HomeMy WebLinkAboutFIN-09-040 - Project Update for the the Corporate Financial & Infrastructure Mgt System1
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Financial Services
Report To: Councillor Berry Vrbanovic, Chair, and Members of the Finance and
Corporate Services Committee
Date of Meeting: March 30, 2009
Submitted By: Dan Chapman, General Manager of Financial Services
Prepared By: Moez Mehdi, Project Director, Delta Project
Ward(s) Involved: All
Date of Report: March 23, 2009
Report No.: FIN-09-040
Subject: Project Update for the Corporate Financial and Infrastructure
Management System (Delta Project)
RECOMMENDATION:
For information
BACKGROUND:
On December 10, 2007, the Delta Project officially kicked-off contractually supported by IDS
Scheer Canada, SAP Canada Inc., ESRI Canada Inc. and Loki Innovations (RIVA). Council
directed Staff to provide a project status report on a quarterly basis to ensure that the City was
sufficiently satisfied with the systems being proposed to be implemented. As the project has
now been formally closed, this report represents the final such status report to Council.
REPORT:
In accordance with the approved scope of the project, the City implemented the systems which
went live (SAP and Cityworks) on December 1, 2008, a month ahead of schedule. The project
has successfully concluded post go-live support for the systems implemented, and the project
was formally closed on February 18, 2009. A program has been launched for 2009/2010 to
execute a number of projects related to the systems implementation as identified in the
business case, including asset management and a mobile technology pilot for Cityworks.
The Delta Project was completed with the support of 63 part-time and full-time resources in 13
months. The project plan developed to execute, monitor, control and close the project had 4,319
tasks which various teams performed, delivering a solution for more than 450 users. In addition
to the project plan tasks, there were a total of 711 action items taken and 493 test cases were
executed successfully.
On a Risk Management perspective, a very pragmatic approach led by the Project Sponsor and
Project Director was taken to mitigate risks, the absence of which could have possibly impeded
the progress made on the project. KPMG, as external risk auditor, assessed 116 risks in
November 2007, which by the end of May 2008 were reduced to 52. As of March 2009 we have
20 residual risks which will be mitigated by launching new projects, with a major focus on Asset
Management.
The significant progress made by the team would not be possible without a standard Project
Management Approach which guided the project throughout its challenges in scope, cost, time,
procurement, quality, risk, communication and change management. Special programs were
developed and delivered in quick succession to support the massive change which the
organization would experience due to the implementation of the Corporate Financial and
Infrastructure Management Systems.
In addition to being a month ahead of schedule, from a cost management viewpoint, the project
was strictly controlled and remains within the allocated budget with contingencies in tact for
nominal unforeseen expenses and anticipated costs in 2009/2010.
In summary, the project budget as on February 28, 2009 is as follows:
Project Budget (2007-2009)
Actual Spend as of February 28, 2009 $ 5,933,307
Budget Remaining for Cityworks Upgrade, Mobile Technology,' $ 1,382,463
Asset Accounting, Salaries, General & Admin., etc.
Total Budget
$ 7,315,770
The remaining budget will be utilized to support the following initiatives in 2009/2010:
1. Implementing PSAB 3150/Asset Management and delivering compliant Financial
Statements for fiscal 2009;
2. Reviewing and possibly implementing Mobile Technology in 2009/2010 to further
enhance our ability to perform Infrastructure Work Order Management work using mobile
computing; and
3. Reviewing business requirements and possibly implementing a newer version of
Cityworks to support Mobile Technology implementation and enhance system usage and
functionality.
CONCLUSION:
The Delta Project has made history as one of the largest and most successful cross functional
endeavors the City of Kitchener has undertaken and is receiving recognition for this success
from organizational leaders and professionals outside the City who have experience with
complex system implementations. The systems implemented, and the skill sets developed by
City staff, position the City well to use leading technology to streamline and improve business
processes, ultimately improving the level of service provided by the organization.
FINANCIAL IMPLICATIONS:
None
Respectfully submitted on behalf of the Delta Project Joint Steering Committee,
Dan Chapman, CA Moez Mehdi, MBA, PMP
General Manager, Financial Services Project Director, Delta Project