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

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All Oireelk I[.)iiireck:nir of If'u.ublliic uJtiilliitiies Alpiri1 2, 2020 Through March 2020, we have spent 705 hours supporting data conversion activities, of which 80% of this can be attributable to the increased workload caused by the staff changes, or approximately 560 hours. Sott aui°�e Veandoui. IIIiniIlpact S&S has struggled at times to meet project deliverables and statement of work commitments that have impacted the overall project schedule, including: • Abrupt project start with lack of detailed project plan caused inefficiency early in the project • Poorly planned and initiated BIRD processes added time to the schedule • Inability and unwillingness to produce an acceptable project schedule caused inefficiency and significant effort on the part of the City staff and project management team to rectify this • Unwillingness to start development until all BRDs were signed, which in our experience is atypical • Lack of availability of key team resources 136IIhedL e IIIiniIlpacts The preliminary project schedule included by S&S in the SOW consisted of an 11-month implementation project followed by 3-months of post go -live support, but subject to change based on the detailed project planning and establishment of a baseline project plan. The project was initiated in January 2019 and had a planned system cut -over date of November 2019 and ultimate completion in February 2020. After detailed project planning was performed, the baseline schedule projected a April 2020 cut -over, or a 15-month implementation. Then in consideration of the items discussed above the project schedule has been extended further to a planned system cut -over date of October 2020. Thus, the implementation has been extended to 22-months and still includes 3 months following for post -go live support. While this is a longer duration than initially estimated, it is not out of line with other similar utility billing implementation projects. The original schedule was an aggressive schedule that could not withstand these changes. The schedule extension is the biggest driver for the contract amendment and has the biggest impact on the additional project management hours required. k L llltliiing Aii'ca is IIIiniIpa t Project Management. Arcadis relied upon the preliminary schedule in the SOW as the basis for engaging a project manager for slightly over 50% utilization for approximately 12 months, which would have carried through the original 11-month system cut -over and provided 1 month of post go -live support. The detailed project plan extended this to a 15-month implementation and then the changes extended the project further to a 22-month implementation, or ultimately 11 additional months of project management. Many project management activities are recurring in nature and occur on a weekly and monthly basis, so the additional schedule requires more work to be performed by both the project manager and project team. Due to our understanding of the City's limited funds, from the beginning we have approached this project with an effort to keep our costs down for the City and provide just enough support. Typically for billing system implementation projects project management support can vary from 50% to 100% utilization. While we have worked hard to keep our project management efforts down, the changes and impacts above have resulted in our actual project management support to be closer to 60% utilization and now extended over a much longer period. We understand the City still needs this additional support. Page: 3/5