David B. Holliday Chief Technology Officer Advanced Management Technology, Inc. A Tetra Tech Company SessionTitle: Services Industry Cast Study: A Practical Approach to Process Automation Welcome to Transformation and Innovation 2007 The Business Transformation Conference Welcome

David B. Holliday

Chief Technology Officer

Advanced Management Technology, Inc.

A Tetra Tech Company

SessionTitle:

Services Industry Cast Study: A Practical Approach to Process Automation

Agenda Tetra Tech / AMTI Profile Overview of Automating Process at AMTI AMTI Approach Other Notes Questions

Tetra Tech / AMTI Profile

Overview of Automating Process at AMTI

AMTI Approach

Other Notes

Questions

Profile Consulting, Engineering & Project Management Services $1.4B Revenue in FY2006 Over 7,500 Associates Worldwide (Think: Consulting ) ( Think: Engineering) Complex World, Clear Solutions ™ 63% 37%

Consulting, Engineering & Project Management Services

$1.4B Revenue in FY2006

Over 7,500 Associates Worldwide

Customers * % of Revenue, Net of Subcontractor Costs Q1-07 International 1% State & Local 17% Commercial 34% Federal 48% $244.9M FEDERAL COMMERCIAL Top Clients (by rev.) %* U.S. Navy 10.4 U.S. Army COE 8.7 U.S. Air Force 6.3 U.S. DOD – Other 5.5 U.S. EPA 4.8 U.S. DOE 3.9 NASA 3.5 FAA 2.7 Fed. Clients – Other 2.7 State & Local Clients 17.1 Verizon 1.4 Wal-Mart 0.6 General Motors 0.5 Alcoa 0.4 Lowe’s Companies 0.4 Lockheed Martin 0.4 Sprint 0.4

Profile One of two Information Technology components of Tetra Tech 8a graduate Acquired by Tetra Tech in March 2004 $70 million revenue FY2006 320 employees

One of two Information Technology components of Tetra Tech

8a graduate

Acquired by Tetra Tech in March 2004

$70 million revenue FY2006

320 employees

Customers FAA NASA DOT DHS TSA Air Force Program Management Support High Performance Computing Software and System Engineering Customer Support Logistics

FAA

NASA

DOT

DHS

TSA

Air Force

Program Management Support

High Performance Computing

Software and System Engineering

Customer Support

Logistics

AMTI Process Timeline

Transaction Volumes Updated: April 9, 2007 Process Start/End Total Per Year (Avg.) Purchase Request April 2001 / Sept 2005 5,837 / $87,864,970 1,297 / $19,525,548 Education Request July 2001 / TBD 2,002 325 IT Support Request May 2004 / TBD 6,131 1,988 Travel Advance May 2002 / TBD 133 27 SubK Invoice Jan 2007 / TBD 162 640 est.

Reduce Administrative Burden Revenue Staff

Drive Compliance Client Name: Tetra Tech Master List for 2005 Summary of Aggregated Deficiencies - Management & PwC - (SAD) Period: 10/1/2004 - 9/30/2005 # Business Unit SAD List Date Key Control # Control Description Control Deficiency Business Process Deficiency Impact Remediated 1 AMTI 8/31/2005 A-1 Administrator rights are only assigned to individuals who require these rights to perform their job duties. - A Generic ID's are being used and shared. - SA (SQL ID that cannot be removed and used by Saritha, David, and Sean) - CAPTAIN (Can be removed, currently used by Saritha, David, and Sean) - EXCHADMIN (built-in account that gives NT authentication to both Franklin and Marcie servers) Access to Programs and Data Both Design & Operating Deficiency Yes 2 AMTI 8/31/2005 A-2 Programmers cannot perform accounting functions or make changes to any application production data; DBA's cannot make unauthorized changes to production data 1. IT Systems Manager Saritha Somasundaran has access to Franklin(e-Work Production server). 2.DBA access to production is not monitored. Access to Programs and Data Both Design & Operating Deficiency Yes 3 AMTI 8/31/2005 A-3 User account and password configurations will be set up in accordance with the Corporate User Account and Password policy, with exceptions approved by IT Management - A e-Work does not follow the Corporate Password Policy. (i.e. password minimum length, aging, reuse, lock outs, etc.) Access to Programs and Data Both Design & Operating Deficiency Yes 4 AMTI 8/31/2005 A-5 A reconciliation is performed at least annually for the network and applications to verify that active users have proper program access levels given their job functions and that terminated users have no access to systems and applications - M User certifications have not been completed for Costpoint users and Network users. Access to Programs and Data Operating Deficiency Yes 5 AMTI 8/31/2005 A-8 To ensure 1) that access to Significant Spreadsheets is restricted to only those individuals who require these rights to perform their job duties and 2) that proper backups are performed of the Significant Spreadsheets. - ITdM Need to complete testing Access to Programs and Data Both Design & Operating Deficiency Yes 6 AMTI 8/31/2005 CM-2 Changes may not be moved into production by the same individual who developed or worked on the change- M Saritha Soma has ability to program changes and move them into production for eWork Access to Programs and Data Both Design & Operating Deficiency Yes 7 AMTI 8/31/2005 CO-3 Key systems, including application databases and system files, and other key data are backed up fully on a regular basis and stored offsite.- A There is no backup tape rotation log. Determining which tapes are in the library and which tapes are offsite at the Network Manager's home can be difficult. Computer Operations Both Design & Operating Deficiency Yes 8 AMTI 8/31/2005 CO-5 The Company's network security settings limit and log unauthorized access. The company utilizes a firewall, and the access to modify firewall settings is restricted to authorized personnel. There are no formal evidence of the monitoring of audit logs (i.e. failed login attempts, failed process, failed file attempts, etc.) This function was activated on 4/18/2005. Access to Programs and Data Both Design & Operating Deficiency Yes

Improve Visibility Disconnects between PM’s and HR were creating problems Implemented process to improve visibility and collaboration Reduced backlog of open positions from on average 21 to 14 per week

Disconnects between PM’s and HR were creating problems

Implemented process to improve visibility and collaboration

Reduced backlog of open positions from on average 21 to 14 per week

Automation Team 1 Team Lead 2 Process Programmers 1 .NET Developer 1 Analyst 1 QA/CM Person

1 Team Lead

2 Process Programmers

1 .NET Developer

1 Analyst

1 QA/CM Person

Development Characteristics Typical development is 1 person, 4-6 weeks, 12-20 human stages, 6-8 roles, and 3-4 unique actions per stage Email primary notification mechanism Standardized functions and libraries Some website integration Incorporating SOA elements

Typical development is 1 person, 4-6 weeks, 12-20 human stages, 6-8 roles, and 3-4 unique actions per stage

Email primary notification mechanism

Standardized functions and libraries

Some website integration

Incorporating SOA elements

Tool Selection Criteria Factor Selection Human vs. System Weighted toward Human Target Environment Primarily Windows ERP Oracle Rules Engine Not Required Reporting Capability Primarily Management (trending toward BAM) Portal Integration Sharepoint (recently implemented Vignette at Corp.) Critical Criteria Maximize productivity of limited resource pool

AMTI Approach Business Strategy Process Goals

Process Architecture

Process Detail TA-IN: Initiation (Step 1) An employee acting in the role of capture manager may initiate a TA. The Capture Manager will identify the partner company and the specific business opportunity. TA-PD: Proceed Determination (Step 2) TA-PD1: Business Development Manager Review The Business Development Manager will determine whether or not it is in the best interests of AMTI to proceed in a teaming agreement with the selected partner company in pursuit of the given business opportunity. If the Business Development Manager determines it is best not to proceed, the TA will be cancelled unless the BDM indicates further review by the President. TA-PD2: Optional President Review If review by the President is indicated, the President makes the final decision as to whether to proceed with the TA or not. If the President concurs with the decision not to proceed, the TA is cancelled, archived and this process is completed; otherwise, the process is moved forward to documentation by the Contracts Administrator.

TA-IN: Initiation (Step 1)

An employee acting in the role of capture manager may initiate a TA. The Capture

Manager will identify the partner company and the specific business opportunity.

TA-PD: Proceed Determination (Step 2)

TA-PD1: Business Development Manager Review

The Business Development Manager will determine whether or not it is in the

best interests of AMTI to proceed in a teaming agreement with the selected partner

company in pursuit of the given business opportunity. If the Business Development

Manager determines it is best not to proceed, the TA will be cancelled unless the

BDM indicates further review by the President.

TA-PD2: Optional President Review

If review by the President is indicated, the President makes the final decision as to

whether to proceed with the TA or not. If the President concurs with the decision not

to proceed, the TA is cancelled, archived and this process is completed; otherwise,

the process is moved forward to documentation by the Contracts Administrator.

Technical Architecture Metastorm Insight Dashboards, Reports, Monitoring Metastorm Designer Metastorm Envision Metastorm Rules Metastorm Administration Metastorm Process Engine Clients – Mail, Mobile, Web, Portal Metastorm Integration Manager Legacy, Commercial Apps, Custom Systems Metastorm Orchestrators . NET, Java, WS, Messaging System A System B System C System D Metastorm Process Accelerators Vertical & Operational Process Pods™, 3rd Party Functions, Services & Methodology Visibility Design, Simulation & Analysis Execution Integration

Change Management Every project starts with a Business Case and an understanding of the Process that it supports IT Steering Committee Process Owners CMMI Level 2 Change Request Process

Every project starts with a Business Case and an understanding of the Process that it supports

IT Steering Committee

Process Owners

CMMI Level 2

Change Request Process

Change Request Checklist

Phase 1: Define Review Business Case and Documentation Identify Process Owner and Stakeholders Identify Interfaces and Points of Integration Ask Questions and Seek Clarification Establish Concept and Define Increment Conduct JAD Session(s) Identify Critical Requirements

Review Business Case and Documentation

Identify Process Owner and Stakeholders

Identify Interfaces and Points of Integration

Ask Questions and Seek Clarification

Establish Concept and Define Increment

Conduct JAD Session(s)

Identify Critical Requirements

Phase 2: Implement Create an Initial Process Perform a Walkthrough Enter Iterative Development Cycle Establish Initial Operational Capability (IOC) Obtain Sign-off from Process Owner Test Process

Create an Initial Process

Perform a Walkthrough

Enter Iterative Development Cycle

Establish Initial Operational Capability (IOC)

Obtain Sign-off from Process Owner

Test Process

Phase 3: Deploy Handoff through Configuration Library Complete Testing Process Get Process Owner Sign-off Prepare Release Notification Deploy Identify Issues and Expedite Changes

Handoff through Configuration Library

Complete Testing Process

Get Process Owner Sign-off

Prepare Release Notification

Deploy

Identify Issues and Expedite Changes

Phase 4: Change Collect Feedback from Users Manage database of Change Requests Work with Management to Prioritize Changes Coordinate Updates with Process Owner Establish a Refresh Cycle

Collect Feedback from Users

Manage database of Change Requests

Work with Management to Prioritize Changes

Coordinate Updates with Process Owner

Establish a Refresh Cycle

Tracking Metrics Estimate to Complete Process Delivery Task Completion Assumptions/Dependencies Risk: Green, Yellow, Orange, Red

Estimate to Complete

Process Delivery

Task Completion

Assumptions/Dependencies

Risk: Green, Yellow, Orange, Red

General Recommendations Tool choice is important Establish a governance structure First project should have an impact but not be in the critical path Work towards business goals and objectives Deploy sooner than later

Tool choice is important

Establish a governance structure

First project should have an impact but not be in the critical path

Work towards business goals and objectives

Deploy sooner than later

Questions?

Thank Y David B. Holliday Chief Technology Officer Advanced Management Technology, Inc. A Tetra Tech Company Contact Information: 703-841-2214 [email_address] ou Thank Y ou

David B. Holliday

Chief Technology Officer

Advanced Management Technology, Inc.

A Tetra Tech Company

Contact Information:

703-841-2214

[email_address]