STATEMENT OF WORK

Client DWBI Services January 20XX

December 31, 2014

Version 1.0

Statement Of Work

1 Statement of Work - Overview

This Statement of Work (“SOW”) dated as of 16 December 2009 (“SOW Effective Date”) between Client, Inc (“Customer”) having its principal place of business at 3965 Freedom Circle Santa Clara, CA 95054, USA, and Ven oration, with its principal place 7666 is made pursuant to the n the Customer and the Suppli This Statemen ithstanding the foregoing, if a the Agreement and provides th flict, then such provision in this ent of Work. All capitalized term to them in the Agreement.

This SOW is ef 20XX

Pursuant to th and receipt of which hereto, t

2 Engag

2.1 Objec Client, Inc. (Cl velopment and

sales. Client’s ability and risk

management.

Client is in the tandardize and

streamline We solutions and

Enterprise Inte laborating with

Vendor as a ology platform,

preparing a de

This engagement will have three technical tracks, namely Portal, DWBI and Integration. Each track will

focus on planning and building Infrastructure, Organizational Change Management for training,

organizational change and knowledge transfer, Operations/Support focusing on deployment and release

management process and project management for each track as well as overall program management.

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4 Scope of Work The following is the proposed scope based on planning discussions between Client and Vendor teams. To address rapidly changing requirements and business conditions, this scope and deliverables are subject to change based on mutual understanding between Client and Vendor. Such changes will be confirmed in writing by respective Project Managers.

4.1 In Sco The following w

• Requir • Requir • Unders alytics • Buildin • Offsho ntation basis to

Client. These resourc ove

• Perform ards and best proces

• Perform d promotion of code fr

• Provid • Develo • Perform • Suppo • Provid • Data q

4.2 Out o The following a

• Procur ware/ software; howev o be procured.

• Hardw oting/resolving hardwa as and when require

• Data S • DBA A

4.3 Sched The follo

• augmentation resources.

• Requirements and design documents for Renewals Reports • Requirements and design approach documents for Bookings Reports • Evaluation and strategy document for out of the box Sales and Marketing Analytics

The schedule details will be finalized after the architect and project manager join onboard at onsite.

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6.1 Notes • Billing will be based on the actual number of number of days worked. Costing will be based on 8

hours per working day. Working days at offshore will be Monday to Friday. Working hours will be 9am to 6pm IST. Any addition to this will be communicated prior to execution to Client management for approval and inclusion in billing report. Offshore Team will follow the Vendor India Holidays

• Travel i j f l i Client location for pro hotel, car, and subsis

• Invoice e within Thirty days (N

• All invo ed in support of the pro

• Travel

6.2 Expen Actual, docum Services shall be billed to Cli referred hotels or extended s the vicinity of Client's sites a age of Client's negotiated disc g advantage of such arrangem In addition, trav

- Sh ce per trip - Fo s are provided

wit r’s actual cost, wit

Client will reim vider agrees to make travel re ervices. Client reserves the r nd reasonable discretion, to r otwithstanding these expense ) of the total professional fe

7 Assum

7.1 Pricing p The effort, resource and timeline estimate is based on the information available to Vendor and its

understanding of the requirements. Any change in the information or the perceived scope will require

change to this estimate and this may affect the pricing.

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The price is inclusive of travel, accommodation and conveyance expense for the Vendor onsite

resource based at the primary location – Client office in Plano, TX.

Any travel undertaken on Client’s request from primary Client project location to other sites (e.g. Client

office in St Paul, MN), is chargeable at actual.

Any additional services not identified as part of this document can be provided by Vendor based on

mutual agre

Any schedu iggering of the

change req

All prices a

Vendor will The payments

are due 30

The pricing

onsite

7.2 Opera The Onsite resources will

work from V

Client will endable office

supplies for

All Hardwa

Client will p s Statement of

Work.

Client will th established

company p

Any proces nt will not be

considered ken up only on

the basis of

Vendor will

7.3 Dependencies Client will provide access to the appropriate personnel (management, technical, subject matter

expertise, etc.) necessary to fulfill the requirements as described in the project scope.

Client would sign-off the approved deliverables within 3 business days of submission

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The steering committee typically meets quarterly - the meeting frequency will be jointly decided at the start of the project

Project Management Office (PMO) – The PMO is responsible for the overall delivery of the projects that are part of the engagement, handling key issues such as project prioritization, significant changes to engagement scope, and tracking the project actual. The Program Management Office, comprised of stakeholders from Client, and Vendor's management team will consist of the Delivery Manager, Account Manager and P with members of Client and s ous processes, tasks, standard PMO will assu arly review the project perform O will assume responsibility f ing the project startup to ens success of the engagement.

The PMO focus

• Prioritiz • Review • Review • Ensuri • Identify • Manag • Handli • Overse

Project Delive ion of projects, execute and e nisms, promote shared learning nd updates. The Project De eam members and the SMEs

9.1 Metric Weekly projec oblems in the engagement a status reports to Client Execu

• High-le • Status orrective action

to be t • Projec ed courses for

resolution In addition weekly or Fortnightly PMO calls will be scheduled to with Client stakeholders to discuss the progress of the projects in each track and issues and escalations, aligning with business goals and plan for future.

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Statement Of Work

management commitment for the engagement. The Project Lead at onsite will be the onsite PoC and coordinator for Vendor at the Project level and will interact with offshore Project Manager as well as the Onsite and Offshore execution team.

9.4 Escalation Management Vendor follows to maintain the quality and pre time limits will be defined for ons that might demand simul of this project, appropriate ch mented.

Escalation Se Vendor ensure –

• Pe

• Pe

• Tr

• Tr

• On

• Ke

Escalation Me The escalation

• Em

• Te

• To

Escalation Tri Some of the ke

• No

• Le

• Un

• No

9.5 Quali y Quality Process and Metrics Program Vendor Quality Assurance practice ensures that comprehensive project auditing, extensive metrics management and Defect Prevention are performed. Vendor’s Delivery Assurance Group (DAG) comprises of senior and experienced software professionals, who independently monitor the quality assurance efforts of a project. The DAG nominates a trained Quality Reviewer (QR) for every project that

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is responsible for process compliance in the project. The QR is external to the project team and brings objectivity to the audit. The Quality Reviewers conduct audits at every logical stage of the project: start-up, work product delivery and completion, to check process compliance as well as delivery compliance. QRs and QCs are empowered to stop a software work-product from going to the next stage, if it does not pass through the work product audits. All these audits ensure high quality of deliverables and also ensure that all quality gates defined in the Quality Assurance Plan of the project are indeed met. The following i / i l f li nd high-quality deliverables.

• Projec hat the start-up proces

• Projec in the SOW is audited is prepared at the sta he schedule is tracked

• Proces compliance.

• Projec

• Projec cs analysis are carried o.

• Config ement activities are ca

As a standard and control the performance le s a part of the standard proje nization (PMO) portal to review In Vendor’s ap he initial phase and we work w o show leading indicators in a ation, schedule variation etc. F ility index, and burn down cha . For example, metrics on pro nt phases or a root cause ana

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Statement Of Work

Program Management and Delivery

• Connects Vendor, its clients and vendors on a collaborative program management and knowledge sharing platform.

• Going Beyond the Project Management and Process Orchestration functionalities, It helps clients to better manage their IT programs by providing:

o

o

o

o

• Enable

• Provid and improved visibilit

• Work M em is often the flow of wing features:

o s usage of the ware.

o essor tasks.

o

• While h helps reduce uncert

o ect parameters the plan flows

s out to a very

o her optimizing

o edecessor and sy to visualize

and option of

• Vendo paration of the detaile in the various phases ming up with a master will really be instrum

• Easier g p j p j re available in Vendor 2.0, the task of assigning resources to tasks is made really easy. Vendor 2.0 helps remove the hassle of keeping track of the resource movements in and out of the project prior to the planning and tracking stage, as it is directly integration with the ERP systems.

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