrix and graphical support for the recommendation.
5. Provide a recommended implementation plan for the first call center that included site locations, tasks, milestones implementation issues, timeframes, resources, and responsibilities to meet DI implementation schedules.
6. Provide a recommended transition plan that assisted DI in transitioning workload and staff for the first call center implementation as well as an additional transition plan for implementing the second call center.
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(DGS)- Telecommunications Division (TD)
DGS-Telecom Division engaged Communications Management Associates (CMA) to evaluate the four alternatives DGS-TD had proposed for the impending move of a CALNET node in Los Angeles and suggest other alternatives. During this project we also delivered an opinion survey derived from interviews with several large State agencies on the products and services CALNET provides.
The following options were considered for the move of the Los Angeles SCIP:
Based on the decision matrix and the cost, CMA recommend Alternative 3 as the best option for the immediate move.
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Project: CMA prepared an independent analysis of the PBX vs. Centrex issue at the California State lottery (CSL). The analysis was lead by Rod Feather, CMA's principal consultant and Centrex vs. PBX expert. CMA's comparative analysis of PBX vs. Centrex took into consideration two aspects:
1. What was the validity of the CSL's study and recommendation.
2. CMA's independent comparative analysis of the best solution to meet the CSL's business needs.
The first of these two considerations began with a review of the CSL's comparative analysis and recommendation of Centrex vs. PBX. The Lotto's study included an FSR, request for quotation (RFQ), the RFQ evaluation, and the final recommendation. We validated the comparative analysis of cost and functionality of the studies two alternatives, Centrex and PBX. We then validated the proposed vendor's design for meeting the CSL's business needs. This analysis was based on our knowledge of the functionality and capabilities of the proposed vendors equipment. We were not provided with the proposed vendors RFQ response. Our analysis of costing was limited to the summaries of vendor pricing in the CSL's RFQ evaluation.
The second consideration is critical to the decision making process in that management objectives and goals of the organization should drive strategic decisions on technology implementations. We took the CSL's stated business objectives and functional requirements as stated in the FSR and performed a comparative analysis of Centrex vs. PBX in supporting them.
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California State Lottery (CSL) - Application Development Tools
Project: CSL engaged CMA to develop an implementation plan for a suite of application development tools. The goal was to integrate new development tools into the Lottery production environment with the greatest effectiveness considering the capabilities of the tools, the environment and resources of the Lottery.
Four methods for deploying an application development environment were explored and a recommendation was made for the best implementation within the California State Lottery.
Based on the analysis presented, an implementation of the client/server system used on the Internet was recommended for use at the Lottery. This implementation was designed to use the existing mainframe system of applications and databases and make them available through a universal Graphic User Interface (GUI) installed on local computers within the Lottery.
The principle advantages of this approach are:
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This project was a revenue producing arrangement that employed a functional set of needs in an RFP, rather than traditional bidding specifications. The RFP was designed to obtain a "Telecommunications Partner" for BART that would construct, maintain and market a fiber optic conduit system along the transit authority's right of way. As part of the agreement, BART received a quantity of dark fiber, a trunked radio system and a SONET system for its own usage, as well as revenues from the winning vendor Metropolitan Fiber Systems. Additional components requested in the RFP included:
CMA has completed three additional projects with BART. They include:
PROJECT SCOPE:
The project provided the FTB with the foundation for a integrated Public Service Strategic Process (PSSP) which was intended to meet three key objectives:
The project included an assessment of FTB's existing Interactive Voice Response (IVR) system, its Automated Call Distribution (ACD) Systems and it Private Branch Exchange (PBX) and their capabilities to support FTB's public service objectives. While the original focus of the review was on TSCS, the study team soon discovered that there were several other, smaller "call centers" within FTB including, but are not limited to Accounts Receivable, Filing Enforcement, Practitioner Support Services, Contract Administration and the Taxpayer Advocates Office. Therefore, scope of the review was modified to include all public service telephone contact within the department.
The project consists of multiple interrelated phases. The tasks for each are detailed in the Implementation Work plan. The phases include:
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CMA provided shared resource consulting services to the State of California Department of Transportation (Caltrans).
Project Scope 1: The development of Caltrans' real estate assets by the wireless industry;
Project Scope 2: The development of Caltrans' rights-of-way (ROW) by the fiber optics industry. The "Market Driven Approach" for resource sharing projects is a four phase process. The phases are:
The second tier of the marketing effort focused on the segments of the telecommunications industry most likely to be interested in developing the public agency's assets. This survey determined the exact level of telecommunications industry interest (none, low, medium, high, etc.) in the development of a public agency's ROW and other properties. Estimates of potential revenues and other amenities (in kind contributions, discounted services, etc.) were provided to the client at the end of this phase.
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Scope of Work: New VoIP enabled Telecommunications system. analysis and procurement
Review and asses current telecommunications environment including Network services. Develop, distribute and analyze RFP responses. (8 Vendors).Managed Installation of new InterTel Telecommunications system including 6 VoIP sites, 2 Call Centers, and 100 stations with 6 IP Phones. Provided Vendor Management through out procurement and installation
On going-Assist Allied in all aspects of telecommunications, Bill reviews, contract negotiations, line and circuit ordering and installation management. Single point of contact for all telecommunications escalations and expedites. Provide technical expertise in the areas of network circuits, systems and VoIP applications
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New Telecommunications system analysis and procurement
Scope of Work: Review and assess the current telecommunications environment for the City. Develop needs assessment based on the current environment. Develop and distribute Request for Proposal to purchase a 500 station with 10 VoIP sites. RFP analysis and recommendation. (8 vendor proposals). Provided Vendor Management through out procurement and installation.
Phase 1 - For the City of Watsonville Wiyaka/CMA proposed an initial project with three major tasks:
Select a Vendor to implement the telecommunications Plan (Voice)
Implement Telecommunications System (Voice)
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The scope of work for the City of Santa Barbara consisted of the following three phases:
Phase 1: The purpose of phase 1 was to evaluate and prepare a written report discussing the current NEC 2400 telephone switch with respect to its growth potential and life expectancy, within the confines of it's current location, and the growth potential and life expectancy if relocated to a larger area.
Phase2: Identify, in writing a suitable migration path to a new NEC telephone switch. This migration path was developed to include the following considerations;
a) All existing components and peripheral equipment which could be reused with the new switch. This would include, but not be limited to, telephone instrument, DRUs, and the Centigram voice mail system.
b) The potential for, and cost effectiveness of, eliminating OPX circuit and combining voice with data on existing frame relay circuits, to consolidate telephone and computer service to remote City facilities.
c) Identify all potential benefits to be derived by the City with migrate to an upgrade switch including benefit to be derived from computer telephone integration and multi-media services.
Phase3; Provide a written evaluation covering the plausibility and estimated cost of moving the telephone switch, from its current location, to a new location within the Public Works Facility.
a) This evaluation would include a detailed, chronological listing of all the steps involved, a time line, and the estimated expense to move the switch.
The second part of this evaluation would include a detailed, chronological listing of all the steps involved, a time line, and the estimated expense to replace the existing switch with the telephone switch identified in Phase2, to be located within the Pubic Works Facility.
Rod feather-CMA and Bill Van Derripe-CTI performed this project as a joint effort. We recommended the City stay with the NEC product line since they could reuse most of the trunk and station cards in a new NEC 2400 IMX. We also recommended the city not move the switch, but renovate and expand the existing switchroom.
3/15/99 CTI/CMA have been asked back to prepare an RFP for the acquisition of the NEC 2400 IMX.
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Scope of Work:
Project 1 - Recommend Telephone System It is our goal in this project to identify the telephone system requirements that meet the Marin Municipal Water District's needs and select the most appropriate manufacturer/distributor to provide the technology at a reasonable cost. The tasks included:
RECOMMENDATION Williams Communications Solutions, LLC In 1997 Northern Telecom and Wil Tel merged their sales and service organizations to create Williams Communications Solutions (WCS). The new WCS is a $1.4 billion company providing sales and service in all 50 States and Canada. WCS proposed a Nortel Option 11C which has the same processing power as the larger PBXs. This new processing power increases its capacity from 300 ports to 804 ports.
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American Civil Liberties Union
American President Systems
Apple Computer
Bay Area Rapid Transit (BART)
Bishop Paiute Telework Center
Centex Telemanagement
Charles Schwab & Co.
City of Daly City
City of Foster City
Department of General Services-Telecom Div, State of California
Employment Development Dept, State of California
California State Lottery
California Franchise Tax Board
CalTrans
G-Tel
GTE Customer Networks
Higgins Lumber
ICF Communications
Intuit, Inc.
In-Vision Communications
Los Rios Community College
NEC BCS, West, Inc.
Network Equipment Technology
PacTel Meridian Systems
Raychem Corporation
Raynet
Referral Systems Group, Inc.
ROLM Corporation
Teledynamic Communications
Toyota of Walnut Creek
UCSF Medical Center
Visiting Nurses, Inc.