Statement of Work — Menifee City Council, March 20, 2024

Menifee, CA
SOW from Tyler Technologies, Inc.
8/29/2023
Presented to:

29714 Haun Rd
Menifee, CA 92586-6540
Contact:

Rich Boven
Email: [email protected]
One Tyler Drive, Yarmouth, ME 04096
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Table of Contents
PART 1: EXECUTIVE SUMMARY ..............................................................................................................1

1. Project Overview.................................................................................................................................1

1.1 Introduction ........................................................................................................................................1

1.2 Project Goals .......................................................................................................................................1

1.3 Methodology.......................................................................................................................................1 PART 2: PROJECT FOUNDATION.............................................................................................................3

2. Project Governance.............................................................................................................................3

3. Project Scope Control..........................................................................................................................4

3.1 Managing Scope and Project Change..................................................................................................4

3.2 Change Control....................................................................................................................................4

3.3 Change Request Management............................................................................................................4

4. Acceptance Process.............................................................................................................................6

5. Roles and Responsibilities ...................................................................................................................6

5.1 Tyler Roles & Responsibilities .............................................................................................................6

5.1.1 Tyler Executive Manager.............................................................................................................7

5.1.2 Tyler Implementation Manager ..................................................................................................7

5.1.3 Tyler Project Manager.................................................................................................................7

5.1.4 Tyler Implementation Consultant ...............................................................................................8

5.1.5 Tyler Sales....................................................................................................................................8

5.1.6 Tyler Technical Services...............................................................................................................8

5.1.7 Tyler API Services ........................................................................................................................9

5.2 City Roles & Responsibilities ...............................................................................................................9

5.2.1 City Executive Sponsor ................................................................................................................9

5.2.2 City Steering Committee .............................................................................................................9

5.2.3 City Project Manager.................................................................................................................10

5.2.4 City Functional Leads.................................................................................................................11

5.2.5 City Power Users .......................................................................................................................11

5.2.6 City End Users............................................................................................................................12

5.2.7 City Technical Lead....................................................................................................................12

5.2.8 City Change Management Lead ................................................................................................12 PART 3: PROJECT PLAN...........................................................................................................................14

6. Project Stages ...................................................................................................................................14

6.1 Initiate and Plan ................................................................................................................................15

6.1.1 Initial Coordination....................................................................................................................15

6.1.2 Project/Phase Planning .............................................................................................................16 Menifee, CA
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6.1.3 Infrastructure Planning .............................................................................................................17

6.1.4 Stakeholder Meeting.................................................................................................................18

6.1.5 Intentionally left blank. .............................................................................................................19

6.1.6 Control Point 1: Initiate & Plan Stage Acceptance ....................................................................19

6.2 Assess & Define.................................................................................................................................19

6.2.1 Solution Orientation..................................................................................................................19

6.2.2 Current & Future State Analysis ................................................................................................20

6.2.3 Conversion Assessment.............................................................................................................21

6.2.4 Intentionally left blank. .............................................................................................................22

6.2.5 Intentionally left blank. .............................................................................................................22

6.2.6 Control Point 2: Assess & Define Stage Acceptance .................................................................22

6.3 Prepare Solution................................................................................................................................23

6.3.1 Initial System Deployment ........................................................................................................23

6.3.2 Configuration ............................................................................................................................25

6.3.3 Process Refinement...................................................................................................................26

6.3.4 Conversion Delivery ..................................................................................................................28

6.3.5 Intentionally left blank. .............................................................................................................29

6.3.6 Intentionally left blank. .............................................................................................................29

6.3.7 Control Point 3: Prepare Solution Stage Acceptance ................................................................29

6.4 Production Readiness........................................................................................................................30

6.4.1 Solution Validation ....................................................................................................................30

6.4.2 Go-Live Readiness .....................................................................................................................31

6.4.3 End User Training ......................................................................................................................32

6.4.4 Control Point 4: Production Readiness Stage Acceptance ........................................................33

6.5 Production.........................................................................................................................................33

6.5.1 Go-Live ......................................................................................................................................33

6.5.2 Transition to Client Services......................................................................................................35

6.5.3 Post Go-Live Activities ...............................................................................................................36

6.5.4 Control Point 5: Production Stage Acceptance .........................................................................37

6.6 Close..................................................................................................................................................37

6.6.1 Phase Closeout ..........................................................................................................................37

6.6.2 Project Closeout ........................................................................................................................38

6.6.3 Control Point 6: Close Stage Acceptance ..................................................................................39

7. General Assumptions ........................................................................................................................39

7.1 Project ...............................................................................................................................................40

7.2 Organizational Change Management................................................................................................40

7.3 Resources and Scheduling.................................................................................................................40

7.4 Data...................................................................................................................................................41

7.5 Facilities.............................................................................................................................................41

8. Glossary ............................................................................................................................................42 PART 4: APPENDICES...............................................................................................................................45

9. Conversion ........................................................................................................................................45 Menifee, CA
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9.1 Enterprise ERP Conversion Summary................................................................................................45

9.1.1 Accounting COA.........................................................................................................................45

9.1.2 Accounting - Actuals..................................................................................................................45

9.1.3 Accounting - Budgets ................................................................................................................45

9.1.4 Accounts Payable Master..........................................................................................................45

9.1.5 Accounts Payable - Checks ........................................................................................................45

9.1.6 Accounts Payable - Invoices ......................................................................................................45

9.1.7 Contracts ...................................................................................................................................45

9.1.8 Purchase Orders ........................................................................................................................46

9.1.9 Project Grant Accounting ..........................................................................................................46

9.1.10 Project Grant Accounting - Actuals ...........................................................................................46

9.1.11 Project Grant Accounting – Budget...........................................................................................46

9.1.12 Payroll........................................................................................................................................46

9.1.13 Payroll – Certifications ..............................................................................................................46

9.1.14 Payroll – Education....................................................................................................................46

9.1.15 Payroll – PM Action History.......................................................................................................46

9.1.16 Payroll – Position Control..........................................................................................................46

9.1.17 Payroll – Recruiting ...................................................................................................................47

9.1.18 Payroll – Accrual Balances.........................................................................................................47

9.1.19 Payroll – Accumulators..............................................................................................................47

9.1.20 Payroll – Check History..............................................................................................................47

9.1.21 Payroll – Earning/Deduction Hist. .............................................................................................47

9.1.22 Payroll - Deductions ..................................................................................................................47

9.1.23 Payroll – State Retirement Tables .............................................................................................47

10. Additional Appendices ......................................................................................................................48

10.1 Intentionally left blank. .....................................................................................................................48

11. Project Timeline ................................................................................................................................49

11.1 ERP Project Timeline .........................................................................................................................49

11.2 Intentionally left blank. .....................................................................................................................49

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Part 1: Executive Summary

1.Project Overview

1.1Introduction
Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Tyler’s end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Tyler’s solutions transform how clients gain actionable insights that solve problems in their communities.

1.2Project Goals
This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Tyler and the City (collectively the “Project”).

The overall goals of the project are to:
▪Implement a full ERP system covering the Human Resources and Financial Management functions as outlined in the RFP document and Tyler’s signed response to the RFP ▪To the maximum extent practicable, eliminate manual and/or paper-based processes from the employee experience
▪To the maximum extent practicable, document and reimagine the City’s business processes to take full advantage of the Munis ERP system’s best practices and innovations ▪Provide trust-worthy financial and human resource information to City management that is relevant to their role and delivered timely where needed (mobile/desktop/laptop/etc.) ▪Train Finance, Human Resource and designated key “power users” in the full use of the system as implemented ensuring City staff are able to fully utilized the system as implemented ▪Successfully implement the contracted scope on time and on budget ▪Increase operational efficiencies and empower users to be more productive ▪Improve accessibility and responsiveness to external and internal customer needs ▪Overcome current challenges and meet future goals

1.3Methodology
This is accomplished by the City and Tyler working as a partnership and Tyler utilizing its depth of implementation experience. While each Project is unique, all will follow Tyler’s six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix.

Tailored specifically for Tyler’s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the City’s complexity and organizational needs.

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The methodology adapts to both single-phase and multiple-phase projects.

To achieve Project success, it is imperative that both the City and Tyler commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the City and Tyler Project teams work collaboratively to complete tasks. An underlying principle of Tyler’s Implementation process is to employ an iterative model where the City’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below.

The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively.

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Part 2: Project Foundation

2.Project Governance
Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities.

This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Tyler has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage.

The chart below illustrates an overall team perspective where Tyler and the City collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the City Steering Committee become the escalation points to triage responses prior to escalation to the City and Tyler executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The City and Tyler executive sponsors serve as the final escalation point.

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3.Project Scope Control

3.1Managing Scope and Project Change
Project Management governance principles contend that there are three connected constraints on a Project:
budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope.

A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section.

3.2Change Control
It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders.

Changes to contractual requirements will follow the change control process specified in the final contract, and as described below.

3.3Change Request Management
Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the City; for example, the City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information:

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▪The nature of the change.
▪The additional cost or associated savings to the City will be included to help make the decision. ▪The timetable for implementing the change.
▪The effect on and/or risk to the schedule, resource needs or resource responsibilities. ▪Tyler will work with the City to define what is and is not within scope before writing up the change request form.

The City will use its good faith efforts to either approve or disapprove any Change Request within ten (10) Business Days (or other period as mutually agreeable between Tyler and the City). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work.

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4.Acceptance Process
The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments.

Both Tyler and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations.

The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department.

The following process will be used for accepting Deliverables and Control Points:
•The City shall have ten (10) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within ten (10) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
•If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify Tyler project manager(s), in writing, with reasoning within ten (10) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable. •Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. At this point the City’s written approval or signature will be required to confirm acceptance of the Deliverable or Control Point and continue moving forward with scheduled project activities.

5.Roles and Responsibilities
The following defines the roles and responsibilities of each Project resource for the City and Tyler. Roles and responsibilities may not follow the organizational chart or position descriptions at the City, but are roles defined within the Project. It is common for individual resources on both the Tyler and City project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people.

5.1Tyler Roles & Responsibilities
Tyler assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise.

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5.1.1Tyler Executive Manager
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions. ▪Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying the City’s overall organizational strategy.
▪Authorizes required Project resources.
▪Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.
▪Acts as the counterpart to the City’s executive sponsor.

5.1.2Tyler Implementation Manager
▪Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Tyler executive management is the escalation point for any issues not resolved at this level. ▪Assigns Tyler Project personnel.
▪Provides support for the Project team.
▪Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.
▪Monitors Project progress including progress towards agreed upon goals and objectives.

5.1.3Tyler Project Manager
▪The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the City, the Tyler Project Manager provides regular updates to the City Steering Committee and other Tyler governance members. Tyler Project Manager’s role includes responsibilities in the following areas:

5.1.3.1Contract Management
▪Validates contract compliance throughout the Project.
▪Ensures Deliverables meet contract requirements.
▪Acts as primary point of contact for all contract and invoicing questions. ▪Prepares and presents contract milestone sign-offs for acceptance by the City project manager(s). ▪Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

5.1.3.2Planning
▪Delivers project planning documents.
▪Defines Project tasks and resource requirements.
▪Develops initial Project schedule and Project Management Plan. ▪Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve on- time implementation.

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5.1.3.3Implementation Management
▪Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently. ▪Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.
▪Establishes risk/issue tracking/reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.
▪Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.
▪Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and Tyler, in understanding the goals, objectives, status, and health of the Project.

5.1.3.4Resource Management
▪Acts as liaison between Project team and Tyler manager(s). ▪Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing. ▪Provides direction and support to Project team.
▪Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.
▪Assesses team performance and adjusts as necessary.
▪Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.

5.1.4Tyler Implementation Consultant
▪Completes tasks as assigned by the Tyler project manager(s). ▪Documents activities for services performed by Tyler.
▪Guides the City through software validation process following configuration. ▪Assists during Go-Live process and provides support until the City transitions to Client Services. ▪Facilitates training sessions and discussions with the City and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time. ▪May provide conversion review and error resolution assistance.

5.1.5Tyler Sales
▪Supports Sales to Implementation knowledge transfer during Initiate & Plan. ▪Provides historical information, as needed, throughout implementation. ▪Participates in pricing activities if additional licensing and/or services are needed.

5.1.6Tyler Technical Services
▪Maintains Tyler infrastructure requirements and design document(s). ▪Involved in system infrastructure planning/review(s).
▪Provides first installation of licensed software with initial database on servers. ▪Supports and assists the project team with technical/environmental issues/needs. ▪Deploys Tyler products.

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5.1.7Tyler API Services
▪Provides training in the use of the API Toolkit.
▪Provides consulting services in the use of the API Toolkit to the City, as the City builds interfaces.

5.2City Roles & Responsibilities
City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles.

5.2.1City Executive Sponsor
The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City. ▪Champions the project at the executive level to secure buy-in. ▪Authorizes required project resources.
▪Actively participates in organizational change communications.

5.2.2City Steering Committee
The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project. ▪Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.
▪Attends all scheduled steering committee meetings.
▪Provides support for the project team.
▪Assists with communicating key project messages throughout the organization. ▪Prioritizes the project within the organization.
▪Ensures the project staffed appropriately and that staff have necessary resources. ▪Monitors project progress including progress towards agreed upon goals and objectives. ▪Has the authority to approve or deny changes impacting the following areas:
oCost
oScope
oSchedule
oProject Goals
oCity Policies
oNeeds of other client projects
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5.2.3City Project Manager
The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the Tyler project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City steering committee and determining appropriate escalation points.

5.2.3.1Contract Management
▪Validates contract compliance throughout the project.
▪Ensures that invoicing and Deliverables meet contract requirements. ▪Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

5.2.3.2Planning
▪Reviews and accepts project planning documents.
▪Defines project tasks and resource requirements for the City project team. ▪Collaborates in the development and approval of the project schedule. ▪Collaborates with Tyler project manager(s) to plan and schedule project timelines to achieve on-time implementation.

5.2.3.3Implementation Management
▪Tightly manages project budget and scope.
▪Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure that scope changes and budget (planned versus actual) are transparent and handled effectively and efficiently.
▪Collaborates with Tyler project manager to establish and manage a schedule and resource plan that properly supports the project schedule as a whole and is also in balance with scope and budget. ▪Collaborates with Tyler project manager(s) to establish risk and issue tracking and reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to Tyler any items that may impact the outcomes of the project. ▪Collaborates with Tyler project manager(s) to establish key business drivers and success indicators that will help to govern project activities and key decisions to ensure a quality outcome of the project. ▪Routinely communicates with both the City staff and Tyler, aiding in the understanding of goals, objectives, current status, and health of the project by all team members. ▪Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler.

5.2.3.4Resource Management
▪Acts as liaison between project team and stakeholders. ▪Identifies and coordinates all City resources across all modules, phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices.
▪Provides direction and support to project team.

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▪Builds partnerships among the various stakeholders, negotiating authority to move the project forward.
▪Manages the appropriate assignment and timely completion of tasks as defined. ▪Assesses team performance and takes corrective action, if needed. ▪Provides guidance to City technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution. ▪Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks.
▪Ensures that users have appropriate access to Tyler project toolsets as required. ▪Conducts training on proper use of toolsets.
▪Validates completion of required assignments using toolsets.

5.2.4City Functional Leads
▪Makes business process change decisions under time sensitive conditions. ▪Communicates existing business processes and procedures to Tyler consultants. ▪Assists in identifying business process changes that may require escalation. ▪Contributes business process expertise for Current & Future State Analysis. ▪Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.
▪Validates that necessary skills have been retained by end users. ▪Provides End Users with dedicated time to complete required homework tasks. ▪Acts as an ambassador/champion of change for the new process and provide business process change support.
▪Identifies and communicates any additional training needs or scheduling conflicts to the City project manager.
▪Actively participates in all aspects of the implementation, including, but not limited to, the following key activities:
oTask completion
oStakeholder Meeting
oProject Management Plan development
oSchedule development
oMaintenance and monitoring of risk register
oEscalation of issues
oCommunication with Tyler project team
oCoordination of City resources
oAttendance at scheduled sessions
oChange management activities
oModification specification, demonstrations, testing and approval assistance oData analysis assistance
oDecentralized end user training
oProcess testing
oSolution Validation

5.2.5City Power Users
▪Participate in project activities as required by the project team and project manager(s). ▪Provide subject matter expertise on the City business processes and requirements. ▪Act as subject matter experts and attend Current & Future State Analysis sessions as needed. ▪Attend all scheduled training sessions.

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▪Participate in all required post-training processes as needed throughout project. ▪Test all application configuration to ensure it satisfies business process requirements. ▪Become application experts.
▪Participate in Solution Validation.
▪Adopt and support changed procedures.
▪Complete all deliverables by the due dates defined in the project schedule. ▪Demonstrate competency with Tyler products processing prior to Go-live. ▪Provide knowledge transfer to the City staff during and after implementation. ▪Participate in conversion review and validation.

5.2.6City End Users
▪Attend all scheduled training sessions.
▪Become proficient in application functions related to job duties. ▪Adopt and utilize changed procedures.
▪Complete all deliverables by the due dates defined in the project schedule. ▪Utilize software to perform job functions at and beyond Go-live.

5.2.7City Technical Lead
▪Coordinates updates and releases with Tyler as needed. ▪Coordinates the copying of source databases to training/testing databases as needed for training days.
▪Coordinates and adds new users, printers and other peripherals as needed. ▪Validates that all users understand log-on process and have necessary permission for all training sessions.
▪Coordinates interface development for City third party interfaces. ▪Develops or assists in creating reports as needed.
▪Ensures on-site system meets specifications provided by Tyler. ▪Assists with software installation as needed.
▪Extracts and transmits conversion data and control reports from the City’s legacy system per the conversion schedule set forth in the project schedule.

5.2.7.1City Upgrade Coordination
▪Becomes familiar with the software upgrade process and required steps. ▪Becomes familiar with Tyler’s releases and updates.
▪Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the City’s software upgrade process. ▪Assists with the software upgrade process during implementation. ▪Manages software upgrade activities post-implementation. ▪Manages software upgrade plan activities.
▪Coordinates software upgrade plan activities with City and Tyler resources. ▪Communicates changes affecting users and department stakeholders. ▪Obtains department stakeholder acceptance to upgrade production environment.

5.2.8City Change Management Lead
▪Validates that users receive timely and thorough communication regarding process changes. ▪Provides coaching to supervisors to prepare them to support users through the project changes.

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▪Identifies the impact areas resulting from project activities and develops a plan to address them proactively.
▪Identifies areas of resistance and develops a plan to reinforce the change. ▪Monitors post-production performance and new process adherence.

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Part 3: Project Plan

6.Project Stages
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by the City. *Items noted with an asterisk in the graphic above relate to specific products and services. If those products and services are not included in the scope of the contract, these specific work packages will be noted as “Intentionally Left Blank” in Section 6 of the Statement of Work.

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6.1Initiate and Plan
The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed.

6.1.1Initial Coordination
Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. Tyler provides the City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. the City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the City’s team. During this step, Tyler will work with the City to establish the date(s) for the Project and Phase Planning session.

Objectives:
▪Formally launch the project.
▪Establish project governance.
▪Define and communicate governance for Tyler.
▪Identify City project team.

STAGE 1 Initial Coordination
Tyler City
RACI MATRIX KEY:

A R I
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Inputs Contract documents
Statement of Work
Outputs/Deliverables Completed initial project documents Project portal
Work package assumptions:
▪Project activities begin after the agreement has been fully executed.

6.1.2Project/Phase Planning
Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes.

During this work package Tyler will work with the City to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all City Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to introduce its implementation methodology, terminology, and Project management best practices to the City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change.

Tyler will work with the City Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled.

During project planning, Tyler will introduce the tools that will be used throughout the implementation. Tyler will familiarize the City with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist.

STAGE 1 Project/Phase Planning
Tyler City
RACI MATRIX KEY:

A R I C C I
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Develop Project
Management Plan A R I C C I
Develop initial
project schedule A R I I I I I I C C I I C I
Inputs Contract documents
Statement of Work
Guide to Starting Your Project
Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document
Project Operational Plan Delivery of document
Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and
goals.

Work package assumptions:
▪City has reviewed and completed the Guide to Starting Your Project document.

6.1.3Infrastructure Planning
Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train the City to install License Software. The City is responsible for the installation and setup of all peripheral devices.

Objectives:
▪Ensure the City’s infrastructure meets Tyler’s application requirements. ▪Ensure the City’s infrastructure is scheduled to be in place and available for use on time.

STAGE 1 Infrastructure Planning
Tyler City
RACI MATRIX KEY:

A R C C I I
Initial Infrastructure
Meeting A R C C C C
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*Schedule SaaS
Environment Availability A R C I
*Schedule Hardware to
be Available for
Installation

I I A R C
Schedule Installation of
All Licensed Software A R C I I
Infrastructure Audit A R C I C
Inputs 1. Initial Infrastructure Requirements and Design Document Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables

1. Completed Infrastructure Requirements
and Design Document
Delivery of Document

2. Infrastructure Audit System Passes Audit Criteria

6.1.4Stakeholder Meeting
Communication of the Project planning outcomes to the City Project team, executives and other key stakeholders is vital to Project success. The Stakeholder meeting is a strategic activity to inform, engage, gain commitment, and instill confidence in the City team. During the meeting, the goals and objectives of the Project will be reviewed along with detail on Project scope, implementation methodology, roles and responsibilities, Project timeline and schedule, and keys to Project success.

Objectives:
▪Formally present and communicate the project activities and timeline. ▪Communicate project expectations.

STAGE 1 Stakeholder Meeting
Tyler City
RACI MATRIX KEY:

6.1.5Intentionally left blank.

6.1.6Control Point 1: Initiate & Plan Stage Acceptance
Acceptance criteria for this stage includes completion of all criteria listed below.

Note: Advancement to the Assess & Define stage is not dependent upon Tyler’s receipt of this stage acceptance.

Initiate & Plan Stage Deliverables:
▪Project Management Plan
▪Initial Project Schedule – Baseline Project Plan of Record Initiate & Plan stage acceptance criteria:
▪All stage deliverables accepted based on acceptance criteria previously defined ▪Project governance defined
▪Project portal made available to the City
▪Stakeholder meeting complete

6.2Assess & Define
The Assess & Define stage will provide an opportunity to gather information related to current City business processes. This information will be used to identify and define business processes utilized with Tyler software.

The City collaborates with Tyler providing complete and accurate information to Tyler staff and assisting in analysis, understanding current workflows and business processes.

6.2.1Solution Orientation
The Solution Orientation provides the Project stakeholders a high-level understanding of the solution functionality prior to beginning the current and future state analysis. The primary goal is to establish a foundation for upcoming conversations regarding the design and configuration of the solution.

Tyler utilizes a variety of tools for the Solution Orientation, focusing on City team knowledge transfer such as:
eLearning, documentation, or walkthroughs. The City team will gain a better understanding of the major processes and focus on data flow, the connection between configuration options and outcome, integration, and terminology that may be unique to Tyler’s solution.

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Objectives:
▪Provide a basic understanding of system functionality. ▪Prepare the City for current and future state analysis.

STAGE 2 Solution Orientation
Tyler City
RACI MATRIX KEY:

6.2.2Current & Future State Analysis
The Current & Future State Analysis provides the Project stakeholders and Tyler an understanding of process changes that will be achieved with the new system.

The City and Tyler will evaluate current state processes, options within the new software, pros and cons of each based on current or desired state and make decisions about the future state configuration and processing. This may occur before or within the same timeframe as the configuration work package. The options within the new software will be limited to the scope of this implementation and will make use of standard Tyler functionality.

The City will adopt the existing Tyler solution wherever possible to avoid project schedule and quality risk from over customization of Tyler products. It is the City’s responsibility to verify that in-scope requirements are being met throughout the implementation if functional requirements are defined as part of the contract.

The following guidelines will be followed when evaluating if a modification to the product is required:
▪A reasonable business process change is available.
▪Functionality exists which satisfies the requirement.
▪Configuration of the application satisfies the requirement. ▪An in-scope modification satisfies the requirement.

Requirements that are not met will follow the agreed upon change control process and can have impacts on the project schedule, scope, budget, and resource availability.

STAGE 2 Current & Future State Analysis
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Tyler City
RACI MATRIX KEY:

A R C C C I I I I I
Inputs City current state documentation
Solution Orientation completion
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Documentation that describes future-state
decisions and configuration options to support
future-state decisions.

Delivery of document
Work package assumptions:
▪City attendees possess sufficient knowledge and authority to make future state decisions. ▪The City is responsible for any documentation of current state business processes. ▪The City can effectively communicate current state processes.

6.2.3Conversion Assessment
Data Conversions are a major effort in any software implementation. Tyler’s conversion tools facilitate the predictable, repeatable conversion process that is necessary to support a successful transition to the Tyler system. The first step in this process is to perform an assessment of the existing (“legacy”) system(s), to better understand the source data, risks, and options available. Once the data has been analyzed, the plan for data conversion is completed and communicated to the appropriate stakeholders.

Objectives:
▪Communicate a common understanding of the project goals with respect to data. ▪Ensure complete and accurate source data is available for review/transfer. ▪If source data is a Tyler legacy system, Tyler will perform the data mappings. If source data is from a third party, client is responsible for mapping the data from the source to the Tyler system.

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▪Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Users)
Department Heads
End Users
Technical Leads
Extract Data from
Source Systems I C A R
Review and Scrub
Source Data I I I A R C I
Build/Update Data
Conversion Plan R C C C I I I I
Inputs City Source data
City Source data Documentation (if available)
Acceptance Criteria [only] for DeliverablesOutputs /
Deliverables Data Conversion Plan built/updated City Acceptance of Data Conversion Plan, if Applicable
Work package assumptions:
▪If the source data is a Tyler system Tyler's Conversion Engineers extract and map the data into the standard Munis conversion format. If the source data is from a third-party the client will provide Tyler with the data in a mutually agreed upon format.
▪Tyler will work with the City representatives to identify business rules before writing the conversion. ▪City subject matter experts and resources most familiar with the current data will be involved in the data conversion planning effort.

6.2.4Intentionally left blank.

6.2.5Intentionally left blank.

6.2.6Control Point 2: Assess & Define Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Note: Advancement to the Prepare Solution Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

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Assess & Define Stage Deliverables:
▪Documentation of future state decisions and configuration options to support future state decisions. ▪Modification specification document.
▪Assess & Define Stage Acceptance Criteria:
▪All stage deliverables accepted based on criteria previously defined. ▪Solution Orientation is delivered.
▪Conversion data extracts are received by Tyler.
▪Data conversion plan built.
▪Client Acceptance of Data Conversion Plan

6.3Prepare Solution
During the Prepare Solution stage, information gathered during the Initiate & Plan and Assess & Define stages will be used to install and configure the Tyler software solution. Software configuration will be validated by the City against future state decisions defined in previous stages and processes refined as needed to ensure business requirements are met.

6.3.1Initial System Deployment
The timely availability of the Tyler Solution is important to a successful Project implementation. The success and timeliness of subsequent work packages are contingent upon the initial system deployment of Tyler Licensed Software on an approved network and infrastructure. Delays in executing this work package can affect the project schedule.

Objectives:
▪Active Directory integration is defined, configured, and operational including integration/support of

DUO MFA
Identity Workforce, Tyler’s authentication framework for Tyler back-office solutions built on Okta, supports industry standard identity providers (IdP’s) for seamless, single sign-on. This enables clients to use their own login and password policies, including the use of multifactor authentication (MFA) for enhanced identity verification.

The Identity Workforce User Store, included with Identity Workforce Core which comes standard with all Tyler solutions, can be used to create and manage accounts that do not exist in the client’s IdP, such as contractors or seasonal staff. Upgrading to Identity Workforce Advanced adds several additional identity management features including support for custom password policies and MFA used with Identity Workforce User Store accounts. MFA options include email, SMS, and authenticator apps such as Okta Verify and Google Authenticator.

Identity Community, Tyler’s authentication framework for community users external to an organization, such as vendors, businesses, and residents, supports self-service account creation and management through email or social identity providers, such as Google, Apple, Microsoft, and Facebook. End-users can optionally enable multifactor authentication through any of these options.

MFA with Time & Attendance Timeclocks
Tyler’s Time and Attendance supports multifactor authentication for time entry with TouchTime timeclocks.

When multifactor authentication is enabled, users are required to use two different factors to login to the Menifee, CA
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TouchTime Device. Administrators can configure the two types to be any of the following: keypad entry, biometric (fingerprint) entry, and badge swipe. Proximity, barcode, and magnetic stripe badges are all considered to be a single authentication factor. These will all be logged as badge swipe authentication and are not recognized as separate authentication factors.
▪All licensed software is installed and operational.
▪Encryption of data in transit and data at rest is validated and compliant FIPS 140-2 standards Transport Layer Security (TLS) encryption protects communication with Tyler applications, including end-user access through TLS-protected HTTPS. This widely adopted protocol secures sensitive data by preventing reading or modifying information transferred.

Tyler solutions run on AWS storage services, including Elastic Block Store (EBS) and Amazon Simple Storage Service (S3). The use of server-side encryption with AWS Key Management Service (AWS KMS) keys is used to encrypt at-rest data. This encryption is known as SSE-KMS. SSE-KMS uses one of the strongest block ciphers available to encrypt your data, 256-bit Advanced Encryption Standard (AES-256).

Tyler employs a FIPS-compliant enterprise backup solution certified for CJIS and GovCloud use. Data transfer and storage is encrypted as defined in FIPS140-2 and FIPS140-3 standards over private connections within the AWS network.
▪PII, PHI, and other protected data masking is validated as operational Policies are in place for storing personal identifiable information (PII). PII is data that can be used to identify a specific person. Common forms of PII include things like Social Security numbers, phone numbers, and addresses. Fields in HCM employee master and pay screens can be set to none, read-only, add, update, delete. Custom masking not available. Tyler implements a role-based access control methodology to ensure only authorized people with a need for access are given it. To the extent Tyler users have access, Tyler employs a least-privileged access strategy, meaning that individuals are given and use only the least administrative rights possible to do the task at hand. Tyler compliments these strategies with controls and monitoring to ensure only those authorized users can access the systems allowed. Upon termination or expiration of the SaaS contract, all application access is revoked. ▪Client receives most recent SOC1/SOC2 audit report(s)
▪The City can access the totality of software comprising the proposed system STAGE 3 Initial System Deployment (Hosted/SaaS)*
Tyler City
RACI MATRIX KEY:

A R I C
Install Licensed
Software on City
Devices (if
applicable)

I C A R
Tyler System
Administration
Training (if
applicable)

A R I C
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Licensed Software is Installed on the Server(s) Software is accessible Licensed Software is Installed on City Devices
(if applicable)
Software is accessible
Installation Checklist/System Document System Passes
Infrastructure Design Document (C&J – If
Applicable)
Work package assumptions:
▪The most current available version of the Tyler Licensed Software will be installed. ▪The City will provide network access for Tyler modules, printers, and Internet access to all applicable City and Tyler Project staff.

6.3.2Configuration
The purpose of Configuration is to prepare the software product for validation.

Tyler staff collaborates with the City to complete software configuration based on the outputs of the future state analysis performed during the Assess and Define Stage. The City collaborates with Tyler staff iteratively to validate software configuration.

Objectives:
▪Software is ready for validation.
▪Educate the City Power User how to configure and maintain software. ▪Prepare standard interfaces for process validation (if applicable).

STAGE 3 Configuration
Tyler City
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RACI MATRIX KEY:

A R I I I
Complete City
configuration tasks
(where applicable)

I C A R C
Standard interfaces
configuration and
training (if applicable)

A R C I C C C
Updates to Solution
Validation testing plan C C A R C C
Inputs Documentation that describes future state decisions and configuration options to support future state decisions.

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Configured System N/A
Work package assumptions:
▪Tyler provides guidance for configuration options available within the Tyler software. The City is responsible for making decisions when multiple options are available.

6.3.3Process Refinement
Tyler will educate the City users on how to execute processes in the system to prepare them for the validation of the software. The City collaborates with Tyler staff iteratively to validate software configuration options to support future state.

Objectives:
▪Ensure that the City understands future state processes and how to execute the processes in the software.
▪Refine each process to meet the business requirements. ▪Validate standard interfaces and API integrations, where applicable. ▪Validate forms and reports, where applicable.

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STAGE 3 Process Refinement
Tyler City
RACI MATRIX KEY:

I C A R C
Refine
configuration (Tyler
Responsible)

A R I I I
Validate interface
process and results I C C A R C C
Update City-
specific process
documentation (if
applicable)

I C A R C
Updates to
Solution Validation
testing plan

C C A R C C
Inputs Initial Configuration
Documentation that describes future state decisions and configuration options to support future state decisions.

Solution validation test plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated solution validation test plan
Completed City-specific process
documentation (completed by City)
Work package assumptions:
▪None
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6.3.4Conversion Delivery
The purpose of this task is to transition the City’s data from their source (“legacy”) system(s) to the Tyler system(s). The data will need to be mapped from the legacy system into the new Tyler system format. A well- executed data conversion is key to a successful cutover to the new system(s).

With guidance from Tyler, the City will review specific data elements within the system and identify / report discrepancies. Iteratively, Tyler will collaborate with the City to address conversion discrepancies. This process will allow for clean, reconciled data to transfer from the source system(s) to the Tyler system(s). Reference Conversion Appendix for additional detail.

Objectives:
▪Data is ready for production (Conversion).

STAGE 3 Data Delivery & Conversion
Tyler City

RACI MATRIX
KEY:

A C R I I I

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Populate data
crosswalks/code
mapping tool

I C C A R C
Iterations:

Conversion
Development

A C R I I
Iterations:

Deliver
converted data

A R I I I
Iterations:

Proof/Review
data and
reconcile to
source system

C C C A R C C
Inputs
Data Conversion Plan
Configuration
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Code Mapping Complete / Validated N/A
Conversion Iterations / Reviews Complete Conversion complete, verified, and ready for final pass
Work package assumptions:
▪The City will provide a single file layout per source system as identified in the investment summary. ▪The City subject matter experts and resources most familiar with the current data will assist the Tyler team in the data conversion effort.
▪The City project team will be responsible for completing the code mapping activity, with assistance from Tyler.

6.3.5Intentionally left blank.

6.3.6Intentionally left blank.

6.3.7Control Point 3: Prepare Solution Stage Acceptance Acceptance criteria for this Stage includes all criteria listed below in each Work Package.

Note: Advancement to the Production Readiness Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Prepare Solution Stage Deliverables:
▪Licensed software is installed.
▪Installation checklist/system document.
▪Conversion iterations and reviews complete.

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Prepare Solution Stage Acceptance Criteria:
▪All stage deliverables accepted based on criteria previously defined. ▪Software is configured.
▪Solution validation test plan has been reviewed and updated if needed. ▪Client acceptance

6.4Production Readiness
Activities in the Production Readiness stage will prepare the City team for go-live through solution validation, the development of a detailed go-live plan and end user training. A readiness assessment will be conducted with the City to review the status of the project and the organizations readiness for go-live.

6.4.1Solution Validation
Solution Validation is the end-to-end software testing activity to ensure that the City verifies all aspects of the Project (hardware, configuration, business processes, etc.) are functioning properly, and validates that all features and functions per the contract have been deployed for system use.

Objectives:
▪Validate that the solution performs as indicated in the solution validation plan. Including validation of Accounts Payable, New Hires & Offboarding and ESS.
▪Ensure the City organization is ready to move forward with go-live and training (if applicable). ▪Data encryption, masking and protection function without undue impact to system performance STAGE 4 Solution Validation
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Users)
Department Heads
End Users
Technical Leads
Update Solution
Validation plan A R C C C C
Update test scripts (as
applicable) C C C A R C
Perform testing C C C A R C
Document issues from
testing C C C A R C
Perform required follow-
up on issues A R C C C C
Inputs Solution Validation plan
Completed work product from prior stages (configuration, business process, etc.) Menifee, CA
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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report City updates report with testing results Work package assumptions:
▪Designated testing environment has been established.
▪Testing includes current phase activities or deliverables only.

6.4.2Go-Live Readiness
Tyler and the City will ensure that all requirements defined in Project planning have been completed and the Go-Live event can occur, as planned. A go-live readiness assessment will be completed identifying risks or actions items to be addressed to ensure the City has considered its ability to successfully Go-Live. Issues and concerns will be discussed, and mitigation options documented. Tyler and the City will jointly agree to move forward with transition to production. Expectations for final preparation and critical dates for the weeks leading into and during the Go-Live week will be planned in detail and communicated to Project teams.

Objectives:
▪Action plan for go-live established.
▪Assess go-live readiness.
▪Stakeholders informed of go-live activities.
▪Process Refinement completed
STAGE 4 Go-Live Readiness
Tyler City
RACI MATRIX KEY:

A R I I I I C C I I I I I
Develop Go-Live checklist A R C C C C I C C
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Final system
infrastructure review
(where applicable)

A R C C
Inputs Future state decisions
Go-live checklist
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated go-live checklist Updated Action plan and Checklist for go-live delivered to the City
Work package assumptions:
▪None

6.4.3End User Training
End User Training is a critical part of any successful software implementation. Using a training plan previously reviewed and approved, the Project team will organize and initiate the training activities.

Train the Trainer: Tyler provides one occurrence of each scheduled training or implementation topic. City users who attended the Tyler sessions may train additional users. Additional Tyler led sessions may be contracted at the applicable rates for training.

Tyler will provide standard application documentation for the general use of the software. It is not Tyler’s responsibility to develop City specific business process documentation. City-led training labs using City specific business process documentation if created by the City can be added to the regular training curriculum, enhancing the training experiences of the end users.

Objectives:
▪End users are trained on how to use the software prior to go-live. ▪The City is prepared for on-going training and support of the application. ▪Post go-live training is scheduled
STAGE 4 End User Training
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive Manager
Implementation Manager
Project Manager
Implementation Consultant
Data Experts
Modification Services
Technical Services
Client Services
Executive Sponsor
Steering Committee
Project Manager
Functional Leads
Change Management Leads
Subject Matter Experts (Power
Users)
Department Heads
End Users
Technical Leads
Update training plan A R C C I C
End User training (Tyler-
led) A R C C C I C C C
Train-the-trainer A R C C C I C
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End User training (City-
led) C C A R I C C C
Inputs Training Plan
List of End Users and their Roles / Job Duties
Configured Tyler System
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
End User Training City signoff that training was delivered Work package assumptions:
▪The City project team will work with Tyler to jointly develop a training curriculum that identifies the size, makeup, and subject-area of each of the training classes. ▪Tyler will work with the City as much as possible to provide end-user training in a manner that minimizes the impact to the daily operations of City departments. ▪The City will be responsible for training new users after go-live (exception—previously planned or regular training offerings by Tyler).

6.4.4Control Point 4: Production Readiness Stage Acceptance Acceptance criteria for this stage includes all criteria listed below. Advancement to the Production stage is dependent upon Tyler’s receipt of the stage acceptance.

Production Readiness stage deliverables:
▪Solution Validation Report including helping to test PII and PHI/HIPPA requirements ▪Update go-live action plan and checklist.
▪End user training.

Production Readiness stage acceptance criteria:
▪All stage deliverables accepted based on criteria previously defined. ▪Go-Live planning session conducted.
▪Go-Live Plan approved by Client

6.5Production
Following end user training the production system will be fully enabled and made ready for daily operational use as of the scheduled date. Tyler and the City will follow the comprehensive action plan laid out during Go- Live Readiness to support go-live activities and minimize risk to the Project during go-live. Following go-live, Tyler will work with the City to verify that implementation work is concluded, post go-live activities are scheduled, and the transition to Client Services is complete for long-term operations and maintenance of the Tyler software.

6.5.1Go-Live
Following the action plan for Go-Live, defined in the Production Readiness stage, the City and Tyler will complete work assigned to prepare for Go-Live.

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The City provides final data extract and Reports from the Legacy System for data conversion and Tyler executes final conversion iteration, if applicable. If defined in the action plan, the City manually enters any data added to the Legacy System after final data extract into the Tyler system.

Tyler staff collaborates with the City during Go-Live activities. The City transitions to Tyler software for day-to day business processing. Tyler will provide support for three payroll parallels. Tyler will not recommend the City goes live until they have executed at least one successful payroll parallel.

Some training topics are better addressed following Go-Live when additional data is available in the system or based on timing of applicable business processes and will be scheduled following Go-Live per the Project Schedule.

Objectives:
▪Execute day to day processing in Tyler software.
▪City data available in Production environment.

STAGE 5 Go-Live
Tyler City
RACI MATRIX KEY:

A C R I C C C
Proof final converted
data, if applicable C C C A R C
Complete Go-Live
activities as defined in
the Go-Live action plan

C C C A R C I C
Provide Go-Live
assistance A R C C I C C I C I C
Inputs Comprehensive Action Plan for Go-Live
Final source data (if applicable)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data is available in production environment City confirms data is available in production environment
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Work package assumptions:
▪The City will complete activities documented in the action plan for Go-Live as scheduled. ▪External stakeholders will be available to assist in supporting the interfaces associated with the Go- Live live process.
▪The City business processes required for Go-Live are fully documented and tested. ▪The City Project team and subject matter experts are the primary point of contact for the end users when reporting issues during Go-Live.
▪The City Project Team and Power User’s provide business process context to the end users during Go- Live.
▪The Tyler Go-Live support team is available to consult with the City teams as necessary. ▪The Tyler Go-Live support team provides standard functionality responses, which may not be tailored to the local business processes.

6.5.2Transition to Client Services
This work package signals the conclusion of implementation activities for the Phase or Project with the exception of agreed-upon post Go-Live activities. The Tyler project manager(s) schedules a formal transition of the City onto the Tyler Client Services team, who provides the City with assistance following Go-Live, officially transitioning the City to operations and maintenance.

Objectives:
▪Ensure no critical issues remain for the project teams to resolve. ▪Confirm proper knowledge transfer to the City teams for key processes and subject areas.

STAGE 5 Transition to Client Services
Tyler City
RACI MATRIX KEY:

I I A I I R I I C C C
Review long term
maintenance and
continuous
improvement

A R C C C
Inputs Open item/issues List
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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Client Services Support Document
Work package assumptions:
▪No material project issues remain without assignment and plan.

6.5.3Post Go-Live Activities
Some implementation activities are provided post-production due to the timing of business processes, the requirement of actual production data to complete the activities, or the requirement of the system being used in a live production state.

Objectives:
▪Schedule activities that are planned for after Go-Live. ▪Ensure issues have been resolved or are planned for resolution before phase or project close.

STAGE 5 Post Go-Live Activities
Tyler City
RACI MATRIX KEY:

A R C C C C I C C I C C
Determine resolution
plan in preparation for
phase or project close
out

A R C C C I C C I C
Inputs List of post Go-Live activities
Outputs /
Deliverables
Acceptance Criteria [only] for
Deliverables
Updated issues log
Work package assumptions:
▪System is being used in a live production state.

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6.5.4Control Point 5: Production Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below:
▪Advancement to the Close stage is not dependent upon Tyler’s receipt of this Stage Acceptance. ▪Converted data is available in production environment.

Production Stage Acceptance Criteria:
▪All stage deliverables accepted based on criteria previously defined. ▪Go-Live activities defined in the Go-Live action plan completed. ▪Client services support document is provided.

6.6Close
The Close stage signifies full implementation of all products purchased and encompassed in the Phase or Project. The City transitions to the next cycle of their relationship with Tyler (next Phase of implementation or long-term relationship with Tyler Client Services).

6.6.1Phase Closeout
This work package represents Phase completion and signals the conclusion of implementation activities for the Phase. The Tyler Client Services team will assume ongoing support of the City for systems implemented in the Phase.

Objectives:
▪Agreement from Tyler and the City teams that activities within this phase are complete.

STAGE 6 Phase Close Out
Tyler City
RACI MATRIX KEY:

I A R I I C
Hold post phase review
meeting A R C C C C C C C C C
Release phase-
dependent Tyler project
resources

A R I I
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Participants Tyler City
Project Leadership Project Manager
Project Manager Project Sponsor(s)
Implementation Consultants Functional Leads, Power Users, Technical Leads
Technical Consultants (Conversion, Deployment,
Development)
Client Services
Inputs Contract
Statement of Work
Project artifacts
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Final action plan (for outstanding items)
Reconciliation Report
Post Phase Review
Work package assumptions:
▪Tyler deliverables for the phase have been completed.
▪Tyler will not start the closure process until the City achieves steady-state with each phase. ▪Tyler has provided a fully functional solution to support the city’s business functions. No critical issues remain.
▪

6.6.2Project Closeout
Completion of this work package signifies final acceptance and formal closing of the Project.

At this time the City may choose to begin working with Client Services to look at continuous improvement Projects, building on the completed solution.

Objectives:
▪Confirm no critical issues remain for the project teams to resolve. ▪Determine proper knowledge transfer to the City teams for key processes and subject areas has occurred.
▪Verify all deliverables included in the Agreement are delivered.

STAGE 6 Project Close Out
Tyler City
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RACI MATRIX KEY:

I A R I I C
Release Tyler project
resources A R I I
Inputs Contract
Statement of Work
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Post Project Report City acceptance; Completed report indicating all project Deliverables and milestones have
been completed
Work package assumptions:
▪All project implementation activities have been completed and approved. ▪No critical project issues remain unresolved
▪Final project budget has been reconciled and invoiced. ▪All Tyler deliverables have been completed.
▪Client acceptance obtained

6.6.3Control Point 6: Close Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Close Stage Deliverables:
▪Post Project Report.

Close Stage Acceptance Criteria:
▪Completed report indicating all Project deliverables and milestones have been completed.

7.General Assumptions
Tyler and the City will use this SOW as a guide for managing the implementation of the Tyler Project as provided and described in the Agreement. There are a few assumptions which, when acknowledged and Menifee, CA
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adhered to, will support a successful implementation. Assumptions related to specific work packages are documented throughout the SOW. Included here are general assumptions which should be considered throughout the overall implementation process.

7.1Project
▪Project activities will begin after the Agreement has been fully executed. ▪The City Project Team will complete their necessary assignments in a mutually agreed upon timeframe to meet the scheduled go-live date, as outlined in the Project Schedule. ▪Sessions will be scheduled and conducted at a mutually agreeable time. ▪Additional services, software modules and modifications not described in the SOW or Agreement will be considered a change to this Project and will require a Change Request Form as previously referenced in the definition of the Change Control Process. ▪Tyler will provide a written agenda and notice of any prerequisites to the City project manager(s) ten (10) business days or as otherwise mutually agreed upon time frame prior to any scheduled on-site or remote sessions, as applicable.
▪Tyler will provide guidance for configuration and processing options available within the Tyler software. If multiple options are presented by Tyler, the City is responsible for making decisions based on the options available.
▪Implementation of new software may require changes to existing processes, both business and technical, requiring the City to make process changes.
▪The City is responsible for defining, documenting, and implementing their policies that result from any business process changes.

7.2Organizational Change Management
Unless otherwise contracted by Tyler, City is responsible for managing Organizational Change. Impacted City resources will need consistent coaching and reassurance from their leadership team to embrace and accept the changes being imposed by the move to new software. An important part of change is ensuring that impacted City resources understand the value of the change, and why they are being asked to change.

7.3Resources and Scheduling
▪City resources will participate in scheduled activities as assigned in the Project Schedule. ▪The City team will complete prerequisites prior to applicable scheduled activities. Failure to do so may affect the schedule.
▪Tyler and the City will provide resources to support the efforts to complete the Project as scheduled and within the constraints of the Project budget.
▪Abbreviated timelines and overlapped Phases require sufficient resources to complete all required work as scheduled.
▪Changes to the Project Schedule, availability of resources or changes in Scope will be requested through a Change Request. Impacts to the triple constraints (scope, budget, and schedule) will be assessed and documented as part of the change control process. ▪The City will ensure assigned resources will follow the change control process and possess the required business knowledge to complete their assigned tasks successfully. Should there be a change in resources, the replacement resource should have a comparable level of availability, change control process buy-in, and knowledge.

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▪The City makes timely Project related decisions to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Failure to do so may affect the schedule, as each analysis and implementation session is dependent on the decisions made in prior sessions. ▪The City will respond to information requests in a comprehensive and timely manner, in accordance with the Project Schedule.
▪The City will provide adequate meeting space or facilities, including appropriate system connectivity, to the project teams including Tyler team members.
▪For on-site visits, Tyler will identify a travel schedule that balances the needs of the project and the employee.

7.4Data
▪Data will be converted as provided and Tyler will not create data that does not exist. ▪The City is responsible for the quality of legacy data and for cleaning or scrubbing erroneous legacy data.
▪Tyler will work closely with the City representatives to identify business rules before writing the conversion. The City must confirm that all known data mapping from source to target have been identified and documented before Tyler writes the conversion. ▪All in-scope source data is in data extract(s).
▪Each legacy system data file submitted for conversion includes all associated records in a single approved file layout.
▪The City will provide the legacy system data extract in the same format for each iteration unless changes are mutually agreed upon in advance. If not, negative impacts to the schedule, budget and resource availability may occur and/or data in the new system may be incorrect. ▪The City Project Team is responsible for reviewing the converted data and reporting issues during each iteration, with assistance from Tyler.
▪The City is responsible for providing or entering test data (e.g., data for training, testing interfaces, etc.)

7.5Facilities
▪The City will provide dedicated space for Tyler staff to work with City resources for both on-site and remote sessions. If Phases overlap, City will provide multiple training facilities to allow for independent sessions scheduling without conflict.
▪The City will provide staff with a location to practice what they have learned without distraction. f Menifee, CA
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8.Glossary
Word or Term Definition
Acceptance Confirming that the output or deliverable is suitable and conforms to the agreed upon criteria.

Accountable The one who ultimately ensures a task or deliverable is completed; the one who ensures the prerequisites of the task are met and who delegates the work to those responsible. [Also see RACI]
Application A computer program designed to perform a group of coordinated functions, tasks, or activities for the benefit of the user.

Application Programming Interface (API) A defined set of tools/methods to pass data to and received data from Tyler software products
Agreement This executed legal contract that defines the products and services to be implemented or performed.

Business Process The practices, policy, procedure, guidelines, or functionality that the client uses to complete a specific job function.

Business Requirements Document A specification document used to describe Client requirements for contracted software modifications.

Change Request A form used as part of the Change Control process whereby changes in the scope of work, timeline, resources, and/or budget are documented and agreed upon by participating parties.

Change Management Guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success & outcomes
Code Mapping [where applicable] An activity that occurs during the data conversion process whereby users equate data (field level) values from the old system to the values available in the new system. These may be one to one or many to one. Example: Old System [Field = eye color] [values = BL, Blu, Blue] maps to New Tyler System [Field = Eye Color] [value = Blue].

Consulted Those whose opinions are sought, typically subject matter experts, and with whom there is two-way communication. [Also see RACI]
Control Point This activity occurs at the end of each stage and serves as a formal and intentional opportunity to review stage deliverables and required acceptance criteria for the stage have been met.

Data Mapping [where applicable] The activity determining and documenting where data from the legacy system will be placed in the new system; this typically involves prior data analysis to understand how the data is currently used in the legacy system and how it will be used in the new system.

Deliverable A verifiable document or service produced as part of the Project, as defined in the work packages.

Go-Live The point in time when the Client is using the Tyler software to conduct daily operations in Production.

Informed Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication. [Also see RACI]
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Infrastructure The composite hardware, network resources and services required for the existence, operation, and management of the Tyler software.

Interface A connection to and potential exchange of data with an external system or application. Interfaces may be one way, with data leaving the Tyler system to another system or data entering Tyler from another system, or they may be bi-directional with data both leaving and entering Tyler and another system.

Integration A standard exchange or sharing of common data within the Tyler system or between Tyler applications
Legacy System The software from which a client is converting.

Modification Custom enhancement of Tyler’s existing software to provide features or functions to meet individual client requirements documented within the scope of the Agreement.

On-site Indicates the work location is at one or more of the client’s physical office or work environments.

Organizational Change The process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization.

Output A product, result or service generated by a process.

Peripheral devices An auxiliary device that connects to and works with the computer in some way. Some examples: scanner, digital camera, printer.

Phase A portion of the Project in which specific set of related applications are typically implemented. Phases each have an independent start, Go-Live and closure dates but use the same Implementation Plans as other Phases of the Project. Phases may overlap or be sequential and may have different Tyler resources assigned.

Project The delivery of the software and services per the agreement and the Statement of Work. A Project may be broken down into multiple Phases.

RACI A matrix describing the level of participation by various roles in completing tasks or Deliverables for a Project or process.

Individuals or groups are assigned one and only one of the following roles for a given task: Responsible (R), Accountable (A), Consulted (C), or Informed (I).

Remote Indicates the work location is at one or more of Tyler’s physical offices or work environments.

Responsible Those who ensure a task is completed, either by themselves or delegating to another resource. [Also see RACI]
Scope Products and services that are included in the Agreement.

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Solution The implementation of the contracted software product(s) resulting in the connected system allowing users to meet Project goals and gain anticipated efficiencies.

Stage The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project.

Standard Software functionality that is included in the base software (off- the-shelf) package; is not customized or modified.

Statement of Work (SOW) Document which will provide supporting detail to the Agreement defining Project-specific activities, services, and Deliverables.

System The collective group of software and hardware that is used by the organization to conduct business.

Test Scripts The steps or sequence of steps that will be used to validate or confirm a piece of functionality, configuration, enhancement, or Use Case Scenario.

Training Plan Document(s) that indicate how and when users of the system will be trained relevant to their role in the implementation or use of the system.

Validation (or to validate) The process of testing and approving that a specific Deliverable, process, program, or product is working as expected.

Work Breakdown Structure (WBS) A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.

Work Package A group of related tasks within a project.

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Part 4: Appendices

9.Conversion

9.1Enterprise ERP Conversion Summary

9.1.1Accounting COA
▪Chart of Accounts segments, objects, character codes, project codes (if applicable), organization codes (if applicable), control accounts budget rollups, fund attributes, due to/due from accounts ▪Requires the use of a Tyler provided spreadsheet for design and entry of the data to be converted

9.1.2Accounting - Actuals
▪Summary account balances
▪Up to 3 years

9.1.3Accounting - Budgets
▪Original budget, budget adjustments, revised budget summaries for accounts ▪Up to 3 years

9.1.4Accounts Payable Master
▪Vendor Master file including names, addresses, SSN/FID, contacts, phone numbers ▪Multiple remittance addresses
▪Year-to-date 1099 amounts

9.1.5Accounts Payable - Checks
▪Check header data including vendor, warrant, check number, check date, overall check amount, GL cash account and clearing information
▪Check detail data including related document and invoice numbers for each check ▪Up to 5 years

9.1.6Accounts Payable - Invoices
▪Invoice header data containing general information for the invoice ▪Invoice detail data containing line-specific information for the invoice ▪Up to 5 years

9.1.7Contracts
▪Contract header detail with many fields available to convert including fiscal year and period, vendor number, department code, description, enforcement method code, dates for award, approval, entry and expiration, retention information, user-defined type and review codes, status code, user id for entry and approver. Additional fields are also available. A balance forward contract amount is Menifee, CA
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converted, if original amount is required there will be an additional charge and contracts, po’s and invoices must be converted together.

9.1.8Purchase Orders
▪Open purchase orders header data including vendor, buyer, date, accounting information, etc. ▪Open purchase orders detail data including line-item descriptions, quantities, amounts, etc.

9.1.9Project Grant Accounting
▪Segments, account strings and fund string allocation table ▪Requires the use of a Tyler provided (Chart of Accounts) spreadsheet for design and entry of the data to be converted

9.1.10Project Grant Accounting - Actuals
▪Summary project ledger string balances. If linking to GL, must be converted at the same time. ▪Up to 3 years

9.1.11Project Grant Accounting – Budget
▪Original project ledger budget amounts. If linking to GL, must be converted at the same time. ▪Up to 3 years

9.1.12Payroll
▪Payroll Employee Master data including data such as name, address, SSN, legacy employee ID, date of birth, hire date, activity status (such as active/inactive), leave/termination code and date, phone(s), e- address, marital status, gender, race, personnel status (such as full-time, part-time, etc.), highest degree, advice-delivery (print/email/both) and check location, plus primary group, job, location, and account information

9.1.13Payroll – Certifications
▪Certification area and certification type codes, certification number and effective date, expiration date, and required-by date, codes for certification level and subjects

9.1.14Payroll – Education
▪Codes, for institution, type of degree, and area(s) of study

9.1.15Payroll – PM Action History
▪A variety of Personnel actions, such as job or salary changes and dates these events occurred. ▪Up to 5 years

9.1.16Payroll – Position Control
▪Position, description, status, job code, bargaining group, location, number of employees allowed for each, FTE percentage, GL account, and max/min grade and step Menifee, CA
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9.1.17Payroll – Recruiting
▪Application requisition applicant master data, plus applicant references, certifications, education, skills, tests, work history, and interviews

9.1.18Payroll – Accrual Balances
▪Employee Accrual Balances including Vacation, Holiday, and other Leave balances ▪Start of year balance, earned to date, used to date

9.1.19Payroll – Accumulators
▪YTD, QTD, MTD amounts for employee pay and deductions
▪Needed for mid-calendar-year go-live
▪May not be needed if converting earnings/deductions history ▪Up to 5 years

9.1.20Payroll – Check History
▪Up to 5 years, additional years must be quoted. We convert amounts for earnings and deductions in employee check history, check number and date.

9.1.21Payroll – Earning/Deduction Hist.
▪Up to 5 years, additional years must be quoted. Earning and deduction history broken down my individual codes (earnings and deduction) and amounts per pay period, the detail of these lines, sums the check history in opt 4.

9.1.22Payroll - Deductions
▪Employee Deductions - including employee ID, deduction codes, tax information, and direct deposit information

9.1.23Payroll – State Retirement Tables
▪Specific state-required data, plus related service years information, when appropriate ▪Needed for some states
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10.Additional Appendices

10.1Intentionally left blank.

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11.Project Timeline

11.1ERP Project Timeline
The Project Timeline establishes a target duration for each phase of the project. The timeline needs to account for resource availability, business goals, size and complexity of the project, and task duration requirements. These will be reviewed and adjusted, if needed, during the Initiate and Plan Stage. Refer to the Project Stages section of this SOW for information on work packages associated with each stage of the implementation. Durations may be revised when the Agreement is signed and further refined during the project.

Eden to Enterprise ERP project start dates are dependent on wave availability. Waves are a common implementation start month for a group of Eden clients. Each wave has a designated number of slots available for clients to sign up – once those slots are full you must choose an alternate wave with availability.

A signed agreement is required to reserve a spot in a specific wave.

Phase Functional Areas Software Modules Duration
1 Enterprise ERP Financials
(powered by Munis)

• Accounting
• Accounts Payable
• Budgeting
• Capital Assets
• Cash Management
• Contract Management
• eProcurement
• Project & Grant Accounting
• Purchasing
• Accounts Receivable
• Cashiering
• General Billing
• Resident Access
• Inventory
• ACFR Statement Builder
12 months
1 Enterprise ERP Productivity • Enterprise Forms Processing • Content Manager Core
• Enterprise Analytics and Reporting w
Executive Insights
• Open Finance
Included in Phase 1
2 Enterprise ERP Human Capital Management
(powered by Munis)
• Payroll with Employee Access
• Human Resources & Talent
Management
• Time & Attendance – Up to 250
Employees
• Time & Attendance Mobile Access
12 months

11.2Intentionally left blank.

Menifee City CouncilMarch 20, 2024

Menifee City Council
March 20, 2024