SECOND MODIFICATION OF
SOFTWARE LICENSE AGREEMENT NO. 8928 (CCS)
This Second Modification of Software License Agreement Number 8928 (CCS) ("Sec- ond Modification"), entered into as of_let : 4, 2017, by and between the City of Santa Monica, a municipal corporation ("City"), and Trapeze Software Group, Inc. ("Trapeze" or "Vendor") is made with reference to the following:
RECITALS
A. On or about February 10, 2009, the City and Trapeze entered into Software Li- cense Agreement Number 8928 (CCS) ("Original Agreement") for an Operator Management System, and Customer Service Software (collectively referred to as "Trapeze System").
B. On or about April 8, 2016, the City and Trapeze entered into a First Modification of Software License Agreement Number 8928 (CCS) ("First Modification") for ad- ditional years of software maintenance and to include additional customized re- ports. The Original Agreement and First Modification may be collectively referred to as "Agreement."
C. The City and Trapeze now seek to modify the Agreement to implement an up- grade of the Trapeze System to Version16 of the applicable Trapeze Software in ac- cordance with the terms and conditions of this Second Modification.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agree- ment as follows:
1. Amendment of Licensed Product and Statement of Work. Vendor agrees to pro- vide products and services to upgrade the Trapeze System Software licensed under this Agreement, including FX, BlockBuster, GTFS, OPS (Dispatching, Timekeep- ing, Accrual Calculations, Workforce Management, Bidding, Employee Accruals, and Yard Management), OPS Sign-in Terminal, OPS-IVR, and OPS-Web, to Ver- sion16 ("Upgraded Trapeze System") as more fully set in the Statement of Work attached hereto as Exhibit 1. All reference to the Licensed Products in the Agree- ment, including, but not limited to the definition of the Licensed Products and Li- cense Grant, shall be modified to include the Upgraded Trapeze System. For the implementation of the Upgraded Trapeze System, the parties have agreed to the following:
1.1. Schedule and Milestones. The Upgraded Trapeze System shall be imple- mented in accordance with the schedule set forth in Exhibit 2 entitled "Payment Schedule and Milestones."
1.2. Big Blue Bus Staffing. Unless otherwise determined by the Director of Transit Services, the staffing of the Big Blue Bus for components and sig- nificant subcomponents of the implementation will be in accordance with 1 August 2017
Exhibit 3 entitled "Key BBB Individuals/Components Affected."
1.3 Final Acceptance. The criteria for final acceptance of Upgraded Trapeze System is set forth in Exhibit 4 entitled "Final Acceptance." Upon Ven- dor's completion of all of the criteria; the City will issue a written Notice of Final Acceptance.
1.4. Trapeze Project Team. Vendor's key personnel assigned to the Upgraded Trapeze System are listed in Exhibit 5 entitled "Trapeze Project Team Re- sumes. " In the event of any changes to Vendor's key personnel, Vendor will notify the City immediately in writing. Vendor agrees that any replace- ment of any listed individuals will be made with individuals of comparable or higher experience, and that the composition of Vendor's key personnel assigned to this Agreement will be maintained in a manner that provides the same or higher level of services to the City. The City reserves the rea- sonable right to approve or disapprove any individuals proposed by Vendor to be included as part of Vendor's key personnel assigned to this Second Modification. For any personnel changes, Vendor agrees to absorb all ex- penses and costs associated with such change and shall not charge the City with such expenses or costs under this Agreement.
2. Compensation. In exchange for the Upgraded Trapeze System, Vendor agrees to accept and the City agrees to pay fees in the amount of $164,295 as set forth in the Scope of Work, Fixed Fee Project Budget. The fees shall be paid in accordance with the Payment Schedule and Milestones set forth in Exhibit 2 upon completion of the milestones set forth therein. The final closure identified as Milestone 14 shall mean and refer to Final Acceptance.
3. Exhibits 1, 2, 3, 4, and 5 are attached hereto and incorporated herein by this refer- ence as a term of this Second Modification.
4. Section 13, Notices is hereby revised to show the following notice information for Trapeze:
Trapeze Software Group, Inc.
5265 Rockwell Drive NE,
Cedar Rapids, Iowa 52402, U.S.A
Attention: Legal Department
///
2 August 2017
5. Except as expressly modified by this Second Modification, all other terms and con- ditions of the Agreement shall be and remain in full force and effect.
IN WITNESS WHEREOF, the parties have executed this Second Modification as of the date and year first written above.
CITY OF SANTA MONICA,
ATTEST: a municipal corporation
Kick Gle
Denise enderm Mana By
DENISE ANDERSON-WARREN RICK COLE
City Clerk City Manager
APPROVED AS TO FORM:
LANE DILG
City Attorney
TRAPEZE SOFTWARE GROUP, INC.
H-Bele
By: -
Name: KEVIN BADE
Title: GM
August 2017
Trapeze
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Exhibit 1: Statement of Work
SOLUTION OVERVIEW
To build upon the existing investment and relationship that the City of Santa Monica (Big Blue Bus) has made with Trapeze technologies, the following proposal details the effort required to plan, review, and complete a Business Process Review for the Trapeze Fixed Route Scheduling and Operations Management Software.
This proposal also describes the System Upgrade and Reimplementation by Big Blue Bus to V16 of Trapeze Software, whereby Trapeze believes that, working in partnership, Big Blue Bus will be able to effectively optimize the management of fixed route transit schedules and operations while minimizing operating costs and leveraging upgraded Trapeze Software functionality.
SOLUTION COMPONENTS
The following components will be upgraded to Trapeze V16 as part of the System Upgrade and discussed during the planning and Business Process Review phases:
• FX
• BlockBuster
• GTFS
• OPS
• Dispatching
• Timekeeping
• Accrual Calculations
• Workforce Management
• Bidding
Employee Accruals
• Yard Management
• OPS Sign-in Terminal
• OPS-IVR
• OPS-Web
TIMEFRAME
Trapeze anticipates the first phase of the project (plan, review, and complete Business Process Review) can be completed in ten (10) weeks, while the second phase (system upgrade and reimplementation) can September 2017 Page 1
Trapeze" The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
be completed in an additional twelve (12) weeks. Trapeze has included Project Management and support time for this period to accomplish the tasks as outlined in this scope of work.
The project is expected to progress based on the following high-level schedule, where UAT issues are • assumed to be configuration and/or workflow related and not require development support.
Phase 1: Planning and Business Process Review
Week 2 3 5
Contract
Offsite
Execution, V16 Test Trapeze BPR
Project Onsite BPR Onsite BPR
Mobilization, Upgrade Write-Up
Kickoff
and NTP
Week 6 7. 8 9 10
Trapeze BPR BBB Review Trapeze BPR BBB Review BBB Sign Off Write-Up of Draft BPR Updates of Final BPR of BPR
Phase 2: Implementation Support, Training, Testing, and Go-Live Week 11 12 13 14 15 16
Implementation Implementation Implementation Implementation Implementation Implementation Support Support Support Support Support Support
Week 17 18 19 20 21 22
V16 Production
1st Iteration of 2nd Iteration of Upgrade
UAT Issue Acceptance and
On-site Training
UAT (on-site) Resolution UAT Close-out
On-site Post
Go live Support
September 2017 Page 2
Trapeze
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
FIXED FEE PROJECT BUDGET
The pricing table below describes the fees associated with the scope described in this statement of work.
Should Big Blue Bus wish to exercise additional services beyond the effort and scope described in this document, they will be addressed through the change order process.
Fixed Fee
Project Planning Services $16,281
Scheduling and Planning Business Process Review Services $14,736 Scheduling and Planning Implementation Support Services $9,772 Scheduling and Planning Training Services $8,345
Scheduling and Planning Testing and Production Upgrade Support Services $14,736 OPS Business Process Review Services $26,881
OPS Implementation Support Services $20,313
OPS Training Services $12,982
OPS Testing and Production Upgrade Support Services $22,848 Expenses $17,400
Total (USD) $164,295
The above pricing is final pricing and is in US dollars. The pricing includes all services and expenses required to successfully complete each support item as defined within this statement of work. This project is proposed as a fixed price engagement, and shall not exceed the price or duration referenced unless a change order to the contract has been executed by the City and Trapeze.
September 2017 Page 3
Trapeze™ The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
PROJECT MANAGEMENT
Project Management Services
Trapeze will provide off-site project management support for the duration of the project. The Trapeze project manager will be responsible for ensuring that project requirements are communicated and understood and milestones are met. The Project Manager and will be the key point of contact for Big Blue Bus during the project. Additionally, Trapeze will designate a Project Executive who is responsible for ensuring the project is well governed and meets the objectives.
Trapeze requires that Big Blue Bus also assign a Project Manager. The two project managers will work together to ensure that regular dialogue is maintained through established channels and project governance. Barbara Andres will be the Project Manager for Big Blue Bus.
Trapeze Project Managers provide the following key services:
Scope Management. The project management team is the link between Big Blue Bus's requirements, the contract, the product specifications and the project's scope of work. The project manager is critical to defining and documenting the tasks and deliverables necessary to complete the project. The project manager ensures that the project's resources remain focused on the project objectives.
Change Orders. Another project control mechanism, change orders are a primary tool for ensuring that the project tasks remain focused on the overall objectives. Change orders are utilized when both Trapeze and Big Blue Blue agree to make modifications to project scope in keeping with the overall objectives of this project as stated in this statement of work. Change orders deemed by Big Blue Bus and Trapeze to be beyond the scope of this project as described herein will be scheduled for post- implementation by customer care or as a separate project.
Schedule Management. One of the critical functions of the project management team is to manage the master project schedule. This detailed work plan outlines all of the activities that are required in order to deliver the project scope within time constraints. The project management team will provide regular updates to the work plan, and escalate major issues and risks that impact the project schedule for mitigation planning and timeline recovery.
Communication Management. The project management team is essential to the effective flow of information throughout the project. As the accumulator, archiver and librarian of the project records, the project manager and executive are also responsible for ensuring that information is distributed to the appropriate individuals in a timely manner. Issue lists, progress reporting, scheduled teleconferences, custom report specifications and contract administration are all examples of communication management.
Resource Management. The project manager ensures that the most appropriate Trapeze resources are allocated to the project at the correct time. The Trapeze project manager also specifies the types of project resources are required from Big Blue Bus and when they are needed and works with the BBB project manager to plan availability of BBB resources. Moreover, the Trapeze project manager acts as the interface to the product development department when customized reports, interfaces or September 2017 • Page 4
Trapeze
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
functionality is needed. The BBB project manager acts as an interface to BBB and City of Santa Monica resources as needed.
Project Management Office Tools
Trapeze project managers employ the following tools to support the successful implementation of projects:
- Project Work Plan. The project tasks, deliverables, and dependencies are defined according to the contract documentation, the business requirements review and the project's resource constraints. All major tasks, deliverables and milestones are itemized and scheduled in Microsoft Project document to be delivered after kick-off and kept current weekly.
Milestone Sign-Offs. As each milestone is achieved, Big Blue Bus will be asked to sign-off the milestone, confirming that the deliverables associated with the milestone was completed. Milestones are used as a control point in reporting project progress to the management of both organizations.
Meeting Minutes and Action Logs. The Trapeze project manager will use the meeting minutes to track the project issues, decisions, and resolutions. Meeting minutes are a clear and concise way of coordinating the work of both Big Blue Bus and Trapeze, especially as minutes prevent confusion and duplication of work. The minutes shall be published to the entire team based on the needs of Big Blue Bus. Action logs are also included in weekly status reporting, to define the key activities in the work plan that the team must focus on, and the required due date to keep the project schedule on track.
Project Governance 4 Ups. Trapeze uses 4 Ups as an easy and digestible way to track project progress and any issues, risks, dependencies, and/or escalations that may hinder that progress. This information is captured in the form of a single PowerPoint slide for each project workstream and is intended to be used at both project-level and management-level meetings.
Risk Registers and Issue Log. Throughout the lifecycle of a project, a number of different risks to project constraints will present themselves. Resource risk, technology risk, and environmental risks all exist and will need to be managed to ensure successful project outcomes. Risks with a certainty of occurrence are issues, and must also need to be managed with a high priority. Risk registers and issue logs will be delivered on a regular basis so the project team can prioritize based on impacts to the project, and escalate if required to ensure appropriate mitigation plans are developed.
Communication Strategy and Communication Plan
Effective and timely communications with all project stakeholders is critical. Success will require regular and consistent messaging, keeping all stakeholders informed with relevant and up to date information.
Equally important for the project team will be the need for good quality feedback from stakeholders. Good communication is essential to the change process for the move toward the Trapeze solution across Big Blue Bus. The Communication Plan must ensure that all staff affected by changes receive timely and accurate information and have the opportunity, and are encouraged to provide their feedback and opinion.
September 2017 Page 5
Trapeze™ The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
The Communication Plan will identify the objectives and key messages; the audiences and their issues; and the media and timing plan for the detailed design phase and run up to go-live. Below is a typical communication plan used for frequent communication between the Trapeze and Big Blue Bus teams, although informal updates may be provided more frequently as necessary.
Item Participants/ Frequency Individual(s) Recipients
Facilitators Responsible
Status Meeting & Project Team Weekly Trapeze Project Big Blue Bus and Report Manager Trapeze Project Team
Project Plan Updates Project Team Bi-Weekly Trapeze and Big Blue Big Blue Bus and Bus Project Manager Trapeze Project Team
Open Issues Log Project Team Bi-Weekly Trapeze and Big Blue Big Blue Bus and Bus Project Managers Trapeze Project Team
Risk Register Project Team Bi-Weekly Trapeze and Big Blue Big Blue Bus and Bus Project Managers Trapeze Project Team
Project Governance Project Team Monthly Trapeze and Big Blue Big Blue Bus and Bus Work Stream Trapeze Project Team
Leads
Project Governance
Trapeze governance aligns to PM best Reporting
practices and proven industry models
enabling effective communication, clear
accountability and the provision of
informed decision making for projects,
Governance Program Program Program
programs and portfolios. Governance is
executed both internally (within Trapeze) Project Project Project and externally (with client) for all Trapeze Project Project Project engagements. Project Governance is
Project Protect Project
typically established during the planning
phase of a project, where Trapeze
logically groups projects under individual programs which would subsequently be housed in an umbrella portfolio consisting of all of Big Blue Bus projects and programs (ex. Fixed Route Scheduling, Operations, Traveler Information, etc.).
Governance for Big Blue Bus will span individual project, aggregate program and holistic portfolio level oversight enabling both tactical (project) and strategic (program, portfolio) oversight. Governance meeting structures and frequency will be confirmed during the planning phase and executed as future projects are launched. Reporting progress will be made using a standard governance reporting template, which includes:
• Overall project timeline & plan
September 2017 Page 6
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
= Financial information
• Escalation summary
• Individual work stream progress
The use of standard project governance reporting enables a rollup of aligned information providing for project, program and portfolio views and oversight.
Trapeze's Work Stream Approach
Trapeze implements a work stream based project structure when implementing complex technology projects. This proven approach has been employed with great success with major initiatives in Chicago and Miami, as well as complex Enterprise implementations in Guelph, ON. These work streams segregate the project into well-defined logical components for improved management and reporting of progress, risks & issues. Trapeze Work Stream Leads will work collaboratively with their counterparts at Big Blue Bus and the rest of the project management team to manage schedule, issues, risks, etc., and report on the status each week for their work stream. This approach breeds a level of partnership, accountability and ownership from both parties that is critical to project success.
The proposed governance structure for this project and the suggested meeting frequency are identified below:
Monthly
Executive Steering Committee
BBB: Project Manager, Transit Department Leaders
Trapeze: Project Manager and Director of Professional Services Project Team
Weekly BBB: Project Manager and Work Stream Leads
Trapeze: Project Manager and Work Stream Leads
Transit Transa Customer
Technology Finance Legal
Ocaratons Information
Project Management
Technology and IT
Scheduling and Planning
Weekly
Operations
Change Control
September 2017 Page 7
Trapeze
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
A large scale integrated system such as Trapeze's spans numerous stakeholders, and change to system configuration and/or design requires a dedicated forum for review with representation from all departments impacted by the change. Trapeze recommends that Big Blue Bus lead a Change Control work stream (with Trapeze support) to improve visibility and allows the business to better prepare for any change following the planning stage. These changes may be related to software design, configuration, or process. Trapeze also recommends that Big Blue Bus maintain this committee following project completion so that a formal review process is maintained for the entire Trapeze enterprise suite (Scheduling, Operations, EAM, CAD/AVL and Traveler Information).
Work stream lead accountabilities for both Big Blue Bus and Trapeze are defined below. This structure can be revisited with Big Blue Bus during the project planning phase based on the needs of the business.
Work Stream Big Blue Bus Lead Accountability Trapeze Lead Accountability Project Work Stream Lead: Barbara Andres Work Stream Lead: Alison Kelly Management
Manage the project schedule, risks, • Manage the project schedule, risks, issues, and work stream issues, and work stream
dependencies dependencies
• Work with the business leads to Escalate issues as needed obtain milestone sign offs
• Ensure a high degree of customer
Escalate internal issues within the satisfaction
business as needed
Technology Work Stream Lead: Benjamin Steers Work Stream Lead: Robert Frederick and IT
• Ensure that all hardware at Big Blue • Provide technical leadership and Bus locations are successfully guidance to Big Blue Bus resources deployed and tested, correcting any to ensure system readiness for the issues as required V16 upgrade, Business Process
Reviews, training, and testing
• Provide integration data files, verify
imported data, and provide Recommend default configuration & resolutions to technical integration consulting of interfaces, user access, issues system security, and workspace
configuration as required
Complete validation to ensure that
the system has been configured to • Ensure the system has been meet all of the points of integration configured to meet all of the points of to support Big Blue Bus business integration to support Big Blue Bus rules and processes business rules and processes
Maintain interfaces, user access,
security, and workspaces
September 2017 Page 8
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Work Stream Big Blue Bus Lead Accountability Trapeze Lead Accountability Scheduling Work Stream Lead: Timothy McCormick Work Stream Lead: Harry Preston and Planning
• Participate in the Scheduling and • Lead the Scheduling and Planning Planning Business Process Review Business Process Review Assist with reviewing all • Assist with developing all
deliverables as agreed upon in the deliverables as agreed upon in the Implementation Plan Implementation Plan
Operations Work Stream Lead: Rolando Cruz Work Stream Lead: John Brooker • Participate in the Operations Lead the Operations Management Management Business Process Business Process Review
Review
• Assist with developing all
• Assist with reviewing all deliverables as agreed upon in the deliverables as agreed upon in the Implementation Plan
Implementation Plan Manage the
execution of user testing
Change Work Stream Lead: Barbara Andres Work Stream Lead: Alison Kelly Control
• Establish a forum for review and Provide any impact analysis for any controlled system change, ensuring requested system changes, for all appropriate decision-makers are review during a system change present control meeting
TRAPEZE PROJECT TEAM
Trapeze intends to assign the following resources to this project, and it will put forth best efforts to ensure consistency in future project phases. Trapeze may replace resource assignments if necessary, but all. replacement resources will be of similar quality and experience levels as the aforementioned project resources and must be approved by Big Blue Bus before they occur.
Senior Project Manager - Alison Kelly
Alison is a Certified Project Manager (PMP) with over twelve years of experience managing and delivering complex IT projects across various technology providers. In her time with Trapeze, Alison has managed a number of large-scale implementations-including several for Operations Management and Fixed Route Scheduling and Planning products.
Fixed Route Scheduling Subject Matter Expert - Harry Preston Harry is a well-known expert in the area of public transport routing and workforce management solutions.
He has more than 38 years in designing, developing and installing computerized business solutions for public transportation operations and a total of 46 years of experience with computer systems.
In his current role, Harry controls and implements all aspects of new projects, from initial operational and business process reviews through to Software go-live and final client signoff.
September 2017 Page 9
TM
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Fixed Route Scheduling Subject Matter Expert - Andres Cruz Andres Cruz has an extensive operations background and has been a part of transit planning and over the last fourteen years in a variety of roles. Andres has experience in first hand Scheduling, Runcutting, Rostering, and providing training for Trapeze FX and Blockbuster. He also has experience in data analysis and optimization practices from his previous role as an Assistant Manager of Bus Scheduling for Washington Metropolitan Area Transit Authority (WMATA).
Fixed Route Scheduling Delivery Manager - Tyler Dvorak
Tyler has five years of experience in delivery management, transit scheduling and planning, database management, and Geographic Information Systems computer mapping. In his time with Trapeze, Tyler has also gained extensive experience supporting live-project and aftermarket clients, as well as training groups and individuals to use a wide range of Trapeze products within the fixed route scheduling, planning, and analysis department.
As the Delivery Manager for the Fixed Route Scheduling team, Tyler assists with the day-to-day management of all Technical Product Specialists within this area and acts as an escalation point for any critical project issues.
Fixed Route Scheduling Product Manager - Chris Moucha
Chris has 20 years of experience working in public transit, and he has worked at Trapeze for the past 13 years in a variety of roles. Over his tenue with Trapeze, Chris has focused primarily on the implementation and on-going support of Fixed Route Scheduling and Customer Information Software, and in his current role as a Product Manager Chris is responsible for the long term product development strategy of this suite of products.
Operations Management Subject Matter Expert - John Brooker John is an experienced software professional with an extensive background implementing transit operations management systems. Using his vast implementation experience, John is adept at consulting with the client and Trapeze Product Specialists about their work processes to try to identify ways of enhancing productivity.
As the Technical Team Lead at Trapeze, John provides technical oversight for the team of OPS technical product specialists responsible for implementation at client sites and for providing all associated requirements gathering, installation, configuration, acceptance testing user training and support.
Operations Management Subject Matter Expert - Kevin Boodoosingh Kevin has over three years' experience dealing with large IT customer integrations. He has dealt with the onboarding process with clients across North America, where during this process he led design meetings, customized software to meet clients' needs, created detailed standard operating procedures, and provided hands on training and go live/on-going support.
As the Technical Product Specialist for the OPS team, Kevin assists with the execution and support of Operations Management projects.
September 2017 Page 10
TN
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Operations Management Delivery Manager - Simon Gurecki
Simon has five years of experience in delivery for the OPS and ViewPoint products; he has been involved in the deployment of a wide variety of implementations in North America. In his time with Trapeze, Simon has gained extensive experience supporting live-project and aftermarket clients, database development, as well as training groups and individuals to use the OPS and ViewPoint Trapeze products.
As the Delivery Manager for the OPS team, Simon assists with the day-to-day management of all Technical Product Specialists within this area and acts as an escalation point for any critical project issues.
Operations Management Product Director - Kevin Gilfoyle Kevin has over 30 years of experience in the transit industry and 20 years of experience at Trapeze Software with the majority being in product management for Operations Software. As the Product Director for the Trapeze Operations Management software, Kevin is responsible for the long term product development strategy of this suite of products, as well as the team of developers responsible for supporting and growing the product.
Network and IT Subject Matter Expert - Robert Frederick Robert has more than 20 years of professional experience in network and infrastructure management including 11 years of hands-on technical experience deploying a variety of Trapeze complex projects in the transit industry. Rob is experienced in providing cost effective network solutions in a timely manner.
As a Network Engineer, Robert is responsible for implementing complete networking and IT systems to facilitate the installation of Trapeze solutions by providing technical direction for all phases of new and existing deployments.
FX and OPS Industry Solutions Manager - Dave Fulton
Dave has 30 years of experience in building, designing, and implementing Planning, Scheduling and Operations Management solutions for the public transit industry. This experience has afforded him a rich and diverse industry, solutions, and technical background. Dave has served in leadership roles at Trapeze Group for 19 years and has managed many aspects of the Software for Transit business including sales and marketing, customer delivery, customer care, and development.
In his current role as an Industry Solutions Manager, Dave is responsible for ensuring Trapeze's customers are provided with appropriate solutions to fit their individual needs and issues.
September 2017 Page 11
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
PROJECT IMPLEMENTATION OVERVIEW
In order to achieve success for this project, Trapeze will work with Big Blue Bus to manage. the implementation's progress through the following phases:
PROJECT IMPLEMENTATION PHASES
Initiation and Business Process Implementation
Test Upgrade Training
Planning Review Support
Post Go-live Production
Final Acceptance Testing
Support Upgrade
Initiation and • The initiation and planning phase is a collaborative effort between Trapeze Planning and Big Blue Bus that documents the objectives and timelines of the project. • This phase begins upon the Notice to Proceed from Big Blue Bus. • During this phase, Trapeze and Big Blue Bus will work to define the scope and requirements of the project. Out-of-scope customizations or support needs may also be identified.
• At the completion of this phase, any modifications to the scope of the project will be defined and approved, and the master project schedule will be completed
Test Upgrade • During this phase, the upgraded solution will be installed in the Big Blue Bus test environment.
Business • The Business Process Reviews phase is where Trapeze will work Process collaboratively with Big Blue Bus Subject Matter Experts to understand and Reviews document how the Trapeze Software is currently used and how processes can be improved.
These reviews will also focus on understanding Big Blue Bus's specific challenges with fixed route scheduling and operations management, respectively, as they relate to general day-to-day issues and how Trapeze technologies can be leveraged to help solve those challenges.
Implementation Trapeze will work with Big Blue Bus to implement or "re-implement" any Support functions or features of the proposed Software which will help Big Blue Bus to improve their current processes or assist with solving current challenges.
September 2017 Page 12
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Training This phase is where Trapeze technical resources will train Big Blue Bus technical resources on new features in the upgraded Software, as well as provide refresher training on existing features as identified during the • Business Process Review phase.
Testing • During this phase Trapeze will provide support to Big Blue Bus to test the upgraded Software and ensure that all existing and new or re-implemented functions or features are working properly.
Production The production upgrade phase is where Trapeze will provide support to Upgrade assist Big Blue Bus with upgrading their production environment for the FX and OPS solution components.
Post Go-live During this phase, Trapeze will provide support to Big Blue Bus to assist with Support resolving any critical or major defects resulting from the upgraded Software in the production environment.
• Additionally, this time support will be used to ensure that all new or re- implemented functions or features are working properly in the production environment.
Final • Project completion, sign-off and closure as defined in Exhibit 4.
Acceptance
DETAILED PROJECT IMPLEMENTATION SERVICES
Project Initiation and Planning
The first phase of the project implementation will be the project initiation and planning phase, which begins after the formal execution of a contract agreement or work order and a Notice To Proceed (NTP) has been issued. During this phase, the Trapeze project team will organize a project kickoff meeting with Big Blue Bus stakeholders and the Trapeze project team. Key tasks associated with the initiation and planning phase include:
• Conduct project kick-off meeting
• Establish a project schedule
• Establish a meeting schedule
• Establish a project steering committee for Project Governance • Big Blue Bus Members:
• Barbara Andres, Project Manager
• Rolando Cruz, Chief Operations Officer
• Eric O'Connor, Chief Administrative Officer
September 2017 Page 13
Trapeze™ The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
• Tim McCormick, Planning and Performance Manager
• Benjamin Steers, Systems Analyst
• Trapeze Members:
• Alison Kelly, Project Manager
• Erik Lehmann, Director of Technical Delivery
• Leanne Tribe, Director of Professional Services
• Craig Myers, Customer Success Manager
• Review Big Blue Bus project support needs and proposed scope • Identify system and configuration requirements, as well as upgrade, testing, training, and deployment strategies
• Setup project delivery templates (i.e. Issues List, Status Report format, Meeting Minutes, etc.) Implementation Plan
The overall collection of documents and strategies that are gathered as part of the Planning and Business Process Review phases will be presented to Big Blue Bus as the "Implementation Plan." Once complete, this collection of documents will become the 'project charter' or final work plan, and it will be leveraged to manage future project phases as defined based on the results of the Business Process Reviews.
The Implementation Plan will act as the 'yard stick' used to determine project progress, identify variances and ultimately coordinate the efforts of all individuals working on this project.
The Implementation Plan will include (but not be limited to) the following project artifacts:
• Project team details (including Governance and Work Stream leads) • Product configuration proposed changes
• Project schedule (MS Project Document)
• Business Process Review Findings and Recommendations documents • Action Items List
• Training Plans
• User Acceptance Testing Plans
• Final acceptance requirements
• Risk Register
• System Upgrade and Deployment Plan
September 2017 Page 14
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Test Environment Upgrade
In parallel with the Project Initiation and Planning phase, Trapeze will work with Big Blue Bus to upgrade their current backoffice Software from Trapeze Version 13 to Version 16 within a test environment. This support will be provided by Trapeze Customer Care through Big Blue Bus's existing maintenance agreement, where the long-term goal of this environment will be to transition it to the future Trapeze production environment.
In order to prepare for this upgrade, Trapeze will require a copy of Big Blue Bus's current production data prior to upgrading-as this data will be used by Trapeze to test specific Software requirements and reports to ensure functionality prior to delivery. Trapeze staff will also require remote access to perform the installation/upgrade of the FX and OPS suite of products and perform basic site acceptance testing to ensure the upgraded Software is working as expected.
Once the test environment upgrade has been completed, Trapeze and Big Blue Bus will schedule and utilize this environment with V16 Software and Big Blue Bus data to perform the Business Process Reviews.
Business Process Reviews
Overview
Trapeze will work with both the Fixed Route Scheduling and Operations Management departments to perform on-site reviews of current practices and procedures, Trapeze Software usage and adoption, and general challenges as part of the Business Process Reviews (BPRs).
The primary goal of the BPRs is to observe, inquire and document the current processes used within Big Blue Bus to complete daily scheduling and operations activities. The Trapeze team will both 'shadow' the specific processes by taking notes and requesting samples of various forms and reports used in the process as well as interviewing Big Blue Bus Subject Matter Experts and End Users. Note that the BPRs will be focused on high-level current process and how to augment that with best practices/changes to process in order to drive better adoption and efficiency through greater use of Trapeze Software.
In advance of these meetings, Big Blue Bus will be asked to collect relevant information and/or respond to surveys. It is expected that during the on-site BPRs Big Blue Bus will provide documentation on business processes and highlight critical processes related to the operation of the Trapeze Software.
These reviews will also evaluate Big Blue Bus's current approaches to and challenges with scheduling and operations management with a secondary goal of identifying changes or concepts that Big Blue Bus can implement to better utilize Trapeze's Software solutions in order to gain efficiencies in product usage, minimize operating costs, and solve daily or long-term challenges.
Some of the key outcomes resulting from the completion of the BPRs:
Trapeze to advise Big Blue Bus on changes in the Fixed Route Scheduling and Operations Management Software to maximize system usage and efficiencies.
September 2017 Page 15
Trapeze" The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Identification and documentation of key recommended changes (both technical and operational), strategies, and business processes. This may include but is not limited to:
• Processes that could be automated or improved using Trapeze Software • Training
• Best practices
• Development of interfaces or reports
Prioritization of Trapeze recommendations based on the criticality, benefit, and impact to Big Blue Bus's transit operations.
These recommendations and their associated business process changes and/or action plans will include a recommended priority (i.e. high, medium, and low) based on complexity and/or deviation from current processes.
If there are current business processes that will require significant change to Trapeze Software functions (i.e. utilizing a new Software module), Trapeze will identify these explicitly and recommend them for future implementation to limit the amount of change being introduced with the V16 System Upgrade.
• Dialogue, discussion, and agreement on actions and recommendations to be implemented in future project engagements if they are outside the scope of this proposal.
Business Process Review Approach
In order to make the most effective use of on-site time for the Business Process Reviews, Trapeze will perform these reviews in two work streams where one will focus on Fixed Route Scheduling and the other will focus on Operations Management. Prior to the on-site BPRs, Trapeze will send questions to Big Blue Bus staff which will require feedback that will be used to help shape the agenda of each respective BPR trip (i.e. questions on current business processes, key pain points for end users or management, etc.).
In addition to the feedback provided, Trapeze will ensure the following topics are discussed in each Business Process Review as applicable:
• Software setup, configuration, and security permissions • Employee information
• OPS Bulletins
• OPS weekly rosters
• OPS extra work
• Employee list/activity screens
Once the BPR agendas are finalized, the Trapeze team-consisting of a Product Director and Subject Matter Expert for each respective product area-will travel on-site to perform the Business Process September 2017 Page 16
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Reviews. For maximum impact, the Business Process Reviews will be scheduled at least two weeks in advance of each event and will consider availability of all relevant Big Blue Bus leads and power-users as outlined in Exhibit 3. These reviews will consist of the following high-level tasks and durations:
Fixed Route Scheduling and Planning
• One-half (0.5) day to review the agenda and discuss general processes, questions, and pain points with Big Blue Bus staff.
• One and one-half (1.5) days to observe end users to understand their daily processes related to Fixed Route Scheduling and Planning.
• One-half (0.5) day to review the findings and initial recommendations based Trapeze's observations with Big Blue Bus leadership, as well as gain feedback and a sense of priority around these findings and recommendations.
Operations Management
• One (1) day to review the agenda and discuss general processes, questions, and pain points with Big Blue Bus staff.
• Three (3) days to observe end users to understand their daily processes related to Operations Management. This BPR will focus primarily on dispatching as it has the most impact on day-to- day operations, although processes related to all aspects of Operations Management will discussed and reviewed at a high level as time allows.
• One (1) day to review the findings and initial recommendations based Trapeze's observations with Big Blue Bus leadership, as well as gain feedback and a sense of priority around these findings and recommendations.
Following the on-site Business Process Review meetings, Trapeze will take the information as gathered and discussed while on-site and complete a "Findings and Recommendations" document to capture the key outcomes as noted above.
Business Process Review Document - Feedback and Next Steps After the initial draft of the "Findings and Recommendations" document is completed for each respective area, Trapeze will provide these reports to Big Blue Bus to review. It is expected that Big Blue Bus will review within five (5) business days of receipt of the documents, after which Trapeze will reconvene with Big Blue Bus to discuss the findings and recommendations via remote WebEx meetings.
Following the completion of the remote reviews, Trapeze will revise the documents based on feedback from Big Blue Bus and provide a final version of the documents to Big Blue Bus.
Implementation Support
Once the Business Process Review is complete and the Finding and Recommendations documents have been finalized, Trapeze will work with Big Blue Bus to implement the following changes in the Test September 2017 Page 17
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Environment (where process or Software changes are required). Note that these identified support services are based on a combination of Big Blue Bus's requested support actions and Trapeze's best practice recommendations, and it is expected that all services will be provided remotely.
Lost Time and Mileage
Trapeze will provide up to four (4) days of support to assist Big Blue Bus with developing a new business process flow for tracking lost time and mileage for NTD, as well as how to report on this information.
OPS Extraboard
Trapeze will provide up to two (2) days of services to assist with reconfiguring the use of the OPS Extraboard to optimize its usage and benefit for Big Blue Bus. This support assumes that these employees are already set up and being paid appropriately in OPS.
Transit/aster Integration
Trapeze will provide up to three (3) days of support to assist Big Blue Bus with defining and documenting new business processes in V16 of FX and OPS to enhance integration to the TransitMaster system.
Additionally, Trapeze will provide two (2) days of support to assist with setting up the data or Software required to take advantage of this integration. For the purposes of this scope of work, this integration will include:
• Adding ancillary data in Trapeze FX to improve the schedule TM schedule import process through the automation of current manual tasks.
• OPS driver and vehicle assignments and synchronization. • Automation of incidents (TM data flowing into OPS).
• Other integration as discussed and mutually agreed upon during the BPR phase.
Note that the recommendations and support will be provided with the maximum integration capabilities of Trapeze V16 of all products in mind. However, not all of these support items will be able to be utilized until Big Blue Bus upgrades their TransitMaster system to V16 as well.
Runcut Support
Trapeze will provide up to three (3) days of off-site support to work with Big Blue Bus on a new runcut that will focus on minimizing the number of drivers required to operate their current fixed route service. This was indicated as a major challenge by Big Blue Bus staff, as the organization is not able to currently hire enough drivers to staff their service and as a result are having to cancel significant service on a daily basis.
The goal of this support will be to generate a new runcut that utilizes runtypes and parameters focused on minimizing the number of drivers at the lowest possible cost so that Big Blue Bus can make informed decisions about the tradeoffs between staffing current service and canceling or cutting service to meet current driver capacity.
September 2017 Page 18
Trapeze™
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Future Support Items
It is possible following the Business Process Review that additional recommendations may be made that fall outside the aforementioned implementation support items. These items will be considered to be outside the scope of this proposal, where Big Blue Bus can choose to implement any additional recommendations in future project engagements.
Training
Trapeze will provide training to Big Blue Bus Fixed Route Scheduling and Operations Management staff in Version 16 new features, new functionality as it relates to work performed in the Implementation Support phase, and on any features identified as knowledge gaps during the BPRs. This will ensure that Big Blue Bus users are able to take full advantage of Trapeze Software and that the users are appropriately equipped to optimize transit schedules and management of transit operations.
For the purposes of this project implementation, Trapeze has included up to three (3) days of on-site services to perform Fixed Route Scheduling and runcutting training and up to five (5) days of on-site services to perform Operations Management training.
Testing
In order to ensure the V16 upgrade is completed successfully and that no errors or omissions in Software functionality exist as a result of the System Upgrade or the implementation support actions, Trapeze has included services to provide dedicated testing support to Big Blue Bus Subject Matter Experts and end users.
This support will be provided during the User Acceptance Testing (UAT) phase, where UAT will be used to identify and resolve data related errors if identified, as well as ensure all Software and reports function as expected in the new Software release. This phase is critical to the project, as it involves Big Blue Bus utilizing the system in the test environment to ensure the Software responds accurately to users' input and to ensure that the features and functions of the Software-including newly implemented ones-are operating as designed.
Trapeze has included support for two (2) iterations of AT for this project. For the first iteration, Technical Product Specialists will be on-site for the following:
• Trapeze FX/BlockBuster: Up to two-and-a-half (2.5) days of on-site UAT support • Trapeze OPS: Up to three (3) days of on-site UAT support For the second iteration of UAT support, Trapeze Technical Product Specialists will be available remotely for the following:
• Trapeze FX/BlockBuster: Up to two (2) days of off-site UAT support • Trapeze OPS: Up to three (3) days of off-site UAT support September 2017 Page 19
Trapeze
The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Trapeze believes that this support will provide ample time to assist Big Blue Bus with completing the User Acceptance Testing phase.
To specifically address Big Blue Bus concerns around differences in timekeeping and payroll testing, Trapeze will perform an OPS pay period comparison for timekeeping data as part of User Acceptance Testing. For obtaining comparison data, this will occur following the database backup restoration of the production environment to the new test server and prior to upgrading the database and environment to V16.
This test will include calculating timekeeping for two previously processed pay periods in the existing V13 database and environment (one with a holiday and one without) to ensure that any manual transactions will not be captured in the comparison of the payroll data to allow a "like-for-like" comparison. That data will then be exported to use for comparison purposes, and following this process Trapeze will update the database and environment to V16.
After completing this upgrade in test, Trapeze will recalculate timekeeping for the same pay periods and compare the results to verify that there are no discrepancies between the V13 and V16 timekeeping output results. If discrepancies exist, they will be logged as critical issues and must be resolved prior to the V16 production upgrade.
User Acceptance Testing: Issue Tracking
Trapeze will track all issues in a project issues log. When issues are reported, the Big Blue Bus Project Manager will enter the item into the issue log based on the priority as determined by Big Blue Bus and Trapeze. As issues are resolved, they are "closed" in the log. Under the standard Trapeze methodology, all Critical and Major issues must be resolved and closed before proceeding to the final project stage (Production Upgrade).
Issue severity is based on the impact that an identified issue has on your business and operations, where the Big Blue Bus Project Manager will work with the Trapeze Project Manager to set priority levels on all tasks. Trapeze uses the following definitions:
1. Critical - system cannot function or site is down (e.g. results in the failure of fundamental business process or in the shutdown of the system being tested)
2. Major - system is still functioning but is causing major inconveniences
3. Minor - system is still functioning but is causing minor or short term inconveniences Big Blue Bus will have five (5) days to complete each iteration of User Acceptance Testing. At the completion of each UAT iteration, Big Blue Bus is responsible for providing Trapeze with a complete list of issues and based on priority issues the issues will be addressed accordingly.
The UAT phase is considered completed when all Critical and Major issues are resolved. Once this is completed and all requirements as indicated in the contract have been fulfilled, the system will be considered "production-ready."
September 2017 Page 20
TM
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
Production Upgrade
Upon completion of UAT, Trapeze will upgrade Big Blue Bus's production environment for the Software solution components included in the scope of this proposal. To do this, Trapeze staff will require remote access to the production and test network, database, and file servers to complete the production upgrade for the solution components identified in this proposal.
To complete the upgrade, Big Blue Bus staff will take a full backup of the Production environment. Trapeze will then install the tested Software on the production file servers on a scheduled evening/night. Big Blue Bus staff will then be required to update users' workstations to complete the upgrade. As a final check, Trapeze and Big Blue Bus Staff will commence with functional testing to ensure the upgraded products are ready for end users, and in the event any critical issues are encountered the Software and database will be rolled back to the current version of Trapeze.
Trapeze will provide a combination of on-site and off-site Software post go-live upgrade support for this project to ensure that the Trapeze Backoffice Software upgrade goes smoothly and that any critical or major issues that arise from the system upgrade or any of the items as executed in this the course of this project are quickly resolved.
This support includes:
• Trapeze FX/BlockBuster: Up to one (1) day of off-site post go-live support • Trapeze OPS: Up to three (3) days of on-site go-live support The on-site upgrade support will be planned and scheduled between the Big Blue Bus and Trapeze Project Managers, where the on-site Trapeze OPS resource will also act as a "point person" for any FX issues that require an on-site presence.
As the solution components identified within this proposal are currently on maintenance or in project, they are eligible for an upgrade to the latest version of Trapeze Software as noted in Big Blue Bus's current maintenance agreement.
Project Closure
Project closure will occur after reaching Final Acceptance as defined in Exhibit 4. It is anticipated that this will occur at the conclusion of Week 22 of the project schedule, pending no schedule slippage.
September 2017 Page 21
TM
Trapeze The City of Santa Monica Big Blue Bus (Santa Monica, CA).
Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
ROLES AND RESPONSIBILITIES
BIG BLUE BUs RESOURCES
The table below represents Trapeze's suggested resource allocation for a successful implementation that adheres to the timelines in this Statement of Work.
Resource Resource Allocation Responsibilities
Executive Project 10% of their time during the Act as an escalation point for Project Manager Sponsor and Other full duration of the project
Assist in communicating benefits of the system to
Business Leaders
the organization
Project Manager 50% of their time during the Coordinate all resources from Big Blue Bus full duration of the project Coordination of conference calls and meetings, as •
required, for the Business Process Reviews and
upgrade
Coordinate training facility preparation
Subject Matter 25% of their time during the Participation in the Business Process Reviews and Experts / End Users full duration of the project provide timely feedback to questionnaires 100% of their time during Respond to any questions from Trapeze, when Trapeze on-site activities additional information is required System 25% of their time during the Configure and maintain environments Administrators full duration of the project
Assist in solution upgrade as required
PRICING AND SCOPE AssUMPTIONS
The key assumptions Trapeze has employed while determining the level of effort involved with this implementation are as follows.
• Big Blue Bus will be upgrading from Version 13 to Version 16 of Trapeze Software for the solution components as outlined in this proposal.
• This upgrade and its associated services will be provided free of charge through the Trapeze Customer Care department provided all products continue to remain on Trapeze maintenance. • All issues identified following the system upgrade of the production environment will be logged through Customer Care and actioned by that team.
• Customer Care will engage with project team as appropriate for any issues resulting from the implementation support provided within this scope of work to quickly resolve those issues. • Additionally, to aid in expedient issue resolution, Trapeze will provide an on-site post go-live resource to address identified issues and resolve them, if possible, while on-site (see the Product Upgrade section).
• All services identified in this proposal will leverage Big Blue Bus's existing environments, databases, and hardware/servers.
September 2017 Page 22
Trapeze" The City of Santa Monica Big Blue Bus (Santa Monica, CA) Here for the journey Fixed Route Scheduling and Operations Management System Upgrade and Reimplementation
It is the responsibility of Big Blue Bus to ensure that these environments support Trapeze V16 Software.
• All days quoted are up to eight (8) hours in length and are for one (1) Trapeze resource. • A minimum of two weeks' notice will be provided by Big Blue Bus to Trapeze in advance of any on-site trip being scheduled. Big Blue Bus may be subject to additional expense charges if two weeks' notice is not provided.
• A test environment will be available so that end users can demonstrate processes that cannot be performed in the production environment.
Big Blue Bus and Trapeze staff will both provide timely, accurate, and complete feedback and/or actions in the timelines agreed to.
All Software will be delivered "off-the-shelf" and include any current customizations that Big Blue Bus has in their current production version of Trapeze Software (V13). • If any development items are identified that require additional customization of the Software, they will be considered outside the scope of this project. • All final deliverables and/or requirements will be mutually agreed upon between Trapeze and Big Blue Bus and documented through the Implementation Plan.
• Trapeze will utilize project Governance with a work stream approach to track progress against all tasks required for this implementation.
• A mobilization period of up to forty-five (45) days will immediately follow Big Blue Bus's confirmation that contracting is imminent to allow Trapeze to align and prepare the resources proposed for this implementation.
• Note that resources will be held to allow the project to progress based on the anticipated timelines, but if contract execution is delayed then additional time may be required to align resources.
September 2017 Page 23
bigbluebus
Exhibit 2
ANTICIPATED PAYMENT SCHEDULE AND MiLESTONEs
Below are the payment milestones and anticipated schedule to be followed throughout the implementation, where all percentages refer to the total cost of services and expenses.
Milestone Project Description % of Cumulative
Week Total % of Total
Milestone 1 1 Project Kickoff Meeting 5%
2 V16 test upgrade 5%
Milestone 2 6 Delivery of first draft of the Fixed Route Scheduling 5% Business Process Review Findings and
Recommendations Document
Milestone 3 6 Delivery of first draft of the Operations Management 7.5% Business Process Review Findings and
Recommendations Document
Milestone 4 10 Acceptance of the Fixed Route Scheduling Business 7.5% Process Review Findings and Recommendations
Document
Milestone 5 10 Acceptance of the Operations Management Business 10% Process Review Findings and Recommendations
Document 35%
•
Milestone 6 16 Completion of TM integration Support 5%
Milestone 7 16 Completion of OPS Extraboard Support 5%
Milestone 8 16 Completion of Lost Time and Mileage Support 10% Milestone 9 16 Completion of Runcut Support 10% 65%
August 2017 Commercial Confidential - Not to be Disclosed Page 24 big blue bus
Milestone Project Description % of Cumulative
Week Total % of Total
Milestone 10 17 Completion of Fixed Route Scheduling Training 5% Milestone 11 17 Completion of Operations Management Training 10% 80% Milestone 12 18 Completion of first round of User Acceptance Testing (on-site support provided) 5%
19 Trapeze UAT Issue Resolution.
Milestone 13 20 Completion of second round of User Acceptance 5% Testing (off-site support provided).
21 V16 Production Upgrade and on-site post go-live
support
Milestone 14 22 Project Closure (see Exhibit 4) 10% 100% Contingency 23-28 Timeline Contingency
August 2017 Commercial Confidential - Not to be Disclosed Page 25 bigbluebus
Exhibit 3:
•KEY BBB INDIVIDUALS / COMPONENTS AFFECTED
Business Function BBB Lead / Components Significant Subcomponents Power Users1
Planning Tim McCormick
Richard Newton FX
BlockBuster Reports:
• Run Guides
• Operator Paddles
• Bus Equipment Reports
Community Dexter Galvez FX • Data merge between Trapeze Engagement and Transitmaster - geocoding,
stop patterns, patterns, and route
traces
GTFS • Open data for customer use,
e.g., trip planning
Operations Rolando Cruz
Bijan Javanshir OPS Dispatching
Sylvia Gurrola Extraboard
Workforce Management
Extra Work
Jabryan Donald Bidding
Yard Management
Taryn Moore Employee Information
Maureen Curran Bulletins
Timothy Piper NTD / Lost Time and Mileage
MCO supervisors as OPS Sign-In Terminal
assigned OPS-IVR
OPS-Web
Safety and Training Liseth Guizar
OPS VTT Scheduling
Safety Awards
1 Trapeze onsite activities, e.g. BPR reviews, training, user acceptance support, etc., must be scheduled when Leads and Power Users are available. This list does not constitute all BBB power users.
August 2017 Commercial Confidential - Not to be Disclosed Page 26 bigbluebus
Business Function BBB Lead / Components Significant Subcomponents Power Users1
Timekeeping & Payroll Mabel Borja
Joanne Lee OPS Timekeeping:
• Calculate Timekeeping
Extra pay Verification
Timekeeping
• Show timekeeping
Weekly Timekeeping Summary
Employee:
• Daily Employee Accrual and
Status Import (Automatic import
with stored procedure so that
status data is never missed?)
Employee Profile
• Absences
• Accruals
Alerts
FMLA
Status
Dispatch:
• Daily Activity
• Extra Work
Bidding:
• Bid Configuration
• Bockbuster/OPS import
validation process
Work Planner
Reporting:
• Labor Allocation
Cost Allocation
Line Costing
August 2017 Commercial Confidential - Not to be Disclosed Page 27 bigbluebus
Exhibit 4:
FINAL AccePTANcE
Final acceptance will occur when all deliverables stated in "Exhibit 1 - Statement of Work" are provided and the Trapeze System Upgrade is completed within Big Blue Bus's production environment. Additionally, the following criteria must be met to achieve final acceptance:
1. All Critical or Major issues logged during the project prior to the system upgrade that are directly related to the scope of this project shall be resolved and closed before final acceptance (issue closure requires mutual agreement from Trapeze and Big Blue Bus). a. Any issues that are deemed to be minor in nature will be transitioned to Trapeze Customer Care, where they will be addressed with assistance from the project team as necessary.
Resolution of these issues will not prevent final acceptance.
2. Critical or Major issues with timekeeping and payroll modules that occur as a direct result of the System Upgrade must resolved in order to achieve final acceptance. a. Note that differences in pay as a result of manual adjustments or user error will not prevent final acceptance.
August 2017 Commercial Confidential - Not to be Disclosed Page 28