CREW: General Services Administration: Regarding E-Gov Travel: 1/21/2010 - Ets r2 v2 Final 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
JUNE 13, 2003
ROUND 2
VOLUME 2 – MANAGEMENT APPROACH

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
Volume 2 – Management Approach
TABLE OF CONTENTS
Table of Contents.........................................................................................................................................................................ii
2.0 Management Approach.......................................................................................................................................................... 1
2.1 Program Management ........................................................................................................................................................ 1
2.1.1 Program Management Approach................................................................................................................................. 2
2.1.1.1 Program Integration .............................................................................................................................................. 2
2.1.1.2 Scope Management............................................................................................................................................... 2
2.1.1.3 Time/Schedule Management................................................................................................................................. 2
2.1.1.4 Cost Management ................................................................................................................................................. 2
2.1.1.5 Human Resources Management............................................................................................................................ 3
2.1.1.6 Procurement Management .................................................................................................................................... 3
2.1.1.7 Quality Management............................................................................................................................................. 3
2.1.1.8 Communications/Change Management ................................................................................................................ 4
2.1.1.9 Risk Management ................................................................................................................................................. 5
2.2 Implementation Approach.................................................................................................................................................. 7
2.2.1 Implementation Experience and Project Management ................................................................................................ 7
2.2.1.1 Team Composition................................................................................................................................................ 8
2.2.1.2 Implementation Experience .................................................................................................................................. 8
2.2.1.3 Communication..................................................................................................................................................... 8
2.2.1.4 Understanding the Client ...................................................................................................................................... 9
2.2.1.5 Execution Discipline............................................................................................................................................. 9
2.2.1.6 Product Knowledge............................................................................................................................................... 9
2.2.1.7 Training................................................................................................................................................................. 9
2.2.1.8 Lessons Learned ................................................................................................................................................. 10
2.2.2 Standard Implementation Plan................................................................................................................................... 12
2.3 Technology Refreshment ................................................................................................................................................. 12
2.3.1 Goals & Objectives.................................................................................................................................................... 12
2.3.2 Technology Refresh Process ..................................................................................................................................... 12
2.3.2.1 Solution Analysis ................................................................................................................................................ 13
2.3.2.2 Engineering & Testing........................................................................................................................................ 13
2.3.2.3 Configuration & Change Management ............................................................................................................... 14
2.3.2.4 Lifecycle Management........................................................................................................................................ 14
2.3.2.5 Product Roadmap................................................................................................................................................ 15
2.4 Customer Support and Training Approach ...................................................................................................................... 15
2.4.1 Customer Support...................................................................................................................................................... 15
2.4.1.1 On-Line Application Assistance ......................................................................................................................... 16
2.4.1.2 Help Desk Solutions ........................................................................................................................................... 17
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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
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2.4.1.2.1 Web Status Checking ................................................................................................................................... 17

2.4.1.2.2 E-mail ........................................................................................................................................................... 18
2.4.1.2.3 Analyst Assisted ........................................................................................................................................... 18
2.4.1.2.4 Customer Satisfaction Measurements .......................................................................................................... 19
2.4.1.3 Tracking .............................................................................................................................................................. 20
2.4.1.4 Multi-tiered Customer Support ........................................................................................................................... 20
2.4.2 Training ..................................................................................................................................................................... 21
2.4.2.1 Training Signup/Registration/Reports ................................................................................................................ 22
2.4.2.2 Training Delivery Options .................................................................................................................................. 22
2.5 Organizational Structure and Key Personnel ................................................................................................................... 22
2.5.1 Project Structure and Key Roles................................................................................................................................ 25
2.5.2 Key Personnel Identification and Qualifications....................................................................................................... 26
2.5.3 Functional Support Personnel.................................................................................................................................... 27
2.5.4 Resumes..................................................................................................................................................................... 29
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2.0 MANAGEMENT APPROACH (RFP REFERENCE E.3.4.2.2; E.6.2)
The Federal Government has worked with its suppliers to deploy innovative world-class solutions throughout the Govern-
ment. CW Government Travel, Inc. ("Carlson"), the prime contractor responding to the GSA eTravel Services solicitation is
uniquely positioned to exceed GSA’s expectations in fulfilling its requirements for a top-performing, quality-service oriented
eTS services and management support supplier. Carlson’s experience providing travel and technology solutions to industry
and government clients is without parallel.
In Volume 1 Technical Approach, Carlson and our exceptional team of first tier subcontractors provided a detailed proposal
describing our technical capability to deliver a low-cost, highly flexible, fully integrated travel system that will drive high
adoption. For Program Management the Carlson eGov Solution team has both Government and commercial experience in
customer service, implementation, and change management for technology deployments. Our approach is simple: Begin
with the needs of the traveler and agency and then build a solution to drive high user empowerment and acceptance.
Carlson’s is proud to be the only Travel Management Company to use our unique Government-dedicated background to de-
sign a solution for the GSA eTravel initiative that fully complements our customer service/fulfillment offerings.
Carlson’s management approach will ensure the key eTravel objectives—operating efficiency, system reliability, and total
cost control. Carlson recognizes that total cost includes not only the cost of purchased travel but the time spent completing
travel vouchers, accessing customer service, and implementing eTravel functionality. Our management approach has the
following characteristics:
¾ Understanding of the Government traveler – over 15 million U.S. Government travel reservations processed and a 99.9
percent positive rating on our traveler satisfaction surveys
¾ A culture of high achievement – emphasizes teamwork, a “no frills” mentality to deliver cost efficient, and “no excuses”
service to successfully deliver high satisfaction to Government travelers
¾ Accountability of a single Program Manager (PM) – a single point of leadership and accountability, for both Carlson
and contractors, to deliver the most effective and accepted solution through the lifecycles of eTS.
¾ Program management using Six Sigma Quality principles – Carlson uses the Project Management Institute (PMI) meth-
odology with Six Sigma as one of our key tools. Six Sigma drives quality services in a cost effective manner with a
data-driven approach that strives to eliminate all defects in design, implementation, and execution of services.
¾ Partnership-driven account management process focused on outcomes – Account Managers will work with agencies in
implementation, change management, product enhancements, and customer service issues to maximize the benefits of
the program. Account Managers will actively seek customer feedback through a variety of venues (surveys, focus
groups, and weekly status meetings) to help enhance our offering and performance.
¾ The resource base of Carlson Companies, Inc. – widely recognized as the premier worldwide travel and hospitality ser-
vice provider in both to the government and commercial sectors will provide services for technology, risk management
and change management. This will allow the Carlson team to concentrate on traveler and agency needs.
On the following pages, we discuss our management approach to: (1) Program Management, (2) Implementation, (3) Tech-
nology Refreshment, (4) Customer Support and Training, and (5) Organizational Structure and Key Personnel.
2.1 Program Management (RFP Reference E.3.4.2.2, Item 1; E.6.2, Factor 1)

A key role for the Program Manager (PM) is to build a program that enables change on a sustainable pace to maintain user
acceptance. To achieve an effective response to eTS, changes will require three key items: 1) Evaluation of significance of
change to agencies and readiness to accept change 2) A solid communication plan tailored to level of significance, timing
and readiness for change 3) Monitoring success with Account management through discussions with agencies on traveler
feedback and other data collected (service level agreements "SLAs" and internal scorecards).
To enable change as eTS moves through its lifecycles, the objectives of the program management will be adapted. A sam-
pling of the key objectives by phase will include, but not be limited to, the following:
¾ Start-up: Development of program scope and objectives, communication of the eTS strategy, and assignment of roles
and responsibilities. During the IOC and start-up, the objectives will be to continuously monitoring system functionality
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and architecture, as well as the effectiveness and capacity of implementation, customer support and training teams. Ad-
ditionally, risk and quality management will be introduced to prepare for a larger pool of travelers.
¾ Growth: The objectives will focus on customer satisfaction, user-acceptance rates, account management, system scal-
ability, capacity planning (system and support teams), and performance measurement. The feedback mechanisms (SLA,
customer feedback, etc.) and Account Management relationships will serve as critical measurement points.
¾ Expansion: The objectives of scalability and capacity planning will remain as the number of travelers grows. However,
more emphasis can be given on performance and product development using SLAs, customer feedback and scorecards.
¾ Maturation: As the rate of growth in the number of travelers flattens, there will be objectives to rationalize staffing for
implementation and training. This is the phase where use of Six Sigma provides the tools to drive continuous improve-
ment in the product capability and operations.
¾ Transition: Through the life of eTS, the requirements and technology will incrementally evolve so the program man-
agement will emphasize change management. When there is a significant shift in the technology or services delivered,
the Carlson eGov Solutions Team will essentially repeat the cycle, but with the benefit of prior experience. At this
stage, an objective would be to formally evaluate, with a wide group of constituents, the overall programs’ ability to re-
alize the planned benefits and to seek additional areas of value or benefit.
2.1.1 Program Management Approach
This section will provide an overview of the key program management areas based upon the PMI methodology, with heavier
emphasis on the quality and risk management components.
2.1.1.1 PROGRAM INTEGRATION

The PM tailored a program, complete with communications and timelines, to meet the timelines and objectives under GSA,
especially for technology requirements and areas for use of subcontractors. Carlson dedicated a team to update the previ-
ously developed and Patent Pending E2 Solutions (a web-based travel and expense management system for the Government
marketplace), to specifically meet the requirements of the GSA eTS solicitation. Additional resources were assigned to im-
plementation, training, and customer support.
Carlson will strongly leverage the IOC opportunity to test the integrity of eTS technology, account management, support
teams, data management and the overall program management process. Additionally, the IOC will provide valuable initial
traveler feedback that is critical to product development and quality management.
After IOC, the PM will focus on: 1) Agency readiness to accept the eTS program; 2) Compliance to the overall project objec-
tives; 3) Effectiveness of program management processes; 4) Managing risks of the program; 5) Quality of performance
measurements; 6) Communication program; and 7) Establish partnering relationships with Federal Agencies.
After start-up, the PM will identify logical points for program examination (end of significant project, software release,
achievement of implementation targets for users or agencies, etc.). This in-depth cost/benefit analysis of businesses utilizing
eTS provides the "continuous loop" component of the program management process. Carlson and agency personnel will
jointly identify potential refinements or value-added improvements. The PM and key managers will also review Carlson's
internal operations as well for potential improvements.
2.1.1.2 SCOPE MANAGEMENT

A scope of work for each eTS team (including our first tier subcontractors) was created from the GSA objectives and re-
quirements. Carlson used a WBS (work breakdown structure), found in Volume 1, Appendix B, to document the scope.
2.1.1.3 TIME/SCHEDULE MANAGEMENT

The PM uses the WBS, to match availability against the resources required for activities. The activities are sequenced, de-
pendencies are highlighted and start and end dates are created. This is an important tool for Carlson to ensure activities are
completed on time and in the proper order, especially for contractors. Schedule updates are provided to the team by the PM.
2.1.1.4 COST MANAGEMENT

Again using the WBS, a budget is established from the resources required and their associated costs. The tracking of costs
will be used for pricing enhancements to the initial product offering and more operational efficiency.
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2.1.1.5 HUMAN RESOURCES MANAGEMENT

As described in Section 2.5 Organizational Structure and Key Personnel, the eTS team consists of experienced individuals
required to meet the eTS requirements and objectives. Staffing will be updated to meet the needs of each eTS lifecycle.
Human Resource management will produce overall plans for staffing, incentives, training and recruiting.
2.1.1.6 PROCUREMENT MANAGEMENT

Carlson's Partner and Subcontractor relations department will procure the required subcontractor services for each eTS life-
cycle. The department will work with the PM to identify the scope and requirements of vendors, conduct the appropriate
evaluation, ensure the contracts provide alignment with overall eTS objectives (use of flow-through SLAs, etc.), and serve as
one of the primary relationship owners along with the key operations personnel.
2.1.1.7 QUALITY MANAGEMENT

Carlson will use the Six Sigma process for Quality Management. Figure 2.1 – 1 below shows the phases to identify and
eliminate defects to minimize variation in customer experience and deliver the highest quality in a cost efficient manner.
Define Measure Analyze Improve Control
Root Cause/ Control &

Action 1
Process Driver 1 Response Plan
Measurement Strategy
Root Cause/ Control &

Action 2
Process Driver 2 Response Plan
Scoreboard Measure
Control &
Scoreboard Measure
Response Plan
Figure 2.1 – 1
Six Sigma begins with the scorecard design based on input from travelers, agencies and GSA program objectives. Each op-
erational and technical area will have a tailored scorecard to provide indicators of variance in service delivery. For any
significant variance identified, a project is initiated to map the process, identify the problem's root cause, and take actions to
correct issues. Scorecards will be updated for each eTS lifecycle and incorporate changes based customer surveys, customer
service desk statistics, operational statistics and external benchmarks. Scorecards will include the following types of meas-
urements:
¾ Time Based Measurements –Performance measurements based on calendar milestones. Examples include eTS IOC
within 105 days; FOC by December 2003 and customer support call wait time under 5 minutes.
¾ Performance Based Measurements – These measurements are used to ensure technical aspects of the Carlson eTS Solu-
tion meet the eTS requirements. Examples include eTS availability or system up time, help desk call statistics, or traveler
time to complete voucher process.
¾ Feedback Based Measurements – These measurements are used to obtain qualitative feedback from customers to deter-
mine customer satisfaction. Examples include customer satisfaction on training effectiveness, Help Desk responsiveness,
and availability of travel information provided by the eTravel portal.
Account Management will regularly discuss the results in their meetings with agencies to understand both the drivers behind
and analyze the trend within the scorecard results. Additionally, on a semi-annual basis Carlson will invite a representative
sample of each user role to participate in a customer satisfaction survey. These surveys will be conducted monthly during
the first six months of each implementation to establish a baseline and provide the program management and Account Man-
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agement with information on how travelers and user of the system rated the usability of the system. Other customer feed-
back measurements by user role, agency and activity will provide Carlson with levels of agency acceptance and identify
areas of concern will help improve the quality for all agencies.
Carlson will negotiate SLAs to complement the quality management process. Additionally, Carlson will link internal incen-
tives and contactor binding agreements to these SLAs to drive awareness and compliance.
2.1.1.8 COMMUNICATIONS/CHANGE MANAGEMENT
For program the size of eTS, a well-considered communication plan maintained by the PM is critical for success. The com-
munication plan will cover information that is "pulled in" (i.e. Account Management reports, customer surveys, etc.) and
"pushed out" (i.e. progress reports, SLAs, risk management reports, etc) for internal, contractors, GSA and agencies.
The communication plan will achieve certain goals: 1) Report status of stakeholder needs, 2) identify actions required and
accountability, and 3) build the Carlson eTS brand and culture internally and externally to establish a common mindset for
achievement of program objectives. Communication will occur in a variety of methods (staff meetings, client meetings, re-
porting, etc.) based upon the most effective method for a given content and/or purpose. The PM will solicit feedback on the
effectiveness of communications.
Agency Change Management: Carlson Marketing Group’s (CMG) change management approach has been successfully de-
ployed within a number of Fortune 500 companies. To support the Carlson eTS Solution transition, Carlson’s first tier
subcontractor CMG will provide a general guidebook, based on CMG's successful change management approach, which
each agency can use to tailor their user acceptance approach. Migrating to any new system requires an approach grounded in
science, but executed practically. To guide all Change Management efforts for our clients, CMG utilizes the change archi-
tecture model depicted in Figure 2.1 – 2. Because of the critical role of change management to achieve long-term success,
agencies not experienced in or staffed for technology change management can purchase supplemental services from CMG to
maximize the value of the eTS Solution by ensuring user understanding and acceptance. The following section provides a
high-level overview of CMG's approach to change management. A detailed description can be found in Appendix B.
Carlson Marketing Group, Inc.

Gain Executive Change Management Process
Alignment
Vision
Mission
Case for Change
Create a Change Architecture
Develop a Guiding Coalition

& Change Champions
Develop Performance Measurements
Feedback Collection and Analysis
Implement 10X Communications
Engage Employees
Capture and Communicate

Short Term Wins
Identify and Deploy

Long Term System Change
Figure 2.1 – 2
The theoretical underpinnings of this model reside in John Kotter’s Change Leadership work. This is a best practice of
"what needs to happen" in an organization to create meaningful and lasting change.
Gain Executive Alignment
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The Carlson team will work with each individual agency to determine their specific needs, audience characteristics, and vi-
sion for what the agency sees as the perfect travel system. CWGT will then architect a solution to best meet those needs.
The architecture components will include:
Develop a Guiding Coalition and Change Champions
Each agency will select individuals to guide the architecture design, usually working with subject matter experts in change
management. They will also build a team to assist in engaging constituency groups in eTS. The team will design a change
management plan best suited to the agency. Carlson's Account Manager will assist the agency in the process and bring in
experiences from other agencies
Implement 10x Communication
The overall objective of any communication is to know that it stuck –to the right people at the right time, and it motivated
them to do the right thing. It is critical that the targeted audience not only knows and understands the message and its con-
text; they are also able to apply it and live it in some way, every day. 10x communication plan identifies the audience,
primary messages, media mix, communication method and timing.
Consistency is critical, but so is adaptability. Audience attitude must be adapt or refine the communication plan along the
way. Once again, input from Carlson's Account Managers from other agency experience will be very useful.
Engage Employees
CMG recognizes employee engagement is critical to drive change and create success for any new program. Recognition
programs or incentives are useful to engage employees, especially in the early stages after product launch. A method to ac-
complish this is through the use of CMG’s proprietary Travel Compliance employee engagement tool called MyWorkLink
See Appendix B for a summary of the key functionality of system. For many recognition programs, they become self-
funding through the savings achieved by driving high user acceptance.
Capture and Communicate Short-Term Wins
A key part of any successful change effort is the word on the street. Ensuring that people are hearing about what is working
is paramount to gaining momentum and creating an environment of sustainable change. The change management process is
designed specifically to ensure that the good messages get to the groups that need to hear them. The Guiding Coalition
should consider a method to be sure to capture short-term wins and communicate the stories in an engaging fashion. Em-
ployees can learn from one another, and drive the culture from their own stories of success.
Long-Term Systems Change
For the government, eTS is an example of aligning the long-term systems that in the long run, drive the business. The Guid-
ing Coalition will need to actively work to see if other systems preclude the ability to use of eTS. This effort will ensure
alignment of communication systems, technical systems, and incentive systems to match the long-term goals.
Develop Performance Measurement
Measurement of change management efforts provide insights that aid in optimal program management in three areas:
¾ Demonstrate the effectiveness of the program
¾ Establish the success of the program in meeting your quantifiable objectives
¾ Provide regular data-driven insight that will guide and direct the management of the change effort
In Appendix B, Carlson has provided a method of how to systematically work through the measurement architecture design
process. Carlson will work with the Government to determine what measures are important to measure program impact and
ensure this information is available for reporting and analysis.
2.1.1.9 RISK MANAGEMENT

Today, Carlson participates in risk management programs of its parent company CCI. CCI employs a risk management ex-
ecutive position and deploys an extensive risk management program and currently handles all of Carlson’s information
technology application. Please see Appendix B for an overview of risk areas reviewed within CCI's risk management
framework. The ability for Carlson to tap into its parent resources, risk management modeling and experience is a great
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benefit to the eTS program. The PM has worked with our subcontractors to ensure they have adequate risk management
practices in place and will be part of our binding agreements. The risk management program for technology is much more
extensive than other areas, given its importance for eTS. Carlson’s eTS risk management process is depicted in Figure 2.1 –
5:
Risk Management Approach & Life Cycle
Risk Management Inputs

y GSA Requirements/Customer Feedback
y Carlson/Contract Risk Mapping Survey/Interviews
y External Resources (Legal, Regulatory, etc.)
y Release Management
y Technology Refresh
y Project Management
y Work Breakdown Structure
y Security Management Alerts & Reports
y Availability, Capacity, & Configuration Alerts & Reports
y Problem Management
y Service Level Management
y Contingency Management
y Financial Management
Risk Management (Six Sigma Based)
Measure & Identify Risks

y Assess & Prioritize Risks, Problems, & Issues
y Identify Critical Components
y Technical (e.g. Applications , Sub-Systems,
Interfaces, Networks, Vendors, etc.)
y Financial (e.g. Pricing, etc.)
y Strategic (e.g. Investment Evaluation, etc.)
y Operational (e.g. Customer, Legal, etc.)
y Hazard (e.g. Employee Acts, Disaster
Recovery, etc.)
y Integrity (e.g. Employees, Contractors, etc.)
Risk
Mgmt
DB
Risk
Management
Team
Monitor Risk Mitigation Actions Manage Risks
y Track, Analyze, & Alert for Emerging Trends y Create Risk Reduction Plan
y Monitor Critical Risks on 24/7 Basis & Respond to y Develop Mitigation Approaches
Alerts y Select Feasible Mitigation Approaches
y Establish Reporting to All Critical Functions y Select Approach and Allocate Resources
y Analyze On-going Risk Mitigation Progress y Validate Successful Risk Mitigation
Figure 2.1 – 5
The focus of this closed-loop process is to be proactive and continually monitor risks. This is a collaborative approach be-
tween Carlson and its contractors. Risks will be actively identified and prioritized by the PM and key individuals within
Carlson and our contractors. The Program Manager will establish a Risk Management Team that will coordinate all risk-
related activities. This team will meet monthly or as needed to review existing risks, confirm or revise their priorities, and
identify and prioritize new risks. For each risk, we will develop a mitigation strategy to avoid, prevent, or mitigate potential
adverse effects on the quality, cost, or timeliness of our support if the risk occurred. A Risk Monitor will track each major
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risk, and a Risk Manager will implement approved mitigation actions for the risk. The focus of the process is to be proactive
to minimize risk exposure.
The following table presents a sample of the Program Management risk identified and our mitigation strategies for them.
RISK ANALYSIS MATRIX

Type Risk Description Probability/ Mitigation Strategy Residual
Impact Risk
Manage- Control of Subcon- Medium/ Carlson has substantial experience in working with Low
ment tractors. High subcontractors. The PM will include subcontractors in
program management planning, communications,
scorecards. Additionally, critical functions will be
monitored and SLAs will be part of binding agreement.
Manage- Retention of staff. Low/ Carlson has an exceptionally low turnover in its man- Low
ment High agement team. Additionally, Carlson is committed to
employee development and various HR programs.
Carlson has high retention of IT staff, well above the
industry average. We will use special incentives to
retain valued project team personnel.
Manage- Ability to meet Medium/ Carlson has significant past performance in meeting Low
ment milestones & goals High milestones and deliverables based on experience. Us-
with highly quali- ing PMI Project Management, scorecards, and SLAs
fied staff. will monitor progress and communicate status on a
regular basis.
Manage- Ability to meet High/ Carlson has more than 1,000 IT professionals with Low
ment evolving IT support High significant experience in delivering ASP services. Our
needs. Technology Refresh program will ensure that the ser-
vice is maintained using the technology that provides
the best solution for eTS.
Carlson has an established “problem escalation” process to ensure immediate attention to critical issues. The process will
provide for different escalation procedures depending upon the nature and intensity of the problem. The process also in-
cludes the appropriate communication required to both agency and GSA if system functionality or availability will be
impacted. Carlson will push down the communication of the risk management mapping and monthly metrics to maintain
awareness within critical functions.
2.2 Implementation Approach (RFP Reference E.3.4.2.2, Item 2; E.6.2, Factor 2)

On the following pages, the Carlson eGov Solutions Team describes our implementation experience and our proposed stan-
dard implementation approach, which will be used as a basis for all agencies placing orders for the eTS. Standard
Implementation Services are addressed in detail in Volume 1, Appendix B.4 Deployment.
2.2.1 Implementation Experience and Project Management
The Carlson eGov Solutions Team brings unmatched government implementation experience to all eTS client agencies. The
core team, made up of members from Carlson and all first tier subcontractors bring over three decades of highly successful
experience in implementation of complex programs in US Government Agencies. Our standard implementation approach is
firmly based on the foundation of experience and the employment of a standard Enterprise Project Management (EPM)
methodology. EPM provides for a simple, real-time, and virtual collaborative environment for operational, tactical, and stra-
tegic project management and serves as our tool for managing and controlling program scope, schedule, and cost. Carlson’s
use of enterprise-wide project management standards coupled with thirty years of experience implementing large US gov-
ernment programs, allows for a standard and effective implementation with all agencies placing orders.
This experience has clearly identified several critical areas that become the basis for developing a standard implementation
approach: 1) Team Composition; 2) Implementation Experience; 3) Communication; 4) Understanding the Client; 5) Execu-
tion Discipline; 6) Product Knowledge; 7) Training; and 8) Lessons Learned.
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2.2.1.1 TEAM COMPOSITION

Carlson will dedicate a team for each adopting/ordering agency with the responsibility of successfully implementing the
Carlson eTS Solution and ensuring complete customer satisfaction. The primary team and supporting members will provide
subject matter experience in areas of system requirements, integration services, finance, application functionality, reserva-
tions and fulfillment, training, security and account management. The account manager assigned to the implementation team
will provide both initial and continuing account management for the agency. The following table describes these standard
implementation roles.
eTS Implementation Roles and Responsibilities
Title Role
Implementation Project Manager (IPM) The IPM will schedule initial agency meeting, explain and demonstrate the Carlson eTS Solu-
tion, 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.
Implementation Operations Manager Implementation operations also include the requisite technical support. The IOM serves as the
(IOM) primary point of contact for all agency data integration. Documents exception rules and proce-
dures, ensure configuration of agency specific supplier designations, and establish file formats
and the building of profiles within the fulfillment agency’s Global Distribution System.
Implementation Training Manager Conducts training needs assessments, agency specific training sessions for Training Adminis-
(ITM) trators and any required supplemental training. In addition, the ITM will oversee the
development of all training curriculum.
Implementation Finance Manager (IFM) Responsible for all agency billing and payment set-up processes.
Security Manager Responsible for determining unique security requirements and provide layered (low, medium,
high sensitivity) security approach with respect to agency data
Account Manager Works with the IPM throughout implementation and then transitions to the primary point of
contact post implementation.
2.2.1.2 IMPLEMENTATION EXPERIENCE

The Carlson approach is fully scalable to support simultaneous implementations of all implementation levels identified in
Amendment 005. The Carlson eGov Solutions Team has extensive experience in implementing both large and small-scale
contracts for the government and industry.
The basis for our standard implementation approach comes from the Carlson and first tier subcontractor experience over the
past several years. This experience includes implementing over 300 Federal Agency and DoD travel management centers,
many of those simultaneously in addition to the design, development and deployment of software applications for agencies
such as the Departments of Treasury, State, Transportation, Defense and the US Census Bureau.
Carlson also draws upon the experience of its parent and affiliate companies which have implemented commercial applica-
tions and programs for many Fortune 500 companies including: IBM, Citrix Systems, Inc., Mazda, Saturn and Daimler
Chrysler.
2.2.1.3 COMMUNICATION
The Carlson eGov Solutions Team has enjoyed great success by maintaining open dialogue with Government clients before,
during and after the implementation. Status updates and frank discussion by all participants are a critical to a successful im-
plementation. Our approach involves identifying all stakeholders in the implementation, which as a minimum include the
Federal Agency, GSA, any external Travel Management Center contractor and Carlson. The implementation plan establishes
the expectations for all stakeholders and performance is measured against those expectations. Communication methods and
frequency during this stage will be determined during the first meeting of all stakeholders and will be revised as required
throughout the implementation. Our experience indicates that early customer feedback at all user levels combined with
analysis of early Help Desk data and training critiques are extremely useful measures of implementation status.
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2.2.1.4 UNDERSTANDING THE CLIENT

The Carlson eGov Solutions Team recognizes that not every client is the same. The “standard” implementation approach
provides for the thorough understanding of any unique requirements that the client may have and allows the team to identify
those needs and structure the implementation accordingly. In the first kickoff meeting, the Carlson eGov Solutions Team
will, as a part of the standard implementation, identify any special requirements of the agency and integrate those into the
plan.
2.2.1.5 EXECUTION DISCIPLINE

The Carlson eGov Solutions Team recognizes the importance of discipline in the timelines set forth in the standard imple-
mentation plan. Failure to execute and/or stay on schedule in an implementation can impact the direct costs and budgets
based upon pre-established milestones. To insure discipline in execution, the Carlson eGov Solutions Team conducts prede-
termined in-progress reviews at critical stages of implementation to determine the status of implementation against the agreed
schedule. Areas that fall short are addressed individually and corrective action taken, including team augmentation if neces-
sary, to remain on course and on budget.
2.2.1.6 PRODUCT KNOWLEDGE

The Carlson eGov Solutions Team is composed of individuals who actually designed, developed and fielded the Carlson eTS
Solution. They have ownership. Our implementation approach incorporates using an “in-house” implementation team com-
posed of subject matter experts on this product, not generalists on implementation.
2.2.1.7 TRAINING
The Carlson eGov Solutions Team has identified the most critical factor in an implementation approach is training for all
user roles. All other aspects of implementation can achieve success, but if training fails, then user acceptance within the
agency will not be met. Successful implementation can be measured in many ways, but the best measure is the percentage of
user acceptance and use of the Carlson eTS Solution. The table below presents the Carlson eGov Solutions Team standard
approach to training new users.
“Phase” 1- Needs Assessment / Kickoff Meeting

Notification To
Function Description / Reason Federal Agency
Meet with federal Demonstrate, strategize and schedule training plan. We recommend a mix of several dif- CA +7
agency representative ferent functional groups/users and agency locations to participate. This would provide
excellent feedback from past government success in training, change management needs
and an overall core picture/strategy of Phase Two “Training Session” and agency recom-
mendations.
Provide training of Demonstrate navigational training and information functions of the eTS portal. This will CA +7
access to the eTS allow above participants to access and become familiar with information, materials, sched-
“Training Section” ules and functions of the training program.
Review Training Provides representatives and administrative functions one point of contact to advise, mod- CA +7
Help Desk assistance ify, monitor and/or cancel customized training needs.
and function
Complete “Needs Provides Carlson a customized profile of an agency. This will help identify training distri- CA +10
Assessment Form” bution opportunities, training needs and available equipment and facilities. In addition it
will provide all trainers with internal profile data identification of the number of travelers,
travel vouchers, users, etc. that are expected to be transitioned and trained.
Review “eTS System Assists agency personnel with training setup requirements, procedures and processes for CA +10
Setup Form” both Carlson and federal agency.
Review “Training Explains the three different training options (CBT – self-taught, instructor led and supple- CA +10
Delivery” options mental training.) If instructor-led, determine date(s), participants (T3 or Users Roles
training) and facility to be used (Government or Carlson).
Complete Carlson Assists with adding, deleting and modifying content for future meetings. CA +7
“Evaluations Kickoff
Meeting” form
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Notification To
Function Description / Reason Federal Agency
Schedule follow-up Based on the “Needs Assessment Form” coupled with the agreement from the local federal CA +10
agency meeting if agency--training representatives, training facilities and times will be finalized.
needed
“Phase 2” - Training Execution (within 30 days)

Function Description
T3 or User Role training will be con- Training experience will be conducted, based on pre-determined decisions from Kick Off
ducted Meeting
Communications Announcement E-mail announcement describing the coming changes and highlighting the available support
will be sent to all end-users
STAGING PLAN
Stage 1 e-mail E-mail with link to portal and security instructions will be distributed
Stage 1 “Job Aid” Brochure distributed. Contents include: What is eTS?, Purpose, Benefits, Portal access, ID
and Password, Signing on, Completion of Traveler Profile. This will also serve as a basic ref-
erence for future Profile changes.
Stage 1 e-mail confirmation E-mail to confirm Stage 1 Job Aid has been sent. Instructions for downloading a PDF of the
same copy and troubleshooting guidance in the event the brochure was not received
Stage 2 Enrollment E-mail providing instructions on how to access the chosen training option will be provided:
Note: If the agency is relying on CBT, this e-mail will focus on access of the material, Help-
desk options, etc. If the agency is relying on Instructor-led training, instructions for selecting a
class will be provided
Ongoing Stage 2 Communications E-mail prompts will continue to encourage complete participation. Prompt will serve as re-
minders to enroll as well as directions for seeking help if issues are encountered.
TRAINING SESSION BEGINS See Section 2.4 Training for detail.
E-mail transition to “Follow up Train- E-mail reminding participants of support resources that can be accessed for ongoing training
ing” phase and troubleshooting
Phase Three – “Follow-up Training / Maintenance”

Function Description / Reason Completion
Timeline
Training updates will be sent Carlson will create a training database in order to electronically update all T3 On-going
via email Administrators. This will allow administrators to keep abreast of current train-
ing strategies and knowledge.
STAGING PLAN
Stage 3 learning and support: This desk is for the purpose of assisting T3 Administrators with answers to On-going
Training Help Desk training questions; provide training direction if needed and an outlet to provide
news on training updates. This desk and updates will be available via the eTS
portal through the Internet, email, instant messaging and/or telephone.
Stage 3 Learning and Support Help and tutorial support will also be available as part of the software. This
Library: Online help will allow for quick reference as end users gain mastery of the software
2.2.1.8 LESSONS LEARNED

The Carlson eGov Solutions Team recognizes that not every implementation will be executed without potential flaw. Our
past experience suggests that the implementation process will always provide “lessons learned” to continue to refine the
standard implementation approach for follow on implementations. During, the implementation process, any problem areas
are identified, documented in an implementation report and become issues for a formal after action report following imple-
mentation. These issues and any corrective action are then incorporated into the standard implementation plan, which further
strengthens the plan for the next implementation. Through this iterative process, what started out as a “standard” plan be-
comes more and more refined to insure continued improvement in the implementation process.
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ID Task Name Duration Start Finish Predecessors Resource Names

1 Agency CLIN award 0 days Tue 7/15/03 Tue 7/15/03 Contracting Officer
2 Implementation Team 30 days Tue 7/15/03 Mon 8/25/03 CWGT PM
18 Implementation Support Services 10.75 days Wed 7/16/03 Wed 7/30/03
19 Schedule kickoff meeting with key personnel 1 hr Wed 7/16/03 Wed 7/16/03 1FS+1 day
20 Call POC to review kickoff meeting agenda 0.5 hrs Fri 7/18/03 Fri 7/18/03 19FS+2 days Account Manager,Client PMO
21 Agency kick-off meeting 5.56 days Wed 7/23/03 Wed 7/30/03 Account Manager,Client Admin
office,CWGT IFM,CWGT IOM,CWGT
36 Customer needs assessment form 0.94 days Wed 7/23/03 Thu 7/24/03 Client Admin office,Client
PMO,CWGT IPM,Account Manager
130 Implementation Data Gathering Meetings 1.9 days Thu 7/24/03 Mon 7/28/03 Client Admin office,CWGT
IFM,CWGT IOM,CWGT ITM,Client FIN
131 Develop training 0.6 days Fri 7/25/03 Fri 7/25/03 Client Admin office,CWGT ITM
139 Financial 0.96 days Thu 7/24/03 Fri 7/25/03 CWGT IFM,Client FIN Office
150 Identify reporting 0.25 days Thu 7/24/03 Fri 7/25/03 CWGT IFM,Client FIN Office
154 Financial, IT and Personnel requirements 0.36 days Fri 7/25/03 Mon 7/28/03 CWGT IFM,Client FIN Office,Client
Admin office
172 Lag time for additional information as needed 1 day Fri 7/25/03 Mon 7/28/03 171
173 1 conference call 2 hrs Mon 7/21/03 Mon 7/21/03 CWGT,Client
174 Agency Specific Data Loads 7 days Fri 7/25/03 Tue 8/5/03 Client Admin office,Client
OPS,CWGT IOM
175 Traveler profiles 7 days Fri 7/25/03 Tue 8/5/03 Client Admin office,CWGT IOM
178 Fund citations 7 days Fri 7/25/03 Tue 8/5/03 Client FIN Office,CWGT IOM
181 CBA credit cards 7 days Fri 7/25/03 Tue 8/5/03 Client TMO,CWGT IOM
184 Initiate configuration 22.72 days Tue 7/29/03 Thu 8/28/03 Client Admin office,Client PMO
185 Assign functional areas to configurations 5 days Tue 8/5/03 Tue 8/12/03 183 Client Admin office,Client PMO
186 Analyze and refine projects 1 day Tue 8/12/03 Wed 8/13/03 185 Client Admin office,Client PMO
187 2 conference call weekly 2 hrs Tue 7/29/03 Tue 7/29/03 173FS+4 day Account Manager,CWGT IPM,Client TMO
188 Meetings with the TMC 1 day Fri 8/15/03 Mon 8/18/03 186SF+4 day Account Manager
189 Configure system administrative environment 5 days Mon 8/18/03 Mon 8/25/03 CWGT
193 3 conference call weekly 1 hr Tue 8/5/03 Tue 8/5/03 187FS+5 day Client TMO,CWGT IPM,Account Manager
194 Perform testing of TMC input/output 2.84 days Mon 8/25/03 Thu 8/28/03 Client Admin office,Client PMO
197 Go-No-Go meeting with client 2 hrs Thu 8/28/03 Thu 8/28/03 196 Client PMO,Client Admin office,Account M
198 Technical Support 21.13 days Thu 8/28/03 Mon 9/29/03
199 Integration Agreements of Agency use of eTS, Data 5.13 days Thu 8/28/03 Thu 9/4/03 CWGT IOM,Client OPS,Client
Exchange, to Interface with EAI Security
202 Data interface testing with EAI Platform 15 days Thu 9/4/03 Fri 9/26/03 201 E2 Programmer
203 Release production system 1 day Fri 9/26/03 Mon 9/29/03 202 CWGT
204 Establish release strategy 7.25 days Thu 8/28/03 Tue 9/9/03 Client Admin office
209 Client to Client User Training 17.13 days Thu 8/28/03 Tue 9/23/03 Client Admin office
210 Determine project training team 1 day Thu 8/28/03 Fri 8/29/03 205SS
211 Prepare for cultural changes 1 hr Thu 8/28/03 Thu 8/28/03 205SS
212 Resolve organizational issues 2 hrs Thu 8/28/03 Fri 8/29/03 211
213 Client created training schedule 2 days Thu 8/28/03 Mon 9/1/03 212SS Client Admin office
214 Publicize project 15 days Mon 9/1/03 Tue 9/23/03 Client
217 Customer Support 0 days Tue 8/12/03 Tue 8/12/03 eTAC
219 Conference Calls Monthly 0.13 days Tue 8/12/03 Tue 8/12/03
220 Conference calls monthly 1 1 hr Tue 8/12/03 Tue 8/12/03 Client PMO,CWGT PM,Contracting Office
221 5 conference call weekly 1 hr Tue 8/12/03 Tue 8/12/03 Contracting Officer,Account Manager,Clie
222 Training 24.85 days Tue 8/19/03 Tue 9/23/03 CWGT ITM
223 Conduct user training 13 days Wed 9/3/03 Tue 9/23/03
235 6 conference call weekly 1 hr Tue 8/19/03 Tue 8/19/03 Client TMO,Account Manager,Client Admi
236 Deploy to Users, Staggered Over 4 Weeks 76.85 days Tue 9/2/03 Tue 12/23/03 CWGT,Client
237 Configuration & change management 26 days Tue 9/23/03 Thu 10/30/03
241 Implementation date CA +45 days 0 days Tue 9/16/03 Tue 9/16/03 1FS+45 days
242 Staggered start up of agencies depending size A, B, 76.85 days Tue 9/2/03 Tue 12/23/03 CWGT
C, or D
252 Client Reporting 0.13 days Tue 9/2/03 Tue 9/2/03
Figure 2.2 – 1
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2.2.2 Standard Implementation Plan

The Carlson eGov Solutions Team acknowledges that the actual Implementation Plan is a Deliverable (Section C.10) under
the Solicitation due 60 days after contract award, however, the importance of this document and the ability to execute the
implementation is paramount to the success of the eTS initiative. In recognition of this, Figure 2.2 – 1 above is an abbrevi-
ated outline of our implementation plan (with start times based upon a notional contract award date) that identifies 260 tasks
and incorporates the necessary resources and processes. From this base document, and incorporating the above critical fac-
tors of implementation, the Carlson eGov Solutions team will deliver and execute a successful implementation plan for all
agencies placing orders for the eTS.
2.3 Technology Refreshment (RFP Reference E.3.4.2.2, Item 3; E.6.2, Factor 3)

The technology refreshment is an integral activity to the successful ongoing management and delivery of the Carlson eTS
Solution and the eTS Program. As such, the technology refreshment encompasses a view of the system that covers the stra-
tegic, tactical, and operational refreshment opportunities available at any given time. The following section introduces the
Carlson process and expands on the methods used to ensure the ongoing success of our eTS solution.
2.3.1 Goals & Objectives
The objectives of the Carlson’s Technology Refresh process will allow customers to realize the full benefit of current in-
vestments in information technology while gaining access to the new technical developments in a cost effective manner:
¾ Maximize reuse of existing technology thereby minimizing new capital investment
¾ Minimize service and system disruption thereby allowing service continuity
¾ Enhance customer experience, satisfaction, and adoption by providing low risk access to new technologies and function-
ality integrated into the product
¾ Ensure service reliability by providing a cost-effective migration path to future standards
Carlson has significant experience in the ASP model for delivering travel solutions and services. Most of the technologies
and products specified in the eTS are used in other Carlson production enterprise systems. For long-term viability, Carlson
utilizes mainstream technologies from financially sound and established companies. Also, Carlson mitigates risk by product
engineering and certification process aligned with the ITIL model, an industry best practice.
2.3.2 Technology Refresh Process
Technology Refresh
Customer
Requirements &
Feedback
Market & Product

Research
Solution Analysis - Release, Change,
Enterprise Configuration, &
Product Roadmap
Architecture Secuirty Management
Framework (ITIL Processes)
Commercial Software
Refreshment
Technology Trends
Figure 2.3 – 1
As shown in the figure above, the Technology Refresh process is driven by inputs from customers, the travel industry, com-
mercial software vendors and advances in information technology.
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¾ Customers: Customer input on current system capabilities and requirements for future enhancements are a major driver
for enhancing the Carlson eTS Solution. Carlson receives input from satisfaction surveys, Account Management meet-
ings, product reviews and demonstrations. System and operational measurements are also input into the process.
¾ Travel Industry: Carlson uses multiple methods of market surveillance and product research to ensure the service re-
mains at the state of the industry and provides a competitive advantage to all customers.
¾ Commercial Software: COTS (Commercial off the shelf) vendors are an integral part of the Carlson eGov Solutions
Team. Carlson has strategic relationship with all vendors used to maintain an optimum technology solution for the eTS,
especially as COTS vendors introduce new products and sunset old products. Carlson manages its COTS vendors, sup-
pliers, and partners technology refresh process to ensure that product upgrades cause minimal impact to the customer.
Carlson will also maximize cost-effectiveness by leveraging Carlson’s buying power in the IT industry and centralized
shared services model
¾ Technology Trends: By participating in standards committees across the information technology industry as well as the
travel industry, Carlson maintains a strong focus on identifying new technologies that could be utilized to enhance the
delivery of travel and expense management services.
2.3.2.1 SOLUTION ANALYSIS
An Enterprise Architecture (EA) framework guides Carlson’s approach to technology selection and integration, which is
very similar to the work published by the FEAPMO. The consistent use of strategic enterprise architecture takes into consid-
eration benefits such as higher performance, life-long supportability, reduced total ownership costs (economies of scale),
lower risk of technological obsolescence and single supplier reliance, and other requirements such as ease of integration,
scalability, and portability. The framework ensures access to mature and emerging technologies by establishing a robust,
modular, and evolving architecture based on consensus standards adopted by recognized standards organizations and/or
widely-used commercial standards for key technologies in the system.
The objectives of the EA framework are to:
¾ Facilitate development of a modular architecture and allow for affordable interoperability
¾ Ensure that the system design is sufficiently flexible and robust to accommodate changing technology and requirements
¾ Facilitate integration and use of commercial products from multiple sources both in the initial design and in future en-
hancements
¾ Enable technology insertion as currently available commercial products mature and new commercial products become
available
¾ Allow for cost-effective support
¾ Allow continued access to technologies and products supported by many suppliers
In addition to the technical assessment used to create the EA framework, the due diligence process requires:
1) A complete financial assessment including a detailed cost-benefit analysis
2) Market assessment including an evaluation of a vendor’s product strength, support, and financial viability
3) Product assessment including an engineering proof of concept and studies to evaluate and justify the selection of
hardware and software products.
2.3.2.2 ENGINEERING & TESTING

Using the Enterprise Architecture (EA) framework, the systems engineering and testing approach (which is part of the Sys-
tems Development Lifecycle) instills a rigorous engineering process to enable interoperability and the seamless integration of
new technologies with existing technologies without redesign of the entire system.
Use of the latest industry standard technologies and a robust integration (EAI) environment, the eTS is architected to be a
loosely coupled and modular design. For example, the eTS and Business Intelligence/Data Warehouse components are com-
pletely separate technical components seamlessly integrated by leveraging the capabilities of the EAI environment. EAI also
enables eTS to rapidly integrate new customers with minimum cost and time. This modular architecture allows incremental
system improvements through upgrades of individual hardware or software modules with newer modular components.
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Use of Web Services technology, XML (Extensible Markup Language) for driving application services, SOAP (Simple Ob-
ject Access Protocol) for communication, WSDL (Web Services Description Language) as the service description language,
and UDDI (Universal Description, Discovery and Integration) as the service discovery protocol makes it possible for appli-
cations to exchange information with one another over the internet and without reliance on particular technologies or
vendors.
By developing the eTS on a J2EE platform, Carlson achieved scalability and flexibility for the environment. For example, a
newly developed component that may require newer J2EE API’s may be implemented on a separate JRE (Java Runtime En-
vironment) instance that uses a recently released version. By utilizing Java JNDI (Java Naming & Directory Interface) API,
the new component integrates with legacy components. In this manner, the system is not required to go through an immedi-
ate, complete system upgrade in order to leverage the benefits and features of newer standards.
The capabilities of CCI’s engineering and testing procedures are realized through our application hosting capabilities that
currently service over 300 external client applications across various industries in the Fortune 1000. The CCI infrastructure
meets the stringent technology refresh, security and service level requirements for all of these clients utilizing this engineer-
ing system. The engineering leverages existing shared services infrastructure and enables configuration of system
components without requiring custom engineering efforts – thereby reducing the total cost of ownership. The engineering
approach ensures the realization of life-long supportability and access to multiple sources of suppliers and services and has
enabled CCI to deliver best-in-class service-levels to CCI customers.
2.3.2.3 CONFIGURATION & CHANGE MANAGEMENT

Carlson has implemented the ITIL methodology and processes extensively for technology management and service delivery.
The Release Management Process guides the continual refresh of software and hardware technologies as well as quick and
efficient response to evolving security vulnerabilities. Software and hardware upgrades are implemented in a timely manner
according to a planned calendar-based schedule while patches and security holes are implemented as quickly as possible
while ensuring the quality of the fix. The process enables release adaptation to evolving threats and technologies by manag-
ing to the natural upgrade cycles of technologies used in a system.
Technical changes to the environment are always governed by the Configuration & Change Management Processes that en-
sure that quality solutions are implemented to support business needs and that technical risks associated with new technology
deployments are always mitigated.
Security Management Processes ensure that all vendor and system security alerts are received and that any security holes are
rapidly engineered, tested, and implemented throughout the entire Carlson environment.
2.3.2.4 LIFECYCLE MANAGEMENT

The entire management of the technology refresh process is captured through effective lifecycle management. The lifecycle
process ensures that sound technology management occurs throughout the life of the technology from engineering and con-
figuration performed at introduction, to operations and maintenance phases and to a culminating process of sun-setting a
technology. The lifecycle of COTS products are merged into the process and COTS components are integrated with the
product line strategy.
In summary, Carlson recognizes the need to provide technology solutions that generate the greatest benefit to the eTS pro-
gram in order to attract and retain Federal agency travelers. Carlson’s technology refresh process and sustainment strategy
supports this objective and is based on a lifecycle management approach. This process mitigates risks associated with tech-
nology obsolescence, being locked into proprietary technology, and reliance on a single source of supply over the life of the
system. Through our deliberate, planned technology refresh process Carlson will continuously leverage new and emerging
technology standards and is committed to providing an eTS with best in class features and functionality.
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2.3.2.5 PRODUCT ROADMAP

As part of the Technology Refresh process, the eTS Product Roadmap represents a proactive plan to address emerging re-
quirements. This forecast comprises features that are being investigated for future inclusion into the eTS solution.
¾ Travel ¾ Travel Vouchers
♦ Temporary change of station travel ♦ Government travel charge card transactions to support
♦ Permanent change of station travel voucher processing
♦ Relocation services ♦ Offline voucher creation capability
♦ Group travel and meetings management ¾ Data Warehouse
♦ Self service reservations for ship and bus travel ♦ Integration of pre-trip information
♦ Department of Defense Requirements ♦ Teradata® platform for scalability and performance
¾ Security
¾ Booking Engine ♦ Protection of classified travel information
♦ Airline travel reservations for airlines not listed in the ¾ Technology
GDS ♦ Emerging technologies for mobile communications
♦ Domestic Rail Travel and Reservations ♦ Full-function portal platform for travel services
♦ Access to Web Fares ♦ End-to-End transaction performance monitoring
♦ Direct Connect ♦ Customer management portal
As an example of Carlson’s technology refresh process, the Carlson Business Data Warehouse & Business Intelligence solu-
tion – Discovery® – has evolved significantly based on customer input and feedback to a point where it serves a very large
customer base today. The technology refresh process has enabled the development and evolution of this capability in deliv-
ering business intelligence to enable more effective travel management and increase the adoption of the product.
Per RFP section C.3.4, Carlson recognizes that given the rapid pace of web and eTravel technology advancement, a number
of new services and capabilities are expected to emerge during the course of the eTS contract. As the commercial capability
evolves and new services become commercially available, Carlson will take advantage of these developments to maintain the
technical adequacy of the eTS service.
As changes result in GSA modifying the contract to incorporate changes within the scope of the eTS SOO, Carlson will work
to incorporate these emerging services and enhancements seamlessly into the eTS solution.
2.4 Customer Support and Training Approach (RFP Reference E.3.4.2.2, Item 4; E.6.2, Factor 4)
The Carlson eGov Solutions Team proposes a complete Customer Support and Training Model. Our customer support and
training model extends beyond the traditional Help Desk approach and extends to the entire program. Our core objective
behind our Customer Support and Training Approach is to create an environment that encourages and facilitates user accep-
tance of the eTS product, and thus success of the overall eTS contract.
Carlson has an industry leading approach to travel management services. We extend this approach with our insights and
experiences in hosting hundreds of highly available and scaleable applications. We also manage large integrated customer
support centers. The Call Center contains more than 10,000 active users and over 5,400 automated processes across nine
internal Companies.
2.4.1 Customer Support (RFP Reference 6.9)
Our support starts with the Carlson eGov Solutions Team dedicated eTS Program Management (refer to Section 2.5 Organ-
izational Structure and Key Personnel, Figure 2.5 – 1, Functional Organizational Chart). This key management structure
ensures the overall lifecycle management of the Carlson eTS Solution. Our solution includes an Account Management team
which is assigned to each Federal Agency for the lifetime of the contract. The Account Manager role manages the customer
support services to the agency.
Carlson will employ the following methods of customer service for the defined user roles:
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¾ On-line Application Assistance

¾ Web Status Checking
¾ E-mail
¾ Analyst Assisted
¾ Tracking
Customer Support Engagement Model
Users Other eTS Application

Government Help Desk
Entities
FT FTA
Capabilities
Tier I
• On-Line Application Assistance Suppliers
FSTA FFTA • Web Status Checking
• E-Mail
• Analyst Assisted
FATA FATC
• Customer Satisfaction Measurements Program
Supplemental • Tracking Management
Travel
FAA FAPC
Management Booking Other

Engine Entities
Center
Figure 2.4 – 1
The engagement model depicted as Figure 2.4 – 1 portrays how each user role will interact with the Carlson eTS Solution.
2.4.1.1 ON-LINE APPLICATION ASSISTANCE

The eTravel Assistance Center is structured to provide online customer service, giving priority of being able to get SELF-
HELP prior to calling the Center to talk to an agent. The items below are included in giving SELF-HELP first:
¾ Warnings and System Administrator Messages - the Carlson eTS Solution allows the system administrator to send mes-
sages to the travelers travel delays, departure time changes, travel advisories/warnings, etc.
¾ Notification Changes – provides travelers with instant and updated information regarding policy and procedures pub-
lished in the Federal Travel Regulations (FTR) and of those pertaining specifically to the ordering Federal Agency.
¾ Help Button – provides concise context sensitive online “help” files to assist users in basic eTS functionalities and trou-
bleshooting. In addition to menu entries, the TOOL BAR consistently displays a Help Button or link on every screen to
access context sensitive help files and additional user support resources.
¾ On-Line Tutorials – provides a self-paced user driven training opportunity for any authorized user role.
¾ Frequently Asked Questions (FAQ) – provides useful and helpful answers.
¾ Knowledge Database – provides a database of past history trouble ticket resolutions and the characteristics that caused
the problem to include eTS, Agency network, or IT issues.
¾ Hyperlink on its Agency Home Pages – Each Federal Agency can place a Hyperlink on its Agency home pages to take
them directly to the eTravel portal and/or FirstGov.gov. This Hyperlink allows the traveler to go directly to the agencies
site without closing the eTS.
¾ User Guide – provides the user with an online intuitive and logically organized reference source.
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2.4.1.2 HELP DESK SOLUTIONS

The eTravel Assistance Center solution automates the steps around support incident processing. Through our incident man-
agement solution, service is restored efficiently while the impact on operations is kept to a minimum. Our solution set allows
us to perform:
¾ Incident tracking and control
¾ Notification and escalation
¾ Performance and objectives measurements
The eTravel Assistance Center solution eliminates operational risks, improves operational delivery of our eTS solution and
automates time-consuming tasks by enabling proactive infrastructure management. The eTS Help Desk and Support Topol-
ogy are depicted in Figure 2.4 – 2.
E2 - Help Desk and Support Topology

E2 provides extensive on-line help and training
resources; access to all on-line resources is
On-line CBT User Help & Training Resources (No
considered Tier 1 support and is included as 1
Agent Intervention) - Tier 1 Help & Support
part of the E2 self-service features.
On-line Resources for Accessing Agent Assisted Help &

IP Network 2
Support (Telephone/Fax Numbers & Email Addresses
E2 Portal
On-line Portal Access to Instant Messaging, Web Call
3
web Back, & Web Collaboration Support Requests
email IP Network
voice/fax
Messaging Server Email Support Requests
eTS User
Telephony
Network
Telephone Support Requests
IVRU
fax voice email web
Carlson Help Desk Infrastructure Carlson Support Infrastructure
Request Queue
Call & Problem Carlson TMC Intelligent Request Routing based on:
Management (E2 & fulfillment)
System
y Request Type (Business or Technical)
y Request Data/Information
Routing Engine
y Service Level
y Agent Profile
y Customer/Agent Relationship
Carlson IT Carlson eTravel

Assistance
Center Carlson Support Infrastructure
Access to all E2 Components and Interfaces:

y E2
y GDS
Other TMC y TMC
E2 System
SAN All agent assisted support requests are Tier 2

support requests and priced and presented
Other TMC Operations Data
(fulfillment) according to the agent assisted pricing CLIN’s
Figure 2.4 – 2
2.4.1.2.1 Web Status Checking

The web component of eTravel Assistance Center extends the service desk to a desktop. This provides for a web based self
service access to all defined user-roles. This real-time tool allows the monitoring of technical and non-technical issues
through a single point of access.
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2.4.1.2.2 E-mail
The E-mail component allows users the option of E-mailing questions and issues directly the eTravel Assistance Center. E-
mails are automatically received and work orders are assigned and logged, and the system responds directly to the user’s e-
mail account.
2.4.1.2.3 Analyst Assisted

The analyst assisted component of the eTravel Assistance Center solution includes many features as well as the traditional
phone call. The Analyst Assisted component can also include Text and Instant Messaging when permitted by the Agency.
The state of the art contact center is available 8am-9pm EST Monday through Friday. (Additional hours of operations can be
added as the business expands at hourly supplemental pricing). It has the tools to dynamically manage call traffic and ensure
quick resolution to user reported issues.
Our eTravel Assistance Center Representatives are proficient in all aspects of the eTS system and familiar with travel ar-
rangements. The eTravel Assistance Center (Help Desk) is the central point of contact between the all identified Users
Roles and eTS for problem resolution. The eTravel Assistance Center handles Trouble Tickets and provides an interface of
Functional and Technical support as well as other activities such as Change Management, Problem Management, and Escala-
tion management.
The primary tasks carried out by the eTravel Assistance Center include receiving and recording problem calls from custom-
ers, dealing directly with and the resolving of all Trouble Tickets. The Center also monitors and escalates any calls not
resolved in the first call according to the agreed upon service level.
The Help Desk infrastructure comprises an Avaya Phone Switch and software for Call Management.
¾ The phone switch infrastructure enables geographic coverage and helps integrate multiple Help Desks to be used as an
emergency backup system. Calls can be transferred via the web to the Travel Management Center (TMC) of choice.
¾ The Call Center Management tool provides the interface for the incoming call with the eTS database profile, thereby
providing user information to the eTravel Assistance Center representative before he/she receives the call. It also pro-
duces reports, monitors real time usage, forecasts call volume, and queue lengths. It also tells the caller the estimated
duration of the wait time before the call will be answered. Collect calls received from overseas are accepted without cli-
ent wait and queued to top priority status.
The eTravel Assistance Center is structured to provide analyst assisted service based on these predefined tiers. They are:
ONE STOP - USER ASSISTANCE
¾ Toll Free Phone, fax access, and collect International calls. The Travel Assistance Center will have a TTY phone for the
hearing impaired.
¾ Email from and to the application is available
¾ The eTravel Assistance Center provides response through an e-mail box, accessible via the users own email system or
from the Carlson eTS Solution system.
ESCALATION
¾ eTravel Assistance Center IT operations: when the first level eTravel Assistance Center team is unable to resolve the
issue the Trouble Ticket is escalated to the eTravel Assistance Center IT operations personnel.
¾ Calls in reference to TMC Traditional travel assistance will be directed to the appropriate TMC for assistance. The eT-
ravel Assistance Center team member will handle calls in reference to TMC online issues.
TMC TRADITIONAL TRAVEL ASSISTANCE
¾ When a call referencing traditional travel services comes into eTravel Assistance Center it will be directed to the TMC
via Web Online connection which requires ISD on both sides. Toll free phone, fax service and Collect calls for interna-
tional travelers. Emergency service 24/7/365 via phone, fax and collect calls from international travelers.
AGENCY
¾ Client Agency Network/IT systems: Trouble Tickets that result from Client Agency Network/IT systems will be referred
back to an appropriate Agency POC for resolution.
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2.4.1.2.4 Customer Satisfaction Measurements

To gain insight into Customer Satisfaction and qualitatively measure intangibles like overall satisfaction and ease of use, we
execute measurements in three basic components.
¾ Time Based Measurements
¾ Performance Based Measurements
¾ Feedback Based Measurements
By measuring each of these components we establish baselines and perform trend analysis against several key performance
indicators, and when needed apply our quality management framework for continuous improvement.
Time Based Measurements
These performance measurements are conducted through our eTravel Assistance Center solution and provide the Call Center
Management staff with leading indicators about the overall customer experience. An example of this type of measure would
be Customer Support call wait time < 5 minutes. By constantly measuring this type of information, the Call Center manage-
ment staff can quickly respond and resolve any performance objective situation.
Performance Based Measures
These performance measurements are used to ensure the technical aspects of the overall Carlson eTS Solution. They are also
used to provide Program Management and Account Management Staffs with additional indicators about the overall customer
experience. An example of this type of measure would be eTS availability or up time > 98%. By constantly measuring this
type of information, the Program Management and Account Management Staffs can quickly respond and resolve any per-
formance objective situation.
Feedback Based Measures
These performance measurements are used to obtain qualitative feedback from customers and gain insight into the actual
overall customer experience. An example of this type of measure would be a customer satisfaction survey on the eTS ex-
perience. By measuring this type of information, the eTS team can implement quality management methodologies that were
defined in Section 2.1.1.7 Quality Management.
On a semi-annual basis we will invite a representational sample of each user role to participate in a customer satisfaction
survey. The questionnaire takes less than five minutes to complete and will include a series of questions designed to capture
the users experience. These surveys will be conducted monthly during the first six months of each implementation to estab-
lish a baseline and provide the program management and account management with information on how travelers and users
of the system found the user-ability of the product. Our experience shows that this type of information is invaluable in
measuring the overall success of any program. To ensure that we receive a sufficient quantity of survey participant re-
sponses we have the ability to offer many different types of incentives based on completion of surveys.
We continue to use the approach to survey users semi-annually and provide various comparisons, such as: by user role; by
Agency; and by activity.
From these questions we will be able to identify in a chart similar to the one below each agency’s acceptance of the tool and
identify any areas of concern, by Agency, by user role, or by activity, and improve the process for all agencies.
Figure 2.4 – 3 shows the Technology Assistance Center Metrics, actual statistics from our Call Center. These types of
performance metrics included with the eTravel Assistance Center solution. This particular chart provides information relating
to help desk activity in the Month of April 2003. On the left side of the chart, it shows several performance metrics, includ-
ing the number of calls received, abandon and overall resolution without escalation. It also shows performance goals against
Service Level Agreements. The bottom left tracks our Severity 1 and 2 incidents and resolution times. This information is
useful when measuring how many calls were made, and the overall performance of the help desk. The right side of the chart
shows calls by call type, listed under five major classifications. The bottom right shows calls by business operating group.
This information is useful when identifying what types of calls were made, and which business group, or agency placed
those calls.
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Figure 2.4 – 3
2.4.1.3 TRACKING
The eTravel Assistance Center solution tracks, reports and analyzes types of user calls and frequency. These are provided to
the agency point of contact and the Account Management Team to determine training needs of agencies. Please refer to Sec-
tion 2.2.1.9 Implementation Training Plan and Section 2.4.2 Training for further information regarding our training
approach.
2.4.1.4 MULTI-TIERED CUSTOMER SUPPORT (RFP REFERENCE C.6.9.1.6)

The Carlson eGov Solutions Team offers multi-tiered customer support options with increasing levels of customer service
for Agencies’ selection appropriate to their specific needs and in accordance with task orders that they establish. We offer the
following user support tiers based on our understanding of the requirements as well as experience in delivering travel man-
agement services in the commercial industry.
Basic
¾ Post meetings with Agencies key personnel to determine data requirements.
¾ IT meetings with the Network and IT Agency personnel on interface integration
¾ Status meetings with key personnel and IT coordination of loads and interface. Account Management and Pro-
gram Management, Project Management, Risk Management, Change Management
¾ Kickoff meetings with the users to announce the new process
¾ System administration setup and assistance with the agency system set up to eTS
¾ Training to Approvers, Travelers, Financial, and Auditors.
Travel
¾ Interaction with the TMC for travel fulfillment
¾ Account Management meetings on preliminary data gathering
¾ Project and process management as part of the eTS project.
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Separately Priced Customer Support Services

¾ Carlson can provide on-site services at 2,080 hours per increment, or support a 3rd party travel office as fulfill-
ment
¾ Agency eTS Booking customization, beyond the standard settings
¾ On site full time System Administrator
¾ TMC access to eTS and online Help and FAQ
¾ Supplemental Training
♦ Database for trainers to evaluate the user
♦ Online Live Training Classes to train the trainer
♦ Interactive Training with Carlson eTS Solution
♦ Online Library Tracking, allows Agency to see what is being access and how much to evaluate training
needs
¾ TMC Ticket Printer
¾ Consultation with Agency for Agency Network and IT problems.
2.4.2 Training (RFP Reference C.6.10.1)
Carlson eGov Solutions Team has comprehensive experience in providing training solutions. Our goal in the development
and execution of curriculum is to create high proficiency with using new technology. The following sections detail our
methodology in the development, delivery and execution of online computer-based training (CBT) and instructor-led train-
ing. This same basic approach will also be available for any Supplemental Training. Please refer to Volume 1, Appendix B.4
Deployment for our comprehensive WBS approach to training.
In order to provide users with access to training and functional materials 365/7/24, Carlson will provide the following
downloadable materials on the eTS Portal.
Subject Explanation
Note Sheets Blank handout sheets for each section being discussed. This will help participants keep better organ-
ized with personal notes
System Features and Benefits Overall matrix of “Features and Benefits” of the eTS system
Training Objective Overview of training objective
Training Methodology Explanation of “Asynchronous and Synchronous” Training development and delivery methodology
Portal Road Map Road map showing the different sections of the portal (Help, Customer Service, Instant Messaging,
Training, etc.)
Training Library Details of the “Training Library” including access to different curriculum and tutorials and pre-
recorded symposiums.
User Roles Self-paced tutorials including features/benefits and process flow charts. Refer to the User Role ma-
trix for content description.
System Changes/Enhancement A listing of current and future system changes and enhancements will be posted on the eTS portal.
Postings
E-Testing Self-testing section based on User Role will provide users with at least ten multiple-choice questions
to answer. Immediately after completion, the system will grade the answers and provide them with
their score. The system will also display the correct answers to the user.
Practice Scenarios User Role practice scenarios (two per User Role)
System and User Setup Overview process of system and user setup requirements
System Security Overview of system security
TMC Requirements and Setup Overview of TMC connection requirements and setup
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Subject Explanation
Training Survey Completion of Training Survey by participants
2.4.2.1 TRAINING SIGNUP/REGISTRATION/REPORTS

A listing of all training classes will be posted on the eTS portal for both implementation and supplemental training. All train-
ing classes will be conducted no more than thirty days prior to implementation. Users will be able to register via the web for
these classes.
In order to provide each agency the opportunity to monitor and track participation and trends, Carlson will provide each
agency with the following two training management data reports: “Training Participants” and “Training / Product Surveys”.
This information will list each participant's name, course attended and date, cost (if applicable), and overall training/product
feedback.
2.4.2.2 TRAINING DELIVERY OPTIONS

Virtual Classroom. The virtual classroom training delivery option provides an easy participation process for each agency
user. An Instructor-led class using “Webinar” technology (i.e., participants experience the training through the internet or a
phone bridge while using ones own desk and computer), provides an effective class environment.
Supplemental classes will require a minimum of twenty-five students for it to be conducted. However, if a special supple-
mental class is requested by an agency for specified personnel, Carlson will conduct these on an hourly fee basis and will not
require the minimum student clause. In addition to the basic training courses, other supplemental courses will be made avail-
able i.e. System Changes/Enhancement, Federal Agency Auditor, Federal Agency Program Coordinator classes.
The following charts reflect the seven core training curriculums and recommended delivery timelines.
Training Curriculums Recommended De-

livery Timelines
Train the Trainer (T3) 6-8 hrs
Federal Traveler 2-4 hrs
Federal Traveler Arranger 2-4 hrs
Federal Supervisor Traveler Approver 1-2 hrs
Federal Financial Traveler Approver 1 hr
Federal Agency Travel Administrator 1-2 hrs
Federal Agency Travel Coordinators 2-3 hrs
Federal Managers (business intelligence, data warehouse and reporting) 1-2 hrs
2.5 Organizational Structure and Key Personnel (RFP Reference E.3.4.2.2, Item 5; E.6.2, Factor 5)
Carlson has designed a functional organization structure that ensures customer responsiveness, accountability, and execution
excellence. In particular, the eTS team organization is customer-centric as illustrated by direct alignment of the Carlson eTS
PM with the GSA PMO, and account managers directly linked with agency customers. As shown in Figure 2.5 – 1, this or-
ganization leverages existing Carlson core travel service, marketing, account management and technical competencies to
deliver a quality ASP-based travel management service that is second to none. Carlson’s world class marketing and brand
management practices provide a portfolio of solutions that uniquely positions GSA and Carlson to jointly market and deliver
eTS to the federal government. These practices will enable Carlson to establish eTS as the dominant travel management ser-
vices brand for the federal government.
As noted in Section 2.1, the PM, Dan Lee, has responsibility for the overall eTS program and its success. With authority to
respond decisively to customer or PMO needs and concerns, he will run the program, assign needed resources, and respond
to customers with speed and decisiveness. Mr. Lee will provide project updates, conduct market opportunity discussions,
review business intelligence information, and establish and maintain lines of communications with the GSA eTravel PMO.
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In turn, the GSA PMO will have direct unlimited access to Mr. Lee. Together, the Carlson PM and GSA PMO will develop
government travel marketing strategies to ensure eTS anticipates and provide quality travel services that meet or exceed
agency needs. While managing this critical relationship, the Carlson PM, through his direct reporting relationship with the
President of CW Government Travel, will have the full attention and support of Carlson Companies, Inc.
Mr. Lee will oversee the Carlson PMO which includes a number of staff functions including a Technical Advisor, Commu-
nications Manager, and Service Level Reporting Manager. The Technical Advisor, Ms. Doris Cantrell, will leverage her
experience in developing End-to-End (E2) Travel Solutions to facilitate the development and deployment of the Carlson eTS
Solution.
Essential functional leaders will report directly to Mr. Lee, creating a flat and responsive organization. As shown in Figure
2.5 – 1, the Account Management team also will report directly to the PM. Account Managers will present a single face to
the customer, conduct account reviews, coalesce corporate resources, and facilitate responsive support of Agency customers,
ensuring that all account imperatives, including customer service and eTS adoption, are addressed accurately, quickly, and
comprehensively.
The Product Manager, Customer Support Manager, and Manager of Partnerships and Subcontractor Relations will each re-
port directly to the PM. This maintains the Carlson corporate philosophy of direct accountability for strategically essential
operations. The eTS Product Manager, Mr. Warren Kirchner, has overall responsibility for developing, deploying, integrat-
ing, customizing and updating the Carlson eTS Solution. He will ensure the product team introduces a customer and market
focus into the product development process. The product team will regularly review service industry directions for technol-
ogy refreshment and the need for new application functionality to maintain pace with industry. Part and parcel to this
product management process is the periodic review of product requirements and conduct of market research activities. Mr.
Kirchner will manage system integration activities to assure quality performance during the development and implementation
of new functionality across legacy, emerging and newly launched applications.
The eTS Customer Support Director, Mr. Anthony Colangelo, directs travel operations, help desk, customer service meas-
urement, and other elements of ensuring the best possible customer travel experience. He will ensure his team effectively
manages operations over the complete planning and operations continuum. This includes management of strategic business
initiatives, tactical, or short-term, operations to include system integration activities, and day-to-day operational management
of current customers.
The Director of Partnerships and Subcontractor Relations, Mr. Robert Peterson, coordinates the efforts of all the partners of
the Carlson eTS team with specific emphases placed on development and management of Service Level Agreements, and
continuous service level reporting to ensure quality eTS services are deployed through the Carlson eTS enterprise. Mr.
Peterson will synchronize member activities to meet the same set of goals and objectives, and share in performance and cus-
tomer feedback information collected through business intelligence and customer service measurement programs.
While Carlson has developed and deployed a variety of applications and business models across the hospitality chain, eTS
provides an opportunity to configure services in a new way while simultaneously capitalizing on current capabilities. Carl-
son will leverage its core competencies in government travel management, information technology, quality customer service,
marketing and brand management, strategic partnerships, and its financial resource base to deliver an enterprise well suited
to federal government travel needs. This structure enhances the efficiencies available through CCI allowing the eTS team to
focus solely on the business processes that directly impact the customer travel experience. Additionally, the Carlson shared
services concept dramatically reduces program costs by eliminating overhead redundancies. The lean eTS team is driven by
customer satisfaction, not by burdensome administrative concerns.
The organizational design of the Carlson eGov Solutions Team is impelled directly by its sense of priorities, which include a
successful eTS deployment, a transparent structure that encourages quantitative measurements of performance characteris-
tics, and the flexibility to build and retain a growing base of agency customers. The organization is flexible, scalable, and
responsive, all characteristics required to ensure eTravel initiatives are adopted widely and rapidly.
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2.5.1 Project Structure and Key Roles

Consistent with Figure 2.5 - 1 and the discussion in Section 2.5 above, the following table delineates functional project roles
and responsibilities. This table begins with a description of the Project Manager role and key components of the Carlson
eTS Solution PMO. The Carlson PMO choreographs eTS Team efforts across the enterprise and effectively applies Team
resources in meeting GSA and federal agency customer relationships. Next, the table describes the responsibilities of the
PM’s direct reports in the second section. Below the PM, the Carlson eTS Solution organization is divided into Product
Management and Customer Support components. Finally, the table describes the key functions managed by the Product
Management and Customer Support teams.
Role Primary Responsibility

Program Manage-
ment
Program Manager Leads development, implementation and support of the eTS Program. Responsible for coordi-
nating and communicating with the GSA eTravel PMO.
Account Managers Provide direct customer support services to federal agencies. Serves as single point of contact
and organizes Carlson resources to meet agency requirements. Conducts account reviews and
informs Program Manager of current issues and requirements.
Technical Advisor Provides technical and programmatic guidance to ensure an effective and timely Carlson eTS
Solution deployment. Coordinates Product and Customer Support Management efforts.
Service Level Report- Responsible for compiling all Service Level Agreement technical and functional performance
ing Manager measures in support of PM oversight and action.
Communications Man- Develops and executes communications plans to share information with GSA and government
ager travel customers and distribute information internal to the Carlson eTS Solution enterprise.
Direct Reports
Product Manager Leads development and maintenance of the Carlson eTS Solution product. Manages product
updates, technology architecture, infrastructure, and system infrastructure and system integration
needs.
Partnership and Rela- Responsible for maintaining contracts and relationships with our partnership companies to effec-
tions Manager tively manage Carlson eTS Solution as a well integrated enterprise. Ensures technology and
travel suppliers support performance objectives established in their Service Level Agreements.
Customer Support Leads customer support and day-to-day eTS operations. Provides Help Desk Support, Imple-
Manager mentation Services, Training, Travel Operations, and Agency Information Management
Services. Works with Account Managers to ensure client requirements are met.
Product Management
Software Development Maintains and enhances Carlson eTS Solution software product. Employs market research and
and Maintenance customer service feedback to maintain currency on emerging technologies and evolving client
requirements.
Technology Architec- Develops and maintains the Carlson eTS Solution product infrastructure based on industry and
ture and Infrastructure federal architecture standards. Works with agencies to ensure technology requirements are met
and coordinates with technology partners for hosting and technology services.
Systems Integration Manages integration of legacy, new and emerging systems, and new system launches. Estab-
lishes Integration Agreements with federal agencies to ensure successful definition and
implementation consistent with the Carlson eTS Solution EAI architecture.
Security Ensures Carlson eTS Solution meets government certification requirements and manages author-
ity to operate. Assures development of all system certification and accreditation, security
testing, and security compliance documentation.
Data Warehouse Manages business data warehouse requirements and conducts daily operations in support of
Carlson eTS Solution.
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Role Primary Responsibility

Customer Support
eTravel Assistance Leads day-to-day Help Desk operations for both technical and functional Help Desk duties and
Center for maintaining service levels and ensuring appropriate escalation procedures are followed.
Technical and Travel Provides operational management duties to ensure availability, performance and reliability of all
Operations eTS technical components. Responsible for all reservation and fulfillment activities and ensures
requirements compliance for both online booking and traditional reservation services.
Information Manage- Responsible for compiling all technical and functional performance measures and statistics relat-
ment and Reporting ing to service level agreements.
Implementation Schedules initial agency meetings, demonstrates eTS operations, provides detailed, agency spe-
cific integration plans, and coordinates with the GSA eTravel PMO and Federal Agencies to
discuss, and resolve rollout issues. Provides requisite technical support and serves as the pri-
mary point of contact for agency data integration. Documents exception rules and procedures,
ensures agency specific supplier designations configuration, and establishes file formats, and the
building of profiles.
Training Responsible for training needs assessment, agency specific training for Training Administrators
and any required supplemental training. Oversees development of all training curricula.
2.5.2 Key Personnel Identification and Qualifications
Carlson and its partners have assembled a team of world-class professionals to lead the eTS deployment and expansion.
They include:
Program Manager -- Dan Lee
With nearly 20 years of experience providing project management and legal counsel services for CCI. and other organiza-
tions, Dan Lee has established an international reputation for his knowledge of the travel marketing and hospitality
industries. Mr. Lee amply demonstrated his leadership and business acumen as project manager and lead counsel for Carlson
Companies, Inc. during two highly complex travel service company mergers each valued well over one billion dollars. He
served as lead counsel for CW Government Travel in securing over one billion dollars of travel services contracts with the
U.S. Army spanning four major travel contracts and renewals. He is a leader in Carlson’s implementation of the Six Sigma
process improvement initiative and champion of this comprehensive approach to streamline workflow, integrate organiza-
tional efforts, cultivate change and strategically apply corporate resources. Mr. Lee enjoys an enviable reputation for his
leadership skills, capability to develop and build teams, and ability to attain customer-service goals and objectives.
Technical Advisor – Doris Cantrell
With 27 years of Department of Defense and Department of the Army experience in financial management policy and sys-
tems, Doris Cantrell has applied her extensive financial management expertise in the application of policies and business
rules to the E2 Travel Solutions, a travel management application prepared for the federal market. As the PM, Ms. Cantrell
led the E2 development team and introduced key members of the technology team to deliver an attractive and effective travel
management solution. Ms. Cantrell also exercises her specialized knowledge in the Government Travel Regulations and
supporting financial systems to ensure the accurate and efficient processing of government travel transactions. Critical to
eTS success is the ability of the application to establish business rules consistent with Departmental or Agency policies and
exchange standard input and output files. During eTS development, Carlson Companies, Inc. has leveraged her expertise in
ensuring the effective integrated design and operation of financial and travel booking operations.
Product Manager -- Warren Kirchner
Warren Kirchner brings world-class leadership and management skills to the eTS program. Prior to joining the Carlson eTS
team, Mr. Kirchner served nearly 30 years in the Department of Defense as a transportation and logistics officer. While as-
signed to the Military Traffic Management Command, he served as the U.S. Army Project Manager for the first commercial
travel services contract. Mr. Kirchner has nearly 14 years of commercial and government travel management positions and
is well positioned to link the product management process to federal government customer service requirements. He has
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provided project management support during the development of the Carlson eTS Solution and has established professional
working relationships with technical personnel in the eTS Solution development team, Carlson Shared Services, and each of
the technical first tier partners.
Customer Support Manager – Anthony Colangelo
Recognizing that the success of the eTS program hinges on delivering services to a satisfied base of customers while expand-
ing program reach across additional agencies, Anthony Colangelo brings over 15 years of management, business
development and information technology experience to the Customer Support operation. Mr. Colangelo is accustomed to
managing large complex contracts having managed over $4.5B of Federal ID/IQ and GSA Schedule contracts over the past
10 years. He has personal experience in managing key IT contracts with the Department of Veteran Affairs, the United
States Air Force, and the United States Marine Corps. A key component of his contract experience involved customer ser-
vice operations and ensuring that requirements were met in support of IT contracts. Mr. Colangelo has a comprehensive
understanding of Federal Government travel services requirements and, coupled with his business development background,
is well prepared to assist the PM and GSA in expanding eTS adoption rates.
Partnership and Subcontractor Relations Manager – Robert Peterson
Robert Peterson will manage key relationships with the Carlson eTS Team technical and functional partners and ensure the
Carlson Team represents best-in-class capabilities in every aspect of operations. This role is a natural extension of Mr. Pe-
terson’s current responsibility as the Director of Subcontracting for CW Government Travel, Inc. With nearly 20 years of
travel industry experience, Mr. Peterson understands the importance of focusing the service chain on contract performance
goals and objectives. Mr. Peterson also manages the CW Government Travel Service Excellence program. The customer
measurement process he manages helps to assure a continuously high level of customer satisfaction for government clients.
In this new role, Mr. Peterson is prepared to integrate the subcontractor and service excellence programs and through deter-
mination and management of Service Level Agreements, he will ensure Carlson Team partners are committed to meeting
enterprise-wide goals and objectives.
President, CW Government Travel – Erma Spell
As the leader of the CW Government Travel team, Erma Spell is dedicated to changing the traditional travel model for the
federal government to a web-based, ASP model. Ms. Spell was one of the first women managers in the airline industry, and
her commitment to the travel industry and customer service has made her company one of the most successful in Carlson
Companies, Inc. As President of CW Government Travel, Ms. Spell leads travel service contract operations valued at over
$600M annually spanning more than 80 sites with over 500 employees. Through her leadership, vision, marketing skills, and
industry knowledge, she has guided CW Government Travel through a number of business and technological changes and is
prepared to develop and implement another service breakthrough with the Carlson eTS solution.
2.5.3 Functional Support Personnel
In support of these eTS key implementers, the Carlson eTS Team will draw on the leadership, and technical and functional
expertise of the following functional support personnel. They are an impressive group of managerial and technical profes-
sionals dedicated to the support of the Carlson eTS deployment, from IOC to FOC and beyond for Federal Agency
deployments.
Senior Vice President and Chief Information Officer, Carlson Companies, Inc. – Steve Brown (Supported Areas:
Carlson Companies, Inc Corporate Support)
A talented senior executive with a wealth of experience in several industry-leading companies, Steve Brown provides an
exceptional record of success in managing corporate Information Technology cost and performance. With senior executive
experience at several Fortune 500 companies, Mr. Brown enjoys an international reputation for IT leadership and profession-
alism based on extraordinary performance achieved at Carlson Companies, Inc., Micron Electronics, Imation, Pillsbury, and
General Electric. In his current role, Mr. Brown created an Enterprise Architecture framework that standardizes technology
expenditures across the company. With his expertise in enterprise-level strategic planning, he has developed a strategic vi-
sion and global IT governance capability to set a firm direction for IT across all the company brands and functional
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departments. Mr. Brown will ensure that corporate IT resources, to include the Carlson Enterprise Architecture and IT in-
frastructure, provide reliable, responsive, and innovative support to eTS and the Federal Government market.
Vice President of Sales, Marketing and Procurement, CW Government Travel – Kay Anderson-Hager (Supported
Areas: Customer Support, Account Management)
Kay Anderson-Hager’s 28 years of experience in Department of Defense travel and transportation management positions
provide a solid understanding of DoD traveler requirements and insight into how the Carlson eTS Solution could be adopted
across the Federal Government. Ms. Anderson-Hager has been very successful in marketing CW Government Travel ser-
vices throughout the DoD to include securing a $1.3B Army contract. She works closely with senior government officials
and company directors to negotiate services and establish new travel accounts. Prior to joining CW Government Travel, Ms.
Anderson-Hager earned Vice President Gore’s “Hammer Award” for her work in support of a DoD Travel Re-engineering
effort. Her professional management of client relationships will prove extremely helpful in penetrating the DoD market
space.
Senior Director, Government Markets, CW Government Travel, Inc. – Craig Thompson (Supported Areas: Cus-
tomer Support, Account Management)
Based on his 35 years of experience in transportation, travel management, logistics and distribution, and exercising command
and control of commercial and military transportation resources for passenger and cargo movement, Craig Thompson exer-
cises an in-depth understanding of government markets and travel service operations. He currently is responsible for
delivering commercial travel services to over 400 U.S. Government client agencies, including five Presidential Cabinet level
staffs, on a 24/7 basis. Well prepared to expand application of the eTS ASP model throughout the federal government, Mr.
Thompson manages the business development strategies for CW Government Travel. He recently led the development of an
operational plan to execute a Government travel services contract valued at $2.6B over five years. He works regularly with
the senior level travel managers in many of the Federal Government agencies and intimately understands their travel service
requirements.
Director of Finance, CW Government Travel – Carol Burpo (Supported Areas: Program Management)
Carol Burpo brings over 30 years of financial and accounting experience in the travel industry to an eTS deployment that
requires a thorough understanding of travel cost behavior, and application of cost controls and pricing. Ms. Burpo estab-
lished a strong record of financial performance having met financial planning goals at CW Government Travel for the past
15 years. An architect of government transaction fee programs, she established financial and accounting systems that pro-
vide reliable audit trails and credit card reconciliation functionality. Ms. Burpo also designed and implemented CW
Government Travel’s proprietary credit card reconciliation program implemented in the DoD and HHS.
Senior Director, Strategic Relationship Management, Carlson Companies, Inc. – Mani Ratnam (Supported Areas:
Technical Architecture and Infrastructure, Software Development and Maintenance, Systems Integration, and Data
Warehouse)
An Information Services professional with over 18 years of technology experience, Mani Ratnam will provide technical
leadership for the eTS deployment through development and maintenance of a responsive and scaleable eTS infrastructure.
Mr. Ratnam is well suited to provide eTS technical leadership given the pivotal role he has played in designing and imple-
menting a technology infrastructure readily adaptable to Carlson market needs. Mr. Ratnam developed a technology
infrastructure to host specific marketing, hospitality, and travel management solutions for Carlson Companies client-based
and internal systems. His introduction of high-availability and leading-edge infrastructure components into the Carlson
nTier model has provided an integrated, scaleable platform with service levels of 99.9% availability for web-based online
transaction systems.
Director, Information Technology, CW Government Travel – Bill Hearne (Supported Areas: Customer Support,
Technical and Travel Operations, Information Management and Reporting, Implementation)
With an extensive background in program and functional management of travel and logistics systems, Bill Hearne leads IT
development and system operations and maintenance efforts for CW Government Travel. As part of his 20 years of DoD
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experience, Mr. Hearne led the systems integration effort for the Integrated Deployment System that enabled the expeditious
deployment of unit personnel and cargo from Air Force installations. He also managed the implementation of the Air Force
traffic management system at 180 sites in less than two years. Mr. Hearne provided a unique and valuable skill set to the Air
Force having had five years of previous airline experience. He played a valuable role in developing passenger movement
policy for nearly his entire career, developed the first Air Force travel services contracts, and managed the Air Force’s largest
passenger reservations operations center. He also served as an “in-house” consultant to the Defense Travel System Project
Management Office. Bill Hearne’s in-depth experience in requirements determination, system development, deployment and
configuration management will prove invaluable in implementation and support of the Carlson eTS Solution.
Director of Operations/Implementations, CW Government Travel – Katherine Morris (Supported Areas: Implemen-
tation)
Applying a disciplined project management approach to CW Government Travel implementation efforts, Katherine Morris
will implement an Enterprise Project Management approach to manage the Carlson eTS Solution on a near real time basis.
Currently responsible for help desk operations, development, maintenance and implementation of policy manuals and stan-
dard operating procedures, and the management of travel fulfillment operations systems, Ms. Morris ensures a high standard
of quality service is delivered to over 400 government agencies on a 24/7 basis. In addition, Ms. Morris leads all major sys-
tem implementation efforts to include the recent regional realignment that reduced the number of operating locations by well
over 50 percent. She will be the key player in leading the standard implementation approach and deploying the Carlson eTS
Solution across the federal government.
Systems Architect, Carlson Companies, Inc. – Daniel Zellmer (Supported Areas: Technical Architecture and Infra-
structure, Systems Integration)
As a systems architect, Daniel Zellmer delivers IT business analysis and infrastructure architecture services specializing in
web-based applications, services and environments for an organization that hosts over 300 web applications. With 7 years of
experience in technical architecture and planning, and a total of 11 years in IT, Mr. Zellmer combines technical and business
analysis expertise to develop innovative and supportable business solutions. For example, he designed an application and
hosting infrastructure for a travel redemption application that enables loyal credit card customers to self-book travel redemp-
tions using loyalty points as currency. This application services 600,000 customers on a daily basis. Knowledgeable of
commercial best practices, Mr. Zellmer will incorporate technical features and functionality that maintain pace with state of
the art travel industry product offerings.
Training Manager, CW Government Travel – Greg Bolden (Supported Areas: Training)
Greg Bolden is an enthusiastic training manager applying over 20 years of travel industry experience with CW Government
Travel, Princess Cruise Lines and Rosenbluth International to his development of training systems and materials for travel
agents and travelers. Mr. Bolden has applied his travel operations, call center, marketing and business analyst experience, to
the design of on-line self-paced training tutorials for the Department of Defense online booking engine. He also designed
the “Train the Trainer Curriculum” providing an integrated approach for travel managers to cascade learning to online users.
Mr. Bolden serves as the primary point of contact for training related items for internal and external customers. His knowl-
edge of training development and operations will contribute significantly to the effective implementation and scalability of
the Carlson eTS solution.
2.5.4 Resumes
Attached are the resumes of the key leaders of the Carlson eTS effort. These resumes demonstrate the depth of experience,
breadth of talent, and the record of professional success that a program of this complexity merits.
Integrating
Dan E. Lee
PROFESSIONAL SUMMARY
Mr. Lee possesses 19 years of increasing responsibilities in fast paced, rapidly growing, world class companies
with a diverse business and educational background. His strong emphasis on business organization and project
management of complex and organizationally critical transactions include:
• Project Manager & Lead Counsel for Carlson Companies, Inc. in the $1.4 Billion merger of Carlson Lei-
sure Group (UK) Limited with Thomas Cook Group Holdings Limited, creating the third largest
integrated travel company in the United Kingdom. Thomas Cook Holdings Limited operated two airlines,
14 tour companies and over 2000 retail outlets in over 100 countries in addition to selling a variety of
Thomas Cook financial services such as Travelers Checks.
• Project Manager & Lead Counsel for Carlson Companies, Inc. in the $1.6 Billion purchase of Thomas
Cook Group Holdings Limited and subsequent split of the company and on-sale to Travelex Holdings
Limited and C&N Touristic AG. Coordinated investment banking, legal, accounting and licensing activi-
ties in over 100 countries to complete this transaction within a contractually fixed time line.
• Lead Counsel for CW Government Travel, Inc. in the bidding and award to CW Government Travel, Inc.
by the United States Army of over $1 Billion of travel agency services contracts over the life of 4 major
travel contracts and renewals.
• Six Sigma process improvements Champion for the Carlson Companies, Inc. Legal Department accelerat-
ing change management initiatives designed to streamline workflow, integrate multiple departments,
expedite service delivery, cultivate change and strategically utilize available resources.
*
• Project Manager & Lead Counsel in the Carlson Travel Network Associates, Inc. purchase of Travel
Agents International, Inc. a franchiser of 350 “Travel Agents International” franchise outlets. When
combined with the over 1000 other Carlson travel agency franchises this created the largest travel agency
franchise system in the world.
CAREER HISTORY
Carlson Companies, Inc. 1988-Present

Minneapolis, Minnesota
Associate General Counsel & Assistant Secretary for a global group of privately held companies specializing in
the hospitality, marketing and travel industries. Providing business and legal advice regarding complex:
• Mergers & Acquisitions • Software Licensing & Development

• Government Contracting • Contract Negotiations & Drafting
• Intellectual Property • Employment
• Franchising • Leasing
• Financing • Litigation
Recipient of Carlson Companies, Inc. 2001 Order of the Golden Rose/Chairman’s Award, 2000 Fellows Nomi-

nee, 1999 Regal Honor Award, 1998 Lemons Into Lemonade Presidents Award, 1997 Third Quarter Exceptional
Performer Award, 1997 Best of the Best Award, 1997 Imperial Honor Award, 1996 Imperial Honor Award, 1994
Quality Improvement Team Award and 1993 Government/Military Team Award.
GE Capital Fleet Services, Inc. 1985 – 1988

Associate General Counsel & Assistant Secretary managing a GE subsidiary Legal Department for the world’s
largest automobile leasing company in conjunction with providing legal support for a large commercial travel
agency operation. Provided business and legal advice concerning:
• Mergers & Acquisitions • Software Licensing & Development

• Government Contracting • Litigation
• Financing • Employment
• Environmental • Insurance
Major accomplishments included the development of the world’s first special purpose finance subsidiary, selling
lease backed securities in the public debt market. Also served on the Minnesota State Bar Association Article 2A,
Leases, Drafting Sub-committee.
Adams Communications Corporation 1984 – 1985

Attorney providing business and legal advice to a company in the banking, communications, mortgage and insur-
ance industries regarding Mergers & Acquisitions, Leasing, Financing, FCC Licensing and Insurance.
EDUCATION
Executive Leadership Program 2003

Carlson School of Management/University of Minnesota
Juris Doctor 1984

Hamline University School of Law
Masters of Business Administration 1983

Minnesota State University
Bachelor of Science (Marketing) 1980

Bachelor of Arts (Biology) 1980
Saint Cloud State University

Doris D. Cantrell
Ms. Cantrell joined CW Government Travel, Inc. in 2000 after 27 years with the Department of De-
fense/Department of Army. During her government career, Ms. Cantrell obtained experience and in-depth
knowledge of all facets of Government Financial Management systems including Government travel. Ms.
Cantrell’s knowledge of Government Travel Regulations and supporting financial systems led to her position as
SME for the development of the CW Government Travel, Inc., End-to-End Travel Expense Management System,
E2. Since joining CW Government Travel, Ms Cantrell has served as Project Manager for E2 Solutions, defined
requirements and provided direction for development of staff focused on a Government regulatory and travel re-
quirements. In addition to Ms. Cantrell’s financial experience, during her government career, she acquired 4
years experience in Government Information Technology. Other relevant experience includes:
• Program Manager for 6 years at Department of Army major prototype test site for Department of Defense
Travel Reengineering Initiative.
• Strong functional skills in the areas of government accounting, end-to-end procurement, business process
reengineering.
• Developed implementation procedures, training curriculum and customer support requirements to service
a customer base of 10k.
• Served as SME and Architect of critical systems integration between Department of Defense financial
management, travel policy and commercial travel office systems at the largest DOD Reengineered Travel
System prototype location
• Negotiated on behalf of the government, protocol for systems interface with contracted Commercial
Travel Offices.
• Served as charter member of American Society of Military Comptrollers (ASMC), Redstone Arsenal, AL
Chapter
• Department of Army, nominee and finalist in Federal Women’s Program for Year 2000, Woman of the
Year Award
• Department of Army/Department of Defense, during a 27 year government career, received 19 Excep-
tional Performance Ratings with monetary awards, 4 Special Act monetary awards and numerous On-the-
Spot Cash Awards.
CAREER HISTORY
Carlson Wagonlit Government Travel Dates: (2000 – Present)

E2 Program Manager
• Provided direction and guidance to teams of programmers, analysts, and automation specialists supporting E2.
• Developed application program specifications providing input regarding programming logic, terminal screen
formatting, etc.
• Developed system documentation including system, user and operations manuals.
• Applied Systems analysis and design techniques/methodologies which included requirements definition
• Developed concept of operations in preparation for implementation, deployment and technical support of E2.
• Reviewed and evaluated quantitative data reflecting workload requirements and performance to determine
needed changes to improve workflow.
Department of Army Dates: 1997 to 2001

Program Analyst
• Served as Program Manager for the Reengineered Automated Travel System (RATS) at prototype test site for
Department of Defense Travel Reengineering Initiative.
• Established tactical and strategic goals, project objectives, workflow management, tracked project milestones
and all aspects of life-cycle management.
• Gathered requirements, developed business plans, conducted cost analysis, managed technological change
and culture issues, evaluated hardware/software product requirements and established and monitored a rigid
configuration management operation.
• Conducted high-level briefings and served as primary functional authority for all in-progress-reviews (IPRs)
for RATS
• Served as staff action officer for RATS IMA service actions involving higher headquarters, and other gov-
ernment agencies and activities.
• Designed and developed, the RATS application reducing process from 51 steps to 20 steps and reduced proc-
essing time by 75% resulting in increased productivity, man-hours and dollar savings for the government.
• Conducted system performance tests, defined implementation plan, trained and deployed new application to
10k users in 17 states.
Department of Defense Dates: 1990 to 1997

FINANCIAL SERVICES SUPERVISOR
• Served as Division Chief over four branches, Travel Pay, Military Pay, Civilian Pay and Vendor Pay, respon-
sible for determining pay and entitlements for approximately 9k civilians and 2.5k military personnel
assigned to the US Army Missile Command and its tenant organizations.
• Supervised from 70 to 100 employees, defined scope, made work assignments, within a framework of priori-
ties, funding, and objectives.
• Developed, refined and published multiple Official Policies and Standard Operating Procedures (SOP)
supporting the Defense Accounting Officer (DAO).
EDUCATION
• University of Alabama-Huntsville, Majority of Coursework completed for BS, Business Administration.

• Department of Army, completed numerous Financial and Leadership courses including:
• Budget Formulation/Execution and Fiscal Code
• Management Principles and Practices
• Personnel Management, Supervisory Development Training Program
• Understanding and Managing Human Behavior
• Improving Communication with the Public
• Psychology of Excellence and Human Relations Training Courses
Department of Army, Granted Top Secret Security Clearance 1997.

Warren Kirchner
Mr. Kirchner possesses over 41 years of leadership and management experience in logistics, transportation, pro-
ject management and travel management positions.
• 27 years with Department of Defense serving in transportation, logistics, and project management positions.
Served as US Army Project Manager for delivery of the first commercial travel service contract valued at $80
Million.
• 14 years experience in commercial and government travel management positions.
Carlson Project manager for integration of Commercial Travel Services into DOD DTS Pilot Test
Programs
• Professional Associations
Member, Project Management Institute (PMI)
Member, American Society of Quality
CAREER HISTORY
CW Government Travel Inc.

Sr. Director Plans Programs & eTS Product Manager Apr 2003 - Present
CW Government Travel Inc.

Director, Plans/Programs Aug 2002 - Apr 2003
Carlson Wagonlit Travel

Director Plans/Programs; Business Development;
Service Excellence; Leisure Marketing Jan 2001 – Aug 2002

Director, Plans/Programs Jan 1997 – Dec 2000

General Manager, Defense Travel Region 2 Jun 1994 – Jan 1997
US Travel
VP, Operations and Services Jul 1991 – Jun 1994
Carlson Travel Network

District Manager Jun 1989 – Jul 1991
Department of Defense (US Army)

US Army Officer Jun 1962 - Jun 1989
EDUCATION
BS, Education, Ohio State University, 1962

MBA, Business Administration, Babson College, 1972
Advanced Transportation Management, Northwestern University, 1986

Anthony J. Colangelo
Mr. Colangelo possesses over 15 years of experience providing complex hardware, software and service solutions
to Federal, State, and Fortune 500 organizations. He has devoted the past decade to providing Information Tech-
nology solutions to the federal marketplace including all major Civilian and DoD organizations. He has specific
experience supporting next-generation Travel Management solutions for both Civilian and DoD organizations.
His has extensive experience managing multi-year, multi-location government contracts. Mr. Colangelo has 10
years of experience establishing and maintaining customer relations at the management/executive level within the
federal government and he is intimately familiar with all aspects of federal contracting including ID/IQ and GSA
Schedule contracts. He has broad experience working with other Federal Contractors and 8(a) organizations as
both a Prime and sub-contractor. Additionally, he has 9 years of military experience with the U.S. Army Special
Forces.
• Currently supporting Carlson-Wagonlit’s E2 Travel Management solution for federal customers. E2 is

considered among the most advanced Travel Management solutions available today.
• Managed over $4.5B worth of Federal ID/IQ and GSA Schedule contracts during the past 10 years.
• Directly involved in the management and execution of key IT contracts to include: GSA Schedule-70,
Department of Veterans Affairs PCHS-1 and PCHS-2, Air Force IT-2, and Marine Corps BPA.
• Initiated and maintained partnership between Litton PRC and Micron to provide Seat Management ser-
vices to federal customers.
• Participated in Operation Enduring Freedom, Afghanistan as a member of U.S. Army Special Forces.
CAREER HISTORY
CW Government Travel, Inc. 2002 - Present

VICE PRESIDENT, PROGRAM MANAGEMENT
• Responsible for managing customer relations and expectations related to the implementation of Carlson’s next
generation Travel Management Systems.
• Accountable for working with the management team of federal customers to identify and implement cus-
tomer-specific solutions for their Travel Management needs.
Micron Government Computer Systems 1998 -2002

VICE PRESIDENT, BUSINESS DEVELOPMENT
• Responsible for New Business Development to include new partnerships, strategic alliances, new business
models and the evaluation of new technologies.

• Project Leader and primary author of winning bids valued in excess of $1.7B to include: Department of Vet-
erans Affairs PCHS-2 contract, the Air Force’s IT-2 contract and the Marine Corps BPA for IT products.
• Responsible for developing and maintaining relationships with the “headquarters” element of key DoD and
Civilian organizations as well as Federal prime Contractors.
• Created and managed Micron’s federal field sales office in the Washington, DC area.
• Lead negotiator for the acquisition of InaCom Government Systems ($120M reseller). Achieved fully bur-
dened break-even of acquisition expense within 6-months.
Nexar Technologies 1996 - 1998

Vice President, Federal Systems Division
• Responsible for all Sales Marketing and Operational issues related to federal government operations.
• Accountable for profit and loss associated with all large bid ID/IQ contract opportunities.
• Supported all federal contract vehicles including GSA Schedule, NIH-ECS, and various BPAs.
• Primary media spokesperson for all government related issues.
• Success of federal division allowed Nexar to public 6-months ahead of initial plan.
GTSI / Falcon Microsystems 1993 -1996

DIRECTOR, VENDOR RELATIONS
• Managed 14 member Product marketing Team for largest federal reseller.

• Supervised and optimized usage of GTSI’s $8M annual marketing budget.
• Supported over 400 GTSI vendor partners and 100+ GTSI sales representatives.
• Primary media spokesperson for all product/vendor related issues.
• Negotiated strategic vendor relationships with key vendors including IBM, Compaq, and Dell.
SECURITY CLEARANCE
TS/SCI pending. SSBI investigation initiated September 2002

Secret Clearance: Current
EDUCATION
Executive MBA, The George Washington University, Washington, DC, 2000
BA Business Administration, Florida Atlantic University, Boca Raton, FL, 1987
Major: Small Business Management, Minor: Computer Science
MILITARY BACKGROUND
U.S. Army Special Forces:
California Army National Guard
Operation Enduring Freedom, Afghanistan
Florida Army National Guard
Awarded Distinguished Honor Graduate for two leadership courses.

Robert M. Peterson
Mr. Peterson has over 18 years of travel industry experience, holding key management positions with CW Gov-
ernment Travel, Inc. for 15 years as Director of Subcontracting, Director of Service Excellence and Franchise
Account Manager in support of CWGT contracts.
He is an active member of the Society of Government Travel Professionals (SGTP) and National Defense Trans-
portation Association (NDTA). He is a frequent participant in forums, expositions and meetings of the General
Service Administration, Military Traffic Management Command and the Small Business Administration.
• Develops, executes and monitors subcontracting plans for DOD and GSA contracts.
• Identifies and recruits qualified small and small disadvantaged subcontractors.
• Insures government subcontracting requirements are met and/or exceeded.
• Administer company Service Excellence Program.
• Coordinate CWGT participation in government / industry events and educational and fact finding panels.
CAREER HISTORY
CW Government Travel, Inc. 1993 – Present

Director of Subcontracting
• Developed and administered subcontracting plans for the U.S. Army Defense Travel Regions 1, 2, 4, 5 and
National Capital Region contracts that has resulted in exceeding small and small disadvantaged utilization re-
quirements every year since 1993.
• Recruited 10 small and small disadvantaged subcontractors that have successfully serviced in excess of $523
million in Government travel volume.
• Has insured that subcontracting opportunities are afforded to all categories of small businesses, particularly
small disadvantaged and veteran-owned businesses.
• Represents CWGT at government and industry forums and expositions that address small business initiatives
and opportunities.
CW Government Travel, Inc. 1990 - Present

Director of Service Excellence
• Administers CWGT’s Service Excellence Program that monitors, responds and reports on service levels
provided to Government clients.
• Directs organizational efforts that has ensured a consistent client service ratings in excess of 99%.
• Insures that clients have options to provide positive feedback and express concerns through surveys, web-
site links and toll-free numbers.
Carlson Wagonlit Travel 1988 – 1990

Franchise Account Manager
• Conduct CWT orientations to management and staff of new travel agency franchises.
• Provide information and training on CWT proprietary travel programs and tools.
• Act as operational liaison between CWT regional management and franchise principals.
ASSOCIATIONS
• Co-Chair Society of Government Professionals of the Members Services and Development Committee
• Member of the National Defense Transportation Association (NDTA)
EDUCATION
• Wichita State University ( Business / Spanish )

• Travel Career Institute ( Travel / GDS Curriculum )
• United States Air Force ( Administrative Management / Communications )

Erma Spell
As President of CW Government Travel, Inc., Ms. Spell manages over 600 + million in Government business.
Her current area of responsibility involves over 180 branch offices located all over the United States. Her ability
to build relationships with clients and employees alike can be linked directly to the tremendous growth and suc-
cess of CW Government Travel over the past 15 years. Her commitment to quality can be measured by her
consistent 99% quality ratings.
AWARDS AND RECOGNITION

• 2002 Carlson Companies, Inc. Order of the Golden Rose/Chairman’s Award for Sales Achievement
• 1999 Imperial Honor Team Award Nominee for Process Improvement, Creativity and Customer Focus
• 1998 Imperial Honor Team Award Nominee for Outstanding Achievement
• 1995 Carson Fellows Team Award for Implementation of DTR business
• 1994 Carson Fellows Award for Sales Achievement
• 1988 Employee of the Year Award, Society of Travel Agents in Government
CAREER HISTORY
CW Government Travel, Inc. 1988 - present

President
• Currently oversees the contract management of over 180 offices

• Responsible for the procurement of new business
• Oversees the development of new technologies
• Manages over 700 employees
IVI Travel, Inc. 1986 - 1988

Management Specialist
• Responsible for Employee Relations

• Led Management Training program
• In charge of Recruitment program
Assistant to Vice President, Southern Operations 1986- 1987
• Prepared business plan

• Responsible for budget preparation
Custom Wholesale Jewelry 1980 – 1986

Owner and Manager
• Managed day to day operations of retail outlet
Frontier Airlines, Inc. 1966 – 1980

Director, Flight Attendants (1976 – 1980)
• Managed over 1,500 employees
• Represented airlines in labor negotiations with union
• Participated in all contract disputes
• Developed recognition programs
• Oversaw the scheduling for more than 1500 flight attendants
• Increased customer service approval rating by 25%
Special Assistant to V.P. Sales and Services (1973 –1976)

• Successfully reorganized major areas and major field cities that were previously unable to achieve goals with
positive ROI of 5%
• Designed and implemented new business model
• Developed budgets and negotiated with managers
• Identified opportunities to increase airline sales
• Participated in sales calls
Director of Management Training Program (1971-1973)

• Responsible for the development of policies and procedures
• Developed training program “Management by Commitment”
• Led training efforts to place employees in Sales & Services management positions
• Successfully placed 80 % of employees upon completion of training program
In-Flight Sales Agent (1968-1971)

• Supervised customer service ticket counter and baggage claim
• Trained for management position.
Reservation and Ticket Agent (1966 – 1968)
EDUCATION AND TRAINING
Executive Leadership Program, Carlson School of Management/University of Minnesota

Midwestern University, Witchita Falls, TX
Texas Wesley College, Ft. Worth, TX
University of Colorado, Boulder, CO

Stephen S. Brown
Mr. Brown is an accomplished leader instrumental in the success of several industry-leading companies
providing services in a business-to-business environment. His broad-based experience includes systems and
operations management, enterprise-level strategic planning, organization structuring, marketing and sales, for
industries including; manufacturing, transportation, aerospace, and diversified financial services. He is a
hands-on, involved and participatory executive of high integrity, with a history of building motivated and
productive teams
• Responsible and accountable for providing global Information Technology leadership for all brands and
functional departments.
• Performance and cost results have always been externally benchmarked as best-in-class.
• At the CIO level, he has always been positioned as a member of the executive level decision making
committee.
• Mr. Brown continues to actively participate as a keynote speaker in various national and international fo-
rums related to IT trends with respect to technology, process and their importance to creating business
value.
CAREER HISTORY
Carlson Companies, Inc. August 2000 - Present

Sr. V.P. and CIO
• Key sponsor and leader for the “Great Work” initiative for the company. This global project is expected to
optimize costs across all brands and functional departments by approximately $250 million as well as grow
revenues by an additional $300 million.
• Created an industry leading Enterprise Architecture framework that standardizes all technology expenditures
across the company.
• Created a global IT governance capability that sets a consistent direction for IT across the company.
• Manage a global budget of $300 million.
Micron Electronics September 1998 - August 2000

V.P. and CIO
• Created state-of-the-art web-enabled, menu driven, subscription based Order Management system for
B2B and B2C customers...
• Implemented a state-of-the-art, global, browser enabled Data Warehouse that tied divisional sales proc-
esses and supplier inflection points to our financial reporting systems.
• Implemented state-of-the-art Supply Chain Management (SCM) system with I2 technology.
• Implemented state-of-the-art manufacturing system that was later bought by Hewlett-Packard.

Imation April 1996 - September 1998
CIO
• Re-engineered global processes and systems for this company after the spin-off from 3M.
• Implemented what was considered the largest, integrated global ERP in history.
• Results of this effort led to significant functionality improvements and cost reductions considered indus-
try best.
• The company as a result is experiencing explosive growth.
Diversified Information Technologies, Inc. 1992-1995

Executive Consultant
• Re-engineered systems and processes for Genmar Holdings Company.
• Developed and implemented state-of-the-art gift registry and promotional systems for major retail firms
such as Target.
• Re-engineered and implemented IT processes for major financial institutions such as IDS and American
Express.
• Created an Information Utility for Burlington Northern Railroad.
Pillsbury 1990-1991
Director of Enterprise Integration and Telecommunications
• Designed and implemented a global marketing services capability.
• Developed and implemented a corporate-wide cost recovery system for the global messaging infrastruc-
ture.
• Re-platformed 2600 mainframe based applications from Honeywell technology to IBM mainframe and
emerging client/server based platforms.
• Corporation won the industry-wide Enterprise Network Excellence award for global networks.
General Electric 1985-1990

Director of Systems Integration
• Ran the largest full service Data Center facility in the world supporting highly sensitive government con-
tracts in the Washington DC area.
• Turn-around leader for a massive government ERP.
• Helped create GE’s government Systems Integration department in Reston VA.
United States Marine Corps 1975-1985

Unrestricted Data Processing Officer
• Executive Officer responsible for running the Marine Corps Data Processing facility in Washington DC.
• Instructor and curricula developer for Marine Corps wide Information Technology at Quantico VA.
• Ran several data center and production control facilities.
• Application development manager in first assignment in Albany Georgia.
EDUCATION
• B.A. Business Marketing – Texas Tech University

• M.S. Management Information Systems – Naval Post Graduate School

R. Craig Thompson
Mr. Thompson is a senior level manager with 35 years experience in all facets of transportation, travel manage-
ment, logistics/distribution and master planning of corporate commercial and military transportation resources for
worldwide movement of passengers and cargo. His most recent 15 years have focused on passenger travel for
U.S. Government travelers.
• Responsible for the 24/7 delivery of commercial travel services to over 400 U.S. Government client agen-
cies including five Presidential Cabinet level staffs.
• Responsible for worldwide corporate marketing, sales and operations for oldest air charter management
company in the U.S. serving Fortune 500 companies, athletic teams and U.S. Government agencies.
• Responsible for business development of government markets in travel with company government sales
of $650M
• Key leadership positions within the Department of Defense to include Deputy for Operations, United
States Transportation Command; head of passenger policy, United States Air Force; Director of Passenger
Traffic for the Department of Defense and staff member of the Office of the Secretary of Defense
CAREER HISTORY
CW Government Travel San Antonio, TX 2001-present

Senior Director, Government Markets
• Key leadership role in developing operational plan for execution of Government travel services contract
worth $2.6Billion over five years.
• Achieved significant savings in reconfiguration of delivery of travel services to over 300 government cli-
ent agencies on nationwide contract.
• Negotiated agreement with the Department of Defense to achieve connectivity to the Defense Travel Sys-
tem at selected military sites throughout the United States.
CSI Aviation Services Albuquerque, NM 2000-2001

Executive Vice President
• Successfully negotiated exclusive agreement with the largest U.S. airline to represent the carrier in spe-
cialized charter market.
• Brought positive bottom line to Airline Services Division for first time in 3 years.
• Guided the development of aircraft lease agreements that provided long term competitive price advantage.
Carlson Wagonlit Travel Washington DC 1995-2000

Director of Government Relations
Director of Business Development
General Manager
• Leadership role in renegotiating $500M travel services contract to restore profitability after airline com-
mission cuts
• Achieved company financial performance objectives in five of five years
• Key role in developing compromise position between travel industry and government on travel reengi-
neering
United States Transportation Command, DOD 1990-1995

Deputy Director for Operations

• Responsible for planning, directing, coordinating, and monitoring all worldwide military airlift, sealift,
and surface transportation operations using both commercial and military capability.
• Key leadership role in deployment and sustainment of 500,000 US Forces in Operation DESERT
STORM.
• Architect of “Desert Express” concept, providing “overnight” delivery of critical repair parts from state-
side sources to the battlefield.
• Planned and directed transportation support for Presidential initiative of humanitarian relief to former So-
viet Union.
Other Military Career Highlights 1967-1990
• Developed cargo and passenger policy for the U.S. Air Force, interfacing with the civil transportation in-
dustry and other government agencies in resolving policy issues.
• Provided leadership for the design and improvement of functional requirements for software development
of DOD international passenger reservation system processing 5,000 daily bookings worldwide.
• Developed and implemented procedures for the processing and movement of 1.5 million military passen-
gers annually in 43 military and civilian airports worldwide.
• Directly responsible for the daily movement of all Defense Department passengers in the U.S. using
commercially contracted air, rail, and bus.
• Negotiated with Department of Transportation and U.S. Customs, on issues of air safety and Customs
processing procedures for the Department of Defense.
EDUCATION
The University of Tennessee, MBA, Transportation, Distinguished Graduate

Memphis State University, BBA, Marketing

Kay Anderson-Hager
Ms. Anderson-Hager has over 28 years’ experience in the Travel and Transportation field. She has a broad base
of contacts within the Department of Defense travel system and support agencies. Her excellent communication,
interpersonal, public-speaking, and presentation skills enable her to work effectively in one-on-one or group set-
tings. She has strong supervisory, organizational, and time-management abilities and is accustomed to handling
multiple ongoing events and time-critical projects.
She possesses high personal integrity, professionalism, and a healthy sense of urgency. She is a strong and effec-
tive leader who can attain their optimum level of performance.
CAREER HISTORY
CW Government Travel, Inc. 2001 – Present

Vice President of Sales, Marketing & Procurement – Played a major role in the development of a new end-to-end
service for CWGT providing travel services for government, corporate and private accounts. Multifaceted duties in-
clude procuring and negotiating contracts with large corporations by developing bids and. . .
• Calling on existing accounts to review current services and sell new services that improve and facili-
tate travel arrangements and reduce operating expenses.
• Interfacing with government officials and company directors to negotiate services and secure new ac-
counts.
• Securing a $1.3 billion Army contract.
• Marketing aggressively the company’s services within the metropolitan and surrounding area through
direct marketing and presentation conferences.
DEPARTMENT OF DEFENSE, Several Locations 1972 – 2001

Progressively advanced to positions of increased challenges and responsibilities in the areas of travel and trans-
portation Management through an excellent record of performance as:
Supervisor/Traffic Management Specialist.

Managed travel services for several army bases and helped develop the first army travel re-engineering service,
which is currently utilized by all government organizations. Worked closely with several government agencies to
attain consensus in complex contract dealings. Also…
• Received the VP Gore Hammer Award for the re-engineering travel initiative.
• Selected as one of the Top Women in Transportation by the Secretary of Defense Transportation
Policy.
• Awarded the Civilian Award for excellent record of performance.

PROFESSIONAL DEVELOPMENT
Completed a two-year Department of Defense Transportation Internship Program covering all aspects of Trans-
portation:
• Advance Transportation Management Northwestern University 1990
Completed several Personnel and Acquisition Management Courses.
PROFESSIONAL AFFILIATIONS
• National Defense Travel Association: Passenger Travel Service Committee Manager.

• Board of Society of Government Travel Professionals.
• Choice Hotels Advisory Board Member.

Carol Burpo
Ms. Burpo is a financial professional with strong financial management and leadership expertise. She possesses
over 30 years of experience in finance and accounting within the travel industry with an additional five years of
auditing experience for both financial institutions and government programs. As a results-oriented manager she
leads a team of professionals focused on continuous process improvement.
• Strong financial experience in government travel programs.

• Extensive experience in integrating CWGT financial reporting systems into government financial man-
agement systems.
• Extensive financial institution, airline, and travel agency auditing experience with in-depth understanding
of government auditing requirements and systems
CAREER HISTORY
CW Government Travel, Inc., San Antonio, TX 1984-2003

Director of Finance
• Developed annual financial plans for CW Government Travel, Inc.
• Achieved financial plan results for the last 15 years.
• Architect of CW Government Travel, Inc.’s proprietary credit card reconciliation program currently im-
plemented throughout the DoD and at HHS. Clients documented 30% reduction in time needed to
process reconciliations using the new program.
• Designed, developed, and implemented government payment programs on time and within budget.
• Architect of government transaction fee billing programs; providing audit trails and credit card reconcilia-
tion functionality to the government.
• Design and oversight of annual audit programs ensuring contract compliance from both CW Government
Travel, Inc. and its subcontractors.
• Provided training to over 300 CORs on proprietary credit card tools.
• Developed and implemented financial applications, billing systems, audit programs, and training pro-
grams for first commercially awarded government travel program.
Amelia Martin Travel, Dallas, TX 1982-1983

General Manager
Braniff International, Dallas, TX 1973-1982

Internal Auditor and Controller Flight Operations
TWA, Kansas City, MO 1972-1973

Internal Auditor
Blue Cross Blue Shield, San Antonio, TX 1971-1972

Medicare auditor

Marfin and Cobb, CPAs, San Antonio, Texas 1968-1970
Auditor
EDUCATION/TRAINING:
• BBA in Accounting 1968 St. Mary’s University
• 1972 MBA program St. Mary’s University
• 1974 Systems Auditing Certification Arthur Anderson

Mani Ratnam
Mr. Ratnam is an Information Services professional with strong technology management and leadership expertise.
He possesses over 18 years of industry experience in software development and technology service delivery in
manufacturing, hospitality, travel, relationship marketing, telecommunications and consulting. He is highly moti-
vated with a solid record of achieving results in large IT organizations, including enterprise architecture and
infrastructure, shared services, planning and program management, technology engineering, and operations.
• Strong technology experience in developing and implementing enterprise-wide, shared infrastructure and
services.
• Proven track record in collaborating across various lines of business to develop a common vision and
strategy for IT services focusing on leverage and strategic integration.
• Excellent record in developing organizational capabilities for delivering new IT services, focusing on
operational effectiveness, customer satisfaction, business and financial results.
• Strong performance and result oriented leader, fostering individual and team development through coach-
ing and mentoring. Received Chairman’s Special Award for Team Work in 2000.
• Technology and program management experience in implementing technology infrastructure environments includ-
ing all phases of enterprise information systems planning and operations.
CAREER HISTORY
Carlson Companies, Inc., Minnetonka, MN 1995 – Present

Sr. Director, Strategic Relationship Management
• Set technology direction for shared services organization to develop infrastructure for Carlson Companies.
Developed annual technology plans and worked with operating groups to implement technology standards
and common computing platforms to leverage synergies and implement cost-effective solutions.
• Developed and presented business case to Carlson Investment Committee for various enterprise-wide core
technology infrastructure initiatives pertaining to security, local-area network, workstation computing, stor-
age, web services and application hosting. Leveraged investments by appropriately extending the
implementation and use of technology assets across the operating groups through planned technology refresh
process.
• Developed, deployed and operated corporate wide technology lifecycle management program based on the
distributed application, database, and internet infrastructure comprising mainframe, Unix and Windows 2000
servers, Windows XP workstations. Provided reliable, scaleable, and secure platform, ITIL-based operational
processes for consistent service delivery to meet service levels. Increased productivity and lowered per unit
costs by using the Balanced Scorecard for service management.
• Led development and transition of traditional IT organization into a Shared Services model through improved
alignment of resources, planning & portfolio management of strategic projects, development of a shared ser-
vices catalog, IT product management, financial management and services pricing, and implementation of
ITIL-based operational processes.
• Developed and implemented technology infrastructure for application hosting of marketing, hospitality and
travel management solutions for Carlson Companies internal systems as well as clients. Based on high-

availability and leading-edge infrastructure components, the nTier model provides an integrated, scaleable
platform with exceptional service levels of 99.9% availability for web-based online transaction systems.
• Designed and implemented Enterprise Security Architecture to mitigate risks and protect Carlson assets, sys-
tems and data, and successfully meet stringent requirements imposed by clients. Developed standard security
architecture for authentication and control as foundation for all internal and external applications.
• Led Cornerstone Program to refresh workstation and local area network infrastructure across the enterprise
using standard technology architecture and components, leveraging industry best practices for configuration
management, software distribution and security. Negotiated and implemented a Direct Procurement Model for
workstations and servers reducing procurement costs by 25 percent. Reduced support costs by 15% annually
by sourcing Configuration & Image Management services.
• Developed professional services organization to provide systems integration and project management exper-
tise to various business unit development teams. Responsible for engineering and production implementation
efforts for Oracle Financials ERM and PeopleSoft HR/Payroll systems, which serves as the foundation for de-
livering Shared Financial Services to all operating groups.
• Delivered service quality metrics and reporting for web services, database services, application hosting to
Carlson internal and external customers, achieving consistent improvement in Gartner customer satisfaction
surveys (increase of 23% in one year).
• Implemented Six Sigma Process improvement program across various service functions. Responsible for achieving sig-
nificant process and quality savings exceeding $2 million in 2002.
• Attracted and retained high quality technical and management staff, developing and motivating these indi-
viduals to form cohesive delivery teams. Consistently improved Gallup employee satisfaction for department
to be best-in-class (75th percentile).
The Pillsbury Company, Minneapolis, MN 1991-1995

Manager - IT, Distributed Platforms
• Introduced midrange computing platform based on Unix and Oracle technologies at Pillsbury. Success-
fully implemented a large business-critical system at Green Giant plants in the upper Midwest to support
agriculture-packing operations.
• Developed and implemented an integrated system management infrastructure consisting of management
processes and tools to manage the system efficiently and deliver continuous operations.
• Provided technology architecture and integration expertise to ERP projects at GrandMet subsidiaries -
Heublein (Human Resources, Payroll System - PeopleSoft), and Burger King (SAP).
Deere & Company, Moline, IL 1990-1991 Software Engineer (Consultant)
AT&T Bell Labs, Liberty Corner, NJ 1989-1990 Software Engineer (Consultant)
McLeod Bishop Systems, Boston, MA 1988-1989 Software Engineer (Consultant)
Wang Labs, Lowell, MA 1986-1987 Software Engineer (Consultant)
Datamatics Consultants, Mumbai, India 1984-1986 Software Engineer
EDUCATION
BS in Statistics (Mumbai University, India)

Executive Leadership Program (University of Minnesota, Carlson School of Management)
MBA (University of Minnesota, Carlson School of Management)

William S. Hearne
Mr. Hearne has over 25 years of travel management and transportation information systems experience. His
background spans both the private and government sectors. He has worked for a world class hospitality group, a
major international airline and has served as a transportation officer in the Department of Defense. His area of
particular expertise is the development and fielding of enterprise-wide transportation applications.
• Director of Information Technology for CW Government Travel Inc. Directly supports all technology re-
quirements to facilitate government travel contracts including the integration of self-booking tools
Carlson currently has fielded in the federal government.
• Pentagon Project Manager for the U.S. Air Force Cargo Movement Operations System. Arranged fund-
ing, chaired development team, spearheaded testing/evaluation and deployed system. This Major
Automated Information System Acquisition Review Council (MAISARC) program was deployed to over
100 sites worldwide.
• Air Force representative to Secretary of Defense joint systems migration team. Group reviewed all De-
partment of Defense (DoD) automated information systems, determined critical functionality, classified
systems as legacy or migration and developed road map for all Services/agencies within the DoD to fol-
low.
• “In-house” Department of Defense consultant to the Defense Travel System (DTS). Provide critical rec-
ommendations on integration of PNR Gateway (DTS self booking tool). Recommended critical system
enhancements and provided on-site “subject matter expert” services during evaluation by the Joint Inter-
operability Test Command.
• Managed the Department of Defense Passenger Reservations Center. Supervised over 90 agents provid-
ing international air reservations to all Services/agencies using both SABRE and an organic booking tool
(for Air Mobility Command charter flights).
• Automated the Australian Defense Force (ADF) Movement and Coordination Center. Upgraded “pencil
and paper” operation to client/server application providing automated booking and in-transit visibility for
both personnel and cargo traveling in ADF system.
CAREER HISTORY
CW Government Travel Inc. 2002-Present

San Antonio, Texas
Director of Information Technology
UNITED STATES AIR FORCE 1979-2002

Various assignments worldwide
EASTERN AIRLINES 1972-1977

Washington, DC and New York, NY
Manager of Passenger Service and Cargo Operations

EDUCATION
e-Commerce Program 2001

McDonough School of Business Georgetown University
Masters of International Management 1979

American Graduate School
Bachelor of Arts 1974

Georgetown University

Katherine Morris
Ms. Morris’s career began in 1971 before the phrase “project management” was even coined. Her background
from the Communications Command laid a strong foundation for her exceptional ability to pull together all pieces
of the “big picture” and ensure the end result is on time and meets scope requirements.
• Consultant to CWT - North America for implementation of Y2K and the new back room accounting sys-
tem, Global Matrix. Directed the implementation of Global Matrix for CWT – Australia. These
implementations encompassed 3 GDS systems interfacing at over 1600 locations involving 60,000 clients,
5,000 employees and 300 account managers.
• Created and maintain CWGT policy manuals and standard operating procedures.
• Business owner of CWGT operational Help Desk.
• Managed and reorganized the CWT Travel Fulfillment Operation Systems, responsible for client set up,
reporting, and problem resolution.
• Member of Project Management Institute. Over 5000 hours of large implementation experience.
CAREER HISTORY
Carlson Wagonlit Government Travel, Inc. 2000 – Present

Director of Operations/Implementations
• Implemented the consolidation and upgrade of Defense Travel Regions in 43 states over 48-hour week-
end. Successfully consolidated 200 locations to 80 locations for an on time start-up.
• Implemented HHS/FDA accounts in 2001.
• Designed and structured the branch office helpdesk covering: telecommunications, facilities, vendor ser-
vices: ARC, Xerox, office supplies, client set-up and reporting, automation and automation scripting.
• Designed and structured the online booking tool helpdesk.
Carlson Wagonlit Travel 1998 - 2000

Director of Operations
• Instrumental in the design and implementation of the back room accounting system for traditional travel
services to be deployed in a centralized structure versus a remote desktop structure.
• Key member of the Y2K compliance team.
• Managed and reorganized the CWT travel fulfillment operation systems responsible for client set up,
reporting, and problem resolution.
• Implemented the Australia Global Matrix remote desktop structure Accounting system.
Carlson Wagonlit Government Travel 1988 - 1998

DIRECTOR OF OPERATIONS / IMPLEMENTATIONS
• Implemented Defense Travel Regions in 43 states, which encompassed over 250-staffed sites in a 90-day
implementation period with 5 different 48-hour weekends for start-ups.

• Responsible for implementation of the following GSA agency accounts: NASA, Department of Justice,
Drug Enforcement Agency, Department of State, National Security Agency, Department of Interior, Fed-
eral Bureau of Investigation, Nuclear Regulatory Commission, and Department of Labor.
• Consultant for corporate travel account implementations to ensure timely and successful start-ups for new
accounts such as ATT, UPS, and Author Anderson - Mexico.
• Created and developed SOP’s for Implementations and Operations to include site surveys and branch
manager’s standard operating procedures.
• Designed the operational database of CWGT statistics and inventories.
IVI Travel, Inc.

Area Distribution Assistant Manager 1986 - 1988
Places and Pleasures Travel

Travel Consultant 1984 - 1986
Unlimited Gifts
Owner/Operator 1982 – 1984
Oilfield Industrial Lines

Marketing Expediter 1980 - 1982
U.S. Air Force

Air Traffic Controller 1971 - 1975
EDUCATION
Project Management Institute Standards by Rita Mulcahy PMP, 2000 Minneapolis, MN

Dale Carnegie, 2000 Minneapolis, MN
Project Management Basic’s 1994, San Antonio, TX
University Of Texas Permian Basin, BBA, Odessa, TX 1977

Daniel Zellmer
Mr. Zellmer possesses over 7 years experience in technical architecture and planning roles designing and developing solu-
tions that bridge financial, marketing, technical and strategic requirements. He also has 11 years of information technology
experience including application design and development, project management and new business development.
• Extensive experience with distributed systems design, n-tier architectures, web application hosting environ-
ments, hardware and software configurations, sound operating practices, and new technology introduction.
• Thrives under situations requiring quick, big-picture thinking, analytical research, and creative visionary rec-
ommendations and solutions to business opportunities or problems.
• Excellent written, visual and oral communication skills with experience presenting to senior management and
customers.
• Self-starter with the proven ability to learn and apply new technologies, applications, and business models
quickly.
CAREER HISTORY
Carlson Companies, Inc. / Carlson Shared Services February 2000 – Present
Systems Architect Minneapolis, Minnesota
• Provide IT business analysis and infrastructure architecture services specializing in web-based applications, services,
and environments to a company that currently hosts over 300 web applications. Work with customers to architect
technology solutions that meet business requirements; specify, develop and configure hosting infrastructure components;
and create sound support and operations procedures.
• Provide technical insight and business analysis in order to create and communicate the value and benefit achieved by
pursuing technology solutions. Create solutions that meet customer’s financial objectives while achieving marketing
and strategic capabilities. Deliver complete architecture and systems integration services to projects by designing
solutions and coordinating development efforts across web, database, network, data exchange, messaging, operating
system, and other specialized technology groups.
• Architect of the application and hosting infrastructure of a travel redemption application that enables loyalty credit card
customers to self-book travel redemptions using loyalty points as currency. Specified a scaleable, reliable, and highly
available architecture to meet initial service level and financial requirements while preparing for a completely deployed
system that can serve 600,000 daily customers. Coordinated the integration of multiple internal and external systems in
order to deliver travel and booking information from multiple sources.
• Spearheaded the introduction of .NET application hosting as a standard hosting product within Carlson Companies
including business documentation, product placement and pricing, standard development guidelines, and .NET
framework support procedures.
• Created the business and technical architecture for a new J2EE N-Tier Hosting Environment including technical
configurations, business and technology processes, and operating procedures to support highly available (99.9%), highly
scaleable, and highly reliable systems. Provided integration and engineering services to J2EE Hosting Environment
customers including web administration, creation of migration and administration scripts, documentation of support and
change management procedures, and production acceptance criteria.
• Created components of the business service definition for company hosting services. Developed the company hosting
services life cycle, application hosting guidelines, and standardized hosting configurations and products. Created
presentations and communication materials for sales teams and external hosting customers.
Led numerous initiatives to improve the operational capabilities of Carlson’s application hosting services. Created auto-
mated test scenarios to ensure the quality of customer applications and the stability and reliability of the hosting
infrastructure. Developed production acceptance criteria that cover required testing, documentation, and support deliver-
ables. Developed enhanced monitoring, alerting, and reporting services that proactively manage overall application,
network, and system health for hosted applications.
Project Management
• Managed the development and implementation of numerous system and infrastructure components for a new
e-commerce site. Responsibilities included the project coordination of Unix and NT server specifications,
software development and certification, customer and business support processes, service level agreements,
application and network setup, and project documentation and status reporting.
• Managed the certification and upgrade of the corporation’s Oracle Financials client software.
Wells Fargo Service Company June 1992 – February 2000

Senior Systems Consultant Minneapolis, Minnesota & Denver, Colorado
• Responsible for designing solutions to business problems and managing subsequent projects. Worked
closely with customers to create technology-based products utilizing new and innovative technologies while
providing financial recovery and target market research.
Knowledge Base: N-Tier Architectures1,2,3 QA & Testing Strategies1,2,3 Managed Hosting1,2,3

Network Design1,2,3 Java Technologies1,2,3 Computer Telephony – CTI1,2,3
Messaging Services2,3 Software Distribution1,2,3 Configuration Management1,2,3
Security Architecture2,3 EAI2,3 Business Intelligence2,3
Sun Solaris1,2,3 Sun ONE Web Server1,2,3 BEA WebLogic Server1,2,3
Microsoft Windows 20001,2,3 Microsoft IIS1,2,3 Microsoft SQL Server2,3
Oracle Database2,3 Mercury Test Suite1,2,3 Oracle Application Server1,2,3
SQL1,2,3 Macromedia Cold Fusion2,3 Rational Rose1,2,3
1
– Developed and/or worked with the technology or product.
2
– Managed projects and/or created project designs using the technology or product.
3
– Researched, designed and/or recommended solutions involving the technology or product.
Education: University of Minnesota – Carlson School of Management Minneapolis, Minnesota

Masters in Business Administration – Finance & Marketing June 1998
GPA: 3.75 overall – Beta Gamma Sigma Graduate
University of Colorado Boulder, Colorado

Bachelor of Science in Business Administration – Information Systems December 1992
GPA: 3.30 overall, 3.75 major

Greg A. Bolden
Mr. Bolden possesses over 22 years of travel industry experience, holding various management positions with
CW Government Travel, Princess Cruise Lines, and Rosenbluth International.
These various positions have provided overall experience in the following areas.
• Development, execution and delivery of training and training materials for travel agents and travelers.
• Project Management with product testing and product delivery.
• Data analysis of statistical call center operations.
• Functional analyst and writer for several technology projects.
• Branch, Regional and Call Center Management for different types clients i.e. Help Desk, Government, Corporate,
and Leisure Travel.
CAREER HISTORY
CW Government Travel 1995 – Present

Training Manager
• Designed and developed on-line self-paced training tutorials for DoD online booking engine.
• Designed, developed, and trained “Train the Trainer Curriculum” for travel managers to cascade to online
users.
• Designed and implemented an overall project implementation and training plan for clients to migrated to the
online booking engine.
• Point of contract for the training related items for both internal and external personnel and clients.
Previous CWGT Job Titles/Responsibility

Alternated Contract Manager * Call Center Manager * Implementation and Business Team Analyst * Leisure
Marketing and Training Manager
PRINCESS CRUISE LINE 1989 – 1992

Air Operations Manager * Staff and Reservation Supervisor
• Designed and developed air deviation department.
• Designed, developed and implemented a new group air tracking system for world-wide passenger movements
• Responsible for the call center stats, shift assignments, time off and to meet call center answering standards.

ROSENBLUTH INTERNATIONAL 1979 – 1989, 1992 – 1993
DISTRICT OPERATIONS MANAGER * BRANCH MANAGER * ACCOUNT EXECUTIVE * AGENT
• Operational responsibility for several offices which included implementation and monitoring of day to day
operation, profit and loss statements, accounts receivable, management recruitment, service development and
future planning.
• Sales, marketing and operational responsibilities.
EDUCATION
Central Pennsylvania Business College – Associates Degree in Business Management
Penn State University – Course in “Business Communications”
ARC Specialist License – Certified

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CW GOVERNMENT TRAVEL, INC.

ESTABLISHMENT AND MANAGEMENT OF

GENERAL SERVICES ADMINISTRATION

RESPONSE TO SOLICITATION NUMBER FBGT-CD-030001-N

JUNE 13, 2003

VOLUME 2 – MANAGEMENT APPROACH

2.4.1.2.1 Web Status Checking ................................................................................................................................... 17

2.0 MANAGEMENT APPROACH (RFP REFERENCE E.3.4.2.2; E.6.2)

2.1 Program Management (RFP Reference E.3.4.2.2, Item 1; E.6.2, Factor 1)

2.1.1.1 PROGRAM INTEGRATION

2.1.1.2 SCOPE MANAGEMENT

2.1.1.3 TIME/SCHEDULE MANAGEMENT

2.1.1.4 COST MANAGEMENT

2.1.1.5 HUMAN RESOURCES MANAGEMENT

2.1.1.6 PROCUREMENT MANAGEMENT

2.1.1.7 QUALITY MANAGEMENT

Root Cause/ Control &

Root Cause/ Control &

Carlson Marketing Group, Inc.

Create a Change Architecture

Develop a Guiding Coalition

Feedback Collection and Analysis

Implement 10X Communications

Capture and Communicate

Identify and Deploy

2.1.1.9 RISK MANAGEMENT

Risk Management Inputs

Risk Management (Six Sigma Based)

Measure & Identify Risks

RISK ANALYSIS MATRIX

2.2 Implementation Approach (RFP Reference E.3.4.2.2, Item 2; E.6.2, Factor 2)

2.2.1.1 TEAM COMPOSITION

2.2.1.2 IMPLEMENTATION EXPERIENCE

2.2.1.4 UNDERSTANDING THE CLIENT

2.2.1.5 EXECUTION DISCIPLINE

2.2.1.6 PRODUCT KNOWLEDGE

“Phase” 1- Needs Assessment / Kickoff Meeting

“Phase 2” - Training Execution (within 30 days)

Phase Three – “Follow-up Training / Maintenance”

2.2.1.8 LESSONS LEARNED

ID Task Name Duration Start Finish Predecessors Resource Names

2.2.2 Standard Implementation Plan

2.3 Technology Refreshment (RFP Reference E.3.4.2.2, Item 3; E.6.2, Factor 3)

Market & Product

2.3.2.2 ENGINEERING & TESTING

2.3.2.3 CONFIGURATION & CHANGE MANAGEMENT

2.3.2.4 LIFECYCLE MANAGEMENT

2.3.2.5 PRODUCT ROADMAP

¾ On-line Application Assistance

Users Other eTS Application

Management Booking Other

2.4.1.1 ON-LINE APPLICATION ASSISTANCE

2.4.1.2 HELP DESK SOLUTIONS

E2 - Help Desk and Support Topology

On-line Resources for Accessing Agent Assisted Help &

Carlson Help Desk Infrastructure Carlson Support Infrastructure

Carlson IT Carlson eTravel

Access to all E2 Components and Interfaces:

SAN All agent assisted support requests are Tier 2

2.4.1.2.1 Web Status Checking

2.4.1.2.3 Analyst Assisted

2.4.1.2.4 Customer Satisfaction Measurements

2.4.1.4 MULTI-TIERED CUSTOMER SUPPORT (RFP REFERENCE C.6.9.1.6)