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management, etc., should be investigated to determine the best manner by which to integrate <br /> with the planned Cityworks system. <br /> • Data—Existing data sets (spatial and tabular) and reports maintained for the purpose of <br /> supporting the daily operation and maintenance of the departments and their associated <br /> processes must be inventoried and analyzed for the purpose of supporting the development of <br /> any required data conversion/migration/development plans. <br /> • Best Practices—Established asset management best practices, as they relate to the City or <br /> Functional Group's current operational mandates, contrasted with where the various <br /> departments currently fall within the spectrum, should be established and benchmarked for the <br /> purpose of establishing the required system implementation path needed to guide the City to its <br /> ultimate Cityworks deployment and adoption goals and objectives. <br /> These core elements will provide our implementation team and the City with an understanding of the <br /> needs and challenges the departments will face as they move to implement Cityworks. The initial <br /> business process analysis provides our implementation team with a detailed look into the everyday <br /> processes marshaled by City staff. A primary objective of this task is for our implementation team to <br /> review and understand how the City conducts business and manages its assets. The ultimate goal is to <br /> provide knowledge to support and enable our implementation team to properly address the technological <br /> impacts of the system deployment and City in order to understand the technological impacts and the non- <br /> technological impacts related to business processes and workflows. <br /> N. Organizational Change Management <br /> Within our processes Timmons Group will analyze the existing staff assigned to manage and utilize <br /> Cityworks Server AMS and corresponding workflows and business processes. We utilize the approach <br /> outlined below: <br /> 1.Clearly define the change and align it to business goals. <br /> During the workshops outlined within our scope of services Timmons Group will lead the City through <br /> this part of the change management process. We will seek to understand your business goals, <br /> business rules and merge these into your"to-be"workflows that will be our guide for the configuration <br /> of Cityworks. This step can also assist The City in determining the value of the change, which will <br /> quantify the effort and inputs that will be invested. <br /> Key questions: <br /> •What do we need to change? <br /> •Why is this change required? <br /> 2. Determine impacts and those affected. <br /> Once we know exactly what The City wishes/needs to achieve and why, we will seek to understand <br /> the impacts of the change at various organizational levels. We will review the effect on each business <br /> unit/functional group and how it cascades through the organizational structure to the individual. This <br /> information will start to form the blueprint for our training plan, so that we can mitigate the impacts of <br /> the proposed changes. <br /> Key questions: <br /> •What are the impacts of the change? <br /> •Who will the change affect the most? <br /> • How will the change be received? <br /> 3. Develop a communication strategy. <br /> Timmons Group will communicate the proposed changes via a review of the proposed workflows via <br /> a MS Visio diagram that will be reviewed with the appropriate stakeholders. <br /> Key questions: <br /> • How will the change be communicated? <br /> • How will feedback be managed? <br /> 12lPage <br />