City of Fontana 311- StackNexus SOW — Fontana City Council, April 26, 2022

Salesforce 311 Solution Implementation Statement of Work

Submitted by,
StackNexus, Inc.
251State St, Suite 302
Schenectady, NY 12305

Suman Akula, CEO
Email: [email protected]
Phone: (518) 265-3060

Submitted To,
City of Fontana
8353, Sierra Avenue
Fontana CA 92335

Jesse Villamor, IT Consultant
Email: [email protected]

City of Fontana
Date: March 28, 2022
Statement of Work
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

TABLE OF CONTENTS
Table of Contents ................................ ................................ ................................ ...................... 2 Document Control ................................ ................................ ................................ ..................... 3 Revision History .................................................................................................................................. 3 Sign-off List ......................................................................................................................................... 3 Sign-off Notes ..................................................................................................................................... 3 Acronyms and Abbreviations ................................ ................................ ................................ .. 4

1. Project Overview and Scope ................................ ................................ ........................... 5

1.1 Introduction/Background ............................................................................................................ 5

1.2 Objectives .................................................................................................................................. 5

1.3 Project Scope ............................................................................................................................. 6

1.4 Period of Performance ............................................................... Error! Bookmark not defined.

1.5 Place of Performance ................................................................................................................ 6

2. Services Methodology and Approach ................................ ................................ ............. 7

3. Key Activities and Deliverables ................................ ................................ ....................... 8

3.1 Phase 1 ...................................................................................... Error! Bookmark not defined.

3.2 Phase 2 .................................................................................................................................... 12

3.3 Deliverable Acceptance ........................................................................................................... 14

4. Project Schedule & Timeline. ................................ ................................ ........................ 15

5. Expectations from the City ................................ ................................ ............................ 16

6. Proposed Team Composition ................................ ................................ ........................ 17

7. Project Costs ................................ ................................ ................................ .................. 18

7.1 Engagement Type.................................................................................................................... 18

7.2 Invoicing and Payment ............................................................................................................ 18

8. Assumptions/Considerations ................................ ................................ ........................ 20

9. Signatures ................................ ................................ ................................ ....................... 21 Appendix 1 Approach and Methodology................................ ................................ ..... 22

1. Project Management Methodology ............................................................................................... 22

2. Our Implementation Approach ...................................................................................................... 29

3. Change Management ................................................................................................................... 37

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

DOCUMENT CONTROL

REVISION HISTORY
Revision Date Version Updated by Summary of Changes
03/25/2022 1.0 Dan Williamson Created SOW
03/27/2022 2.0 Nik Samajdwar Modified timeline, assumptions, and considerations
03/29/2022 3.0 Nik Samajdwar Updated invoicing information to align with milestones instead of
months.

SIGN-OFF LIST
Name Department & Role Signature Date

SIGN-OFF NOTES
Name Note

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

ACRONYMS AND ABBREVIATION
Term Definitions
CRM Customer Relationship Management
GIS Geographical Information System
MVP Minimum Viable Product
RAD Rapid Application Development
RFP Request for Proposal
SMS Short Message Service
SOW Statement of Work
WOA Work Order Authorization

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

1. PROJECT OVERVIEW AND SCOPE
Under this Agreement, StackNexus Inc (hereinafter “CONTRACTOR”) shall provide Salesforce 311 implementation services for the City of Fontana (hereinafter “the City”). CONTRACTOR shall be responsible for providing 311 implementation services for the scope as identified by the City in its RFP named “City of Fontana – 311 Customer Service Portal”.

1.1 INTRODUCTION/BACKGROUND
The City of Fontana wishes to implement Salesforce as their 311 system to improve communication and streamline services to the Citizens and Businesses by bringing all customer interactions to one central location. Currently, the city does not have a 311 system, Customers are being transferred multiple times before they are helped. The city has a mobile app that is not up to modern technology and has limited features. Some processes are done via Civic Plus forms, others are paper processes or different applications.

1.2 OBJECTIVES
Following are the objectives that City would like to achieve:
 A solution that will assist citizens with an easy-to-use web and mobile interface.  Guiding citizens to enter the right data at the right time to accelerate the attainment of requests.
 Informing citizens on the status of any previous inquiry or request status in a central location to improve citizen understanding of the status of a request.  A solution that will seamlessly connect with surrounding systems via API for data synchronization and cross-platform communication.
 Chatbot – Open service requests, give status updates, and make the customer experience easy.
 A solution that will ensure city employees process requests consistently and efficiently.
 Ensuring that important data is entered, and not skipped.  Ensuring that work can be automated.
 A solution that will provide dynamic reporting insights to internal operations.

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

1.3 PROJECT SCOPE
The contractor will implement the Salesforce 311 solution to cover the following scope items.

This project will be executed in two phases.
 Phase 1: 33 Weeks
 Project Start Date: 05/02/2022
 Project End Date: 12/19/2022
 Phase 2: 22 Weeks
 Project Start Date: Will be identified after completion of Phase 1.  Project End Date: Will be identified after completion of Phase 1.

1.4 PLACE OF PERFORMANCE
Work will be performed at the following locations.

Exhibit 1: Work Location
The city of Fontana (As
required)
Fontana, CA.

Remote Location
(Contractor US Location)
 251 State Street, Suite 302 Schenectady, NY,
12305
 939 Route 146, Suite 800, Clifton Park. NY 12064
Remote Location
(Contractor India
Location)
 Technical Block, Madhava Reddy Colony,
Gachibowli, Hyderabad, Telangana 500032

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

2. SERVICES METHODOLOGY AND APPROACH
We incorporate best practices from Agile SCRUM and Rapid Application Development (RAD) methodologies. The Development Framework, based upon the processes of Product Backlog Elaboration and Build phases, is aligned to our iterative approach for defining requirements and planning Sprints.

Sprint Lifecycle
We have identified 10 Sprints to complete the Phase 1 MVP Project. The 12-Sprint Plan includes a Sprint 0, 8 Development Sprints, a UAT / Training Sprint, and finally the official Go-Live. The completion of a Sprint cycle typically takes 3 – 4 weeks.

Once a sprint commences the requirements that need to be completed in the sprint are documented in the Work Order Authorization (WOA).

Sprint Lifecycle includes
 Work Order Authorization approval was received from the Agency Product Owner and Federal Project Director to define the scope for that Sprint.  Joint Application Validation Sessions are conducted to validate requirements and develop user stories for Sprint.
 Configuration, Unit / System Testing, and Defects resolution is completed.  State Functional Testing of User Stories.
 The Sprint Package deliverable is submitted and upon approval from the  The agency that all activities in the WOA are accepted, the Sprint is completed.

Please refer to Appendix 1 – Approach and Methodology for our detailed approach and implementation methodology.

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

3. KEY ACTIVITIES AND DELIVERABLES
This project will be divided into two main phases.

3.1 KEY ACTIVITIES AND DELIVERABLES BY PHASE
Phase Key Activities Deliverables
Planning and
Requirements
Confirmation
 Process & Requirements Analysis
 Integration Requirements
Analysis
 A project plan including
schedule and governance
arrangements
 Business Requirements
document
 Functional Specifications
 Requirements Traceability
Matrix
 Initial risk and issue register
 Release Management Plan
 Development Process
Overall
Solution
Design
 High-level solution overview
 Application design
 Integration functional design
 Reports Design
 Data model
 Application Design
Specifications
 Interface Design
Specifications
 Report Design Specifications
 Data Conversion and
Migration Plan
 Updated Risk/Issues
Register
 Stakeholders/Change
Management Plan
Build
Configure &
Test
Sprint 1
 Requirements Analysis Session
 Chatbot
 Request Submittal via Web and
Mobile
 Requests via social media
 Call Center within Salesforce and
Mitel System (The main number
with a phone tree to direct to
different city Services)
 File Uploads
 Mobile
 Apple & Android -App and Web
 PC compatible – Web
 Search Feature
 Showcase Demos
 Testing Reports
 City’s Acceptance
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

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 Back Office Operations
 Request Review/update
 PC compatible -Web
 City Services Directory
 Find Answer Directory.

Sprint 2
 Requirements Analysis Session
 Notification, email subscriptions,
SMS subscriptions
 City Hall News & social media
 Emergency Notifications for
employees
 Jobs Fairs
 Apply for employment - Sync
with Employment system
(NEOGOV)
 EDD - Go to the State of CA
 Kaiser Permanente Jobs - Go to
KP Site
 Notifications and any Feature
Salesforce can offer. Templates
for different events (Fire, Virus,
Earthquake, ETC.)
Sprint 3
 Requirements Analysis Session
 Accounts Payable
 Vendor Self Service Portal - Tyler
 Purchasing
 Planet Bids
 Business License
 All BL needs -
Apply/Renewal/check for BL –
HDL

Sprint 4
 Requirements Analysis Session
 Licensing - Tyler
 Lost & Found - Direct to an
outside agency
 Reporting non-emergency -
Currently an online form
 Animal Municipal Code
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

Sprint 5
 Requirements Analysis Session
 Parking - Public Property
 File a Police Report – Cop Logic
 Abandoned Vehicles - Public
Property -Update tickets
 Report Street Racing - Currently
a form online
 Homelessness
 RV parking
 CODE Red - Import users on the
monthly and direct link
 ER Contact
 Live scan
 Background check form to
records - paid service

Sprint 6
 Requirements Analysis Session
 Zoning
 Voting Districts
 Street sweeping
 Trash Pick up
 Pinpoint

Sprint 7
 Requirements Analysis Session
 Sidewalk & road repairs- Lucity
 Trees - Lucity
 Parks - Lucity
 Landscape/ Weed abatement
Public Property / Sprinklers -
Lucity
 Graffiti Removal - Public Areas -
Lucity
 Abandoned Shopping Carts -
Lucity
 Illegal Dumping - Lucity
 Streetlights - Direct to Edison
 Park Lights - Lucity
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

 City Signs Damage -
Maintenance of existing signs-
Lucity
 Report City Street Issue
Drainage, high water issues. -
Lucity.

Sprint 8
 Requirements Analysis Session
 Install New Sign
 Traffic Sign issue
 Traffic signals
 Crosswalks
 Promote Fontana
 Grants Available
 Business Services
 Explore – Restaurants -shops
UAT &
Deployment
 City Testing of the System
 Feedback Incorporation
 Document Transition to Support
and detailed design.
 Establish a deployment activity
sheet and tasks dependencies
 Load Testing
 Trial execution of deployment
into the training environment.
 Ensure the City executes
stakeholders’ system deployment
communications and outages.
 Deploy into production.
 Production verification test
 Go live and end-users trained
 Integration is operational in the
production environment
 Test Scenarios/Use Cases
 Test Scripts for functional
and Integration Tests
 Defect Rectification and
Tracking
 Load Testing Report
 UAT Sign off Report
 Training Plan
 The solution is operational in
the production environment
 Training Execution
 Transition to Support Plan
 Updated Risk/Issue Register
 City’s Approval
Transition to
Support
 Review Project Performance
 Gain Formal Acceptance
 Handover Outstanding Risks and
Issues to Sponsor
 Prepare Project Closure Report
 Obtain Customer Survey Results
 Warranty/Production
Stabilization
 Handover to Support
 Updated Risk/Issue Register
 Project Closure Report
 Project Completion
Acceptance
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

3.2 PHASE
Phase Key Activities Deliverables
Planning and
Requirements
Confirmation
 Process & Requirements Analysis
 Integration Requirements
Analysis
 A project plan including
schedule and governance
arrangements
 Business Requirements
document
 Functional Specifications
 Requirements Traceability
Matrix
 Initial risk and issue register
 Release Management Plan
 Development Process
Overall
Solution
Design
 High-level solution overview
 Application design
 Integration functional design
 Reports Design
 Data model
 Application Design
Specifications
 Interface Design
Specifications
 Report Design Specifications
 Data Conversion and
Migration Plan
 Updated Risk/Issues
Register
 Stakeholders/Change
Management Plan
Build
Configure &
Test
Sprint 1
 Requirements Analysis Session
 Registration - Sign up for Classes
- Perfect Mind
 Shelter Rental - Perfect Mind
 Facility Rentals - Perfect Mind
 Field Rentals - Perfect Mind
 Event Vendor Opportunities -
Nothing in place right now
Sprint 2
 Requirements Analysis Session
 Sports Management - Team
Sideline
 Registration for Afterschool
Program - Seamless Doc Form
because of signature but pay via
Perfect mind
 Online forms
 Showcase Demos
 Product Backlog
 Sprint Backlog
 Product Increment
 The Definitions of Done
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

© 2022 StackNexus, Inc. | March 28, 2022 13
 Community Events - Healthy
Fontana, Concerts, Car Shows,
and other Specials Events. -
NEWS Flash - PUSH TO PUBLIC
 Public Records Request
 Agendas and Meetings - Granicus
Sprint 3
 Requirements Analysis Session
 Graffiti removal - Private
Property
 Abandoned Vehicles - Private
property code
 Weed abatement - Private
property
 Report a Code Violation (full list
with over 15 different complaints
- Currently an online form

Sprint 4
 Requirements Analysis Session
 Pay City Utility Bills – Tyler
(CSS)
 CSS - Animal Lic, Utility - sewer,
General Billing.
 Search projects, Land Use &
Permits
UAT &
Deployment
 City Testing of the System
 Feedback Incorporation
 Document Transition to Support
and detailed design.
 Establish a deployment activity
sheet and tasks dependencies
 Load Testing
 Trial execution of deployment
into the training environment.
 Ensure the City executes
stakeholders’ system deployment
communications and outages.
 Deploy into production.
 Production verification test
 Go live and end-users trained
 Integration is operational in the
production environment
 Test Scenarios/Use Cases
 Test Scripts for functional
and Integration Tests
 Defect Rectification and
Tracking
 Load Testing Report
 UAT Sign off Report
 Training Plan
 The solution is operational in
the production environment
 Training Execution
 Transition to Support Plan
 Updated Risk/Issue Register
 City’s Approval
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

3.3 DELIVERABLE ACCEPTANCE
All deliverables will be submitted to the City for review before final approval, acceptance, and payment. All written deliverables will be reviewed with the City Project Manager.

The City will have ten (10) working days to complete its review of the deliverables.

The city can accept or reject the deliverables in writing. In the event of the rejection of any deliverable, the Contractor shall be notified in writing giving the specific reason(s) for rejection. The Contractor shall have five (5) working days to correct the rejected deliverable and return it to the City.

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Transition to
Support
 Review Project Performance
 Gain Formal Acceptance
 Handover Outstanding Risks and
Issues to Sponsor
 Prepare Project Closure Report
 Obtain Customer Survey Results
 Warranty/Production
Stabilization
 Handover to Support
 Updated Risk/Issue Register
 Project Closure Report
 Project Completion
Acceptance
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

4. PROJECT SCHEDULE & TIMELINE.

A key summary of our project schedule is highlighted below. Please refer to Attachment 1 – Project Schedule for our detailed project plan.

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

5. EXPECTATIONS FROM THE CITY
 The city stakeholders should attend interviews and meetings as required to capture requirements, feedback, etc.
 Concerning data migration, the city would be responsible to provide us with data that has been cleansed and is in the format that StackNexus would require.

StackNexus would propose to bring in only constituent data as this is a new implementation for the city.
 The city should assign process SMEs and Business Analysts to work with the StackNexus team as required to provide the required inputs. Learning from our past experiences, it would be beneficial if the city can assign 1 dedicated SME whom the StackNexus team can reach out for all questions and clarifications.  StackNexus assumes that the SMEs and Business Analysts from the city team would be responsible for interfacing with the various other teams and departments and then funneling the information to the StackNexus team.  We would urge the city to review Salesforce Mobile Publisher which can wrap a portal and launch it as a mobile application in addition to the other options the city might have been pursuing.
 For integration, we would highly recommend the city look at the option of having a middleware system as there are multiple systems that we would be integrating with, and from a scalability and maintenance standpoint, a middleware is always the best way to go.
 As there are multiple integrations involved with various systems, StackNexus would ask the city to ensure that each of these systems can expose their APIs in a consistent format for Salesforce to consume and also have a consistent authentication mechanism & payload format.
 The city stakeholders should provide approval to deliverables within a reasonable timeframe.
 The city project team should provide the required documents and any access required for the StackNexus team to reasonably perform the services.  The city team should attend the training as required.  The city leadership team should attend project governance meetings to understand the status and to resolve issues (if any).

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

6. PROPOSED TEAM COMPOSITION
Role Quantity
Sr. Project Manager 0.5
Sr. Solution Architect 0.5
Project Lead 1
Salesforce Developer 2
Salesforce Administrator 1
Quality Analyst 2
Integration Developer 1

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

7. PROJECT COSTS
The total Fixed Price for this Project shall not exceed the following.

Phase 1 $550,000.00/-
Phase 2 $250,000.00/-

7.1 ENGAGEMENT TYPE
Fixed Fee.

7.2 INVOICING AND PAYMENT
Invoices will be raised on monthly basis as per the below schedule. Payment should be carried out within 30 days from the date of receipt of the invoice by the Contractor to the city.

Month Invoice
Phase 1
Planning & Requirement Confirmation
and Overall Solution Design
58,000.00/-
Dev Sprint 1 50,000.00/-
Dev Sprint 2 50,000.00/-
Dev Sprint 3 50,000.00/-
Dev Sprint 4 50,000.00/-
Dev Sprint 5 55,000.00/-
Dev Sprint 6 55,000.00/-
Dev Sprint 7 55,000.00/-
Dev Sprint 8 55,000.00/-
UAT & Go Live 72,000.00/-
Phase 2
Planning & Requirement Confirmation
and Overall Solution Design
30,000/-
Dev Sprint 1 40,000/-
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

© 2022 StackNexus, Inc. | March 28, 2022 19
Dev Sprint 2 40,000/-
Dev Sprint 3 40,000/-
Dev Sprint 4 50,000/-
UAT & Go Live 50,000/-
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

8. ASSUMPTIONS/CONSIDERATIONS
 The proposed timeline and cost for both Phase 1 and Phase 2 are based on a very high-level understanding of the scope. After Discovery, the team will mutually agree upon the requirements that will be delivered for this minimum viable product.
 As the team would be following a SCRUM lifecycle, the development lifecycle would be distributed into multiple sprints and a certain velocity would be delivered in each sprint. The city team would work with the StackNexus team to prioritize the items from the backlog that should go into each Sprint depending on the velocity which would then be delivered at end of each Sprint.  Salesforce is discontinuing its Social Studio product within the Marketing Cloud ecosystem within 6 months. StackNexus would be more than happy to work with the city to identify an alternate approach for their social media interaction requirements. Based on the tool that we end up identifying, we would like to call out that there would be a learning curve to it.
 Concerning UI / UX designs StackNexus already has a framework that the city can leverage with its own theme and color. If the city has specific UI expectations, StackNexus would urge the city to identify them ahead of time so we can collectively discuss as a team what would be the scope and timeframe for each of the expectations.
 StackNexus is assuming the train the trainer approach.

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

9. SIGNATURES
This Statement of Work is agreed to and accepted ty the Parties on the date set forth below
City of Fontana.

Name:

Title:

Phone:

Email:

Signature:

Contractor
Name: Suman Akula
Title: CEO
Phone: (518) 265-3060
Email: [email protected]

Signature:

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

1. PROJECT MANAGEMENT METHODOLOGY
StackNexus management methodology will be tailored to the specific requirements of this project. The following exhibit provides our systematic approach to providing Project Management services to the city and is combined with our own time-tested agile-based implementation methodology.

Exhibit 2: Project Management Methodology

This exhibit provides the step-by-step process of Project Management Methodology StackNexus methodology draws from a compilation of multiple industry standards, best practices have been incorporated as highlighted in the following exhibit.

Exhibit 3: Industry Standards and Best Practices
Methodology Description Relevance
Project
Management
Institute (PMI)
Project
Management Body
of Knowledge
(PMBOK)

PMI provides global leadership in the
development of standards in the
project management profession
throughout the world. PMI’s “A Guide to
the Project Management Body of
Knowledge (PMBOK® Guide),” is a
globally recognized standard for
managing projects in today’s
marketplace. The PMBOK® Guide is
approved as an American National
Standard (ANS) by the American
National Standards Institute (ANSI).

PMI’s Project Management Professional
(PMP®) certification is the world’s most
recognized professional credential. In
1999, PMI became the first
organization to attain International
Organization for Standardization (ISO)
9001 recognition.

PMBOK forms the basis of
all StackNexus project
work plans and
deliverables. We lead
activities with local PMI
organizations.

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

IEEE is an internationally recognized
authority in technical areas ranging
from computer engineering, biomedical
technology, and telecommunications to
electric power, aerospace, and
consumer electronics, among others.

Interestingly, PMI’s PMBOK has been
incorporated as an IEEE standard for
project management. Through its
technical publishing, conferences, and
consensus-based standards activities,
the IEEE produces 30 percent of the
world's published literature in electrical
engineering, computers, and control
technology and has nearly 900 active
standards with 700 under development.

Many governments require
specific adherence to a
variety of IEEE standards,
depending upon the scope
of work. We have
complied with these
standards and our clients
can vouch for the
consistent quality of our
deliverables.

Information
Technology
Infrastructure
Library (ITIL)

U.K.’s Office of Government Commerce
(OGC’s) Information Technology
Infrastructure Library (ITIL) is a
customizable framework for IT service
management. ITIL is a set of rules for
how to deliver IT services more
efficiently by improving management
processes across IT departments that
support networks, applications,
databases, and systems.

We are committed to the
best practice IT Service
Management approaches
of ITIL. Our professional
staff has achieved
certification at the
foundation and
practitioner levels.

International
Institute of
Business Analysis
(IIBA)

IIBA® International Institute of
Business Analysis (IIBA) is an
independent non-profit professional
association for business analysis. IIBA
assists business analysts by:
 Defining standards for business
analysis through the creation of A
Guide to the Business Analysis Body
of Knowledge® (BABOK® Guide), a
summary of current generally
accepted practices.
 Identifying the skills necessary to
be effective in the business analyst
role through the IIBA Business
Analysis Competency Model, Self-
assessment Tool, and soon, the
Online Assessment Tool.

We have invested in our
Business Analyst toolkit
and the staff is
knowledgeable in the
Business Analysts’ current
practices. They hold IBAA
certifications and routinely
refer to the BABOK®
Guide to evolve our
Business Analysts’ best
practices methodologies.

Prosci Change
Management

Prosci’s unique integration of individual,
organizational, and enterprise-wide
change management is built on over 15
years of research with more than 3400
organizations. This holistic approach
has three main pillars for change
success:

We have numerous
experts that have
successfully followed OCM
Standards from Prosci.

Prosci’s consistent and
universal standards help
ensure the business
analysis activities on the

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

© 2022 StackNexus, Inc. | March 28, 2022 24
Prosci's ADKAR model addresses the
transitions of individuals affected by
change with a five-step process that
can be used by managers, executives,
and even employees themselves to
identify and remove barriers to
successful change.
project are successfully
implemented.

Our methodology is based on past experiences and lessons learned from hundreds of implementation projects. It includes overarching project management for delivering projects on- time and within budget. It provides guidelines on how to work collaboratively with these entities to identify and mitigate project risks, as well as to address issues identified throughout the engagement. Our methodology is proven, robust, yet flexible and tailored to government projects to help maximize project success and deliver measurable results.

Our approach aligns with the project management processes of the PMBOK, while easily accommodating adaptation for iterative design, delivery, and implementation.

Our project management approach also conforms to SEI-CMMI Maturity Model requirements to ensure repeatable, consistent iterative processes, procedures, tools, and templates that maximize efficiencies, ensure proper planning, guide successful execution, and provide tracking and reporting of all tasks.

StackNexus Methodology for the City’s 311 CRM Implementation would utilize an Agile/Scrum methodology.

Agile software development refers to a
group of software development
methodologies based on iterative
development, where requirements and
solutions evolve through collaboration
between self-organizing cross-
functional teams. Fundamental to a
successful agile implementation are the
following:
 Disciplined project management
process.
 Frequent inspection and adaptation.
 Leadership philosophy that
encourages teamwork, self-
organization, and accountability.
 A defined set of engineering best
practices intended to allow for rapid
delivery of high-quality software.

Scrum Framework Overview
Exhibit 4: Agile Methodology

We will implement each phase using an
iterative deployment methodology that
includes multiple current-state iterations
and a functional prototype delivered at
the end of each phase.

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Scrum is a subset of Agile. It is a lightweight process framework for agile development and is also the most commonly adopted/utilized.  A “process framework” is a particular set of practices that must be followed in order for a process to be consistent with the framework.  “Lightweight” means that the overhead of the process is kept as small as possible, to maximize the amount of productive time available for getting useful work done.

Scrum Artifacts
 Product Backlog – A collection of user stories (requirements) that represent a feature of the product to be developed.
 Sprint Backlog – User stories chosen by the team to design develop and test during a particular Sprint.
 Burn Down Chart – Depicts the status of stories being worked on in a particular Sprint.

Scrum Ceremonies
These core ceremonies are critical to maintaining consistent progress and maximizing the velocity of the team. These recurring meetings each serve an important purpose in ensuring the project is aligned at both a strategic and tactical level, looping in the appropriate project team members as needed to ensure appropriate presentations and approvals are provided. The following exhibit highlights sprint planning.

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This exhibit provides details on sprint planning including phases such as planning, implementation, daily scrum, review, and retrospect.
 Sprint Planning. Sprint Planning is when the team takes the user stories from the Product Backlog and assigns them to a sprint. It is a conversation about what needs to be built in the next iteration of the product. The sprint is time- boxed (i.e., it has a start and end date). During the sprint, the team works on tasks until user stories are completed.
 Daily Scrum Stand-up. Daily Scrum Stand-up is a brief meeting where the team reports on a minimum of three important items:
 What did you accomplish yesterday?
 What will you accomplish today?
 Is anything blocking you from completing your tasks?
 Sprint Review and Retrospective. During the Sprint Review, the development team will demonstrate the working software to the Product Owner in order to validate that they have in fact completed the tasks/user stories and to receive feedback regarding the functionality. The goal is to develop bug-free working software. In addition, the team will also participate in a Retrospective to discuss what went well vs. what did not work so well with the process. The team will then make adjustments to make the process more effective for future Sprints.

Requirements Tracking for Agile Scrum
StackNexus proposes the use of JIRA with the Confluence toolset for our Agile Scrum methodology. JIRA and Confluence in our instance are highly customizable

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and configurable not only for Release Planning, Sprint Planning, Agile User Story map, Backlog, Active sprints, Bug tracking, issue tracking, metrics, reports, and project management but also provides interfaces for executing tests, tracking defects and managing requirements, along with support for quantitative analysis and reporting of the test objects.

Additionally, the JIRA apps such as XRay, EazyBI Reports, Advanced Roadmaps, TraceabilityX, SumUp, Power Scripts, and SAFe EPIC to Feature Translator are used to manage projects efficiently and effectively.

Please refer to the following exhibit for a snapshot of tracking Agile Scrum activities in JIRA.

Exhibit 6: JIRA Application for tracking Agile Scrum

This exhibit provides information on how the StackNexus team tracks agile scrum activities using JIRA.

The tools allow the generation of the requirement traceability matrix (RTM), which is an indication of functional coverage of the application/system under test (SUT).

The focus is on requirements elaboration of system-level functional and non- functional requirements, user experience prototypes and product demonstrations would be tracked against RTM.

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City of Fontana | Salesforce 311 Implementation
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This exhibit provides information on RTM. RTM is updated on a rolling basis as requirements are demonstrated and gap strategies defined.

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City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

2. OUR IMPLEMENTATION APPROACH
PHASE I – PLANNING
1) Process & Requirements Analysis
 Validate and understand the current state (from documented processes) and future state high-level processes.
 Define business capabilities required to achieve the strategic end state via best practices, drilling down into each of the core areas.
 Translate business requirements into enabling technology functionality requirements and prioritize to determine modification scope, timeframe, and success measures.
2) Replicating and Integration Requirements Analysis
 Understand current logical architecture and integration. The key output is to determine how Salesforce fits within the overall technology landscape of the city.
 Review & identify integration requirements associated with Accela, Tyler Munis (Cashiering), Lucity, Laserfiche, Selectron IVR, PowerBI, ESRI/GIS, PayPal, HDL.  Collaborate with the City to validate the integration architecture approach and associated level of complexity and effort.
3) Data Migration Requirements Analysis
 Review data conversion requirements from the legacy system.  Review of each source system data entity requiring migration, associated cleanliness (i.e., duplication, accuracy, and completion), and volumes.  Validate data conversion strategy and technology approach.

Deliverables
 A project plan including schedule and governance arrangements  Business Requirements document
 Functional Specifications
 Requirements Traceability Matrix
 Initial risk and issue register
 Release Management Plan
 Development Process

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PHASE II – DESIGN
The Design stage involves two core streams:
 Solution stream – focused on the core Salesforce functionality, identifying gaps, and producing a high-level solution overview.
 Performing a gap analysis on the high-level functional specifications, identifying standard Salesforce elements to support the requirements, and identifying gaps to be supported by either partner applications or a custom build.
 Producing a Solution Overview – documenting the high-level solution elements and future state landscape based on the force.com platform, indicating where AppExchange partners are used, custom build, and integration with City systems and non-force.com applications.  Technical Stream – focused on drilling down into the detailed functional design for custom components of the design and for each interface, producing the data model and data migration plan.
 Producing an integration strategy, and detailed functional specifications for each of the interfaces such as Accela, Tyler Munis (Cashiering), Lucity, Laserfiche, Selectron IVR, PowerBI, ESRI/GIS, PayPal, HDL
 Designing Salesforce high-level data model, considering City’s existing organizational data model.
 Producing a data migration strategy and plan from the legacy system– encompassing overall approach, the scope of source systems, objects, enabling ETL tool(s), indicative volumes, schedule, and milestones.

Key design components of the solution are typically prototyped as part of this stage of the engagement to ensure the best solution for the city is designed.

The result of the Solution and Technical stream activities will be fed into the Detailed Design document, covering the following areas:
 High-level solution overview
 Application design – both standard Salesforce and custom build a functional design
 Integration functional design
 Data model
Deliverables
 Application Design Specifications
 Interface Design Specifications
 Report Design Specifications
 Data Conversion and Migration Plan
City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

PHASE III – CONFIGURE BUILD AND TESTING
StackNexus understands that Agile Scrum velocity is a rough estimate for the amount of work that a team can accomplish in a given sprint. It is calculated based on the sum of all the completed story points. A team’s velocity becomes a valuable metric over time as teams complete multiple sprints and have the opportunity to establish a consistent velocity. Our historical experience and data have enabled us to properly establish velocity for our team to determine how much work they can tackle in each sprint which will reassure City’s Product Owner the confidence that the deliverable will be delivered as per the agreed plan.

Iterations or sprints will focus on delivering valuable end-to-end functionality which can be meaningfully tested with real content. Work is broken down into units or Work Items with defined acceptance criteria. The sprint plan will be structured in order of business units and/or technical functional areas in such a way that we can re-use and evolve the design and architecture in subsequent iterations.

Each iteration will typically involve:
 Design clarification sessions
 Prioritization of work
 Development / configuration
 Content migration plan / implementation
 System testing and regression testing of previous iterations  Evaluation and acceptance via a business showcase
 Optional release to UAT with real business unit content Early visibility = No Surprises: Our methodology allows the city to view functionality early, leverage and consolidate any learnings, re-prioritize work if required, all prior to commencing consequent iterations.

Iterations are governed by the following rules:
 If the Business Requirements have been documented and prioritized StackNexus project team will commence work according to the priority defined. However, if the Business Requirements do not have any priority defined at the time, there is a need for 1 overarching Product Owner from the City to help prioritize work.  Each iteration will contain Business and Functional components of the solution.  Work Items in scope for each iteration will be reviewed and clarified with the relevant stakeholder.

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 There is a need for either a Signed Business Requirement and Functional documents or approval by the Product Owner is needed prior to the commencement of development.
 The Product Owner must be empowered to make decisions or have direct access to other business stakeholders enabling them to turn decisions around efficiently.
 An explicit specification of the acceptance criteria for each work item in scope will be required before iteration can commence.

At the completion of each iteration, final approval of deliverables will be obtained from the relevant City stakeholder(s). Any changes/suggestions to already approved deliverables will be captured as a requirement for future consideration and may make it into future iterations based on priority and agreed scope allowance.

Release Phase: Production Releases will be planned with the business. Releases will be dependent on accepted Work Items and successful completion of system and user testing. Our methodology has the flexibility to take each Iteration drop to production if required.

By using agile methodology, StackNexus will be able to continuously improve and adapt over the course of the project. By performing Backlog Grooming at certain intervals within the project and sprints, the Scrum teams are able to ensure the relevancy of a requirement, re-prioritize as necessary.

StackNexus Scrum teams are constantly looking at opportunities to improve.

StackNexus sets up a meeting prior to the next sprint commencement to reflect on areas of improvement and/or areas that have been successful (Retrospectives).

StackNexus uses a method called start-stop-continue within these Retrospectives.

Every member of the Project Teams is encouraged to participate in Retrospectives and are asked to identify specific things that the team should:
 Start doing
 Stop doing
 Continue doing
This allows the team to come up with ideas on how they can improve with every sprint. These ideas are put into action in the next sprint and once again reviewed in the Retrospective to assess if that idea should be Stopped or Continued. These Retrospectives are crucial in Scrum as StackNexus, and the City will be able to identify the most efficient and effective way to work as a project team and bounce ideas of each other.

In addition, StackNexus plans to hold a status meeting with the City Project Manager and Project Owner each week to review progress and next steps, address any issues, and discuss any risks of concern. StackNexus will issue a status report each week which will summarize these items. If there are any changes to the scope, timeline, or costs, these will be clearly documented and approved using a change control process.

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Broadly, StackNexus will be accountable for the following:
 Requirements Gathering
 Solution architecture
 Design (Functional specification)
 Build
 System testing
 Integration with Accela, Tyler Munis (Cashiering), Lucity, Laserfiche, Selectron IVR, PowerBI, ESRI/GIS, PayPal, HDL
 Data migration from the legacy system.
 Data preparation, validation, and extraction.
 User acceptance testing support.
 Training.
 Deployment.

The city will be accountable for the following:
 Defining Business Rules and Naming convention.
 Participating in Weekly Showcase.
 Guidance and business rules for data validation and transformation.  User acceptance testing and test scripts.
 Participating in training sessions.
 Production verification testing.

Key aspects of the deliverables will be walked through with the city at the end of each development iteration.

Integration:

There are four ways to integrate with Salesforce. The City’s existing technologies, current business processes, and business goals will determine which integration approach—or combination of approaches—is best. The four methods are defined below.
 AppExchange: AppExchange includes more than 2000+ pre-integrated components and applications. This would be the first place to look to see if a pre-integrated solution is available to meet the City’s requirements.

AppExchange includes apps for email marketing, customer surveys, sales methodologies, analytics, and much more.
 Native desktop connectors: Salesforce.com provides free connectors to the most popular desktop productivity tools in the market, including Microsoft Outlook, Lotus Notes, Microsoft Excel, and Microsoft Word.

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 Integration middleware: Salesforce applications work with all major middleware solutions including MuleSoft, Tibco, Informatica, IBM, Oracle Fusion, Software AG/Web Methods, and Cast Iron.
 Developer toolkits: These toolkits provide the ultimate integration flexibility and choice. The Force.com platform supports all major development environments and tools, including Java, .NET, PHP, and Ruby.

With that said, based on our current understanding of City requirements and experience working on similar implementations, we have recommended the type of integration for all the city requirements in the response document.

Testing
The objective of testing is to ensure that all the business and technical requirements of the solution are met. Our testing methodology identifies three key elements such as inputs, process, and output.

Inputs to testing typically include requirements (business and software, functional and non-functional), high-level design documents, interface control documents, and a code base that has passed the exit criteria of the Build phase.

The outputs typically include test plans, test scripts, testing tools, test results, defect logs, and relevant defect management reports.

The UAT component is introduced with another Conference Room Pilot session (CRP3), which allows City stakeholders to be ‘stepped through’ the final solution and address any questions in the group forum.

In addition, this CRP3 session acts as a briefing to those conducting user acceptance testing.

Key Activities/Milestones of Testing
 Identify Test scenarios or use cases.
 Establish test scripting for functional and integration tests.  Execute test and summarize test execution.
 Defect rectifications and tracking.
 User acceptance testing is completed, and results are recorded.  UAT is signed off.

Key Activities/Milestones of Build
 Showcase session at the end of each sprint.
 Consistent coding standards and coding frameworks.
 Well established and scrum velocity.

Deliverables
 Configured and installed the app.

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 Showcase- Demo.
 Test Execution Summary.
 Training Material.
 Updated Risk/Issues Register.

PHASE IV – DEPLOYMENT
The Deployment phase implements the new land management solution into the City’s production environment. Pre-deployment meetings will take place to confirm the solution is ready for deployment and that the business is aware of and prepared for the transition.

All the elements of the implementation must come together to ensure that the land management solution is successfully transitioned to production. The project team conducts the end-user training while the technical team configures the Production Environment and migrates the required legacy data to the new application.

Key Activities:
 Document Transition to Support and detailed design.
 Establish a deployment activity sheet and tasks dependencies (including data migration).
 Trial execution of deployment into the training environment.  Ensure the City executive stakeholders’ system deployment communications and outages.
 Deploy into production.
 Data is migrated from the legacy system.
 Production verification test.
 Go live and end-users trained.
 Integration is operational in the production environment.  The solution is operational in the production environment.

Deliverables:
 Training Execution.
 Transition to Support Plan.
 Updated Risk/Issue Register.
 Complete Data Migration.
 City’s Approval.

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 Detailed Design Document
PHASE V – TRANSITION TO SUPPORT
The Support phase starts immediately following the Production cutover which marks the end of the implementation phase and the beginning of the system support cycle. Our support methodology defines the systems support cycle concerning the quality of the current situation, transition timetable, business risk, and financial considerations. StackNexus will also provide its warranty service, and then in the longer term, provide support and enhancement services if requested.

Key Activities
 Review Project Performance.
 Gain Formal Acceptance.
 Handover Outstanding Risks and Issues to Sponsor.
 Prepare Project Closure Report.
 Obtain Customer Survey Results.

Key Deliverables
 Warranty/Production Stabilization.
 Handover to Support.
 Updated Risk/Issue Register.
 Project Closure Report.
 Project Completion Acceptance.

City of Fontana | Salesforce 311 Implementation
SN-Fontana-2022 | Statement of Work

3. CHANGE MANAGEMENT
StackNexus will maintain tight control on change management through an established change control process. We will identify changes in the StackNexus internal weekly status report and review them with the city during the biweekly status update. Changes that require modification to scope, effort, or schedule will be reviewed, documented, and agreed upon.

An effective change management process is essential to counter potential schedule and budget slippages, resulting from changes in project scope or requirements.

StackNexus’ change management process broadly involves the following steps:
 The change initiator submits a Change Request (CR). Both StackNexus and the City teams are allowed to raise CRs.
 StackNexus analyzes the CR to determine the impact of the change on project work items, schedule, and cost.
 Based on the findings of CR analysis, an authorized evaluator assigned by the city either approves or rejects the CR.
 StackNexus incorporates approved CRs into the project SOW/requirements for implementation.
 StackNexus implements approved CR and tests, and releases the change, then obtains the City’s signoff.

Fontana City CouncilApril 26, 2022

Fontana City Council
April 26, 2022