CREW: General Services Administration: Regarding E-Gov Travel: 1/21/2010 - Final Revised Proposal REDACTED

CW GOVERNMENT TRAVEL, INC.
ESTABLISHMENT AND MANAGEMENT OF
eTRAVEL SERVICES
FOR
GENERAL SERVICES ADMINISTRATION

FEDERAL SUPPLY SERVICE
RESPONSE TO SOLICITATION NUMBER FBGT-CD-030001-N
ORIGINALLY SUBMITTED ON JUNE 13, 2003
ROUND 2
FINAL REVISED PROPOSAL – SUPPLEMENTAL,

JULY 25, 2003
THIS PROPOSAL INCLUDES DATA THAT MAY NOT BE DUPLICATED, USED, OR DISCLOSED OUTSIDE OF THE GENERAL SERVICES
ADMINISTRATION (GSA) – IN WHOLE OR IN PART – FOR ANY PURPOSE OTHER THAN TO EVALUATE THIS PROPOSAL. IF,
HOWEVER, A CONTRACT IS AWARDED TO THIS OFFEROR AS A RESULT OF – OR IN CONNECTION WITH – THE SUBMISSION OF SUCH
DATA, GSA WILL HAVE THE RIGHT TO DUPLICATE, USE, OR DISCLOSE THE DATA TO THE EXTENT PROVIDED IN THE RESULTING
CONTRACT. THIS RESTRICTION DOES NOT LIMIT GSA’S RIGHT TO USE INFORMATION CONTAINED IN THE DATA IF IT IS OBTAINED
FROM ANOTHER SOURCE WITHOUT RESTRICTION. THE DATA SUBJECT TO THIS RESTRICTION ARE CONTAINED IN ALL SHEETS OF
THE PROPOSAL.
eTravel Services
Final Revised Proposal – Supplemental
TABLE OF CONTENTS
I. PERFORMANCE WORK PLAN - BASE PERIOD .............................................................................................................. 1

A. PLAN TO REFINE/READY E2 FOR IOC ................................................................................................................... 1
A.1 FUNCTIONALITY AND TESTING ......................................................................................................................... 1
A.2 USABILITY ...................................................................................................................................................... 1
A.3 KEY MILESTONES ........................................................................................................................................... 3
B. IMPLEMENTATION PLAN FOR IOC/FOC................................................................................................................ 11
B.1 STAFFING AND TRAINING PLAN ...................................................................................................................... 11
B.2 PMO STAFFING PLAN ................................................................................................................................... 19
B.3 BDW WORK PLAN ........................................................................................................................................... 22
B.4 MS PROJECT PLAN LAYOUT ............................................................................................................................. 23
II. PERFORMANCE PLAN ............................................................................................................................................. 28
APPENDIX.................................................................................................................................................................. 29
APPENDIX A. CARLSON ETS TESTING PRACTICES....................................................................................................... 30
APPENDIX B. KICKOFF AGENDA ................................................................................................................................. 36
APPENDIX C. INFRASTRUCTURE AND INTERFACE QUESTIONS & PROFILE...................................................................... 38
APPENDIX D. IMPLEMENTATION CHECKLIST ................................................................................................................ 41
APPENDIX E. ONLINE BOOKING QUESTIONNAIRE......................................................................................................... 45
APPENDIX F. ETS TMC QUESTIONNAIRE .................................................................................................................... 48
APPENDIX G. PROFILE SYNCHRONIZATION MAP .......................................................................................................... 51
APPENDIX H. FINANCE QUESTIONNAIRE ...................................................................................................................... 54
APPENDIX I. BUSINESS DATA WAREHOUSE SAMPLE REPORTS .................................................................................... 58
APPENDIX J. ANSWERS TO QUESTIONS ...................................................................................................................... 59
APPENDIX K. CHANGE PAGES .................................................................................................................................... 65
Integrating
Solutions with Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.
Service Solicitation Number FBGT-CD-030001-N
¾
Round 2, Final Revised Proposal, Page ii
eTravel Services
I. PERFORMANCE WORK PLAN - BASE PERIOD
On the following pages, CW Government Travel, Inc. (CWGT), hereinafter referred to as Carlson, provides the Government
our eTS/E2 testing and refinement strategy and plan; implementation staffing and training plan for IOC and FOC; and our
Business Data Warehouse work plan. All work plan activities are rolled-up to a Master Project Plan, provided at the end of
this section.
A. Plan to Refine/Ready E2 for IOC

During the demonstration of Carlson’s eTS Solution, approximately 66 functional script requirements were tested and
usability was assessed by evaluators. Areas for improvement were identified. These areas formed not only the baseline of
performance, but also the basis of a work plan for achieving IOC/FOC. The ultimate goal of the work plan is the
development of a product roadmap comprising functional, technical and usability improvements that can be implemented
quickly and efficiently.
A.1 Functionality and Testing
Carlson’s plan focuses on the continual use of regression testing as a means of testing application functionality to address
eTS requirements and objectives. Using GSA test scripts as a “benchmark”, Carlson continues to test against these scripts as
well as developing additional scripts to test all requirements. Regression testing is conducted on a continuing basis using
automated tools that test each scheduled build of the application. Please refer to Appendix 1 Carlson eTS Testing Practices.
A.2 Usability
Our plan focuses on using a combination of quantitative and qualitative feedback mechanisms to enhance product
intuitiveness/usability as well as simplifying and standardizing the eTravel process.
¾ This plan focuses on five areas of usability
♦ Simplification of Language
♦ Simplification of Navigation
♦ Simplification of Form & structure
♦ Simplification of Process
♦ Component Integration and Seamlessness
¾ Feedback Mechanisms to be used
♦ Internal user testing
♦ Third Party Laboratory Testing using Federal Travelers comprising all eTS user roles.
♦ Customer Training surveys focused on usability
♦ Customer Surveys, deployed on the eTravel Portal, during implementation, focused on usability
♦ IV & V Government Testing
♦ Other web applications
Results To Date
¾ Formal usability testing was initiated on July 21st. Within a matter of three days numerous improvements with respect to
the eTravel portal and the application were identified with respect to the five areas identified above. Examples are:
♦ Initial improvements were identified to enhance the eTravel portal with respect to content and usability by the
eTravel PMO for a single source of eTravel information.
♦ Numerous changes have been made to convert text to “plain language”
♦ Horizontal scrolling has been eliminated and vertical scrolling is being reduced.
♦ Areas have been identified to make the travel process more transparent to the user.
Integrating
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Round 2, Final Revised Proposal, Page 1
eTravel Services
♦ Areas have identified to reduce the number of steps to complete a task thus reducing the amount of mouse clicks,
and also reducing time to complete a process.
♦ Carlson has initiated discussions with GetThere on July 21st to identify areas to improve “seamlessness” between
the application and the on-line booking engine.
♦ Areas of “navigation” improvements have been identified to assist the user to determine “where they are and where
they need to go” in the travel process.
¾ All these areas for improvement are being documented, as reflected in the following chart in Section A.3 Key Milestones.
This methodology is being employed to prepare a product roadmap migration plan to meet IOC milestones. Our goal is
to have a preliminary plan developed by July 31st to be and updated on a daily basis prior to contract award.
¾ Third Party Laboratory Testing – A Third Party Vendor, Human Factors International (HFI) was engaged on July 21st to
perform an initial assessment and develop a laboratory usability-testing plan. Initial results are to be received on July
25th.
¾ A plan is being developed to revise customer surveys and training feedback surveys to incorporate “usability” as a
component of all surveys. The content of these surveys will be coordinated with the eTravel PMO to ensure consistency
of feedback. Target date for completion of this plan is July 31st.
¾ Product Development Process. The above steps represent a short-term view. A longer-term process is required to
manage the product life cycle. Figure 1 reflects the process that has been implemented for life cycle management.
Marketing/
Customer Driven Development Sales Technology
Planning Driven
Requests Driven Requests Driven Requests Driven Requests
Requests
Rejected
or No No
Deferred Strategic Planning
Idea Clarification Opportunity Validation - Revenue Plan
- Rejection List Put on Yes - Description Review Yes - Analyst Review Review Yes
- Deferred List Opportunity - Market Assessment Commitee - Risk Assessment Commitee
- Sent-to-SWAT List List? - Value Proposition Approval? - Patent Assessment Approval?
- Opportunity List - Rough Cost Estimate - Refined Cost Estimate
- Product Roadmap Update
Needs
Sent to
More
SWAT
Research Study
Maybe
- Market Research
- Technical Research
- Usability Testing
SWAT
- Bug Fixes
- Minor Enhancements
Sales Development
- Market Strategies
- Sales Process
- Sales Tools
- Internal Rollout
Product Development
- Task Description / Design Product Planning
Product Review Product Acceptance
- Implementation - Release Charter
- Modifications - Updating Training
- Documentation & Media - Feature Charters
- Enhancements - Sent Press releases
- QA Test Plan / Approval - Release Plan
- Master CD's
Promotion Develpment
- Advertising
- PR / Press Release(s)
- Events Scheduling
- Lead Generation
- Product Presentation
Figure 1 Product Life Cycle Management
Integrating
¾
eTravel Services
Carlson envisions a two-prong approach for involving Government users (User roles) in post award usability testing. The
first approach envisions use of a Third Party Usability Lab. This approach uses a Third Party to independently test
application usability. Federal employees, comprising all travel related roles, will be used on a continuing basis.
As our second approach, Carlson recommends the establishment of a joint eTravel PMO/Carlson User Group. The purpose
of this User Group would be to collect all user feedback (functionality and usability) and then validate changes as a part of
the application change/release management process and program. This User Group would also serve as the focal point for
developing the structure and content management of the eTravel Portal.
A.3 Key Milestones
On the following pages, we provide our detailed short-term eTS/E2 Refinement Plan.
Integrating
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eTravel Services
Usability
Function/Module Summary of Change Impact of Change Started Completed
Category
Login Page Revamp look and feel of login page Form and Structure Significant since this is 7/23/03 7/24/03
- Replace CWGT logo with eTravel logo the first page in the
- Use "E-Travel Login" for title application
- Dummy links for
- Forgot Username/Password
- First-time User
Portal Page - Change "Trip Planner" to "Travel Center" Language Demonstrate that we are 7/23/03 Est 7/31/03
- Take out "E2" on links looking at every detail to
- Change "E2 Portal" to "E-Travel Home" make the entire app user
- Change "Training" to "Online Training" friendly
- Remove "Open selected Auth" button - Anil
- Smaller text for "Logout" and "Username"
- Remove "Welcome"
- Add "Shortcuts" component that takes the Form and Structure Ease of Use - Fewer 7/23/03 Est 7/31/03
traveler to other sections directly such as 'User clicks to get to frequently
Profile' etc used Functions.
- Take out radio button on travel data view and Form and Structure Cleaner User Interface - 7/23/03 Est 7/31/03
change Trip Id column to hyperlink more real estate
Change Portal Layout to customize to an Agency Form and Structure 7/23/03 Est 7/31/03
-
Put more spacing between portal components Form and Structure Cleaner look - better 7/23/03 Est 7/31/03
visual
Change 'Discovery' to 'Business Intelligence' Language 7/23/03 Est 7/31/03
Put clickable-logo below calendar component for Form and Structure Demonstrate how we 7/23/03 Est 7/31/03
'National Travel Forum' promote the National
Travel Forum
Entire App After a Main or Sub-Menu item is clicked on - Form and Structure Programming change 7/23/03 Est 7/31/03
highlight it so that user knows what was selected required to ThinkCAP
Travel Authorization Pull out "Federally Sponsored Travel" to a menu Flow Reduce number of steps 7/23/03 7/24/03
link for creating a Federally
sponsored trip
Integrating
¾
eTravel Services
Usability
Category
Remove Left Nav section out during Form and Structure Cleaner look - More user 7/23/03 7/24/03
authorization process; leave it on the main friendly
section pages
Move "Save and Review" down to the bottom Form and Structure Cleaner look - More user 7/23/03 7/24/03
menu as a link "Trip Summary" friendly
Add "Previous Step" button to navigate to prior Flow More user friendly flow 7/23/03 7/24/03
step in process
Change "Continue" buttons to say "Next Step" Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Pages need titles Form and Structure Cleaner look - better 7/23/03 Est 7/31/03
visual
Right-Justify number columns, also in data views Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Change time format to 12 hour from 24 in all Form and Structure Cleaner look - More user 7/23/03 7/24/03
areas friendly
Travel Authorization - Add day of the week to data view dates Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Destination friendly
Move columns in data views Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Change "Home Site" to "Departing From" Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Breadcrumbs - Change "Destination(s)" to "Trip Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Details" friendly
Breadcrumbs - Change "Departure" to "Return Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Details" friendly
Align "arrivals" section to the right of "departure" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
section friendly
Add "Add Destination" Button Flow More user friendly flow 7/23/03 7/24/03
Add links to city names in data view Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Replace "Continue" button with "Add Return Trip Flow More user friendly flow 7/23/03 7/24/03
Details" and go to return screen
"Next Step" button on "Return" screen (Medium Flow More user friendly flow 7/23/03 7/24/03
Confidence)
Integrating
¾
eTravel Services
Usability
Category
Change "Edit Home Site" to "Change Departure Form and Structure Cleaner look - More user 7/23/03 7/24/03
City" friendly
Remove "TDY Leave" checkbox and add that to Flow More user friendly flow 7/23/03 Est 7/31/03
"reason" dropdown menu but call it 'Leave'
Change "Reason" dropdown name to "Reason Form and Structure Cleaner look - More user 7/23/03 7/24/03
for Stop" friendly
Add a "Save" and "Cancel" to all screens Flow More user friendly flow
Travel Authorization - Take out "Estimated Other Expenses" and make Flow More user friendly flow 7/23/03 7/24/03
Estimated Other Expenses it a link on the Summary page
Add "Optional" in title Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Take out "OCONUS" bar Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Travel Authorization - Fund Change "Fund cite" to "Accounting Code" Form and Structure Cleaner look - More user 7/23/03 7/24/03
cite friendly
Remove review page Flow More user friendly flow 7/23/03 Est 7/31/03
Only show defined fund cites from User Profile Form and Structure More user friendly flow 7/23/03 7/24/03
Update allocated funds when multiple fund cites Program Logic Modify application's 7/23/03 Est 7/31/03
are selected functionality to not do
certain steps upon
submit.
Keep a running total to how much is left to be Form and Structure More user friendly 7/23/03 7/24/03
allocated interface
Entering a value into a fund cite will "check" that Form and Structure More user friendly 7/23/03 Est 7/31/03
fund cite, zeroing a field will "uncheck" that fund interface
cite (Low Priority)
Concatenate "Job1" and "Job2" columns into Form and Structure More user friendly 7/23/03 7/24/03
"Accounting Code" interface
Travel Authorization - Change "Select Approver" to "Change Approver" Form and Structure Cleaner look - More user 7/23/03 7/24/03
Summary friendly
Move edit links closer to text it edits Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Remove "Cash Advance" check box and make it Form and Structure More user friendly 7/23/03 Est 7/31/03
a link - (Low Priority) interface
Integrating
¾
eTravel Services
Usability
Category
Change "Prepaid" to "Meals Provided" Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
Remove "Edit Site" link and make the city name Form and Structure Cleaner look - More user 7/23/03 7/24/03
the link to edit friendly
Re-order columns in Destination data view to - · Form and Structure Cleaner look - More user 7/23/03 7/24/03
Departure City: Departure Airport: Departure friendly
Date: (space): Arrival City: Arrival Airport: Arrival
Date: Travel Mode: PerDiem: Meals Provided:
Hotel: Car Rental
Change "Estimated Total Expenses" to Form and Structure Cleaner look - More user 7/23/03 7/24/03
"Estimated Trip Costs" friendly
Change "Submit" on Remarks to "Save Form and Structure Cleaner look - More user 7/23/03 7/24/03
Remarks" friendly
Change "Submit" when back from Get There to Form and Structure Cleaner look - More user 7/23/03 7/24/03
"Send to Approver" friendly
Travel Authorization - Airport When displaying airports for selected destination Form and Structure More user friendly 7/23/03 Est 7/31/03
Mileage city - need to display airports in ascending order interface
of mileage and display mileage
Voucher Move "View Original Order" to bottom and Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
change to "View Original Authorization" friendly
Make "Edit" links stand out Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Change "Edit" to "Enter ... Expenses" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Add "Meals" to "Lodging Expenses" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Add "Voucher" title Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Take out ">>" in top nav area Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Take out "Rules Engine" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Add spacing between Trip Info and Total Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Expenses "Use links below to enter actual friendly
expenses"
Integrating
¾
eTravel Services
Usability
Category
If "Send to Approver" is successful, then go to Flow More user friendly flow 7/23/03 Est 7/31/03
the Trip List with a "successfully sent" message
If "Send to Approver" fails, then keep current Flow More user friendly flow 7/23/03 Est 7/31/03
functionality
Voucher - Lodging Expenses Re-order columns as in Authorizations Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Move "Mode" and "Stop" in data view and Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
change to "Travel Mode" and "Reason for Stop" friendly
Change "Prepaid" to "Meals Provided" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Remove "Return to Voucher" button Flow Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Voucher - Transportation Spell out "POV", "I&A", "POP" Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Expenses friendly
Voucher - Other Expenses Add "Expenses" to headers e.g. "Phone Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
Expenses" friendly
Move Edit links closer to items they edit Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Give "Laundry" a Help link Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
Reports Remove "Raj Test" Form and Structure 7/23/03 Est 7/31/03
Help Update logo (Non-ClearNova Activity) 7/23/03 Est 7/31/03
Change footer link to "Online Help" and go Form and Structure Reduce number of clicks 7/23/03 Est 7/31/03
directly to Help to get to Help
Local Travel 1. Remove left menu bar when entering a local Form and Structure Cleaner Look 7/23/03 7/24/03
travel item
2. Change item “Local Travel & Misc. Expenses” Form and Structure Consistent Terminology 7/23/03 7/24/03
to “Local Travel & Misc. Claims”
Local Travel List 1. Change button from “Restore from Archive” to Form and Structure User Friendly Text 7/23/03 7/24/03
“Retrieve Old Claim”
2. Title bar to display “Local Travel & Misc. Form and Structure User Friendly Text 7/23/03 7/24/03
Claims”
3. Change button from “Create New Local Form and Structure User Friendly and 7/23/03 7/24/03
Travel” to “Create New Claim” consistent text
Integrating
¾
eTravel Services
Usability
Category
Local Travel Step 1 (Dates 1. Possibly remove Type of Expense and allow Form and Structure More user friendly 7/23/03 Est 7/31/03
and Type) all expense types to be entered. This will add
the minor purchases entry into the main local
travel expense entry
2. Title bar to display “Local Travel & Misc. Form and Structure Cleaner look - More user 7/23/03 7/24/03
Claims” friendly
Local Travel Step 2 (Fund 1. “Fund Cite” to “Account Code” Form and Structure Non-DOD Terminology 7/23/03 7/24/03
Cites)
2. Concatenate “Job Number1” and “Job Form and Structure Cleaner look - More user 7/23/03 7/24/03
Number2” into “Account Code” and blank out Job friendly
Number2 if only a “~”
3. Remove “Fund Alias/Nickname” Form and Structure Show only relevant data 7/23/03 7/24/03
4. Fund Description should show alias. If no Form and Structure Cleaner look - More user 7/23/03 7/24/03
alias, then description friendly
5. Previous button Flow More user friendly 7/23/03 Est 7/31/03
6. “Local Travel History” to “Claim History” Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
7. Add “User Profile” link to bottom links along Form and Structure Cleaner look - More user 7/23/03 7/24/03
with Claim History friendly
8. Right justify, remove $ signs, and add Form and Structure Cleaner look - More user 7/23/03 7/24/03
comma’s to amounts friendly
9. Add “($)” to Fund Balance header Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
10. Add blue bar with “Claim Details” including Form and Structure Cleaner look - More user 7/23/03 7/24/03
status like in step 3 friendly
Local Travel Step 3 1. Change “Local Travel History” to “Claim Form and Structure Cleaner look - More user 7/23/03 7/24/03
(Summary and expense History” friendly
entry)
2. Add “User Profile” link to bottom links along Flow Faster access to 7/23/03 7/24/03
with Claim History frequently used function
3. Add “Date:” to Level-1/2 Approval and only Form and Structure More intuitive User 7/23/03 7/24/03
show when there is a date to show Interface
4. Change button “Edit Approver” to “Change Form and Structure More intuitive User 7/23/03 7/24/03
Approver” Interface
Integrating
¾
eTravel Services
Usability
Category
5. Change button “Edit Travel Dates” to “Edit Form and Structure Cleaner look - More user 7/23/03 7/24/03
Dates” friendly
6. Text “Travel Dates” to “Claim Dates” Form and Structure Cleaner look - More user 7/23/03 7/24/03
friendly
7. Title page from “Local Travel Authorization for Form and Structure Cleaner look - More user 7/23/03 7/24/03
….” To “Local Travel & Misc. Claims for …” friendly
8. “Local Travel Voucher Information” to “Claim Form and Structure Consistent and 7/23/03 7/24/03
Details” understandable
terminology
9. Suppress repeating dates and add “Seq.” Form and Structure Cleaner look - More user 7/23/03 7/24/03
column making “Seq.” column the link friendly
10. Remove buttons instead of disabling Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
friendly
11. Move fund cites to just under total expense Form and Structure More Intuitive User 7/23/03 Est 7/31/03
line and pretty up buttons Interface
12. Change “Fund Cites” to “Account Codes” Form and Structure Non-DOD Terminology 7/23/03 7/24/03
13. Concatenate “Key1” and “Key2” and make Form and Structure Show more meaningful 7/23/03 Est 7/31/03
“Account Code” removing key2 if only “~” data on the screen
14. A tally for allocation amounts Form and Structure Eliminate Manual 7/23/03 Est 7/31/03
calculation
15. Pretty up by adding blue bars to separate Form and Structure Cleaner look - More user 7/23/03 Est 7/31/03
details, fund cites, expenses, remarks, etc friendly
16. Possibly make a single save for saving Flow Less # of clicks 7/23/03 Est 7/31/03
allocations and remarks
17. “Edit Fund Cite” to “Change Account Codes” Form and Structure Non-DOD Terminology 7/23/03 7/24/03
18. Send to Approver should first save Flow More user friendly 7/23/03 Est 7/31/03
allocations and remarks behavior
19. Revision Code should only display when Flow More user friendly 7/23/03 Est 7/31/03
enabled or a revision code was entered behavior
Local Travel Step 3 1. Blue bar from “Edit Local Travel and Form and Structure Consistent Terminology 7/23/03 Est 7/31/03
(Expense entry section) Miscellaneous Expenses for …” to “Local Travel
and Miscellaneous Claims for …”
2. Change button from “Continue” to “Save Form and Structure More User Intuitive 7/23/03 Est 7/31/03
Expense”
Integrating
¾
eTravel Services
B. Implementation Plan for IOC/FOC

The following describes Carlson’s Standard Operating Policies and Procedures for the implementation of a new Agency.
Carlson fully expects that these initial procedures will be modified and enhanced based on lessons learned during IOC.
Carlson will work closely with the PMO to determine best practice to continually improve customer satisfaction. Note
Carlson intends to overstaff personnel during IOC to ensure completion in a timely manner.
B.1 Staffing and Training Plan
There are many factors that contribute to determining the appropriate level of staff required to successfully support an
Agency’s migration to eTS. The following are just a few of the factors that impact staffing decisions:
¾ Geographic dispersion of Agency employees.
¾ Total number of Agency installations.
¾ Volume of vouchers expected to be processed.
¾ Complexity of the Agency’s typical travel requirement, e.g. mostly simple domestic round trips versus complex, multi-
city international travel.
¾ Level of experience and sophistication each Agency currently has implementing enterprise software solutions.
One key factor to consider with respect to staffing plans is that each customer will have fixed and variable components. An
example of a fixed variable for staffing is “account management.” Every Agency will require an Account Manager (either
dedicated or shared). Therefore, account management is considered a fixed factor when determining staffing requirements.
An example of a variable factor would be the number of Help Desk personnel required to support an Agency.
B.1.1 STAFFING MODEL BY POSITION

Carlson will use the follow model as a starting point to determine proper staffing levels for implementations other than IOC.
Account Manager: Responsible for the overall success of the relationship between Carlson and the Agency. The Account
Manager’s responsibility begins with first customer contact and remains in place through contract conclusion. Agencies with
at least 50,000 vouchers per year will receive a dedicated Account Manager. Agencies with less than 50,000 transactions per
year may have a shared Account Manager.
Implementation Project Manager: Responsible for scheduling initial agency meeting, explain and demonstrate the
Carlson eTS Solution, provide detailed, agency specific integration plans, conduct weekly conference calls with the GSA
eTravel PMO and agency to discuss and mitigate roll-out issues and maintain/execute against a detailed milestone-based
project plan. Agencies with at least 50,000 vouchers per year will receive a dedicated Project Manager. Agencies with less
than 50,000 transactions per year may have a shared Project Manager.
Implementation Operations Manager: Implementation operations also include the requisite technical support. The IOM
serves as the primary point of contact for all agency data integration. Documents exception rules and procedures, ensure
configuration of agency specific supplier designations, and establish file formats and the building of profiles within the
fulfillment agency’s Global Distribution System.
The Implementation Operations Manager will also mange the following positions:
¾ Business Analysts: Two per implementation.
¾ Technical Architect: One per implementation.
¾ Data & Interface Architect: Two per implementation.
¾ Technical Support Specialist: Two per implementation.
Agencies with 50,000 vouchers per year will receive a dedicated Project Manager. Organizations with extensive geographic
dispersion of locations will also be considered for dedicated support regardless of volume or number of employees.
Agencies with less than 50,000 transactions per year may have a shared project manager.
Implementation Financial Manager: Responsible for all agency billing and payment set-up processes. Agencies with at
least 50,000 transactions per year will receive a dedicated Financial Manager. Agencies with less than 50,000 transactions
per year may have a shared Financial Manager.
Integrating
¾
eTravel Services
Implementation Training Manager: Conducts training needs assessments, agency specific training sessions for Training
Administrators and any required supplemental training. In addition, the ITM will oversee the development of all training
curriculum as well as conduct the instructor-lead training required for each user role as outlined in the RFP.
Carlson anticipates that organizations of at least 60,000 travelers will require some duration of dedicated training support.
Organizations with extensive geographic disbursement of employees will also be considered for dedicated support regardless
of volume or number of employees.
Help Desk Support: Core staff plus one per 50,000 vouchers.
By working closely with the government’s Migration Management Team, Carlson can influence the Agency migration
schedule to optimize resources to ensure efficient, timely and successful transitions to eTS.
The following summarizes the baseline staffing model for implementation with any Agency.
Summary of Staffing Model

Position Requirements for Dedicated Resource
Account Manager > 50K Vouchers
> 50K Transactions and/or Geographic
Implementation Project Manager Diversity
Implementation Financial Manager > 50K Transactions
Implementation Operational Manager > 25,000 Travelers and/or Geographic Diversity
Implementation Training Manager > 25,000 Travelers and/or Geographic Diversity
Implementation Business Analysts Two Per Implementation
Implementation Technical Architect One Per Implementation
Implementation Data & Interface Architect Two Per Implementation
Implementation Technical Support Specialist Two Per Implementation
Implementation eTAC Help Desk Support Base Staff plus One Per 50,000 Vouchers
B.1.2 TRAINING PROCEDURES:

During Week 2 of the implementation planning period (see schedule below), the Training Manager will meet with their
Agency counterpart to explain the full scope of training services available to the Agency and to determine the extent of
training required based upon the unique attributes of that Agency.
During Week 4 of the implementation planning period (approximately three weeks prior to implementation day), the
Training Manager and Trainers will conduct either train-the-trainers instruction and/or training for each user role. This
training will be instructor lead and will accommodate at least 25 students per class. During this instruction, the Training
Manager will ensure that key personnel within the Agency are knowledgeable and comfortable with all of the training tools
that are available to the Agency employee to include:
¾ Self-paced Tutorials
¾ Knowledge Base
¾ Context Sensitive Help
The exact number of training sessions per user role will be determined by the size of the implementation. The following
depicts the number of training classes to be provided during implementation:
Implementation Service Levels for Training

Services Level A Level B Level C Large Scale
Number of User Profiles 500 2,000 5,000 120,000
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Implementation Service Levels for Training

Services Level A Level B Level C Large Scale
Instructor Led Class per User

1 3 6 15
Role
Min. of Number of trainees 150 450 900 2,700
Min. Number of Classes 6 18 36 108
Option to Repeat User Role
Classes (should no. of
1 3 6 12
classes exceed the no. of user
roles by):
Should the mutually agreed upon training plan require additional instructor lead training and/or instructor lead training at
other multiple Agency locations, the Training Department will execute the required training approximately three weeks prior
to implementation day at each location.
Carlson has access to extensive training resources including over 250 experienced trainers ready and available to support
eTS training. In the event of a large, single-agency rollout and/or in the event of a multi-agency rollout requiring on-site,
instructor-led training - Carlson is prepared to provide the personnel and processes necessary to assure success.
GSA provided two sample agencies to model for staffing and implementation. During IOC, Carlson will provide training to
one hundred percent of the agency personnel.
This training will be a blend of:
¾ Train the Trainer
¾ User Role
¾ Self-paced Tutorials
During the IOC kickoff meeting we will discuss with the agency the delivery method of unlimited training classes using
either:
¾ Virtual classroom with webinar technology
¾ On-site government training facility
Our experience has shown that a minimum of twenty-five persons per class maximizes the level of participation. We have the
training resources to accomplish a successful implementation. These training resources include but are not limited to training
managers, coordinators, writers and facilitators.
Performance will be monitored during execution in order to ensure adherence to the highest standards. This includes review
of survey completed by classroom participants as well as qualitative interviews with IOC representatives.
B.1.3 APPLYING THE MODEL TO A STANDARD IMPLEMENTATION

GSA provided two sample organizations for Carlson to model for staffing resources. Based upon the guidelines above,
Carlson would apply the following human resources:
Sample 1 – Implementation Standard Staffing
¾ Processes 20,000 expense claims per year,
¾ 9000 total employees 50% at HQ 50% distributed among 80 field sites
¾ 4000 travel card holders
¾ 2000 frequent travelers 25% at HQ and 75% distributed among 80 field sites
Resources During
Position Implementation
Account Manager 1
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Implementation Project Manager 1

Implementation Financial Manager 1/2
Implementation Operational Manager 1
Implementation Training Manager 1
Implementation Trainers 7*
Implementation Training Administrator 1
Implementation Business Analysts 2
Implementation Technical Architect 1
Implementation Data & Interface Architect 2
Implementation Technical Support Specialist 2
Implementation eTAC Help Desk Support 3
Total Resources For Implementation 22.5

* Assumes that the number of employees to be trained equals the number of travel cardholders.
Sample 2 – Implementation Standard Staffing
¾ Processes 250,000 - 300,000 expense claims per year
¾ 60,000 employees 15% at HQ and 85% distributed among 500 field sites of various sizes
¾ 49,000 travel card holders
¾ 25,000 frequent travelers 25% from HQ and 75% distributed among 500 field sites of various sizes
Resources During
Position Implementation
Account Manager 1
Implementation Project Manager 1
Implementation Financial Manager 1
Implementation Operational Manager 1
Implementation Training Manager 1
Implementation Trainers 22 *
Implementation Training Administrator 2
Implementation Business Analysts 2
Implementation Technical Architect 1
Implementation Data & Interface Architect 2
Implementation Technical Support Specialist 2
Implementation eTAC Help Desk Support 7
Total Resources For Implementation 43
* Assumes that the number of employees to be trained equals the number of travel cardholders.
B.1.4 IMPLEMENTATION ACTIVITIES AND SCHEDULE:

The following is an extract from Carlson’s overall Implementation Project Plan. It highlights by week many of the major
milestones required for success. For a complete list of activities associated with implementation, please refer to the attached
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Project Plan. In addition, Carlson has also provided a one-page graphic summarizing the major activities and milestones that
will allow Carlson to successfully complete IOC within 98 days.
Week 1 - Introductory Kick-Off Meeting (Audience is High-Level Meeting is Brief):

1) Discuss Agency, PMO and Carlson goals, objectives and potential obstacles.
2) Reiterate Agency, PMO and Carlson commitment to success.
3) Mutually define measurement of success for implementation and full adoption.
4) Define resources available from all parties.
5) Distribute implementation checklists for initial review in one week.
6) Review proposed implementation timeline.
Week 2 - Detailed Kick-Off Meeting (Audience is Implementation Level):

1) Discuss full scope of configuration options available to Agency.
2) Subject matter experts review first pass of implementation checklists.
3) Turn on Agency specific pre-production system for Agency review.
4) Review plan for internal Agency marketing.
5) Begin review of training plan.
6) Define user roles and permissions
7) Complete roles and permissions templates
8) "Identify governing regulations/policies, i.e., JTR/JFTR/FTR"
9) Complete eTS configuration options template
10) Approval & routing chains
11) Agency-specific supplier designations
12) Agency specific messages and warnings
13) Inputs and outputs to TMC
14) Identify on-line booking customer requirements
i) Establishing policy
ii) Profile management
15) Identify customer support services
i) Communications and methods, Location, Hours of operation
ii) Identify ticket fulfillment
16) Identify possible integration issues
i) Agencies interface to the EAI
ii) Agencies equipment versions
17) Customer technical requirements
i) System requirements – none on client
ii) Browser requirements
iii) Security
iv) Security requirements between E2/Customer
18) System administration requirements
i) Determine structure of customer’s organization - major customer list, minor customer list
ii) Complete customer questionnaire to include:
(a) Agency hierarchies
1. Federal Government, Executives Branch, Department, Agency, Organization, Major
Organization, Minor Customer
(b) Major customer settings
(c) Minor customer settings
(d) Identify user data
1. Transfer method
2. Flat file?
3. Interface to personnel system
4. Requirements gathering/site survey
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(e) Implementation Data Gathering Meetings

19) Develop training
i) Identify customer training options
(a) On-line Training
(b) Train the Trainer
(c) Train the User
ii) Agree on training plan rollout
iii) Schedule training sessions
20) Financial
i) Identify financial services
(a) Financial input/output data feeds (Data Exchange)
(b) Budget validation
(c) Initial output obligation/disbursements
(d) Checkbook accounting
ii) Billing parameters
(a) P.O.C. and phone number for billing resolutions
(b) "Form of payment to be used IBA, CBA, EFT"
(c) Who and where to send the bill to
(d) Detail data required on bill
iii) Identify reporting
(a) Standard Reports
(b) Custom Reports
iv) "Financial, IT and Personnel requirements"
(a) "Obtain POC, phone number, email, etc., from Customer IT, Customer Finance and Customer
Personnel arena"
(b) Customer IT is needed to assist in receiving and transmitting files
v) "Establish secure means of transmitting data (i.e., FTP, CD, etc.)"
vi) If update to finance is required:
(a) Determine means to obtain download of finance data
(b) Establish update layouts
(c) Obtain update schedules
(d) Establish audit parameters
vii) Customer personnel required to obtain download of user data including at a minimum:
viii) Provide customer with required layout for required data
ix) Lag time for additional information as needed
Week 3 – Initial Data Loads

1) Agency Specific Data Loads
2) Traveler profiles
i. Client pushes file of data
ii. Review cycle with client
3) Fund citations
4) CBA credit cards
Week 4 – Customer Support Services

1) Customer Support desk opens
Week 4-6 – System Configuration, TMC Integration
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1) Configure system administration environment

i. Set up static data
ii. Set up positions and responsibilities
iii. Set up system administrative options
2) Perform testing of TMC input/output
i. Execute testing routines
ii. Confirm testing accuracy
3) Go-No-Go meeting with client
Week 6-7 – Standard I/O Integration Agreements

1) Present and receive approval for integration agreements from to client
Week 7-10 – EAI Implementation

1) Data interface testing with EAI Platform
2) Release production system
3) Establish release strategy
Week 5-10 - Training

1) Training
a. Client to Client User Training
i. Determine project training team
ii. Prepare for cultural changes
iii. Resolve organizational issues
iv. Client created training schedule
2) Conduct user training
i. CWGT Train the Agency Trainers
ii. Self paced online CBT
3) Class room options
i. Train the Trainer 8 hours class or
ii. Train users
1. FT 4 hour class
2. FTAC 4 hour class
3. FSTAC 2 hour class
4. FFTAC 1 hour class
5. FATA 2 hour class
6. FATC 3 hour class
Week 10-14 – Configuration & Change Management

1) Configuration & change management
a. Change and deliver configuration items
b. Manage change requests
c. Monitor and report configuration status
Week 9-23 - Deployment

1) Staggered start up deployment to agencies depending size A, B, C, or D
B.1.6 IOC IMPLEMENTATION PLAN MILESTONES
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B.2 PMO Staffing Plan

The following represents Carlson’s proposal to support and manage our relationship with the GSA Program Management
Office (PMO). This information is our recommendation based upon the information available to date. Working with the
GSA PM office we will make adjustments and modifications to this plan as appropriate to ensure the complete success of
eTS. Our recommendation is that immediately after award we meet to discuss this plan to ensure our mutual success.
Carlson will divide support for GSA’s PMO into the following four fundamental disciplines:
¾ Executive Relationship and Overall Program Satisfaction
¾ Architecture and Technology Management
¾ Customer Experience, Implementation, Support and Customer Satisfaction
¾ Hosting and Business Data Warehouse
Figure 2 Organizational Chart documents the full scope of this team and indicates which personnel we have identified that
would work very closely with the GSA PMO and Agency experts in Washington DC. The following details the scope of
responsibility for each of these four disciplines.
Figure 2 – Organizational Chart
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Executive Relationship and Overall Program Satisfaction

Dan Lee, Carlson’s Program Manager is responsible for ensuring the success of the eTS solution and maintaining the
executive relationship with the government. Mr. Lee reports directly to Erma Spell, President of CW Government Travel,
Inc. Ms. Spell reports directly to Marilyn Carlson Nelson, the Chairman of the Board of Carlson Government Travel, Inc.
Ms. Nelson is also the Chairman of the Board of Carlson Companies Inc. Through this reporting relationship, Mr. Lee has
direct access to the resources of Carlson Companies, Inc. This gives Mr. Lee immediate access for resolution of eTS issues.
Mr. Lee will be the Government’s single point of contact for all relationship and program satisfaction issues.
Carlson recognizes that the IOC / FOC process will require a great deal of attention from the entire Carlson team. Carlson’s
IOC / FOC Implementation Plan documents the extensive resources that will be applied to ensuring timely success of IOC
and FOC. During IOC and FOC, Mr. Lee will have daily interaction with the PMO staff. Post IOC and FOC, Mr. Lee will
interface with the PMO staff based upon the following schedule:
¾ Face-to-Face Performance Incentive Review: Semi-Annual
¾ Face-to-Face Full Program Reviews: Quarterly
¾ Face-to-Face Status & Metric Reviews: Monthly
¾ Pre-schedule PM-to-PM Conference Calls: Weekly
¾ Ad-hoc Interface for Issue Resolution: As Required
Reporting directly to Mr. Lee will be Warren Kirchner who is responsible for all application technology related activities;
Tony Colangelo who will be responsible for all customer support and integration activities; Robert Peterson who is
responsible for Subcontractor Relations; Lottie Myers who is responsible for Contract administration; and Mani Ratman who
is responsible for Hosting and Business Data Warehousing.
Architecture and Technology Management

Working with his PMO counterpart(s), Mr. Kirchner and his staff will be responsible for all application architecture and
technology related activities to include the following specific responsibilities:
¾ Ensuring Functional and Technical Compliance with requirements and objectives as required by the eTS contract.
¾ IV&V Testing and Certification & Accreditation.
¾ Usability and Functionality Enhancements e.g. defining and implementing minor and major version releases. Includes
managing co-located usability lab.
¾ Review and Implementation of Strategic Technology Enhancements e.g. determine appropriateness of emerging
technologies and facilitating the establishment of a Product Roadmap.
¾ Ensure Compliance with Industry and Government Initiatives.
Upon contract award, the majority of positions for Mr. Kirchner’s organization will be filled by existing members of the
Carlson team – the majority of which require no additional training. A complete view of Mr. Kirchner’s staff is detailed in
the attached organizational chart.
Mr. Kirchner will be supported by a team of Technology and Subject Matter experts from Carlson – Dan Zellmer, Barbie
Tarr, Rajesh Narayan – to cover all areas of the application, infrastructure and functional requirements. This team will
interface directly with GSA PMO technical and subject matter experts heavily on an ongoing basis during the
implementation period to ensure successful delivery.
Mr. Kirchner’s on-site representative at the PMO office will be Dan Zellmer.
Hosting and Business Data Warehousing

Working with his PMO counterpart(s) Mani Ratman and his staff will be responsible for all hosting and business data
warehousing activities to include the following specific responsibilities:
¾ Maintenance, Development and Enhancements to the Business Data Warehouse services.
¾ Maintenance, Development and Enhancements to the Hosting Environment
¾ Hosting service levels
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Upon contract award, all of Mr. Ratman’s organization will be filled by existing members of the Carlson team – none of
which will require additional training.
Mr. Ratman’s on-site representative at the PMO office will be Dan Zellmer.
Customer Experience: Implementation, Support and Customer Satisfaction

Mr. Colangelo and his staff will interface daily with the government’s PMO staff to ensure a positive Agency experience -
both pre and post-implementation. Specifically, Mr. Colangelo’s team will be responsible for the following:
¾ Pre-implementation Migration/Preparedness Planning.
¾ Pre and Post-Implementation Training.
¾ Customer Communication and Acceptance Programs to include:
♦ Pre-implementation User Awareness Campaigns
♦ Post-Implementation User Adoption Programs
¾ Ongoing Operational Issues to include:
♦ Travel & Help Desk Operations,
♦ SLA Management
♦ IT Operations and Security
Upon contract award, the majority of positions for Mr. Colangelo’s team will be filled by existing members of the Carlson
team – the majority of which require no additional training. In addition, Mr. Colangelo will have the support of Carlson’s
world-class subcontractors in the following areas:
¾ ATT – Implementation, Migration and Training Support.
¾ SNVC / Veridian – Security, Certification and Accreditation, Program Management
¾ GetThere – Booking Engine
¾ TRX – Booking Engine
¾ ImageTag – Receipt Imaging
¾ Carlson Shared Services (CSS) – Hosting
¾ Carlson Marketing Group (CMG) – Marketing Communications & User Adoption Programs, Training Assistance.
CMG alone has 250 experienced trainers on staff that each have experience
Carlson’s IOC / FOC Implementation Plan details the strategy for ensuring that the above organizations are fully prepared to
support eTS post-award. In summary, our plan is two fold:
¾ Train Key Personnel From Each Organization Pre-IOC. Key personnel from each sub-contractor have already been
trained to directly support IOC activities. These selected individuals will be primarily responsible for ensuring the
success of IOC and FOC and to document lessons learned during IOC.
¾ Use IOC Lessons Learned to Modify Staffing Plans and Available Resources: During IOC, Carlson will evolve the
staffing plans for each sub-contractor based upon the lessons learned during IOC. This strategy will allow resources and
staff training to be modified in time for deployment during FOC. The ultimate goal is to combine existing knowledge
with lessons learned during IOC / FOC to ensure that the full contingent of resources from both Carlson and our sub-
contractors are available, fully staffed, and trained in time for first customer implementation in December.
Mr. Colangelo is designated as one of the six on-site representatives to be co-located at the government’s PMO office.
ALIGNING CARLSON RESOURCES TO PMO RESOURCES

The following graphic depicts specifically who from the Carlson Team will be aligned with the key functional aspects of the
PMO. The following approach ensures that each functional area of the PMO will have a predefined single point of contact
within the Carlson Team.
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Government PMO Carlson

Function Single Point of Contact
Agency/Executive Relations Dan Lee

Architecture Warren Kirchner
Customer Preparedness Anne Fernandez
Communications Tony Colangelo
Risk Management Dan Lee
Contract Administration Lottie Myers
Co-located Staff
Carlson will co-locate six of our team members at the government’s PMO facility in the Metro DC area.
Position Area of Responsibility

Tony Colangelo Implementation, Support and Customer Satisfaction
Mark Price Data Architecture, Interfaces
Dan Zellmer Technical Architecture
Barbie Tarr Functional Architecture
Mani Ratman Data Warehouse Architecture
Tim Switzer Training, User Adoption
In addition to the positions listed above to be co-located at the PMO office, Carlson requests that the government assist in
coordinating co-location space at the IOC location. Specifically, Carlson requests space to support the co-location of up to
ten additional Carlson Team members for the duration of IOC and FOC.
It is Carlson’s intension to overstaff on-site personnel during IOC to ensure our mutual success. Once IOC and FOC are
complete, Carlson will incorporate the lessons learned in our Standard Implementation and Support Procedures. Carlson’s
requirement for co-location space for future implementations will decrease based upon our experiences during IOC.
SUMMARY
Carlson’s plan is designed for maximum flexibility and is consciously over staffed initially to ensure our mutual success.
Carlson’s has one single goal: “Complete Customer Satisfaction.”
B.3 BDW Work Plan

BDW Work plan (see Project Plan Gantt Chart for timelines and activities)
Task Description Government Role Assumptions

BDW Business Working sessions to identify, Business Users and Subject
Requirements document, and confirm Matter Experts will be called
business requirements for upon to confirm our
analysis and reporting. understanding requirements
and to develop a prioritized
list for data warehouse
deployment phases.
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Task Description Government Role Assumptions

Warehouse Configuration Technical installation of the None
and Installation data warehouse on the
Teradata platform.
Initial Load and Test Load initial data elements Review and understand the
into warehouse. Review and solution, providing feedback
confirm with business users. that will drive requirements
for subsequent releases.
Release 1 – Production BDW available to support Receive training and begin First release is based upon
IOC volumes. User training use of the system. Complete current content and
and deployment of system. Release 1 acceptance. functionality as
demonstrated:
Post-trip information only
32 Standard reports; 14
Graphs
5 Cubes
Release 2: Design-Develop- Iterative cycle of Participate to define Include Pre-Trip information
Deploy requirements, data modeling, requirements, receive
design and build of data training and complete
loads, data validation, report acceptance process.
development, and user
training.
Release 3: Design-Develop- Iterative cycle of data Confirmation of Voucher information
Deploy modeling, design and build requirements, receive
of data loads, data training and complete
validation, report acceptance process.
development, and user
training.
B.4 MS Project Plan Layout
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INSERT GANTT CHART 1
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II. PERFORMANCE PLAN
Carlson is uniquely positioned to collaborate with the GSA and federal agencies procuring travel services from Carlson to
systematically benchmark services delivered with best-in-class travel services and identify best practices vital to the success
of Carlson providing high-quality travel services. Please refer to our revised Price Proposal for detail concerning our
approach to incentives and de-incentives.
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APPENDIX
Carlson provides following appendices.

A. Carlson eTS Testing Practices
B. Kickoff Agenda
C. Infrastructure and Interface Questions & Profile
D. Implementation Checklist
E. Online Booking Questionnaire
F. eTS TMC Questionnaire
G. Profile Synchronization Map
H. Finance Questionnaire
I. Business Data Warehouse Sample Reports
J. Answers to Questions
K. Change Pages
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APPENDIX A. CARLSON ETS TESTING PRACTICES
Overview
This document serves as an introduction to standard CW Government testing practices and as a possible strategy for
complete testing of the Carlson eTS system. Adoption of a sound test strategy is necessary to prepare the Carlson eTS
system for a production pilot implementation with the GSA branch of the government.
As additional information is gathered, the document will be revised to include information and material relevant to final
deliverables.
This document serves as the first in a series of required testing documents including details Test Cases. In addition, all
testing procedure
Testing
Testing is critical to the success of an application development effort and, ultimately, client satisfaction with the product.
The following material provides a general overview of the testing terminology and processes utilized by Carlson and other
Carlson operating groups. The terms and processes introduced in this section will be referenced in the Carlson eTS Testing
Plan section later in the document.
Testing Types
The following table discusses the various types of testing necessary to ensure the broad quality of a new system. At a
minimum all types of testing should be considered for an application release; the various testing types should be ranked in
importance relative to the proposed dates and implementation of the application release.
Testing Item Requirements Actors

Functional Functional Testing is a complete end-to-end test of developed functionality. A Testing Team,
Testing functional test will integrate all components of newly developed specifications Business Analysts,
to ensure they work accordingly and meet system requirements. Proper Customer
functional testing covers both positive testing (ensuring that the desired and
expected outcome is achieved) and negative testing (trying to break application
functionality and ensuring that the application handles error conditions
appropriately). Functional testing, like most testing types, is most effectively
accomplished with a separate testing sub-team as part of the overall team.
Regression Regression Testing is a complete end-to-end test of legacy functionality. Testing Team
Testing Ideally, regression tests are completed using the same scripts created for
functional testing during a previous release.
Usability Testing Usability Testing is used to ensure that the application meets user expectations Testing Team,
/ User and behaves in a manner that is easily usable by ultimate application user. Business Analysts,
Acceptance Usability testing is almost always manual and is best performed by end users Customer, Human
Testing that bring the skill set and knowledge of a common system user. Independent Factors Engineers
human factors experts can provide important input and feedback to an
application’s user interface and functional flow.
Performance Performance Testing is an application centric test that seeks to quantify Testing Team
Testing application response times for a given traffic load relative to industry standards
or customer driven SLA’s.
Load Testing Load Testing is a system (infrastructure and application) centric test that seeks Testing Team
to measure network, server and application reliability within a shared
environment. This type of test measures transaction performance under load
and identifies system bottlenecks. To be effective, the test begins at lower levels
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of activity (expected average transactions rate) and then steps up to higher levels
of activity (expected peak transaction rate). The required load test should
include all business critical and high volume transactions.
Note: For high concurrent user loads (concurrent transactions), load testing may
have to occur outside normal business hours.
Stability Testing Stability Testing is a system (infrastructure and application) centric test that Testing Team
verifies an application’s ability to operate over extended period of time.
Required stability testing will discover the impact of maintenance activities
(backup’s, batch jobs, etc.) occurring throughout a day and the presence of
memory leaks or other problems that will only arise after extended use.
Stress Testing Stress Testing is a system (infrastructure and application) centric test that seeks Testing Team
to discover system thresholds for related infrastructure and application
components. Tests of this type identify the maximum level of sustainable
activity or the level of activity that cause system failure. Stress testing is
recommended for all business critical applications and for those applications
where the business owner is responsible for stringent adherence to Service Level
Agreements. Please Stress testing must occur in a separate, controlled
environment and must be coordinated with Carlson.
Note: Because the intent of this test is to "break" the system, all system
components involved in this test must be moved to an isolated lab environment.
Many other types of testing are performed during the implementation of a new project. The above testing disciplines cover
the application being implemented. However, as the hosted environment is built a number of tests are performed to ensure
the proper operation of the environment its components such as back up and recover, load balancing, etc.
Testing Workflow
The following table identifies the necessary steps to develop an effective testing strategy and process. Just like an
application development effort, the better planned and prepared a testing effort is, the more effective the testing process will
be.
Step Description
Define Testing The Testing Strategy drives all testing activities as necessary to deliver a quality application. The
Strategy testing strategy defines the type of testing to be performed, the method for dealing with defects, the
resources required (personnel, hardware, software, etc.), the dates for testing activities
Define Test Subjects Test Subjects include the application components that must be tested. For example, if an application
& Requirements release added a new management function called generate custom reports, the test subject(s) would
be all the elements in the generate custom reports module.
Define Test Cases Test Cases outline the necessary test scenarios to meet the Testing Strategy. The elements of a Test
Case are provided in an example below.
Verify Coverage All Test Cases must provide coverage over the entire set of Test Subjects & Requirements to be
effective. Effective coverage of all application components is necessary to ensure broad quality of
the application.
Perform Tests Perform tests according to the Test Cases; ensure that all associated test information is being
gathered by appropriate system resources.
Analyze Results Analyze the testing data to determine success or failure. Results should be documented within the
Test Case. Observed defects should be entered into a bug tracking system.
Defect Tracking & Feedback Loop

Defect tracking is the mechanism by which all testing feedback is returned to development and product management teams.
Depending on the type of test and the type of problem encountered, the tracking process will place bugs & prioritize bugs for
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developer fixes as part of the release cycle. Out of scope feedback is queued to the product manager for consideration in
future releases.
Testing Environment Configuration

The consistent configuration of a testing environment is critical to interpreting test results and ensuring the validity of the
results. Each type of testing places different demands on the environment; consequently, understanding the environment
configuration and behavior is critical.
Functional and regression testing should be completed against an environment with an identical configuration and one that
represents what the final production will ultimately look like. The QA environment does not need to be on the same sized
equipment as production; understanding of the application and the environment should allow extrapolation of results to the
production environment.
Performance and stability testing require testing against a well-known environment built with a consistent production image.
Since performance and stability testing seek to create an environment through which an application can be optimized, the
optimization can be completed on a smaller environment as long as a well understood baseline is created. Note: There is
always a risk that the standard platform and foundation software may perform differently on larger equipment. Through
testing experience Carlson factors in a scaling algorithm depending on the type of application, resource constraints, and
platform.
Test Cases
The following test case serves as an example for testing the date processing functionality of the application. Note, the test
case assumes that other functionality is thoroughly tested in separate test cases. Often, each test case corresponds with an
associated use case. Thus, one use case could generate one to many test cases.
Test Objective: Verify traveler itinerary date handling: Measurable

1. Verify WUI date error handling
2. Verify date passing to booking engine
3. Verify business logic date processing
Test Subjects: The following application components will be tested: System Components
1. Create Itinerary
2. Edit Itinerary
3. Delete Itinerary
4. Travel Search
5. Record Persistence
Test Steps: 1. Log into Carlson eTS with a traveler user id and password Test Steps
2. Create a new traveler itinerary
3. Enter a date
4. Complete traveler itinerary and save record
5. Verify returned dates from booking engine
6. Exit system
7. Log into Carlson eTS with the same traveler user id and password
8. Edit existing traveler itinerary
9. Verify record dates as being the same as entered in step 6
10. Change the date
11. Exit system
12. Log into Carlson eTS with the same traveler user id and password
13. Select existing traveler itinerary; delete the itinerary
14. Exit system
Test Exceptions: 3a. Enter a date with an invalid date format; verify error message
3b. Enter a date before the current date; verify error message
3c. Enter a date three days in the future; verify error message
3d. Enter a date two years in the future; verify error message
Test Type: Functional, Regression, Usability Test Type
Test Tool(s): WinRunner
Success: A traveler is able to create a traveler itinerary with valid date ranges and modify the dates Define a Successful Completion of
within valid date ranges. the Test
Anticipated 1. Traveler can only enter date parameters for future travel dates
Results: 2. Traveler can only enter date parameters that can be booked by the system
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3. Traveler can only enter date parameters as set by the client profile
4. GetThere returns flight information for the appropriate dates
5. Database is storing proper data information
Observed Results:
Testing Tools
The following section outlines the tools currently in use within Carlson and several of the operating groups that Carlson
regularly works with. These tools do not represent an exhaustive list of the tools available for use; they only provide a list of
what Carlson and its current customers are regularly using. Consistent use of a common tool set is critical for ongoing
quality of the application.
Load Testing
Mercury LoadRunner is an automated test tool used to satisfy load, stress, performance, and stability testing. LoadRunner
captures the network traffic generated by the application and then pushes that traffic pattern through the application at a rate
determined by the QA team. In order to test multiple scenarios, numerous component scripts can be recorded and variables
can be assigned to create different input values for every test. One LoadRunner client can run numerous virtual users, thus
generating a large system load with a minimal number of LoadRunner enabled workstations.
LoadRunner will test all components of the application infrastructure to identify system capacities and help pinpoint
application bottlenecks within network, platform, application server and application components.
Functional Testing
Mercury WinRunner is an automated test tool used for functional and regression testing. WinRunner drives site traffic
through a client interface, thus mimicking the exact usage of the application from an end user perspective. Consequently,
WinRunner is very effective at regression testing on common workstation configurations.
Test Management & Defect Tracking
Mercury TestDirector is a web based test management product that serves as a common repository for creating and managing
the testing process. Many of the pre-test deliverables as discussed above can be generated, stored, and managed within
TestDirector allowing it to serve as the test manager for the entire life of an application. TestDirector also has an integrated
defect-tracking module.
Carlson manages a TestDirector implementation (web server and database) that is available for use by other Carlson
operating groups. Access to TestDirector requires Intranet connectivity or VPN access.
Code Analyzers
JProbe and Wily Introscope are two code analyzer applications that Carlson has used for analyzing, testing and optimizing
Java code. A code analysis tool can be invaluable at pointing out bottlenecks that cannot be identified through the automated
testing process.
Carlson eTS Test Plan

The eTS Test Plan is incorporated into a product release plan (currently, this release plan relates to achieving IOC for the
GSA).
Test Preparation
Test preparation is critical to the overall success of the initial and ongoing testing activities. The following items must be
considered in the creation of an effective testing strategy.
Financial Investment
Proper testing for a pilot implementation will necessitate the appropriate financial investment beyond the existing
development expenses. CWGT must be willing to invest in appropriate levels of QA activity in order to ensure the success
of a pilot implementation. All parties, however, must be fiscally responsible and look for low-cost methods of performing
the necessary QA work.
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Testing Team
In order to complete an effective QA effort, a thorough plan identifying all of the testing responsibilities including
management of change and defect tracking processes should be implemented.
Standard QA practices generally recommend that QA personnel not be developers; however, financial interests may require
that people perform more than one role. Regardless of who performs the activity, broad coverage of testing responsibilities
needs to be completed to ensure quality of the application.
The following table proposes the resources required to manage specific activities within the testing process.
Activity Responsibility Availability Notes

Test Strategy Carlson & Yes Complete QA planning; implement and manage overall plan.
Carlson eTS
Team
Release & Carlson eTS Yes Must be familiar with both activities of the developers and the testers.
Change Business Analyst Responsible for implementation of formal processes to manage the
Management release, change, and testing process.
Test Carlson eTS QA Yes Must be focused on managing the overall QA process; manages
Management Analyst testing activities. Coordination of the QA environment is critical to
complete all types of testing. Must continuously prioritize testing
requirements to meet application goals.
Functional Carlson eTS QA Yes Manual and automated testing (WinRunner) for functional,
Testing Team regression, and usability testing.
Load Testing Carlson eTS QA Yes Load, stress, performance, and stability testing (LoadRunner) on QA
Team environment.
Usability Testing Carlson eTS QA Yes User interface, intuitive layout, elements of style, and workflow
Team logic.
Human Factors
Expert
Carlson does have a dedicated QA group available for project testing. The group serves as a complete SQA shop and
provides all the necessary testing services from strategy creation through final testing results review. The group utilizes the
Carlson tools as identified above. If interested, let Carlson know and a more formal proposal can be created.
Managed QA Environment
Any created QA environment needs to be tightly managed to represent what a production environment would ultimately look
like. As such, a QA environment should be built with standard operating system and foundation software images and should
adhere to standard change management and security controls. By understanding the current state of the QA environment, all
QA parties will be able to better troubleshoot and resolve encountered problems.
Test Transition
The processes, scripts, and management of the pilot implementation testing must be able to transition to future testing teams.
Use of any contractors or outsourcers must address the creation and ownership of testing materials and results.
Continuous Testing
The implementation of an ongoing testing strategy is critical to the evolution to an application. By standardizing the
processes and tools required for every application release, automated testing scripts can be reused, regression testing can be
easily performed, and the application release can move to market more quickly.
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Change Management
Carlson classifies new application releases according to the following table. There are no hard and fast rules on what level of
change a release actually falls into; however, the table does serve as a guideline as to how much time and many resources are
required to complete a production acceptance process including testing activities.
Activity Definition Examples

Initial 1) Initial creation or complete rewrite of an • Creation of a brand new application.
Move application. • Move of an application from service level 2 to service
2) Move of an application to a higher Service level 1.
Level
Major 1) Large functionality upgrades. • Major rework of application sub-system(s) to fix bugs or
Change 2) Projects involving the addition of distinctly to make it perform more efficiently.
new infrastructure components. • System configuration or infrastructure changes to allow
3) Projects involving a brand new components an application perform more efficiently.
and functionality(i.e., middleware, com • Functionality added to an existing application that
objects) supports a new business process.
4) Projects adding front, middle, or back tier • An application made accessible to additional business
components. partners via any communications medium (Internet,
Extranet, etc).
• An application made accessible to additional consumers
via an alternative content delivery medium (web, PDA’s,
cell phones, etc).
Minor 1) Small functionality upgrades. • Minor code modifications and bug fixes.
Change 2) Code and functionality changes that are • Minor database changes like adding a stored procedure or
well understood and documented through modifying a table definition
an established process. • An additional client is added to an existing site that was
designed and tested up-front to support the additional
load.
• Trading partners are added or removed through a well
documented, understood and standardized business
process.
Content 1) Site content changes. • Content delivered to web users include new images,
Change HTML text, JavaScript, or other frequently modified
page components (i.e. application news)
• New client-server forms delivered to the client that only
affects client-side presentation (i.e.; no new client-side
application functionality).
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APPENDIX B. KICKOFF AGENDA
Agency Kick-Off Meeting Agenda

Day 1
8:30 am – 9:00 am Opening Remarks – eTS PMO Personnel

9:00 am – 9:30 am Opening / Welcome Remarks – Dan Lee
Introduction of Implementation team
9:30 am – 10:00 am Demonstration of System
10:00 am – 10:15 am Break
10:15 am – 10:30 am Overview of schedule for kickoff meeting – Katherine Morris
10:30 am – 11:00 am IOC Schedule – Tony Colangelo
11:00 am – 12:00 pm Discussion of Agency needs / special requirements – Agency Lead / Dan Lee moderate
12:00 pm - 1:00 pm Lunch
1:00 pm - 1:30 pm Continuation of Agency needs discussion
1:30 pm – 2:00 pm Identification of following teams:
Program Management / Risk Management Dan Lee
Expense / Travel policy Doris Cantrell
Integration Dan Zellmer
Training Greg Bolden
TMC Integration (if CWGT is not TMC) Barbie Tarr
Adoption Rate Planning Anne Fernandez
Agency Security Requirements Bill Hearne
2:00 pm – 4:00 pm Team Breakout sessions
Day 2
8:30 am – 10:30 am Team Breakout Sessions

10:30 am – 10:45 am Break
10:45 am – 12:00 pm Team Breakout Sessions
12:00 pm - 1:00 pm Lunch
1:00 pm – 1:15 pm Briefing by Program Management / Risk Management Team Dan Lee
1:15 pm – 1:30 pm Briefing by Expense / Travel policy Team Doris Cantrell
1:30 pm – 1:45 pm Briefing by Integration Team Dan Zellmer
1:45 pm – 2:00 pm Briefing by Training Team Greg Bolden
2:00 pm – 2:15 pm Briefing by TMC Integration Barbie Tarr
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2:15 pm – 2:30 pm Briefing by Adoption Rate Planning Anne Fernandez

2:30 pm – 3:00 pm Briefing by Agency Security Requirements Bill Hearne
3:00 pm – 3:15 pm Break
3:15 pm – 3:45 pm Next Steps Tony Colangelo
3:45 pm – 4:15 pm Questions & Answers Management Team
4:15 pm – 4:30 pm Closing Remarks Dan Lee
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APPENDIX C. INFRASTRUCTURE AND INTERFACE QUESTIONS & PROFILE
Infrastructure and Interface Questions & Profile
1) Project Management
a) Key Project Personnel
b) Lead Technical Resources
c) Support Escalation Procedures
2) Project System Usage (Project system usage information will be used to understand capacity requirements and support
staffing requirements)
a) Organization Profile
i) Time Zone Coverage
ii) Remote Offices
b) Organization Travel Statistics
i) Trips Taken
ii) Annual Trip Spend
iii) Trip Seasonality
(1) Seasons
(2) Events (e.g. end of fiscal year, conventions,
iv) Trip Request Desertion Rates (How many requested trips will be abandoned)
3) Agency Deployment Environment

a) Workstation Configuration
i) Browser Settings
(1) Browser Types and Versions
(2) Browser Settings
(a) JavaScript
(b) Java Applets
(c) Adobe Acrobat Reader
b) Network Configuration
i) Application Accessibility
(1) Internet
(2) Extranet
(3) Extranet + VPN/RAS
(4) Internet + Extranet
c) Access Points
i) Central Office Locations
(1) Content Caching
(2) SSL Acceleration
(3) Security Appliances and Software
(4) Internet Bandwidth & Extranet Bandwidth
(5) Access Points
ii) Remote Office Locations
(1) Content Caching
(2) SSL Acceleration
(3) Security Appliances and Software
(4) Internet Bandwidth & Extranet Bandwidth
(5) Access Points
iii) Internet
(1) Home Office
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(2) Internet Café

(3) Etc.
4) Interface Configuration
a) Connectivity Configuration
i) Type
(1) Internet
(2) Extranet (Dedicated Circuit; i.e. Frame)
b) Standard Inputs
i) Communication Types
(1) Synchronous/Asynchronous
(a) Schedule
(2) Real Time, Near Real Time, Batch
ii) Data Elements
(1) Elements
(2) Relationships
(3) Data Types
iii) Data Format
(1) EDI
(a) Definition
(b) VAN
(2) XML
(a) Schema
(3) UDF
(a) Format Definition
(b) Type
(i) FTP
(ii) Connect:Direct
iv) Security Management
(i) Encryption Management
(ii) Management Responsibility
v) Interface Problem Resolution
(1) Support Contacts
(2) Engineering Contacts
(3) Failover Procedures
(4) Customer/Supplier/Partner Business Continuity Procedures
c) Standard Outputs
i) Communication Types
(1) Synchronous/Asynchronous
(a) Schedule
(2) Real Time, Near Real Time, Batch
ii) Data Elements
(1) Elements
(2) Relationships
(3) Data Types
iii) Data Format
(1) EDI
(a) Definition
(b) VAN
(2) XML
(a) Schema
(3) UDF
(a) Format Definition
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(b) Type
(i) FTP
(ii) Connect:Direct
iv) Security Management
(1) Encryption Management
(2) Management Responsibility
v) Interface Problem Resolution
(1) Support Contacts
(2) Engineering Contacts
(3) Failover Procedures
(4) Customer/Supplier/Partner Business Continuity Procedures
5) Technology Problem Resolution

a) Key Resources
i) Engineering Contacts
b) Resolution Procedures
i) Support Contacts
ii) Engineering Contacts
c) Change Management
i) Notification & Coordination Procedures (2-Way)
6) Security Management
a) eAuthentication Gateway Usage
i) Certificate Issuance, Renewal, and Revocation Procedures
ii) Password Reset Procedures
iii) SSL Security Policy
iv) Digital Signature Usage Policy
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APPENDIX D. IMPLEMENTATION CHECKLIST
Customer Requirements
1. Do your users’ computers meet the following hardware requirements?

a. PC with 32 MG RAM: Yes No
b. 20 Mg Free Space: Yes No
2. Which operating system(s) is in use?

a. WIN 95 - Yes No
b. WIN 98 - Yes No
c. NT - Yes No
d. 2000 - Yes No
e. ME - Yes No
f. XP - Yes No
3. Database Management System Requirements – None on Client
4. Which of the following Internet browsers are in use?

a. Internet Explorer – Version 5.5: Yes No
b. Netscape – Version 7.0X: Yes No
c. Browsers must be enabled for Acrobat Reader: Yes No
5. Identify governing Regulations/Policies, i.e., JTR/JFTR/FTR:
6. Central Organization:
POC:
Phone Number: E-mail:
Security Requirements between E2/Customer

1. Is Digital Signature Required? Yes No
Financial, IT and Personnel Requirements
1. Customer Information:
a. IT POC:
b. Finance POC:
c. Personnel POC:
2. List IT personnel needed to assist in receiving and transmitting files:
3. Which process will be used to establish a secure means of transmitting data?

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a. FTP - Yes No
b. CD - Yes No
c. Etc:
4. If Update to Finance is Required:

a. Determine means to obtain download of Financial Data:
b. Establish Update Layouts:
c. Obtain Update Schedules:
d. Establish Audit Parameters:
e. Customer Personnel Required to obtain download of User Data including at a minimum:

i. Name:
ii. Requested Login Name (Optional, otherwise system generated):
iii. SSN:
iv. Address (Optional):
v. E-mail:
vi. Phone Numbers - Home:
Work: Fax:
vii. Type User:
1. Traveler
2. Travel Arranger
3. Approver – Level 1
4. Approver – Level 2
5. Self Approver
6. Federal Financial Approver (Budget)
7. Agency Program Credit Card Coordinator
8. Auditor
9. System Administrator
a. Agency
b. Organization
c. Major Customer
d. Minor Customer
5. Provide Customer with required layout for requested data:
System Administration Requirements
1. Determine Matrix Structure of Customer – Branch, Department, Agency, Organization, Major Customer, Minor
Customer
2. Complete Customer Questionnaire to include:

a. Major Customer Settings - General
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i. POC:
ii. Justification Required for Non-Contract Carrier: Yes No
iii. Comparative Airfare Required: Yes No
iv. Cash Advances Allowed: Yes No
v. If “Y”, Max % Allowed:
vi. Partial Payments Allowed: Yes No
vii. If “Y”, Max % Allowed:
viii. On Line Booking Enabled: Yes No
ix. Title for Stage 1 Document: Travel Orders Authorization
x. Other:
xi. Title for Stage 2 Document: Travel Orders Authorization
xii. Other:
xiii. Lodging Program Used (i.e. Lodging Success or
Federal Premier Lodging Program): Yes No
xiv. Verbal Authorization To Travel (VATT) Allowed: Yes No
xv. Password Lifespan, Number of Days:
xvi. Maximum Trip Duration:
xvii. ATM & Traveler’s Check Percentage:
xviii. Acceptable Car Types:
xix. Disbursing System:
xx. Financial Accounting System:
b. Major Customer Settings - Financial System Parameters

i. Funds Override Allowed: Yes No
ii. Funds Balance Available: Yes No
iii. Funds Balance Updated: Yes No
iv. Retained Advances Allowed & NTE Amount:
v. Emergency Advances Allowed & Percentage Allowed:
c. Minor Customer Settings – General

i. POC: Phone
Number: E-mail:
ii. Default Home Station:
iii. Are Users Allowed to change home station? Yes No
iv. Is Corporate Card Applicable for air reservations, otherwise Individual
Billed Accounts apply? Yes No
v. User Credit Card Entry Allowed? Yes No
a. If No, establish a means to transmit data, i.e., flat file, including at a minimum:
b. Type Card:
c. Credit Card Number:
d. Expiration Date:
vi. User Bank Data Entry Allowed? Yes No
a. If No, establish a means to transmit data, i.e., flat file, including at a minimum:
b. Bank Routing Number:
c. Account Number:
d. Type Account: Savings Checking
vii. Hard copy documents required? Yes No
viii. Hide Security Clearances from Travel Documents: Yes No
ix. Number of Level of Approvers on Travel Authorization:
x. Number of Level of Approvers on Travel Vouchers:
xi. Number of Level of Approvers on Local Travel Vouchers:
xii. Budget Approval required on Travel Authorization: Yes No
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xiii. Leave During TDY Allowed:

xiv. Break During TDY Allowed:
xv. Lodging Threshold (Percentage – NTE 300%):
d. Minor Customer Settings - Reimbursement Settings – Defaults to allow the Approver to determine if
traveler is paid Regular PerDiem, Actual Expense or Reduced PerDiem. System allows the Customer to
determine if:
i. Credit Card Split Payment Requirements
a. Pay Credit Card Minimum of Commercial Air Amount: Yes No
b. Pay Credit Card Minimum of Commercial Rental Car: Yes No
c. Pay Credit Card Minimum of Lodging: Yes No
d. Central Billed Account (CBA Numbers):
e. Always Reimburse using Regular PerDiem: Yes No
f. Always Reimburse Actual Expense Allowance,
NTE Percentage: Yes No
g. Are Prepaid Meals Allowed: Yes No
e. Minor Customer Settings – Audit Parameters

i. Audit Settings:
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APPENDIX E. ONLINE BOOKING QUESTIONNAIRE
Section 1.0 Air Policy:
1. Is there an evaluation window (number of minutes) that the system should use to evaluate policy compliance:
a. The value used creates a window within which the system will compare the traveler's selected itinerary to any
availability options that were offered. For example, using the value of "60" instructs the system to compare
availability options that were one hour prior and one hour following the traveler's requested departure time.)
2. Many major cites are serviced by multiple airports. Which cities should we configure, if any, to return availability
information for all airports servicing the city when the user asks for availability for a single airport. Alternate airport
entries should be considered co-terminal by your host GDS:
3. Should alternate airports be included in low fare search where multiple airports exist in one city?
4. Permit users to book a higher class of service if their requested class of service is unavailable?
5. What is the minimum interval permitted between the flight time and the booking time?
6. How far in advance should tickets be issued?
7. What is the time difference (in minutes) between your host agency's time zone and the Pacific Time zone.(Required for
correct enforcement of ticketing rules.)
8. Are any travelers allowed business class travel? If so, explain:
9. Are any travelers allowed first class travel? If so, explain:
10. Allow penalty type fares?
11. Allow advance purchase type fares?
12. The following is a list of the standard Air Justification codes in the eTS system. Are there any additional ones you need
added?
a. C1 Contract Carrier does not meet Mission Requirements

b. C10 Traveler used rail service because available and cost effective
c. C2 Contract Carrier flights outside working hours against policy.
d. C3 Non - contract carrier offered lower published fare than contract carrier offered
e. C4 Space unavailable on contract carrier
f. C5 Used contract carrier for portion of the trip, but not entire trip
g. C6 Non-contract government fare used, lower than contract fare
h. C7A Traveler refused contract fare because Airport specified
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i. C7E Traveler refused contract fare because Carrier specified

j. C7C Traveler refused contract fare because Routing specified
k. C7D Traveler refused contract fare because Time specified
l. C7E Traveler refused contract fare for Personal Reasons
m. C8 Traveler used no cost ticket (e.g. Frequent Flyer)
n. C9 Foreign military sales
o. C11 Smoking is permitted on contract flights
p. C12 No contract fare available for market
Section 1.1 Air Announcement Settings
1. Are there any special announcements you would like to display to your users on the following pages:
a. Air Search page:

b. Air Availability page:
c. Air Low Fare search result page:
Section 2.0 Car Policy
1. What is the largest car size the user can select before being considered “out of policy”?
2. What is the largest car size the user can select whether in or out of policy? (i.e. are Vans, SUV’s, etc allowed to meet
special requirements ?)
3. Display Make/Model examples for each car rental option? (Users are not guaranteed that the displayed car make/model
will be available from the car rental company.)
4. If you have any negotiated rates (outside the MTMC negotiated rates), should we limit the choice of cars to those
vendors?
a. If no, should we list your negotiated vendors first and highlight them as preferred?
5. Do you require the user to provide justification for using a larger car than the default size? If so, what justification
codes do you wish to use?
6. Should we require justification for not using one of your negotiated car rates?
7. Permit the user to select a car category (two or four door model) on the Car Search page?
8. Permit the user to select from a list of special requests on the Car Search page?
Section 2.1 Car Announcement Settings

a. Car Search page:
b. Car Availability page:
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Section 3.0 Hotel Policy
1. Do you have any specific reference points in certain cities that should be listed in the online Hotel Booking System:
2. Enter a mileage distance to be used as the default setting on the Address and Reference Point search pages:
3. Permit users to book multiple hotels in a city?
4. Display Government Per Diems on the Hotel Availability and Hotel Rate pages?
Yes No
a. If yes, how should in-exact matches to city and county be resolved?
i. If the hotel city cannot be matched, select the value to be displayed
ii. Use the CONUS value
iii. Use the appropriate county value
5. If a county value is returned and multiple per diems exist, select the rate to be displayed
a. Use the highest county per diem

b. Use the average county per diem
c. Use the lowest county per diem
Section 3.1 Hotel Announcement Settings

a. Hotel Search page:

b. Hotel Availability page:
c. Hotel Rate page:
Section 4.0 Miscellaneous Announcements
1. Are there any special announcements you would like to display to your users on the Itinerary Review and Confirmation
page?
2. Are there any special announcements you would like to display during the “Please Wait” messages in the following
processes?
a. Air Availability:
b. Car Availability:
c. Hotel Availability:
d. Low Fare Results:
e. Confirmation Page:
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APPENDIX F. ETS TMC QUESTIONNAIRE
Section 1.0 General Information
1. TMC Name:
2. TMC Address:
3. TMC ARC Number:
4. Primary POC Name:
5. Phone: E-mail:
6. After Hours Contact:
Phone:
7. Alternate POC Name:
8. Phone: E-mail:
9. Federal Agency Name:
10. GDS Used:
11. Online Booking Engine Used:
12. GDS Pseudo City:
13. Backroom Accounting System:
14. Please provide your hours of operation:
15. We can provide your travelers with contact numbers to be used for after hour travel emergencies. If desired, please
provide detailed instructions to be posted within the eTS system:
16. Please provide instructions to be given to your travelers on how to handle unused tickets:
Section 2.0 PNR Setup

PNR Remarks: The following table will be used to determine where remarks will be placed in each PNR. eTS has a
standard format for these remarks, but the TMC may request different formats if necessary. If no desired format is listed,
eTS will use the default remark formats.
Remark Type eTS to TMC default TMC desired format TMC to eTS default TMC desired format
format if different format if different
Air Remarks A#ETS A#TMC
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Remark Type eTS to TMC default TMC desired format TMC to eTS default TMC desired format
format if different format if different
Hotel Remarks H#ETS H#TMC
Car Remarks C#ETS C#TMC
Other Remarks O#ETS O#TMC
Queues: eTS needs 6 queues designated for inbound and outbound PNR’s.
1. New Complete – queue used by eTS to place new PNR’s, no agent intervention required
2. New Incomplete – queue used by eTS to place new PNR’s, some type of agent intervention required
3. Approved – queue used by eTS to place PNR’s which have been approved for ticketing
4. Cancelled – queue used by eTS to place PNR’s which have been cancelled by the user
5. Modified – queue used by eTS to place previously booked PNR’s which have been modified by the eTS user
6. Outbound – queue used by TMC to place PNR’s in for eTS to “pick up”
Please use the table below to designate which queue you wish designated by eTS for each process:
Pseudo city New Complete New Approved Cancelled Modified Outbound

Queue Incomplete queue queue queue queue
queue
Section 3.0 Backroom / Reporting fields
eTS can pass backroom and required reporting fields to the TMC’s PNR’s. eTS will use the default formats listed in the
table below, unless the TMC designates another required format.
Data Field Default format Example of default TMC customized Needed by TMC?
format format (specify Y or N)
Client Account DK[account number] DK1234567
number
Justification code for 5.S*[justification 5.S*J
non-use of contract code]
carrier
Justification code for 5.U2-[justification 5.U2-R
non-use of US Flag code]
carrier
ETS unique ID 5.U3-[eTS ID 5.U3-00012345
number for trip number]
Traveler Social 5.U8-[SSN] 5.U8-123456789
security number
Travel order / 5.U6-[travel order] 5.U6-ANB001234
Authorization number
Government credit 50/-*[credit card 50/-
card to be charged, if number]#[exp date] *VI123456789012345
available 6#11/03
Accounting 5.U4-[field 1]-[field Accounting
information 2]-[field 3] information specific to
each federal agency
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Data Field Default format Example of default TMC customized Needed by TMC?
format format (specify Y or N)
Accounting 5.U5-[field 4]- Accounting
information continued [field5]-[field 6] information specific to
each federal agency
Who booked the 6First name Last name 6Tim Smith – 703-
reservation? (Traveler – business phone 999-9999
or Travel Arranger) number
If profiles are 5S#-Profile – userID 5S#Profile –
synchronized, name of SMITH8348
traveler’s profile in
GDS
Section 4.0 User Profiles
1. Name of level 1 profile to be moved in PNR creation:

2. Do you want eTS to provide profile synchronization: Yes No
3. If yes, please review and complete Attachment 1, Profile Synchronization Map.
Section 5.0 Agency Ticketing Standards
1. How far in advance of travel do you issue tickets for this client:
2. Is there a special format you wish us to use in the TAW date for ticketing? If yes, please describe:
Section 6.0 Car / Hotel Setup

1. Do you have any negotiated hotel rate programs offered to the client: Yes No
a. If yes, please provide details:
Hotel Chain/Name ID number
2. Please list any CD numbers used to book standard government rates:
________________ Car company __________ CD number
3. Do you have any negotiated Car rate programs offered to the client: Yes No
a. If yes, please provide details:
_ ______________ Car company __________ ID number
________________ Car company __________ ID number
________________ Car company __________ ID number
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APPENDIX G. PROFILE SYNCHRONIZATION MAP
It is very important to discuss expectations and options with your eTS Travel services Integration Advisor, so that there is a
clear understanding of what the goals are regarding profile synchronization, and what is involved for the client, the agency,
and the self booking engine.
Requirements
• Standardized profiles
(if users will input all information online, new profiles can be created instead of standardizing old profiles)
• Profile map and 5 sample profiles
o Profile Map must consist of:
Line number
Contents
Format
• Unique naming convention
o Some recommended options include using an employee ID number, employee’s last name plus a unique
number (ID, Social Security, or a portion of either), or initials plus a unique number.
• Profile Sync can accommodate up to 40 lines in a profile
Sample Profile Map (Sabre)
Lines Content Examples

0 Subject Line 0S FIRST NAME INITIAL FREEFORM
1 Priority Remark 1P PRIORITY REMARK
4 Company/Traveler Retrieval 4AB 5B‡N*-0AI3-ABCTECH-SMITH/J
5 Ticket by PCC 5AT 5T‡PCC-LY10
6 Name Field/Statement Info 6AM -SMITH/JEFF E*123456-123456-ABCDEF
7 Account Number 7AB DK1234001234
8 Business Phone 8AB 9404-993-9404-B X 123
9 Travel Arranger Phone 9AB 9404-391-1274-S SUSAN
10 Fax 10AB 9404-998-7369-FAX
11 Additional Phone 11AB 9123456789012345-B FREEFORM
14 E-Mail Address 14AA 5A‡TP-EM-JSMITH_REXPORT.COM
15 E-ticket Remark 15AA 5A‡TP-ET-
16 Home Phone in OSI 27AP 3OSI YY CTCH 404 221 4242
17 Address 1 28AD 5/ABC CORPORATION
18 Address 2 29AD 5/JEFF SMITH/404-993-9404
19 Address 3 30AD 5/1550 RESEARCH DR STE 199
20 Address 4 31AD 5/ATLANTA, GA 30305-1905
21 Address 5 32AD 5/DELIVER TO 5TH FLOOR
22 Seats 33AS 5S‡TP-ST-NWRF¤NALF
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23 Seat Special RQ 34AS 5S‡TP-SI-PREFERS 36C ON

24 Other Air remarks 37AS 5S‡TP-FF-UPG-AA-GLD/DL-MDL
25 Other Air remarks 38AS 5S‡TP-SI-UA-PRE¤CO-BRZ¤NW-GLD¤US-PGP
26 Upgrade Remarks 40AS 5S‡TP-SI-ALWAYS UPGRADES ON AMERICAN
27 Meals 42AS 5S‡TP-ML-VGML¤SFPL¤SPML
28 Meal Special RQ 43AS 5S‡TP-SI-FRUIT PLATE FOR BREAKFAST
29 Special Service Remarks (SSRs) 48AS 5S‡TP-SI-REQUEST WHEELCHAIR
30 Car CDs 50AC5C‡CP-ZE CD-123456/ZL CD-123456 (only use if separated
within the account, otherwise add to company
31-32 Car IDs 52AC 5C‡TP-ZE ID-3423955/ZI ID-459076
33 Car Special RQ 63AC 5C‡TP-SI-ALWAYS REQUEST CD PLAYER
34 Hotel Guarantee 68AH 5H‡TP-GT-AX3784612343423921001EXP 06 99-SMITH
35-37 Hotel IDs 69AH 5H‡TP-HY ID-328424/SI ID-546050
Sample Profile Map (Sabre)
Lines Content Examples

38 Hotel Room/Bed Type 79AH 5H‡TP-RM-NSRM¤KING
39 Hotel Special RQ 80AH 5H‡TP-SI-REQ FEATHER PILLOWS
40 Passport 95AP 5P‡TP-PP-3902405/EX-1197/CZ-US/NA-US
41 Home Address Street 96AP 5P‡TP-HM-4014 HILLY MOUNTAIN ROAD
42 Home Address City, State, Zip 97AP 5P‡TP-HM-NORCROSS GA¤ 30398
43-44 Personal Credit Cards 98AP 5P‡TP-CC-AX3717909344503453EXP1298
45 Emergency Contact 100AP 5P‡TP-SI-EMG CTC-MRS DAVIS- MOTHER
Name/Relationship
46 Emergency Contact Phone 101AP 5P‡TP-SI-EMG CTC-770-343-0455
47 Traveler Unique Remarks 102AK 5K‡TP-SI-TRAVELER UNIQUE REMARKS
48-49 Frequent Flyer Numbers 156AS FFDL38928392-1.1
50 Form of Payment 173AB 50/-*AX378746123921001‡6/99-XN
51 CC CardHolder 174AB 5B‡TP-SI-CARDHOLDER-SMITH SHARON
Test Profile
1. Please provide us with 5 samples of traveler profiles from the GDS
2. Please send us a blank traveler profile form.
3. We will complete the profile form as if we were one of your travelers and return the completed form to your agency.
4. The agency will need to build a traveler profile in the Pseudo City we will be building PNRs in.
5. This process will help us complete our testing phase of the implementation. We will build test reservations to verify
the accuracy of the application.
6. If you have any required PNR elements such as employee number, cost center number, etc., that do not appear on
the profile form, please let us know what they are and the length of the field. Example: Cost center number 55555-
4444.
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For CWGT use only

Test Profile
❏ 5 Sample profiles sent to CWGT Date Sent ____/____/____
Date Sent: ____/____/____
❏ Blank Profile form sent to CWGT.
Date Sent:
❏ Completed Profile form sent to agency. ____/____/____
Completed:
❏ Profile built in GDS by agency. ____/____/____
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APPENDIX H. FINANCE QUESTIONNAIRE
Questions related to eTS Reservation & Fulfillment Services
1. Who is your credit card vendor for your travel?
2. Is the CBA or IBA your primary form of payment for travel services?
a. If IBA is your primary form of payment do you have any CBA accounts:
3. Who is your credit card account manager?

a. Name:
b. Phone Number:
c. E-mail:
4. If you utilize CBA’s, how many do you have?
5. How are they charged? i.e. One for each division, type of travel, etc:
6. We provide a standard automated reconciliation for all CBA’s at no additional cost. Who should receive this
reconciliation?
a. Name:
b. E-mail:
c. Physical address:
7. What documentation needs to accompany the reconciliation?

Detail:
8. Do you wish to utilize our standard layout for the reconciliation or will you require customization?
Yes No Customization
If customizing, please provide contact information for the individual responsible for the layout and testing of the
customized product.
i. Name:
ii. Phone:
iii. E-mail:
iv. Physical address:
9. How will the transaction fees for air, rail, car/hotel be paid?
a. Point of Sale charged to the IBA/CBA? Yes No
b. Centralized backroom billing? Yes No
i. If the backroom option is chosen, who should receive the weekly billing?
1. Name:
2. Phone number:
3. E-mail address:
4. Physical address:
ii. If Backroom billing option is selected, what information should be included with the bill to receive proper
payment? I.e. Passenger name, ticket number, form of payment, etc.

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________________ _______________ ______________ ______________ ________________

_______________ ______________ ______________
10. What delivery method should be utilized for the invoice? Is an automated invoice via email acceptable?
Yes No
a. If automated invoice is acceptable, will you accept the document in Microsoft Excel?
Yes No
b. If not, what automated format can you accept?
11. If centrally billed, do you prefer to pay by:

Check Electronic Transfer (ACH) Credit Card
12. Should ticket delivery fees be consolidated in the:

Transaction fee amount if collected at point of sale
Billed separately
13. If delivery fees are centrally billed, should they be included in:
A separate billing report from the transaction fees
In the same report
Questions related to Voucher Services:
1. Do you have more than one Finance office? Yes No
2. What accounting system(s) is your finance office utilizing?
3. Will vouchers be billed directly to the credit card that was used for travel or will a weekly bill be required?
a. If weekly bill, who should the bill be submitted to?

i. Name:
ii. Phone Number:
iii. E-mail:
iv. Physical Name:
4. What information should be included in the bill to receive proper payment?

________________ _______________ ______________ ______________ ________________ _______________
______________ ______________
5. What delivery method should be utilized for the invoice? ____________________
6. Is an automated invoice via e-mail acceptable? Yes No
a. If yes, list e-mail address to be used for billing:
Supplemental Services: (Customer Support, Training, Security)
1. Who is the POC for supplemental services fees?
2. Is there more than one POC since there are multiple supplemental service areas?
Yes No
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3. Please provide:
a. POC:
b. Phone Number:
c. E-mail:
d. Physical Address:
4. Will supplemental services be paid by:

Credit Card Check ACH
5. What information should be included on the invoice to receive proper payment?

________________ _______________ ______________ ______________ ________________ _______________
______________ ______________
6. What delivery method should be utilized for the invoice?

a. Is an automated invoice via e-mail acceptable? Yes No
i. If yes, what email address should the invoice be sent?
Custom Report Development:
1. Who can request a custom report and authorize payment?
2. Are there different approving levels for custom reports? Yes No
3. Who is the POC for paying for Custom Report Development?
4. Please provide:
a. POC:
b. Phone Number:
c. E-mail Address:
d. Billing Address:
5. Will Custom reports be paid by:

Credit Card Check ACH
6. What information should be included on the invoice to receive proper payment?

________________ _______________ ______________ ______________ ________________ _______________
______________ ______________
7. What delivery method should be utilized for the invoice?

a. Is an automated invoice via e-mail acceptable? Yes No
ii. If yes, what email address should the invoice be sent?
Optional Services:
1. Do you wish to utilize the optional electronic receipt imaging system?
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Yes No
a. If yes, how would you like to be billed for this product?
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APPENDIX I. BUSINESS DATA WAREHOUSE SAMPLE REPORTS
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APPENDIX J. ANSWERS TO QUESTIONS
The following Questions and Answers are those that were discussed at the Friday, July 18th meeting with GSA and represent
those that we took as “IOU’s” to answer in writing.
Q4. How will CWGT technology refreshment benefit the government in terms of increased capability at low cost and
risk?
Q6. What process is there for prioritizing among different technology refreshment desires of the different customers, and
in particular what voice eTS and its particular federal requirements will have?
Answer: Carlson is committed to a technology refresh plan that will enhance and maintain eTS at industry levels through the
life of the contract. We will ensure that our Product Roadmap for eTS encompasses a view of the system that covers the
strategic, tactical, and operational refreshment opportunities available at any given time. The goals and process for achieving
this are described in Section 2.3 of the Management Proposal. Some of the technologies and capabilities being investigated
as part of the Product Roadmap are also described in the proposal.
The Technology Refresh process is driven by inputs from customers, the travel industry, commercial software vendors and
advances in information technology. The eTS PMO and Agency customers play a critical role in identifying areas for
improvement and future enhancements
Carlson will work very closely with the GSA eTS PMO and Agency customers to seek and obtain input and feedback on
enhancements to the eTS solution. GSA and Agency input on current system capabilities and requirements for future
enhancements are a major driver for enhancing the Carlson eTS Solution. Carlson will receive input from satisfaction
surveys, Account Management meetings, product reviews and demonstrations. Prioritization of enhancements will be based
on direction set by the GSA eTS PMO.
The Technology Refresh process will also take into consideration changes in the industry and marketplace to identify
technology and process improvements to eTS. With Carlson’s significant presence in the Leisure, Commercial as well as
Government travel markets, we are well positioned to provide significant expertise and knowledge to the Government for
eTS. This is a core competency for Carlson and will provide significant value to the government, while minimizing risk.
Q12. The proposed integration tools using TIBCO with the existing CWGT EAI capability has not been proven outside
the commercial/travel services industry. Does CWGT have any experience as a financial feeder system?
a. Does CWGT have any experience building interfaces to feed accounting/payroll systems?
Answer: Listed below are examples of this type of experience and is by no means a complete picture.
¾ Global Travel Services exchanges point of sale service fee information with First Bank, a credit card processor, for
billing to individual traveler's credit card.
¾ Carlson Travel Group sends requested client data to American Express for Credit Card Reconciliation processing.
¾ Clients send payments to a Lockbox at Bank of America and the information is then sent to Carlson Travel Group.
¾ Carlson Travel Group sends hotel information to Pegasus Solutions and Pegasus sends hotel commission paid
information back to Carlson Travel.
¾ Carlson Travel Group has extensive experience with multiple clients(Name can be provided based on permission from
those companies) with implementing data feeds into their General Ledger system. These systems include:
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♦ Peoplesoft
♦ GreatPlains
♦ Oracle Core Financials
♦ JD Edwards
♦ SAP
Q. 13. “CWGT’s eTS Solution provides a common data exchange and Enterprise Application Integration (EAI)
environment designed. The government assumes this to mean you have a methodology that facilitates this process.
Answer: The Carlson methodology is based on industry best practices and follows the structure detailed out below:
1. EAI Assessment
i. Business Process Assessment
ii. Application Portfolio Assessment
iii. Technical Architecture Assessment
iv. Cost/Benefit Analysis
Key Deliverables:
Assessment report including problem area identification
2. EAI Strategy and Implementation Planning
i. Business Process Model
ii. Application Portfolio Model
iii. Technical Architecture with legacy equipment utilization
Key Deliverables:
EAI Strategy Report
3. EAI Strategy and Implementation Planning
i. Business Process Model
ii. Application Portfolio Model
iii. Technical Architecture with legacy equipment utilization
iv. Functional Specifications
Key Deliverables:
EAI Strategy Report
4. Enterprise Application and Technical Architecture
i. Technical Architecture
ii. Technical Specification
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iii. Tools Approach
iv. Installation Plan
Key Deliverables:
Detailed Implementation Plan
5. Application Integration Implementation
i. Finalize technical specifications
ii. Develop components
iii. Setup Interface Management
iv. Testing
v. Data Migration
vi. Unit Test
vii. Production Test
Key Deliverables:
Test Reports / QA Reviews / Operations Guide
6. Operations
i. Ongoing management
ii. Change Orders
iii. Escalation
Key Deliverables:
SLA Reports / Volume Reports

Any structure is only as strong as its foundation, and in an e-business infrastructure, that foundation is the messaging system.
The most basic need of application-to-application integration is the efficient movement of data from system to system, within
and beyond the enterprise and the government agencies. As the foundation, the messaging technology must be efficient,
reliable and scalable. It must be flexible enough to support the integration of off-the-shelf and custom-built applications, and
it must garner industry-wide support among leading technology companies. CWGT has selected and implemented TIBCO
Rendezvous as the messaging system that is the underlying support of our implementation of E2. In addition to the
messaging system we also use TIBCO BusinessWorks, and TIBCO HAWK to manage that messaging system.
Q. What is your engagement model to identify work products?
Answer: Carlson will identify work products during a discovery phase with each agency that is target for rollout.
Q. How will you configure/manage components?
Answer: Individual components of the e2 system will be configured and managed with the native TIBCO tools. For
instance, object created to support messages will be configured in TIBCO Rendezvous, while objects created to support data
mapping, translation, and transformation will be configured in TIBCO BusinessWorks and Integration Manager depending
on the type of data. All of these systems will be managed utilizing the TIBCO Hawk infrastructure.
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TIBCO HAWK: Hawk consists of several components: a console display, a central repository for storage of configuration
objects, agents and micro-agents whose monitoring duties are defined by the rule bases. Agents monitor local conditions and
take action or publish alert information that appears in the Hawk display. Micro-agents act as an interface to the managed
objects and are invoked through their supported methods.
Hawk comes with a number of built-in micro-agents for monitoring operating system, log file, and overall system behavior.
Additional micro-agents can be created for custom applications with embedded Hawk Application Management Interface
(AMI) routines.
TIBCO BusinessWorks: TIBCO BusinessWorks includes a graphical user interface (GUI) for creating and defining
integration scenarios, an engine that automates routine sequences of tasks, and a Web-based interface for monitoring
applications, system resources and processes.
How will your approach handle asynchronous application connectivity?
The CWGT approach to handling asynchronous application connectivity will be utilizing either native TIBCO Rendezvous
messaging or TIBCO JMS. This will be highly dependent on the type of system that we are integrating with. For systems
that are completely within the control of CWGT we will use Rendezvous, while systems that are in agencies will be handled
in the most appropriate fashion for that system.
Rendezvous utilizes a distributed architecture to eliminate bottlenecks and single points of failure. Applications can select
from several qualities of service including reliable, certified and transactional, as appropriate for each interaction. Messaging
can be request/reply or publish/subscribe, synchronous or asynchronous, locally delivered or sent via WAN or the Internet.
Rendezvous messages are self-describing and platform independent, with a user-extensible type system that provides support
for data formats such as XML.
Q. How will your approach handle synchronous application connectivity?
Answer: The CWGT approach to handling synchronous application connectivity will be very similar to that of
asynchronous. With asynchronous messaging we have some additional option such as RPC, SOAP, and Web Services.
Q17. How will you work with the eTravel/GSA PMO/ and IAE staffs in adopting 11179 naming standards and adopting
common schema for common elements?
Answer: Carlson has identified technical and subject matter experts in our staffing and organization plan for the
implementation. Carlson resources will be co-located in Washington DC with the GSA eTS PMO and work very closely with
Govt. technical experts to ensure that eTS uses specified naming standards and common schema is used for all common
elements.
Q 26. There is limited visibility into a specific user adoption plan. Can you provide specific methodologies you would use
to speed user adoption?
Answer: In past implementations of software solutions by the Carlson team across a wide variety of businesses in including
within the US Government, we have found that the following factors significantly impact user adoption rates in a positive
manner:
¾ Executive support or endorsement
♦ In a recent Benchmark survey by one of our technology partners, customers cited Executive support or endorsement
as “the most highly rated technique” for driving on-line adoption
¾ Usability and ease of use
¾ Automated process is faster than the manual process (time and cost effectiveness)
¾ Effective training programs
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¾ Consistent performance
¾ Effective marketing and communication to users
The Carlson implementation plan was developed to address all of the above items within Federal Agencies in order to
quickly increase adoption rates of the eTS. Following are some of the major strategies we intend to employ.
¾ Immediately upon award of a task order for IOC, elicit Executive Support and assist with communication of this support.
Communication methods can include internal e-mail campaigns, written memo distribution and internal PR releases.
¾ Solicit eTS PMO personnel to participate in our ongoing formal usability studies. Carlson remains committed to
improve the usability of it’s product between now and IOC and on a continual basis during the contract term. We have
retained the services of Human Factors Engineers along with a formal usability lab. Participation of eTS PMO
personnel will ensure that our development team is addressing and meeting the specific requirements of the Federal
Agencies.
¾ Our Sales and Marketing Team will work with the Federal Agencies to ensure we understand their current processes.
By understanding the current processes, we can customize some of our adoption tools to target those areas where users
will realize significant timesavings and reduce manual, paper intensive processes.
¾ Carlson has developed a comprehensive Training Program that uses a variety of training methods targeted at each user
role. By employing multiple forms of training such as web-based training, computer based training, Train the Trainer
sessions, printed documents and instructor led training ensures that we provide a “blended learning” environment. This
environment gives the users the ability to learn what they want, when they want, in the amount they want, in the form
that best suits them.
¾ Carlson will employ significant monitoring methods to ensure consistent performance and availability of the application.
In addition, we have the ability to provide web-based surveys of our users to elicit feedback on usability and application
performance.
¾ Carlson has developed a number of marketing materials to assist with communication to users. Some of those are listed
below:
♦ Multi-part email campaigns
♦ Intranet and travel page messages
♦ Banner Ads on intranet and travel pages
♦ Announcements on Ticket jackets, itineraries, invoices
♦ Pay stubs, pay stub inserts and expense checks
♦ Agency on-hold messages
♦ Posters in hallways, elevators and lobbies
♦ Table tents in break rooms and cafeterias
♦ Government agency newsletters, both printed and online
♦ Government agency memo or postcard internal mailings
♦ Government agency desk-drops
♦ Kiosks in cafeterias and lobbies
♦ Broadcast voice mail blasts
♦ Internal Agency Radio/TV stations
♦ Video loops for meetings, tradeshows, lobbies or cafeterias
♦ Presentations at government agency-wide meetings and regional sales meetings
Immediately upon award we would also suggest that the eTS PMO office and Carlson representatives meet to brainstorm
strategies which can be employed to drive adoption using the expertise of the Carlson Marketing Group in relationship
marketing, training and change management. While we have included some of the expertise which the Carlson Marketing
Group can provide in our proposal, our experience is that through more direct dialog and fact finding many otherwise unseen
strategies emerge which will assist in driving user adoption. While we also recognize that there may be certain relationship
marketing restraints caused by statute our experience is that create people can always find creative solutions . The Carlson
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Marketing Group is the largest relationship marketing company in the world and is recognized world wide as a leader in all
forms of relationship marketing.
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APPENDIX K. CHANGE PAGES
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CW GOVERNMENT TRAVEL, INC.

ESTABLISHMENT AND MANAGEMENT OF

GENERAL SERVICES ADMINISTRATION

RESPONSE TO SOLICITATION NUMBER FBGT-CD-030001-N

ORIGINALLY SUBMITTED ON JUNE 13, 2003

FINAL REVISED PROPOSAL – SUPPLEMENTAL,

I. PERFORMANCE WORK PLAN - BASE PERIOD .............................................................................................................. 1

APPENDIX A. CARLSON ETS TESTING PRACTICES....................................................................................................... 30

APPENDIX B. KICKOFF AGENDA ................................................................................................................................. 36

APPENDIX C. INFRASTRUCTURE AND INTERFACE QUESTIONS & PROFILE...................................................................... 38

APPENDIX D. IMPLEMENTATION CHECKLIST ................................................................................................................ 41

APPENDIX E. ONLINE BOOKING QUESTIONNAIRE......................................................................................................... 45

APPENDIX F. ETS TMC QUESTIONNAIRE .................................................................................................................... 48

APPENDIX G. PROFILE SYNCHRONIZATION MAP .......................................................................................................... 51

APPENDIX H. FINANCE QUESTIONNAIRE ...................................................................................................................... 54

APPENDIX I. BUSINESS DATA WAREHOUSE SAMPLE REPORTS .................................................................................... 58

APPENDIX J. ANSWERS TO QUESTIONS ...................................................................................................................... 59

APPENDIX K. CHANGE PAGES .................................................................................................................................... 65

I. PERFORMANCE WORK PLAN - BASE PERIOD

A. Plan to Refine/Ready E2 for IOC

Figure 1 Product Life Cycle Management

B. Implementation Plan for IOC/FOC

B.1.1 STAFFING MODEL BY POSITION

Summary of Staffing Model

B.1.2 TRAINING PROCEDURES:

Implementation Service Levels for Training

Implementation Service Levels for Training

Instructor Led Class per User

B.1.3 APPLYING THE MODEL TO A STANDARD IMPLEMENTATION

Implementation Project Manager 1

Total Resources For Implementation 22.5

Total Resources For Implementation 43

B.1.4 IMPLEMENTATION ACTIVITIES AND SCHEDULE:

Week 1 - Introductory Kick-Off Meeting (Audience is High-Level Meeting is Brief):

Week 2 - Detailed Kick-Off Meeting (Audience is Implementation Level):

(e) Implementation Data Gathering Meetings

Week 3 – Initial Data Loads

Week 4 – Customer Support Services

Week 4-6 – System Configuration, TMC Integration

1) Configure system administration environment

Week 6-7 – Standard I/O Integration Agreements

Week 7-10 – EAI Implementation

Week 5-10 - Training

Week 10-14 – Configuration & Change Management

Week 9-23 - Deployment

B.1.6 IOC IMPLEMENTATION PLAN MILESTONES

B.2 PMO Staffing Plan

Figure 2 – Organizational Chart

Executive Relationship and Overall Program Satisfaction

Architecture and Technology Management

Hosting and Business Data Warehousing

Customer Experience: Implementation, Support and Customer Satisfaction

ALIGNING CARLSON RESOURCES TO PMO RESOURCES

Government PMO Carlson

Agency/Executive Relations Dan Lee

Position Area of Responsibility

B.3 BDW Work Plan

Task Description Government Role Assumptions

Task Description Government Role Assumptions

B.4 MS Project Plan Layout

INSERT GANTT CHART 1

INSERT GANTT CHART 2

INSERT GANTT CHART 3