Accept the Technology Oversight Committee Quarterly Report

Technology Oversight Committee This report to Council covers Q2 of 2024 PART I – Technology Project Oversight Background On February 2, 2011, City Council approved Resolution #36844 creating an independent five-member citizen committee for City of Portland technology projects. On July 12, 2019, City Council adopted changes to City Code Chapter 3.15.090 to establish the duties and authorities of the Chief Administrative Officer and Chief Technology Officer respectively as they relate to Technology Project Oversight. On June 29, 2011, Council adopted an update to BTS Administrative Rule (A.R.) 4.01 – Technology Project Intake as well as a new rule (BTS A.R. 1.07) on Technology Project Oversight. As stated in BTS A.R.1.07, technology project oversight for the City of Portland may include citizen oversight and quality assurance. Citizen Oversight The citizen members of the Technology Oversight Committee (TOC) are: Representing Member Mayor Wheeler Dr. Wilfred Pinfold - CEO Urban.Systems Inc. Commissioner Gonzalez David Tunley Commissioner Mapps Dr. Jimmy Godard Commissioner Ryan Leland Knell Commissioner Rubio Dyanna Garcia Quality Assurance Quality Assurance (QA) – provided by external contractors – is a required component of projects under the purview of the TOC. The role of the QA consultants on a project overseen by the TOC is to provide guidance and oversight to the City staff on the technology project, but ultimately to report the QA’s unbiased findings to the TOC. Responsibilities The TOC is staffed by the Business Operations Division. The Bureau of Technology Services (BTS) provides expertise to support the TOC through the duration of projects overseen by the TOC. Customer bureaus whose projects are under the purview of the TOC are responsible to provide accurate and timely project information to committee staff and the TOC from the time of project intake through TOC monitoring to project completion. PART II – Technology Projects under TOC Oversight Record Management System (vRMS) Project Portland Police Bureau Project Description This project will upgrade the Police Bureau’s Record Management System (RMS). The current on-premises version of Versaterm RMS ( vRMS ) is several versions behind. Portland Police Bureau (PPB) needs to upgrade to a more current version. The most cost-effective way to do this is to migrate to the vRMS Cloud product that is already running the most current version of RMS. The current version of vRMS will include several desired improvements to the product. Migrating to vRMS Cloud will also provide the Police Bureau with a streamlined and less costly upgrade process while reducing overall costs. A prior RMS project was suspended in 2020 due to a loss of funds. Both the Multnomah County Sheriff’s Office and Gresham Police Department have made the switch to the vCloud solution and will migrate to the City’s vRMS Cloud VPN connection. Status (April – June, 2024) Major milestone of migrating to the vRMS TEST (DEV) environment achieved, confirmed Multnomah County’s successful connection to City of Portland’s vRMS TEST (DEV) environment (network only, vRMS is next), confirmed City of Gresham’s successful connection to City of Portland’s vRMS TEST (DEV) environment (network only, vRMS is next). S tarted Validation Testing in TEST (DEV) environment with successful outcomes. The baseline go-live date is now set for September (changed from August). All assessment area scores increased. Two main factors are the development of a schedule baseline and the engagement of the vendors, management, and technical staff. Risks Risk to project on VPN connection to vCloud with Versaterm allowing only one connection per CAD system. Risk w/ Phase 2 Timeline/baseline budget/phase schedule include risk with timing of implementation – not having sufficient availability/resiliency for partner agency connectivity needs, not having an updated Interface Control Document from Versaterm (vendor taking a develop as we go approach), and current Mobile Report Entry (MRE) version determined to be not compatible in the cloud. These risks have mitigation strategies in place. Upcoming milestones RegJIN partner connectivity testing continues with city of Scappoose and Port of Portland. TRAIN database migration Open vRMS TRAIN environment Confirmation of the interfaces development work with Versaterm, including schedule updates. Committee rating View full size image of VRMS rating Advanced Metering Infrastructure project Water Bureau Project Description This project will replace water meters citywide. Status (April - June, 2024) This project is currently in the vendor selection phase. Risks Because this is a multi-year project there will be a risk that relates to water meter technology and how it evolves during the implementation cycle. Other risks related to the vendor’s proprietary technology, resource competition for concurrent Water projects, and a software integration risk. No committee rating No oversight, just getting informational updates. Infor Project Portland Water Bureau (PWB), Bureau of Environmental Services (BES) Project Description Currently there are multiple Asset Management Systems used across BES and PWB. Both BES and PWB have been using Oracle Utilities Work and Asset Management (OWAM) for managing assets. In BES this system is named Synergen and is in use for the treatment plant. Oracle discontinued its OWAM support in August. BES has also used the Infor Public Sector product for over 15 years to manage collection systems assets and is named Hansen. Rather than update the multiple asset management systems of BES and PWB, both bureaus decided to form a combined team and solicit new vendors, ultimately selecting Infor and their application, Infor Public Sector (IPS). This project will migrate both BES (OWAM and IPS) and PWB (OWAM) assets onto a new cloud version of IPS. Status (April - June, 2024) BES : The baseline schedule was revised via change order by the Vendor, the 3 out of 5 business process workshops were completed, and the change readiness survey was completed, and findings were shared with the steering committees. PWB : The change order extending the schedule was approved, the City hired a new Technology Manager, the Vendor transitioned their Project Manager role, and the Project Team completed a new scope management process. Risks BES : The reports specification work has fallen significantly behind schedule, a Business Systems Analyst has left the City team, stakeholders are working on resolving current behind-schedule tasks, and participation of end users in process workshops was at the beginning not as comprehensive as planned, but that has now been improved with increased leadership communication. PWB : Functional design work is significantly behind schedule, BTS resources need to complete interface development by July, City sponsorship is transitioning to a new Technology Manager, the project budget only has a 6% contingency, and for both bureaus there is a risk to the schedule due to Charter Reform. Committee rating View full size image of Infor ratings SAP Ariba Project Procurement Project Description Procurement Services uses a system called Buyspeed to manage competitive sourcing events like Request for Proposals, cooperative sourcing, amendments, etc. Over $1B is managed through Buyspeed annually. The intent of this project is to run these sourcing events through a new system, SAP Ariba, in order to increase our overall capacity. Status (April – June, 2024) The technical go-lives for the Sourcing and Contracts modules have been completed, the Project Team officially kicked off Phase II on 5/21/24. Risks: An interim project manager was assigned, the planning phase has been extended, the project plan for the next phase is still pending completion, additional work to create a formal Organizational Change Management (OCM) plan is needed, the Communications Lead Alyssa Morishita has left the project, and there is a risk to the schedule due to Charter Reform. Committee rating View full size image of ARIBA rating