HomeMy WebLinkAbout05-06-2014 C9 RFP for Project Management SoftwareCity of San Luis Obispo, Council Agenda Report, Meeting Date, Item Number
FROM: Daryl R. Grigsby, Public Works Director
Prepared By: Matt Horn, Supervising Civil Engineer
SUBJECT: PROJECT MANAGEMENT SOFTWARE REPLACEMENT,
SPECIFICATION NO. 91296
RECOMMENDATION
1. Approve the Request for Proposals (RFP) for Project Management Software Replacement,
Specification No. 91296.
2. Authorize the City Manager to execute an agreement with the selected vendor.
3. Authorize the Finance Director to execute and amend the Purchase Orders for the annual
software licensing cost in an amount not-to-exceed the authorized licensing budget.
DISCUSSION
Background
The City historically used Visual FoxPro software for a wide-range of mission-critical
applications throughout the organization, including land use and permitting, project
management, payroll timecards and work orders. Microsoft discontinued the development of
Visual FoxPro, leaving the City without critical support. As part of the 2009-11 Financial Plan,
the need to migrate from the FoxPro applications to commercially supported software was
identified and budgeted. The City has completed the migration for payroll timecards, asset
management and work orders, and nearly completed the migration of the permitting application.
Project management software replacement is the next step in the migration away from Visual
FoxPro.
Project management software can vary from simple scheduling software used to development
timeframe and resource requirements for one project to software systems capable of handling a
portfolio of projects, including scheduling, document management, and reporting. Project
management software is a tool to facilitate planning and communication, and good planning and
communication are necessary building blocks for good projects and for knowledgeable decision
makers and stakeholders. Some software system’s document management provides version
control and email archiving. These features would provide additional benefit to the City,
allowing the City to respond to Public Records Request and litigation more rapidly. New
software would be an improvement to the City’s existing project management software system
and help facilitate delivery of the City’s Capital Improvement Plan and information sharing.
Request for Proposals
A RFP has been developed requesting vendors to provide proposals for project management
software that has a minimum capability to provide a centralized repository of project information
that:
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1. Provides a dashboard overview of a portfolio of projects for Council, citizens, staff, and
contracting community – in this case, the portfolio being primarily the City’s Capital
Improvement Plan
2. Tracks time spent working on a project
3. Provides a single reporting tool for all Capital Improvement Project work
4. Provides project phase scheduling in Gantt or spreadsheet type format
5. Provides reporting
Additional software features that would be of value if within available project funding include:
1. Integration with other City software systems
2. Document management and version control
3. Integration with Microsoft Project software
4. Workflow engine
5. Mobile device compatible
Project management is currently handled through a variety of mechanisms and software
throughout the City organization. The goal of this software replacement work is to select a
software package that provides up to date information to the Council and other interested parties
on the Capital Improvement Plan work in a one-stop-shop, while also providing the tools
necessary to manage Capital Improvement Plan work.
A project team has formed to provide input for the RFP, to review and rate vendor software, and
provide an award recommendation. The team includes representatives with knowledge of City
Departments including City Administration, Community Development, City Attorney’s Office,
Finance and Information Technology, Utilities, and Public Works. The team provides a broad
perspective of City functions and needs, and all team members have knowledge of the City’s
Capital Improvement Plan project process in their areas of expertise. Additionally, the project
team has been involved with other software migration work and has knowledge of successes and
challenges.
Next Steps
Upon Council approval, staff will advertise the RFP with the anticipated milestone completion
dates as follows:
Task Name Completion Date
Proposal Due from Vendors June 2014
Evaluate and Select Vendor August 2014
Begin Software Implementation Work October 2014
Depending on the selected software, implementation work timeframe could vary. Typically
software systems that integrate with existing City software system require more effort, time, and
cost. Staff anticipates the need to strike a balance between software features, software
implementation requirements and timeframe, and software cost.
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CONCURRENCES
The City’s IT Steering Committee reviewed this software replacement need on May 8, 2012 and
concurs with this work. The IT Division is also part of the software selection and
implementation team.
The City’s Capital Improvement Plan Committee reviewed and recommended this project for
funding in the 2013-15 Financial Plan.
FISCAL IMPACT
This project is identified in the 2013-15 Capital Improvement Plan pages 3-441 through 3-444
(see attachment) and funded with $175,000 in the 2014-15 fiscal year for purchase and
implementation, including any necessary equipment and storage space, and $27,000 annually
thereafter for software licensing cost.
ATTACHMENT
2013-15 CIP Project Description
AVAILABLE FOR REVIEW IN THE COUNCIL OFFICE
Request for Proposals
t:\council agenda reports\2014\2014-05-06\rfp for project mgmt software (grigsby-horn)\report - pm software.docx
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Project Description
Converting the Capital Improvement Plan Project Management FoxPro Application will cost $175,000 in 2014-15 and $27,000 annually for licensing.
Maintenance/Replacement New project Fleet Replacement New Fleet Request
Council Goal / Measure Y Priority - List:
Need and Urgency
The City has used Visual FoxPro as the user interface software for a wide-range of mission-critical applications throughout the organization, including land use
inventory, project management, payroll timecards and work orders. Microsoft has stated that Visual FoxPro will not be part of the Microsoft NET framework and
there will not be any further versions released. As part of the 2009-11 Financial Plan, the need to migrate from the FoxPro applications to commercially supported
software was identified and originally budgeted for. The purpose of this conversion was two-fold, 1) move the City away from software with limited support, and
2) consolidate data, access and maintenance. The City has completed the migration for timecards, nearly completed the migration of its major land and permitting
applications, and asset management.
Replacement of the Capital Improvement Plan (CIP) project management software was included in the original Request for Proposals for the FoxPro conversion;
however, the companies selected for both conversions do not have this type of management software. The CIP staff began looking for a program that could replace
the functionality of the existing system in consultation with IT staff, to complete this final phase of the FoxPro conversion. CIP and IT staff have reviewed five
programs to date. Four of the programs were highly complex scheduling programs. One program was specifically targeted to municipal applications where
accountability, simple tracking mechanisms, integration with the finance system, as well as detailed scheduling and reporting are available. This program appeared
to meet the needs of the City’s CIP program and staff requested a draft proposal to understand cost implications for purposes of budgeting.
The existing project management FoxPro application is failing. Users receive errors daily and the program no longer tracks financial information. A limited
number of Microsoft Project software licenses have been loaned to the CIP engineering staff from another division. The lack of availability of a centralized
software application, and the complexity of it, results in project tracking occurring in different ways in different areas of the organization. There is now no single
location where all CIP project activity is tracked. Microsoft Project is not a user friendly application, and does not function well for multiple users, particularly
those whose only interest is inquiry. It is geared to small team access and updating. Accidental change of data is a risk with any user directly in the system. All the
reporting is generated by the supervisor and translated into an Adobe file for dissemination. The current reporting is not comprehensive to the whole CIP, but only
encompasses those projects using Microsoft Project.
The program previewed by Public Works and IT staff was written for municipal applications and understands municipal project flow, from the first application
made for funding, to close out. It can report and track information that is important to the agency. Every user can develop a different set of information to see, to
meet their individual needs, and yet all data is readily available. It also has a web connection feature, which if purchased, will allow direct access to project
information to the public. This information is currently generated manually in GIS and posted to the City’s website. Project statistics, including estimates, bid, and
3-441
ATTACHMENT 1
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
final costs, numbers of change orders, and hours associated with a project can all be tracked, as was occurring in the FoxPro application. That work is now being
done in Excel by staff. Project budgets, status, timelines, staff, and consultant costs are all tracked within the proposed program. This information provides staff
the ability to plan for proper construction inspection coverage, monitor budgets, determine capacity for new work, and provide project status information to the
Council and senior management with a minimum of staff time. Engineering staff anticipates the consolidation of information, including access to budgetary
information, will reduce staff time currently dedicated to reporting.
Staff estimates the current activity to manipulate and furnish data to others, above and beyond data input, is three days a month, split between senior and technician
staff, at a staffing cost of $19,000. Lost productivity of engineering staff also results in increased consultant services which can be costly. Staff in the City needing
information beyond what is available through the bi-monthly printouts, or is being managed in a separate program by project managers outside of Engineering,
must contact project managers directly to get information, rather than having information available to them through a centralized system.
Readiness to Build
Study complete or n/a
Equipment purchased or n/a
Property owned or property agreement in place n/a
Environmental approval and permits complete or n/a
Specifications or construction documents complete n/a
IT Steering Committee review n/a
Environmental Review and Permits Required
Environmental Review n/a
Building Permit n/a
Waterway Permits (Fish & Game, Water Quality, Army Corps) n/a
Railroad n/a
Other: (Enter the title and agency of any other needed permits) n/a
Operating Program Number and Title:
25300 Information Technology
Project Phasing and Funding Sources
Continuing, ongoing or master account project - Specification No.
3-442
ATTACHMENT 1
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Initial Project Costs by Phase
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software $5,000 $5,000
Equipment Acquisition $170,000 $170,000
Total $0 $0$175,000 $0 $0 $0$175,000
Budget to Date 2013-142014-152015-162016-172017-18 Total
Software as Service $27,000$27,000$27,000$81,000
Total $0 $0 $0$27,000$27,000$27,000$81,000
Ongoing Costs by Type
*Cost identified as General Fund expense. On-going General Fund cost will vary based on the Engineering Program Cost Allocation of services.
Included in this funding request is funding for additional server storage and a new SQL server license to implement this software package.
The FoxPro application conversions have already begun and funds have been committed to the first two conversions for land management and asset management,
leaving no remaining funds for this conversion.
Anticipated Facility Life Span: unknown
Budget to Date 2013-142014-152015-162016-172017-18 Total
General Fund $175,000$27,000$27,000$27,000$256,000
Total $0 $0$175,000$27,000$27,000$27,000$256,000
Project Funding by Source
Reduced / Enhanced Project Alternatives
Alternate project is feasible or advantageous – Cost of alternative project: Based on the number of staff that needs access to the program and the program
core features, the minimum software package was selected.
Project can be phased – Number of years for phasing: This is part of the larger FoxPro application conversion, and so is already presented as a phased
project. Implementation of the project from time of purchase to working software package is estimated to be 6 to 9 months. All funding would therefore be
required within the fiscal year to complete this work.
3-443
ATTACHMENT 1
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CAPITAL IMPROVEMENT PLAN – GENERAL GOVERNMENT
CAPITAL IMPROVEMENT PLAN PROJECT MANAGEMENT SOFTWARE CONVERSION
Project Team
Assignment Program Estimated Hours
Project Integration & Support Information Technology 750
Project Management CIP Engineering 750
Project will require Information Technology support as well as CIP Engineering support for successful implementation. IT assistance is required for insertion of
this software in the network as well as access for consultant data migration. Engineering support is required for overall project management as well as working
with the consultant to ensure the City’s needs are being addressed.
IT and Engineering will be impacted during this software migration. Once complete the quality of information available and overall process workflow efficiency
will be increased. Reporting time will be reduced.
On-going software service costs will be required for software support and maintenance. No direct cost savings are achieved with this approval. Operational
enhancements and greater level of transparency will be available once implemented to offset annual costs.
3-444
ATTACHMENT 1
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