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Subtask 1-4:Quality Control/Quality Assurance Quality Control and Quality Assurance is ongoing throughout an Implementation upgrade project and includes the following. – The project manager prepares a Project Management Plan (PMP) to communicate to team members the understanding of the project. The PMP indicates how the project manager schedules and controls the technical activities. – Staff members are assigned to specific tasks based on project needs and aligned capabilities. An appropriate level of personnel is used to minimize potential miscommunication and redundant and inefficient work. – The project manager reviews deliverables transmitted between technical participants and the client. – The project manager provides periodic assessments of the project's status and maintains control over work priorities. – GHD's QA/QC team provides guidance and independent review of project deliverables. Task 1:City Roles and Responsibilities – The City will provide the requested information within 10 business days of the request submittal Task 1:Deliverables – Monitor ongoing progress and report on the status – Develop and maintain a Project Management Work Plan – Coordinate the project team and manage all work to satisfy City goals – Organize and attend project team meetings; prepare meeting agendas, presentations, materials, and meeting minutes – Implement quality assurance – Prepare and update the schedule monthly – Prepare and maintain the project budget—invoice monthly – Foster a team environment with MaintStar, City, and Project Team – Identify and advise the City of any potential obstacles or issues that need special attention during the project, assessing options and provide a recommendation to the City – Publish and maintain all program documentation to project SharePoint site Task 2—Strategy Validation We mentioned in the Executive Summary our proven approach for Implementation success. This approach is based on a combination of industry-leading practices and experience with over 50 different software implementations at GHD. What we did not spotlight as a firm was our experience with software evaluation, selection, and helping our clients prepare for implementation. Our interview with the Operations Services Department helped to identify a few concerns with the City's overall implementation approach that we feel would best serve the City if it were to be evaluated before making a substantial investment. We understand that MaintStar, in its current version and configuration, is not acceptable for the City. We also understand that MaintStar has released a new version that allows for mobile capabilities and has an updated Graphical User Interface(GUI). These updates will improve the end-user experience that the City feels with the proper configuration; MaintStar can potentially remain its CMMS moving forward. Reconfiguration of software is not a low-cost effort, and when there is a substantial upgrade, you are performing an implementation. While we are confident we can implement MaintStar in the most productive manner possible for the City, the effort is not in the City's nor GHD's best interest if the software does not meet the City's overall CMMS vision. Subtask 2.1: Visioning Session The Power of Commitment 11227916 1 Proposal for Workflow Development&Integration into MaintStar CMMS Scope Update and Fee 3