city of kirkland city manager's office 123 fifth avenue ...council/...(sow}, with lucity in...

CITY OF KIRKLAND City Manager's Office 123 Fifth Avenue, Kirkland, WA 98033 425.587.3001 www.kirklandwa.gov

MEMORANDUM To: Kurt Triplett, City Manager

From: Tracey Dunlap, Deputy City Manager

Date: April 30, 2018

Subject: Lucity Project Debrief – Special Presentation

RECOMMENDATION: City Council receives a briefing on the successful implementation of the City’s new enterprise asset management (EAM) software, Lucity. BACKGROUND DISCUSSION: The City recently completed its largest software system implementation to date, replacement of the maintenance management or enterprise asset management (EAM) system. The legacy system, Hansen,

was used by some Public Works divisions but had reached the end of its useful life. The new system, Lucity, was implemented in all Public Works divisions, Parks, and Facilities. The implementation of Lucity

took place in four phases:

Phase 1 – Surface Water and Wastewater - went live 10/3/16

Phase 2 – Water and Facilities – went live 2/1/17

Phase 3 – Streets and Transportation – went live 6/19/17

Phase 4 – Parks and Public Grounds – went live 10/16/17

The oversight of this implementation incorporated two techniques that were used for the first time with this project:

A project steering team incorporating all impacted departments with an executive sponsor from

CMO; and

Use of a third party quality assurance consultant (MTG Management Consultants) to ensure that

the project was on track and to surface and address potential risks before they negatively impact the project.

The project was an unqualified success, from the staff perspective, the vendor’s opinion, and the third party QA consultant’s assessment. Some of the key factors in that success include:

A strong project manager, Xiaoning Jiang that brought the project to completion as scheduled

and under budget (the remaining budget is recommended to be set aside to fund high priority

system enhancements identified during the implementation process).

A cohesive project team resulting in buy-in across the organization:

o Implementation team: Alyssa Buffalow, Brian Dalseg, Chris Dodd, Chuck Saunders,

Danielle Giles, Dayleen Krueger, Dmitrii Sundeev, Greg Neumann, Ian Somerville, Ina

Council Meeting: 05/15/2018 Agenda: Special Presentations Item #: 7. a.

Penberthy, Jason Filan, Jason Osborn, Jeff Rotter, Joe Plattner, John Lloyd, Joshua

Pantzke, Kevin Ball, Mike Meneghini, Ray Steiger, Ryan Fowler, Shaun Weaver, Teri Woolley, Tom Chriest, Van Sheth, Xiaoning Jiang

o Steering team: Brenda Cooper, John Lloyd, Kathy Brown, Lynn Zwaagstra, Michael Cogle, Ray Steiger, Tracey Dunlap, Xiaoning Jiang

Very effective relationship with the software vendor, Lucity.

Additional success factors are summarized in the final MTG quality assurance report (Attachment A, see

Page 5 of the report for a summary of the projects strengths), as well as some suggestions for future processes that have already been recognized in the now largest system implementation that is in

progress, Project 12 - the replacement of the finance/human resources system with Tyler Munis, and/or have been taken under consideration during the IT Strategic Plan process.

One of the key objectives of the Lucity implementation was improving the information available to assess service levels and to provide staff efficiencies. Attachment B is an EAM project summary prepared by the

project team. The last two pages are the top ten improvements identified by the departments that illustrates the buy-in of the staff and the potential for the system. The ability to use data in Lucity to

inform decision-making will improve over time as a critical mass of data is collected and analyzed.

A project completion celebration was held at the Maintenance Center on March 28 attended by the

project teams, vendors, and maintenance staff. A presentation made at that event is included as Attachment C and shows some of the types of information that the system can provide and illustrates the

collaborative approach to the implementation.

Staff will make a brief presentation highlighting some of the project accomplishments.

City of Kirkland

Enterprise Asset and Maintenance Management System Implementation Project

Final Quality Assurance Review Report

February 19, 2018

MTG Management Consultants, LLC 401 Second Avenue South, Suite 240

Seattle, Washington 98104-3858 206.442.5010 206.442.5011 fax

www.mtgmc.com

ATTACHMENT A

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Consu Ita nts Document Control Page

Document Purpose

Document Status: Final Document Date: February 19, 2018

This is the fourth formal quality assurance (QA) risk assessment for the Kirkland Enterprise Asset and Maintenance (EAM) Management System Implementation Project.

Version Date

1.0 2/19/18

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Description/Changes

Discussion draft for city review, validation, and comment.

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Consu Ita nts TABLE OF CONTENTS

I. Executive Summary .............................................. 2 A. Bac kg round ........................................................................ 2 B. Status Summary ................................................................ 2 C. Prior Period Recommendations .......................................... 2

II. Project Performance Assessment .............•............ 4 A. Summary ........................................................................... 4 B. Strengths ........ ...... ......... .................................................... 4 c. Opportunities ................. .......... ........ ......... .. ...... ..... ... ... .... .. 7 D. Recommendations .............. ...................... ..... .............. ...... 9 E. Conclusion ............ ... ........... .................. ......... .................. 10

Appendix A - Interview List Appendix B- New/Open QA Recommendations Tracking Log Appendix C - Closed QA Recommendations Tracking Log Appendix D - Anticipatory QA Recommendations Tracking Log

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I. Executive Summary

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Consu Ita nts I. Executive Summary This report presents the final quality assurance (QA) risk assessment performed by MTG Management Consultants, LLC, as contracted by the City of Kirkland. As the system is now fully implemented and stable, this report differs from prior periods by focusing on the historical aspects of the project and lessons learned that can carried forward into future City technology projects.

A. Background

The City of Kirkland has successfully completed a project to implement an enterprise asset and maintenance (EAM) management system acquired through competitive bid from Lucity, Inc. The city executed a purchase agreement, with an accompanying Statement of Work (SOW}, with Lucity in July 2015. The EAM application was implemented in stages, with the final stage deploying in October 2017.

B. Status Summary

All modules of the EAM software have been in full production for approximately 2 months, and EAM is a success by all QA measures, including scope, schedule, and budget. The solution is now serving over 130 users across 12 City business units with standardized functions for asset management, work management, and budgeting and planning. The EAM implementation represents a significant accomplishment that will better serve the City and its constituents, and the project overall serves as an example of how to successfully implement an enterprise-wide application within the City.

C. Prior Period Recommendations

There were no new formal recommendations from the prior reporting period (September 2017). Current status and outcomes of prior recommendations from all QA reviews are in APPENDICES B and C.

* * * * * *

The remainder of this document is organized as a discussion of the strengths and weaknesses of the EAM implementation as observed by QA activity over the duration of the project.

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Consu Ita nts

II. Project Performance Assessment

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Consu Ita nts II. Project Performance Assessment This section presents a synopsis of the EAM implementation project's strengths and opportunities for improvement as observed by QA activity over the life of the project. Observations are based on prior QA reports, EAM staff interviews, and information derived from the project documentation library.

A. Summary

The following table provides a high-level summary of project performance across the standard areas of measure including project scope, schedule, budget, and quality.

Project Scope

Project Schedule

Project Budget

Project Quality

Scope has been closely managed. Of 176 original request for proposals (RFP) requirements, 20 were identified as parked items, and 10 of those 20 are ei-ther complete, dropped, or being actively addressed. Remaining items are of lower priority, but well under-stood and managed by the Steering Committee.

The project had a slow start due to City resource constraints. Six months elapsed from contract sign-ing in July 2015 with little progress. After an execu-tive intervention to reorganize the project in February 2016, the project was re-baselined and met the re-vised delivery schedule of October 2017.

The project budget was estimated and managed over the life of the project. The budget is trending to come in approximately $1 OOK under the initial estimate of approximately $1 .4M.

The Lucity system has met and exceeded expecta-tions in terms of functionality, applicability to multiple divisions, and ease of use.

It is noted that the level of success Kirkland has achieved across these criteria is unusual in government technology projects of this type. The City and project are commended for their extraordinary efforts and success.

B. Strengths

The table below lists project strengths as observed by QA activity over the life of the project. Observations are organized by designated areas of QA review.

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Consu Ita nts QA Review Criteria

A. Scope A.1 - Project Scope Size A.2 - Change Control Management A.3 - Requirements Diversity A.4 - Work Plan A.5 - Available Resources

B. Cost-Benefit B.1 - Budget Size B.2 - Achievable Benefits B.3 - Economic Justification B.4 - Elapsed Time B.5 - Cost Controls

C. User Engagement C.1 - User Acceptance C.2 - User Involvement C.3 - User Communication C.4- Users on Project Team C.5 - User Preparation

D. Organization 0 .1 -Agency Experience 0 .2 - Executive Management Involve-ment 0 .3 - Management Cohesiveness 0.4 - Organizational Stability 0 .5 - External Funding

E. Oversight E.1 - Progress Monitoring E.2 - Oversight Involvement E.3 - External Processes E.4 - Milestone Reviews E.5 - Status Reporting

F. Project Management F.1 - Project Manager Experience F.2- Project Management Commitment F.3- Project Manager Authority F.4- Project Management Approach F.5- Project Management Relationships

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Observed Strengths

Once established, the management of require-ments, changes, and work plans were a clear strength, largely based on the project management efforts to ensure the tools, processes, assign-ments, and communication mechanisms were in place to successfully manage scope.

Budget estimation and cost management were clear strengths, with an initial cost estimate that was highly accurate and close budgetary monitor-ing by the team and, especially, executive manage-ment resulting in an under-budget delivery.

User engagement was a clear strength. The pro-ject team was aware of users with limited technical capabilities and those likely to be resistant to changes. Special effort was applied to include us-ers in early iterations of the system, including cross-training, hands-on involvement with testing, and other techniques to engage users. This was highly successful and well received and has re-suited in wide user adoption of the new system.

The ongoing involvement and presence of the Dep-uty City Manager was a critical success factor that provided an unusually high level of nimbleness dur-ing the project (reacting to and abating changing staff, budget management, technical decision mak-ing, rollout adjustments, etc.). The level of execu-tive engagement helped overcome several normal policy, procedure, staffing, and financial challenges presented throughout the project.

This area was consistently cited as an area of pro-ject strength and success by EAM staff. A strong Steering Committee joined by external QA and a strong project manager contributed to a project that was ultimately very well managed, reported, and implemented.

This area was most widely observed and cited as a project success factor. Once transitioned into the project, the project manager was able to move the project forward in a well-structured and well-com-municated manner. Achievements here were diffi-cult in light of limited tools, intergroup personality issues, and the challenge of correcting a project that was already 6 months delayed. While success here came at great personal expense and is char-acterized as individual heroics, the results were clear. For future consideration, the City should consider the capabilities and availability of project

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G. Project Controls G.1 -Project Planning G.2- Progress Reporting G.3- Risk Management G.4- Issue Management G.5 - Intergroup Coordination

H. Software Quality Assurance (SQA) H.1 -Objective Verification H.2- SQA Standards H.3- SQA Procedures H.4- SQA Reviews H.5 - SQA Participation

I. Contractor Performance 1.1 - Schedule Performance 1.2 - Budget Performance 1.3 - Change Orders 1.4- Working Relationships 1.5- Contract Administration

J . Technology Components J.1 - Hardware Implementation J.2 - Software Implementation J.3- Interfaces Implementation J.4- System Capacities J.5- Technology Experience

K. Implementation K.1 -Conversion From Existing System K.2 - User Training K.3 - User Documentation K.4- Technology Transfer K.5- Acceptance Testing

L. Business Impact L.1 - Program Impact L.2 - End-User Impact L.3 - Change in Customer Service L.4- Technology Dependencies L.5 - Performance Requirements

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Observed Strengths

management resources prior to project engage-ment.

Project controls were well managed, distributed, and communicated. Individual resource task lists made expectations and timing clear and ensured a high level of team member accountability.

This area of measure was largely not applicable to this project.

Lucity's assigned project manager made a signifi-cant impact on project success. He was knowl-edgeable, very patient with users and City IT staff, responsive, and flexible.

This is an area where City IT excelled, especially in terms of hardware and software provisioning, con-figuration, load testing, and nimbleness relative to the late requirement of implementing and manag-ing hand-held devices. Another area of excellence related to the management of multiple environ-ments in a phased rollout situation with the ab-sence of expensive enterprise-level management tools.

User training and acceptance testing approaches were highly successful. The project team endeav-ored to bring users in early and often for training and testing, which successfully oriented users to the system prior to going live. Also, the team en-couraged downstream phase users to participate in the rollouts of previous divisions, which proved helpful and largely abated what was originally thought to be a steep learning curve for many us-ers.

Several of the aforementioned techniques and ap-proaches to implementation largely eased the tran-sition into the use of the system. As a result, the primary goals and of objectives for EAM were met with a system that is performing as required.

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Consu Ita nts c. Opportunities

The table below lists areas of opportunity for improvement as observed by QA activity over the life of the project. Observations are organized by designated areas of QA review; areas that are not applicable are marked "N/A"

QA Review Criteria

A. Scope A.1 - Project Scope Size A.2 - Change Control Management A.3 - Requirements Diversity A.4 -Work Plan A.5 -Available Resources

B. Cost-Benefit 8.1 - Budget Size 8.2 - Achievable Benefits 8.3 - Economic Justification 8.4 - Elapsed Time 8.5 - Cost Controls

C. User Engagement C.1 - User Acceptance C.2 - User Involvement C.3 - User Communication C.4- Users on Project Team C.5 - User Preparation

D. Organization D .1 - Agency Experience 0 .2 - Executive Management Involvement D .3 - Management Cohesiveness 0.4- Organizational Stability 0 .5 - External Funding

E. Oversight E.1 - Progress Monitoring E.2 - Oversight Involvement E.3 - External Processes E.4 - Milestone Reviews E.5 - Status Reporting

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Observed Opportunities

The project had a slow start, with 6 months elapsing from the engagement of the vendor until work began in earnest. This was largely due to the unavailability of City IT resources to commit to the project due to other priorities.

N/A

N/A

•

•

N/A

7

Project stakeholders and City management struggled early with balancing the capabili-ties and availability of IT staff for EAM and other aspects of IT. This was compounded by differing expectations of IT, poor commu-nications, lack of visibility into IT activity and priorities, and growing tensions and frustra-tions between business units and IT. As a result, a recommendation was made to con-duct an IT strategic planning process, which the City has executed. The project was under-resourced at the out-set, which led to delays and highly visible struggles among team members.


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F. Project Management F.1 -Project Manager Experience F.2- Project Management Commitment F.3- Project Manager Authority F.4- Project Management Approach F.5- Project Management Relationships

G. Project Controls G.1 -Project Planning G.2- Progress Reporting G.3- Risk Management G.4- Issue Management G.5- Intergroup Coordination

H. Software Quality Assurance (SQA) H.1 -Objective Verification H.2 - SQA Standards H.3- SQA Procedures H.4 - SQA Reviews H.S - SQA Participation

I. Contracto r Performance 1.1 - Schedule Performance 1.2 - Budget Performance 1.3 - Change Orders 1.4- Working Relationships 1.5 - Contract Administration

J . Technology Components J.1 - Hardware Implementation J.2- Software Implementation J.3- Interfaces Implementation J .4 - System Capacities J.5 a Technology Experience

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•

•

•

•

N/A

N/A

N/A

8

Observed Opportunities

Issues among members of the IT manage-ment team persisted throughout the project and had an effect on the project manager's ability to perform optimally. City manage-ment addressed this by bringing in third-party assistance. Movement of the Geographic Information Systems (GIS) manager to EAM project manager left a gap in GIS productivity that affected other City departmental priorities. This was well communicated, managed, and understood by other departments, but a gap.

Early in the project, it was observed that di-visional stakeholders and IT were not aligned in their approach to project delivery, signaling problems with intergroup coordina-tion. This was ultimately addressed through an executive intervention to reorganize the project delivery team. Given limited experience with enterprise-wide IT projects, IT project delivery stand-ards and processes were missing. This in-eluded management tools and processes for on-boarding new IT services. This was sue-cessfully addressed by developing tools and processes for this project in hopes that they will persist as the IT division matures and becomes more capable of delivering pro-jects of a similar size.


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Consu Ita nts QA Review Criteria Observed Opportunities

K. Implementation K.1 - Conversion From Existing System K.2 - User Training K.3 - User Documentation K.4- Technology Transfer K.5- Acceptance Testing

L. Business Impact L.1 - Program Impact L.2 - End-User Impact L.3 - Change in Customer Service L.4- Technology Dependencies L.5 - Performance Requirements

D. Recommendations

N/A

As the project transitioned into a program that re-quired ongoing support for users and system maintenance, it became clear that a process for this transition was not in place, which resulted in a protracted deliberation of how the system will be supported in the long term. While ultimately addressed, this is an area for future focus.

Based on the body of QA observations made throughout the life of the EAM implementation effort, the following recommendations are made as lessons learned from the project for con-sideration in future City IT projects of a similar size that impact multiple City divisions:

LL-1: Establish a Threshold for Structured Oversight

The combination of a highly engaged Steering Committee with executive involvement, external QA, and a highly capable project manager made a large impact on project success. Many peer agencies have set guidelines for when this level of structure is required for a technology-related project. Typically, an analyst will examine factors including budget size, number of users impacted, timeline, agency experience, staff-ing, and more to determine project readiness and overall risk. Complex projects in-volving multiple users and high expense are typically recommended for the highest level of oversight, which would be similar to that which was applied to EAM. Smaller projects would be subject to a lesser level of oversight. It is recommended that the City establish these guidelines and assessment capabilities going forward as a mech-anism to plan for successfully executed projects.

LL-2: Consider Project Management Capabilities

The City does not have a formal project management office (PMO); however, there is a high degree of technical expertise within City IT. A PMO would typically comprise capable project managers and analysts with a proven history of delivering complex IT projects in a matrixed environment of varying IT resources. While PMOs are often paired with or part of an IT organization, not all agencies conduct enough complex IT work to justify the expense of keeping a PMO. While the City has been known to contract with outside agencies for project management expertise, an unfortunate as-pect of this method is that the contracted resources will leave and take their expertise elsewhere at the end of a project. Kirkland is a growing City with increasing demand

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Consu Ita nts on technology and technical project delivery; with other large projects underway and planned, it is recommended that the City examine strengthening their IT project deliv-ery capabilities by investing in formal PMO capabilities, as relying on personal heroics rather than intuitional capability is unsustainable and risk laden.

LL-3: Collect and Evaluate Resource Utilization Information More Frequently

The lack of available resources at the outset of the EAM project was a contributing factor to early EAM project struggles. While City management thought the project was resourced, those resources were not fully committed. While it is not uncommon to have competing IT resource issues on projects, the difference to EAM would have been a shared understanding of actual commitment levels between checkpoints. Be-fore this situation is repeated, there must be more clarity in settling resource loads and making the required concessions and adjustments prior to execution. Further, it is incumbent on the assigned resources to report any inability to meet assigned utiliza-tion early and often.

LL-4: Establish Formal Project Tools, Methodologies, and Processes EAM would have benefited from established tools, templates, and processes relative to project and IT management and resource reporting. In consideration of LL-2, above, standardized project management tools would help normalize delivery, provide con-sistent visibility into projects, and help to build a library of proven materials and exam-ples for future efforts. During the EAM project, one of the biggest contributors to clarity was the SharePoint project dashboard graphic that gave an at-a-glance view of what was being accomplished and when and served as a common base of reference. Re-source utilization reporting would have helped management better understand the competing priorities, and a defined on-boarding process for EAM operations and maintenance would have helped circumvent a protracted effort to define how the ap-plication would be supported. There are several tools and standards for IT manage-ment processes that are designed to help organizations align IT with business. Two examples are:

» Information Technology Infrastructure Library (/TIL) - Practices for aligning IT with business.

» Control Objectives for Information and Related Technologies (COBIT) -A framework for logically controlling IT processes.

E. Conclusion

The EAM implementation has been a clear success, and the program will continue to succeed so long as the appropriate controls, resources, and executive support remain active and en-gaged. The project team has shown itself to be highly efficient, nimble, and driven to meet project objectives.

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Consu Ita nts In MTG's opinion, Kirkland is a quickly growing city with a commensurate growth in demand for technology to serve its constituents. While EAM has been a success, it has also pointed out areas for growth and maturity. The City appears to recognize these needs and is investing in itself with planning projects and outside resources to assist in targeted areas of need. MTG recommends a continuation of this approach along with further investment in the City's capa-bilities, based on the recommendations above, in anticipation of greater technical demands.

* * * * * *

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Appendix A Interview List

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Consu Ita nts Appendix A - Interview List The table below lists individuals interviewed as part of this risk assessment for the Kirkland EAM Implementation Project.

Ref Name

1 Dmitrii Sundeev

2 Brenda Cooper

3 Chris Dodd

4 Dayleen Krueger

5 Jason Filan

6 Jeff Rotter

7 Joe Plattner

8 Karl Johansen

9 Mike Meneghini

10 Ray Steiger

11 John Lloyd

12 Tracey Dunlap

13 Xiaoning Jiang

14 Karen Mast

15 Van Sheth

16 Kathy Brown

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Area of Responsibility

Hardware, Software, Integration

IT Sponsor

Facilities

Facilities

Parks

Parks

GIS

Assistant Project Manager and GIS

GIS

Public Works

Parks

Project Sponsor

Project Manager

Applications Division Manager

Public Works Management Analyst

Public Works Director

A-2

Interview Date

1/12/18

2/1 /18

1/11/18

1/11/18

1/11/18

1/11/18

1/12/18

1/31/18

1/12/18

2/1/18

1/11/18

1/12/18

2/1 /18

1/12/18

2/1 /18

2/2/18


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Appendix B New/Open QA Recommendations Tracking Log

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Project : Kirkland EAM !Implementation Project Log Date: February 19, 2018

NEW/OPEN QA RECOMMENDATIONS TRACKING LOG

A. Scope

N/A N/A No new/open recommendations at this time. N/A. B. Cost-Benefit

N/A N/A No new/open recommendations at this time. N/A. C. User Engagement

N/A N/A No new/open recommendations at this time. N/A. D. Organization

N/A N/A No new/open recommendations at this time. N/A. E. Oversight

N/A N/A No new/open recommendations at this time. N/A. F. Project Management

N/A N/A No new/open recommendat;ons at this time. N/A. G. Project Controls

N/A N/A No new/open recommendations at this time. N/A. H. SQA

N/A N/A No new/open recommendations at this time. N/A. I. Contractor Performance

N/A N/A No new/open recommendat;ons at this time. N/A. J. Technology Components

N/A N/A No new/open recommendations at this time. N/A. K. Implementation

N/A I N/A I No new/open recommendations at this time. I N/A.

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N/A.

N/A.

I N/A.

N/A.

N/A.

N/A.

N/A.

N/A.

N/A.

N/A.

I N/A.


Project: Kirkland EAM !Implementation Project Log Date: February 19, 2018

NEW/OPEN QA RECOMMENDATIONS TRACKING LOG

L. Business Impact

L.2 -End User

Impact

9/8/17

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Recommendation L-1: Finalize Ongoing User Support Arrangements - As the project moves through the final phase of implementation, it is increasingly critical that a concise user support plan is defined, organized, and implemented. Recognizing that the team is actively considering options here, it is recommended that the city take an approach based on a user and known activity perspective, then consider resource availability. That is, define where a user would go for first step support. Next, define the activities a support organization would be responsible for (super-users, maintenance, requests, break-fix, training, vendor escalation, etc.). Next define how the user requests would be routed, and under what circumstances the vendor (Lucity) would be engaged. Once that is detailed and understood, apply known metrics to the model (using recent history and extrapolated future projections for user support and maintenance activities). From there, define resources and assess their availability against other commitments. A comparison of available resources and known support metrics can be applied to identify any shortcomings that may need to be addressed at the executive level. Once settled, the user support plan should be communicated to stakeholder users and support staff, then implemented as appropriate.

B-3

2/19/18 Update: The project team has developed an ongoing EAM program structure for governance, interdepartmental coordination, and user support. While expected to be fully approved this month, the model draws on elements of user groups, super-users within a division, service (help) desk, and vendor support. The model further identifies specific resources and activities required over the life of the program to ensure successful operation of the solution. Additionally, measures have been put into place to ensure the availability of key business and support technical resources. This has been accomplished by moving resources to fill positions recently vacated and by identifying funding for a temporary position that is expected to become an ongoing role. It is noted that the support model is not yet fully approved as of this writing. However, it is not expected to change significantly.

Open.


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Appendix C Closed QA Recommendations Tracking Log

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CLOSED QA RECOMMENDATIONS TRACKING LOG

QA Initiation (January 2016)

1/26/16

2 1/26/16

A. Scope

A-1 12/1/16

N/A

C. User Engagement N/A I N/A

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Finding: Business and IT units are not well partnered, and communication between units is not productive.

!Recommendation: Conduct an executive intervention and reinitiate project activity once formative and foundational project structures, tools, schedule, and resources are in place.

Finding: A detailed SOW exists but is neither easily consumable nor well socialized among stakeholders.

!Recommendation: Establish a method of milestone and work stream-based project management tools that coordinate and are readily communicated across different levels of stakeholders. Owners of various work streams should be engaged to define their own milestones in relation to their anticipated EAM work. This effort should be a first priority and the focus of !Recommendation 1 above.

Assign a Project Management Assistant (near term): As anticipated previously, the project manager requires supplemental support to maintain the overall quality of the implementation. This should minimally include the assignment of a project management assistant (to take on documentation and day-to-day coordinating activities) and a schedule adjustment to allow for the orientation of the newly assigned resource.

No closed recommendations in tMs area.

No closed recommendations in this area.

C-2

The project sponsor and Steering Committee adjusted roles and responsibilities to a more available resource for project management. Additionally, the mechanisms necessary to assign, communicate, track, and manage tasks have been implemented and exhibit a successful record of execution.

A number of tools have been developed ensuring that work streams are visible and project assignments across the organization are understood, tracked, communicated, and visible.

City executives have assigned GIS Analyst (subcontractor), Karl Johansen, to the role of project management assistant. Mr. Johansen is currently coordinating Phase IV project activities with the Parks division. City executives balanced the trade-offs of Mr. Johansen's existing GIS work and re-prioritized his efforts in support of the EAM project, which has had the desired effect of lessening the burden and demand on the project manager.

N/A.

N/A.

Closed.

Closed.

Closed.

N/A.

N/A.




D. Organization

0 .1 Agency

Experience

0 .3 Management Cohesiveness

0.4 Organizational

Stability

12/1/16

N/A F. Project Management

F.2 I 12/1/16 Project

Management Commitment

F.5 Project

Management Relationships

G. Project Controls N/A

H. SQA

N/A

I. Contractor Performance N/A N/A

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Recommendation D-1: Prepare an IT Strategic Plan (long term) - It is recommended that the city undertake an IT Strategic Planning effort at or near the end of the EAM project (anticipated for the fafl of 2017). The strategic planning effort should consist of an assessment of IT services and capabilities, IT operations. service delivery, human resources, management, and financials. Deliverables should include a current environment assessment, future environment concept of operations, and the plans and tasks necessary to move from the current to the future environment.

No closed recommendations in tMs area.

Recommendation F-1: Conduct an Executive Intervention to De-Escalate IT Staff Tensions (near term)- It is recommended that city executives intervene with city IT staff to fully understand the nature of the noncollegial relationships, stresses, and tensions. Further, it is recommended that city executives consult with city Human Resource Management staff to identify all remedial options available. This issue should be addressed swiftly and succinctly to avoid further conflict and/or risk to the ongoing availability of already limited key project resources.




C-3

3/24/17 Update - City executives and the IT Manager have identified funding sources to conduct the recommended planning process. Specific elements of scope, timing, and approach are currently under consideration. It appears that the effort Is on track to commence in late 2017 as recommended. This item will remain open until specific plans are enacted. 9/8/17 Update - The city executed a formal solicitation for IT Planning Services and is in the process of selecting a vendor and establishing a contract for service. This item will remain open until specific plans are enacted. 2/19/18 Update - The City entered into a contract for strategic planning services and is actively engaged in the planning process. The City expects to review preliminary project outcomes this month.

N/A.

3/24/17 Update - Specific personnel actions are confidential and are not reported here in detail. However, it can be shared that management staff has engaged in discussions with involved staff and has recently engaged the assistance of an outside firm. This item will remain open pending the outcome of these activities. 9/8/17 Update - This item, while not completely addressed, is a long-term focus of the city management team. As such, this item is moved to closed status,

N/A.

N/A.

Closed.

N/A.

Closed.

N/A.

N/A.

N/A.




J. Technology Components N/A I N/A I No closed recommendations in this area. I N/A.

K. Implementation

N/A I N/A I No closed recommendations in this area. I N/A. L. Bus iness Impact

N/A I N/A I No closed recommendations in this area. I N/A.

6334.001/306155 C-2

I N/A.

I N/A.

I N/A.


@TG Management

Consu Ita nts

Appendix D Anticipatory QA Recommendations Tracking Log

6334.0011306155 D-1 Final

February 19, 2018


ANTICIPATORY QA RECOMMENDATIONS TRACKING LOG

1. I 6/13/16 1 Determine requirements traceability method for system and user acceptance.

2. I 6/13/16 Determine a strategy to acquire a resource to assist

I Parks with as-is and to-be process definitions and related requirements.

3. I 6/13/16 1 Begin execution of a communications plan targeted at downstream users.

Consider hosting informal user previews of the system.

4. I 6/13/16 I Informal previews should focus on common functions, such as assigning a work order, and ideally should be conducted by a Public Works user.

5. I 6/13/16 1 Determine plans for ongoing user support after go-live. Consider city roles as well as vendor roles.

6334.001/306155

1 11/30/16 - The project team created an appropriate requirements traceability matrix tied to a phased acceptance method. I Closed.

11/30/16 - The Parks department has assigned two existing resources on a part-time basis to assist with EAM preparation activity. However, these resources are applied only through May 2017. With go-live for Parks planned in September 2017, there will

I likely be a gap in coverage.

I 3/24/17 - Parks is working to continue the temporary resources I Closed. currently assigned; additionally, the project management assistant will have a role here. Recent staffing changes may impact how this is addressed. This is a current Steering Committee topic.

9/8/17 - Temporary resources have been continued in support of Parks. Item now closed.

11/30/16 - The EAM project Steering Committee made a decision to assign communications planning and execution activities at the I Closed. departmental level.

11/30/16- User training sessions for Public Works have been made open for users from other departments. It is noted that Parks I Closed. attended Phase I training.

11/30/16 - The project manager has drafted plans for ongoing help desk support assignments and procedures. Plans are not yet accepted and finalized by the Steering Committee.

3/24/17- This remains an open Steering Committee item. Current efforts include attempting to understand the anticipated support activity in terms of time and activities so that an informed decision relative to appropriate support models can be made.

9/8/17 - This item remains unsettled and will be escalated in the coming period.

2/19/18- This item is nearly complete and is addressed in the open recommendations tracking log in APPENDIX B.

0-2

I Open.




6. I 6/13/16 I Bring more visibility to planned interfaces, their approach, and status. 1

11/30/16- The project team has evaluated several integration points this period, some of which were determined to be no longer m scope.

7. I 6/13/16 I Be prepared to supplement project management resources, if necessary.

11/30/16 - Not yet considered.

13/24/17 - The project now has a project management assistant working on Phase IV preparation activity.

8. I 6/13/16 I Complete efforts to consolidate project libraries to 11/30/16 - All project reference materials are now managed SharePoint. through the project SharePoint site.

9. I 6/13/16 1 Update the Project Charter with current resources and 11/30/16- Updates have been made to the Charter to reflect plans, time allowing. current resources.

11/30/16- Risk and issue ledgers have been prepared, are 10. I 6/13/16 I Develop risk and issues ledgers. reviewed at the Steering Committee, and reside on the project

SharePoint site.

11/30/16- Stress testing has been performed that identified some issues with connectivity, user machines, and software bugs. These are actively being addressed.

1 Determine desktop and networking infrastructure load

1

3/24/17 - Infrastructure load testing has been conducted and the 11 . I 6/13/16 minor issues found have been addressed. Some issues with capability to operate the EAM solution. wireless converge remain but are being addressed as an active

topic.

9/8/17 - Wireless coverage issues persist; however, the city is aware of and actively addressing the issue. Item now closed.

11/30/16- Under test user loads, the system was determined to consume 10% to 20% of available system capacity. This measure

12. I 6/13/16 1 Identify system capacities and performance metrics and include them as part of acceptance testing.

will continue to be monitored as part of overall acceptance.

13/24/17 - No new updlate.

9/8/17 - System is performing as required. Item now closed.

6334.001/306155 0-3

I Closed.

I Closed.

I Closed.

I Closed.

I Closed.

I Closed.

I Closed.




13. 6/13/16

14. 6/13/16

15. 6/13/16

16. 11/30/16

6334.001/306155

Determine acceptable go-live thresholds of asset completeness and accuracy per department.

Prepare a formal parking lot for anticipated future functionalities not currently in scope.

Begin to consider options for change management.

Begin focus on system reporting (canned and ad hoc) and validating content.

11/30/16 - Data conversion completed for Phases I, II, and IV. Phase Ill data conversion is in progress with some items assigned to parking lot.

3/24/17 - No new updlate.

9/8/17- Tree inventory for parks is being addressed. The steering committee has accepted current asset completeness. Item now closed.

11/30/16 - Log prepared in August and reviewed with the Steering Committee.

3/24/17- No new update; see item 19, below.

9/8/17 - Log created and is actively managed. Item now closed.

11/30/16 - Efforts to address organizational change management were initiated. Operational change management is being addressed as part of user training and preparation.

3/24/17 - Successful efforts here continue as rollout progresses.

9/8/17 - Change management for operations is largely being addressed via training prior to go-live. Item now closed,

3/24/17 - Public Works has been live on EAM for a few reporting cycles and is now in the process of reviewing outputs for accuracy and usability. Phase II users have yet to complete a full reporting cycle.

9/8/17 - Early-phase users are beginning to use reporting features more. This will be an ongoing process until the system accumulates enough data for reports to be significant. Item now closed.

0-4

Closed.

Closed.

Closed.

Closed.




17. I 11/30/16 1 Use acceptance testing tools to clearly define project success thresholds.

I 3/24/17 - Largely being addressed through testing scenarios prior to phase go-live.

3/24/17 - The city is not in a position to employ advanced (and often expensive) configuration management tools. There also did not appear to be any opportunity to leverage EAM vendor tools.

Investigate city systems configuration management The city IT staff has invested in manual scripts and related tools to 18. I 11/30/16 I capabilities and possible ways to streamline the ma11age the configurations. As long as key staff remain available,

management of environments during a phased rollout. this should not be an issue.

9/8/17 - No change reported, and no new issues reported here this period. Item now closed.

3/24/17 - Not yet addressed.

19. I 11/30/16 I Determine agreeable outcomes for "parked" items. I 9/8/17 - This is now a frequent topic of Steering Committee discussion and is being actively managed. Item now closed.

3/24/17- This is currently being reconsidered in light of recent

20. I 11/30/16 I Determine feasibility of changing rollout schedules for Parks to accommodate resource constraints. 1

staffing changes.

9/8/17 - Resources and schedules were appropriately addressed during the reporting period. Item now closed.

Determine outcomes for "parking lot" items (those 9/8/17 - Of 20 items on the parking lot list, 8 items remain open.

21 . I 4/3/17 I requirements or activities deferred as a means of The Steering Committee continues to address this list on a keeping the project on track). Some items are significant consistent basis. This item will remain open until completely and should have a formal disposition. addressed.

9/8/17 - This item continues to be debated internally and is becoming increasingly more critical as full go-live approaches. Will

22. I 4/3/17 1 Determine formal ongoing EAM software and user

1

remain open until addressed.

support plans. 2/19/18- This item is now closed as it is duplicative. It was duplicated for emphasis during the previous reporting period and is now tracked as an open item in APPENDIX B.

6334.001/306155 0-5

I Closed.

I Closed.

I Closed.

I Closed.

I Open.

I Closed.




23. 4/3/17

24. 9/8/17

25. 9/8/17

26. 9/8/17

27. 9/8/17

6334.001/306155

Continue focus on validating and correcting EAM system outputs.

Begin planning for the decommissioning of the legacy system.

Revisit originally stated project goals and compare to what is implemented for guidance on level of success.

Begin defining how training will work for new city employees required to use EAM.

Begin considering long-range uses for EAM data, such as capital/operational expense forecasting, and how to gather and use data for this purpose.

9/8/17 - Will be an ongoing item as more data is populated into the system. Item will remain open.

2/19/18 - Many users now have several months of data to consider for reporting. With the system now fully live, running reports, validating data, and honing content must be a management priority to fully realize the value of the system. This item will remain open.

2/19/18- The legacy Hansen/lnfor system is no longer supported by a vendor maintenance agreement. The City is satisfied that they have successfully migrated required data. Additionally, the system remains accessible if needed.

2/19/18 - The project team and Steering Committee are confident that the project met and exceeded its original goals.

2/19/18 - While processes here remain informal, the project team has considered how this may operate. New full-time employees will be trained by their divisions and seasonal employees will likely have less of a need for system access as they will be working under a supervisor. Processes here should still be formalized, but it does not pose a significant risk to the operation of the system.

2/19/18 - Executive and management-level users are excited to use the system for budget forecasting and planning. However, the system must accumulate data over a period of 1 to 2 years in order for reliable patterns to exist that can be drawn upon for forecasting. In the meantime, the focus will be on validating the more periodic system outputs.

0 -6

Open.

Closed.

Closed.

Open.

Open.


Enterprise Asset Management Project Summary

February, 2018

I. Project Background

The City of Kirkland’s Enterprise Asset Management (EAM) Project is one of the largest technology

implementations in the city’s history. At least ten city business units and well over 100 staff collaborated

between early 2016 and November 2017 in a carefully managed, phased rollout. Since the Go-live

milestone of the fourth and final phase 1, project team staff have focused on transitioning the system to a

stable ongoing operations and maintenance (O&M) mode. The EAM Implementation Team, and the city

generally, can be justifiably proud that this major project had excellent management; robust support from

executive, technical, stakeholder, and vendor participants; and has delivered a successful solution as

promised. The project was completed within its planned schedule and slightly under its budget

allocation.

The following narrative summarizes key EAM Project elements and processes. Detailed documentation

can be found in the project’s archive on the citywide SharePoint site (link).

II. Project Timeline: Phases, Milestones, Deliverables

The city initiated its standard request for proposal (RFP) solicitation process in early 2015, subsequently

selecting Lucity, Inc. (Overland Park, KS) as its software vendor, and signed a professional

services/software purchase agreement.2 The project ramp-up, specifically assigning sufficient staff

resources, required several months to resolve. In early 2016, the project began in earnest with the

development of a detailed EAM implementation schedule. Although not described in detail in the project

charter, a phased approach was decided upon as the least risky strategy for a successful project outcome.

These four phases and their key milestones were:

EAM Phase Start Go-live

1 – Surface Water and Wastewater 12/1/2015 10/3/2016

2 – Water and Facilities 4/1/2016 2/1/2017

3 – Streets and Transportation 4/1/2016 6/19/2017

4 – Parks and Grounds 3/1/2016 10/16/2017

The EAM project was expected to deliver to each work group in each phase a cohesive technical solution

based on documented business requirements. This package included functional capability – on a variety

of devices and in various work locations and scenarios – in recording, storing, retrieving, and reporting on

completed, ongoing, and planned tasks. This functionality was also to include intuitive user interfaces

such as dashboards, map displays, and work order screens to enable maximum efficiency. The project

expended significant effort on comprehensive training for all levels of EAM participants, with excellent

results (see ‘efficiency gains’ summaries in this paper’s last section).

1 October 16 , 2017: Parks and Public Grounds 2 CON/15/259; August 3, 2015

ATTACHMENT B

III. Project Resources

The initial project planning in late 2015 – early 2016 recognized both the complexity and size of the EAM

implementation. It was also evident that there were competing demands for available staff resources in

other city programs and projects, many of which were high-visibility, mandated, and/or already

committed. Executive- and director-level decision makers opted to defer certain city work programs in

favor of completing the EAM implementation in a reasonable (slightly less than two-year) timeframe.

This approach, although a less than ideal resource solution, was essentially the only practical option given

the circumstances. The EAM Project’s resources can generally be summarized as follows:

Project sponsor – Deputy City Manager; provided oversight and policy guidance; managed QA

consultant; directed Project Manager; chaired EAM Steering Team

EAM Steering Team – included stakeholder department directors and managers; met bi-monthly to

review project progress, priorities, issues, budget, and schedule.

Project manager – GIS Manager reassigned to EAM Project; responsible for executing project

successfully, coordinating with all implementation teams and other participants, and managing vendor

resources efficiently.

Core implementation team – Multi-departmental group including Project Manager, 5-8 Information

Technology staff, and selected lead business unit staff; role was to coordinate and communicate on

parallel phase activities and schedules. Met at least weekly during each phase (including overlapping

phases).

On-call IT staff – Information Technology Department staff in Network/Operations and

administrative areas were called on to support the EAM implementation leading up to particular

milestones.

Business unit staff – Selected city staff in various groups responsible for coordinating materials

management, internal communication, and issue identification.

Vendor – Technical and business analyst staff assigned to Kirkland’s EAM implementation; for much

of the project, this was a single, highly talented individual who supported each phase through

technical assistance, troubleshooting, on-line or on-site training, and coordination between city and

vendor staff.

Quality assurance vendor – Independent project oversight consultant; responsible for quarterly EAM

Project audit and report 3

Other

It is accurate to describe the overall EAM Project resources as moderately experienced in technology

implementations, focused, results-oriented, and highly collaborative. The combination of dedicated city

project staff, an extremely skilled and effective vendor representative, and consistent executive-level

support appear to have been a winning formula for this particular technology implementation.

3 MTG Management Consultants (Seattle, WA)

IV. Project Structure

The EAM project planning strategy, settled on in early 2016, consisted of multiple phases as described

above. These phases proceeded in parallel within an overall project structure that included particular

tasks and mechanisms to ensure each phase met its goals, expectations, and final acceptance milestones.

The following items were common to all phases, obviously varying in size and complexity depending on

the phase and business unit:

Data development task(s) – given the advanced state of the city’s enterprise GIS, some EAM

participants were beneficiaries of existing asset data sets that needed little attention other than basic

configuration. Other project participants needed major data development efforts, handled

successfully by a combination of business unit staff, IT-GIS staff, and consultants.

Communication – The EAM project Manager communicated via multiple channels with all project

participants on a weekly if not daily basis. Assignments at the task and sub-task level were tabulated

and followed in the form of To-do Lists, Issue Trackers, a Risk ledger, Parked (deferred) Items, and

other PM reminders. Business alignment (and thus project scope containment) was achieved in part

by careful attention to application functionality compared to documented user requirements. Possibly

the most effective communication tool was the monthly report submitted to the EAM Steering Team,

summarizing progress, outstanding issues, and next steps. The EAM Project communication also

included multiple links between implementation teams, IT staff, and the vendor on a regular basis.

Training – By definition, as a new software package introduced to multiple business units, the EAM

Project placed major emphasis on training of users at all levels (maintenance staff, leads, managers,

support staff, directors). This training took multiple forms: introductory, focused (on-line or on-site),

advanced, etc.

System testing – For each phase, focused testing of system functionality was conducted by business

units as well as core Implementation Team staff to detect and address issues requiring resolution prior

to Go-live. In each EAM phase, a Go/No-go decision point was considered as a fallback if system

corrections were needed, but this option was not utilized during the project.

Roll-out – Each EAM phase had an established Go-live date with contingencies, none of which

fortunately needed to be invoked. As expected, initial ‘production’ use by business groups required

increased short-term technical support which transitioned into largely stable ongoing work programs.

Transition to O&M – Ongoing operations and maintenance (“O&M”) tasks follow the initial project

implementation. The EAM Project Implementation Team has carefully documented what is required

to ensure a successful O&M phase in terms of resources, project structure, and vendor support.

V. Project Closeout Tasks

The city, as contracting entity for the EAM Project, is required to formally accept the vendor’s software

and approve final payments, assuming concurrence on the part of project participants and the EAM

Steering Team. This involves exchange of communications among the Project Sponsor, EAM Steering

Team, Project Manager, and Implementation Team (stakeholders) to reach consensus on end-of project

status, followed by timely action on processing final, approved vendor invoices.

VI. Project Benefits (Appendix)

A. Parks Maintenance

1. Administration – The Parks Account Associate currently is saving 28 hours a month of data entry.

2. Asset Management – Can now locate all park assets on a map and see the work history.

3. Asset Management (Trees) – The tree arborist can now edit the tree data out in the field and is

able to perform tree risk assessments/inspections on a digital form.

4. Inspections – There is now a system where all inspections (playground, pool, and trees) can be

stored, tracked, and monitored. There is now an automated work order generated for each

playground set that needs an inspection done at the beginning of each month.

5. Service Requests – Helpful to quantify the number of requests internally and externally. Did not

have a system before that would keep track of current requests as well as historical requests.

6. Work Management – Now there is a system that will keep track of the crew’s work orders. This

helps Managers, Supervisors, and Leads better determine workload, schedules, and resources.

7. Work Management – Daily work orders are automatically generated every day (day/night,

weekends, and holidays) for the crew to add their time and resources.

8. Work Management – Easier for park staff to see what work is currently being done at each park

throughout the day.

9. Time Keeping – Easier for the managers, supervisors, leads, and crew to keep track of time spent

on tasks at each park, sports field, or school field. No more paper timesheets are used.

10. Reporting – Can be able to provide more detailed reports regarding work orders, requests, tasks,

total costs, employee costs, and etc.

B. Facilities

1. Asset Record Tracking – Can setup a physical hierarchy of each building with associated

equipment and appliances.

2. Asset Lifecycle Management – Can view the history of work orders and requests associated to

each building, equipment, and appliance.

3. Parts/Supplies Inventory - Admin no longer have to transcribe each Tech’s labor costs, materials

purchased, and any comments into the system. Each tech can add the information directly into the

work order.

4. Preventative Maintenance – Preventative Maintenance work can be prescheduled to auto-generate

work orders 7 days prior to the start date.

5. Work Management - Easier for the Facilities Staff to view and track multiple requests for the

same issue.

6. Work Management - Easier for the Lead/Admin to manage workload for each staff. Each staff

can also view all requests and work orders in the system.

7. Work Management - Less paper! No longer needing to print out each request. Tech’s now have

access to the computer/email all day. They can now get new work orders and enter the

information throughout the day.

8. Customer Service Requests - Facilities Staff no longer has to copy emails and paste them into the

Hansen service request. Facilities Staff can have requestors use the customer portal.

9. Customer Service Requests - Customers can see the status and track their request without having

to contact Facilities Staff. Customers will get an automated email when their request has been

completed. Facilities does not have to notify each requestor.

10. Reports – More detailed reports can be generated and the assets attached can be viewed.

C. IT-GIS Staff

1. Improved Asset Management – Before Assets in Hansen were updated by the GIS every 6

months. Now assets in Lucity are updated immediately.

2. Maps for every division – Before in Hansen there were only maps for the Water, Sewer, and

Storm groups. Now every division has a map custom created for their purpose.

3. Improved map interface – Before in Hansen and GeoKNX there was limited map functionality.

Now in Lucity there is a large number of tools available such address search that makes the map

more useful.

4. Mobile Work Orders – Before in Hansen and GeoKNX work orders could only be synched to the

main Hansen system when staff returned to the office. Now in Lucity work orders created in the

field are immediately synced to the main Lucity System and everyone can see it.

5. Mobile Work Order Maps – Before in Hansen and GeoKNX completed work order locations

were only available to the person who made them on their computer. To see other work orders on

the machine required a complex and labor intensive process that was done every couple months

or so (at least8 hours). Now in Lucity all work orders from all other users of the system, are

available on a map every ½ hour via an automated process.

6. Mobile Parts entry – Before in Hansen and GeoKNX crews were unable to add parts to their work

orders, instead they would write them down on paper, and then leads would manually type them

in. Now in Lucity crews can add parts to their work orders when out in the field.

7. Dash Board QA checks – Before in Hansen there was no way to check that work orders were

being filled out properly except by a manual review by office staff. Now in Lucity Dashboard

filters available to everyone flags work orders with common mistakes. This process saves office

staff time, and improves the overall quality of the information being entered.

8. Attach Pictures to Work Order and Service Requests – Before in Hansen, imagery was supported,

but Lucity made it much easier and intuitive to add pictures, as well as find them.

9. New Work Order Status Maps – Streets and Water Division had to track all the work they

completed on paper maps. Now in Lucity the progress of the regular programs can be tracked via

a web map.

10. Easier to Use – Before the Hansen Desktop Application was difficult to navigate, and find

information in. Now in Lucity through custom plugin and dashboards information is quick to find

and update.

11. Improved Reporting – Before in Hansen reporting was difficult to do, and mostly required Admin

Staff, Now in Lucity informative targeted reports are at the fingertips of all users.

D. Public Works

1. Lucity has taken us from various employees writing, entering, or processing the same information

up to 12 times to a stream-lined process in which a single work order fulfills customer request

tracking, asset maintenance management, timekeeping/payroll functions, productivity tracking,

accounting requirements, and planning/budgeting.

2. Lucity has minimized redundancy, saving paper (approximately 32 reams annually) and time

because all required information is captured in the work order.

3. Crew is using real time maintenance data, work to be done is sorted by type and is visible on the

Lucity dashboard making it more efficient to dispatch and complete.

4. Continuous connectivity allows for real time data.

5. Asset updates are now visible within days rather than quarterly.

6. Asset updates are visible in Lucity within days.

7. All devices reflect same inspection and cleaning data using various layers and filters created by

GIS reflecting live data.

8. Uploading work orders initiated is no longer required.

9. Attachments are saved directly to requests and work orders.

10. Total cost of work is tracked in the work order.

11. Video inspection of underground utility lines data is available systematically and no longer needs

to be uploaded manually.

Lucity Closeout

CelebrationPhase I, Phase II, Phase III, Phase IV

ATTACHMENT C

Phase ISurface Water and Wastewater

(December 2015 – October 2016)

Completed Work Orders and

Requests

Surface Water Division

Wastewater Division

Work Orders Requests

Total Completed - 4040 Total Completed - 509



10/03/2016 (“Go-Live”) – 3/22/2018

is presented to

For maintaining over 80,880+ assets in Lucity

CITY OF KIRKLAND

ENTERPRISE ASSET MANAGEMENT PROJECT FOR

Surface Water Division

“Most Number of Assets Maintained”

March 2018Lucity Implementation Team

Completed

Facility

Inspections

Catch Basin &

Manhole

Sediment

Inspections

is presented to

For utilizing 4 different custom map viewers in Lucity

CITY OF KIRKLAND


Wastewater Division

“Most Web Maps Utilized”


Wastewater

Manhole

Inspections

Phase IIWater and Facilities

(April 2016 – February 2017)


Requests

Water Division

Facilities





2/1/2017 (“Go-Live”) – 3/22/2018

is presented to

For maintaining 1056+ parts in Lucity

CITY OF KIRKLAND


Water Division

“Most Number of Parts Maintained”


Water

Hydrants

Exercised

is presented to

For completing 715+ requests in 5 months

CITY OF KIRKLAND


Facilities

“Most Requests Completed”


Facilities

Service

Request

Portal

Phase IIIStreets and Transportation

(April 2016 – June 2017)


Requests

Streets Division

Transportation (Signs & Signals) Division





6/19/2017 (“Go-Live”) – 3/22/2018

is presented to

For the Cut, Patch, and Seal Process

CITY OF KIRKLAND


Street Division

“Most Complicated Work Order Process”


Street

Sweeping

Completed

Mowing

Completed

is presented to

For editing their own signs and signals in GIS

CITY OF KIRKLAND


Transportation Division

“Best Use of GIS Editing”


Annual Sign

Cleaning

Street Light

Inspections

Phase IVGrounds, Park Maintenance, and Green Kirkland

(March 2016 –October 2017)


Requests

Grounds Division

Park Maintenance

Green Kirkland




Total Completed - 10748 Total Completed -91

10/16/2018 (“Go-Live”) – 3/22/2018



is presented to

For using 81+ Tasks in Lucity

CITY OF KIRKLAND


Grounds Division

“Most Number of Tasks for a Division”


Public

Grounds

Viewer

is presented to

For completing 11,000+ work orders in 5 months

CITY OF KIRKLAND


Parks Maintenance

“Most Work Orders Completed”


Parks

Maintenance

Viewer

is presented to

For the most creative and custom reports

CITY OF KIRKLAND


Green Kirkland

“Best Use of Reporting”


Green Kirkland Viewer

Six Month Of Work Orders in

30 seconds

city of kirkland city manager's office 123 fifth avenue ...council/...(sow}, with lucity in...

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