Amendment No 1 to Agreement - Provide Project Management for Utility Billing System - Arcadis U.S., Inc.

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All Gireelk I[.)iiirecU:nir of If'u.ublliic u.Riilliitiies Alpiriill 2, 2020 Invoice Cloud as New Payment Provider Selection, requiring requirements definition and a new contract. Each of these scope change items required additional analysis, multiple rounds of discussion with S&S, administration of the change process, and ultimately extended the overall implementation schedule. Direct project management time spend on the development and processing of these changes easily accounted for 250 hours of the baseline project management budget. 0ui't. Staff a llhain es Many of the City staff who were instrumental in the initial project planning, requirements definition, and system selection left the City early in the implementation process. While staff turnover happens to all companies and is not entirely in the City's control, these specific departures have negatively impacted the project performance. More specifically, these changes include the following: Emily Leyes had served as the customer service manager during the planning and selection of the new utility billing application, and her departure removed a great deal of knowledge, both about current operations as well as the intended improvements for the new system. This knowledge drain has likely extended the time needed for the design effort. Other City resources have stepped up greatly to accomplish this as a shared effort and are working very hard to complete the design work, but in hindsight Emily's departure created additional coordination and a larger learning curve. • Rene Casiano had served as the main technical lead during the project planning and selection, and his departure has negatively impacted both the data conversion and integration design portions of the project. While the City did contract with S&S to provide for additional data conversion services as a means to compensate for Rene's loss, there have still been many data conversion activities related to data cleansing, data auditing, and conversion validation that cannot be outsourced to S&S. Rene also provided significant input to the vision for the system integration, especially the integration with CRM, and not having his knowledge for the integration design has caused this effort to take longer than expected. Extended discussions about the GIS and CRM interfaces have added multiple weeks to the project. • Matt Coates was an important resource during the system planning and procurement processes but has been focused on the DFO implementation and has had very limited availability to help the utility billing project. In addition, DFO interfaces for GL and Credit Refund interface has been impacted by design uncertainty due to the timing for the DFO project. While the impact of all these staff changes can't fully be quantified, they did result in more effort from the project manager, business analyst, and technical analyst. The technical analyst effort to support data conversion increased significantly. While S&S received a change order for data extracting from Naviline, certain activities must be performed by someone independent of the software vendor. Specific activities that the technical analyst is performing as a result include: o Develop/maintain NaviLine data extraction conversion database, audit procedures and documentation (in progress). o Develop/test/maintain `Attached Documents' file and data extraction for enQuesta import. o Profile customer account/service characteristics to support data validation. o Develop Conversion Audit and Transactional counts for converted data. o Perform ad -hoc analysis to support data cleansing. Page: 2/5