David B. Holliday, CTO of Advanced Management Technology, Inc. (AMTI), presented at the Business Transformation Conference, focusing on the company's approach to process automation and its profile as part of Tetra Tech with significant federal and commercial clients. The document outlines the company's revenue, notable projects, and a detailed overview of their internal processes and compliance challenges, including deficiencies in access control and system security. Recommendations for improvement emphasize the importance of tool selection, governance structure, and aligning projects with business goals.

1. 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

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

3. 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%

4. 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

5. 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

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

7. AMTI Process Timeline

8. 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.

9. Reduce Administrative Burden Revenue Staff

10. 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

11. 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

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

13. 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

14. 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

15. AMTI Approach Business Strategy Process Goals

16. Process Architecture

17. 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.

18. 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

19. 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

20. Change Request Checklist

21. 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

22. 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

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

24. 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

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

26. 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

27. Questions?

28. 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