program and project management system (ppms)

Program and Project Management System (PPMS)

Request for Proposal

Questions & Answers

July 23, 2009

The Port of Long Beach 925 Harbor Plaza

Long Beach, CA 90802

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Port of Long Beach Program & Project Management System RFP Questions – July 23, 2009

This is the final Q&A list for PPMS procurement. For reference, this document contains questions from both the first round (dated July 16) and the second round (issued July 23) in separate lists. The deadline for questions was at 4:00pm July 22 at 4:00 pm.

Questions posted July 23 – second round

1. Regarding Oracle Primavera, which products are planned for purchase by the Port Authority and which interfaces if any are currently purchased?

Primavera Contract Management v. 10 is currently used by the Construction Management Division. Primavera Project Management is used for master planning by the Program Management Division. There are no interfaces between these applications or with any other application.

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2. Which Bentley systems products are currently in use or planned?

1. MicroStation ‐ 08.11.05.17 2. InRoads Suite – 08.11.05.47 3. PowerCivil for North America – 08.11.05.67 4. On‐Site – 08.11.05.28 5. Descartes – 08.11.05.30 6. Bentley Map – 08.11.05.49 7. CloudWorx – 04.00.01.218 8. ProjectWise InterPlot Organizer ‐ 08.11.05.42 9. ProjectWise InterPlot Server – 08.11.05.42 10. ProjectWise Dynamic Plot Service – 08.11.05.42 11. ProjectWise Dynamic Plot Sync – 08.11.05.42 12. ProjectWise Server – 08.11.05.37 13. ProjectWise Geospatial Server – 08.11.05.21 14. ProjectWise Explorer – 08.11.05.37 15. ProjectWise Administrator – 08.11.05.37 16. ProjectWise GeoSpatial Explorer – 08.11.05.21 17. ProjectWise GeoSpatial Administrator – 08.11.05.21 18. ProjectWise Explorer Extension for the ArcGIS Connector – 08.11.05.57 19. ProjectWise Export‐Import – 08.11.02.05 20. ProjectWise Transmittal – 08.11.02.12 21. ProjectWise Publishing Server – 08.11.05.11 22. ProjectWise Web Server Web Parts – 08.11.05.16 23. Bentley Geo Web Publisher – 08.11.05.28 24. STAAD.Pro 2007 – 2007.05.15 25. CivilStorm – 08.11.00.08 26. StormCAD – 08.11.00.40 27. WaterGEMS – 08.11.00.30 28. SewerGEMS ‐ 08.11.01.21 29. Bentley Architecture – 08.11.05.52 30. Bentley Structural – 08.11.05.38 31. Generative Components – 08.11.05.36 32. RAM Structural System – 14.00.00.00 33. Bentley Navigator 34. Bentley View – 08.11.05.24

May deploy in the future:

1. RM Bridge 2. Bentley Cadastre 3. Bentley Designer Water 4. Bentley Designer Sewer 5. Bentley Designer Gas 6. Bentley Designer Electrical 7. Bentley PowerMap 8. Bentley PowerMap Field 9. Bentley Geo Web Solutions

ProjectWise Connector (Enterprise Document Management)

3. Which Bentley ProjectWise connectors are currently in use?

ProjectWise ArcGIS Connector

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4. EDRMS (what imaging/doc system vendor is in use), what functionality is being used?

An EDRMS application is in the process of selection. When the selection is made, it will be announced.

5. What is the ADPICS purchasing system, off the shelf or home‐grown custom?

ADPICS is a legacy mainframe system that is part of the FAMIS suite developed by KPMG in the 1980’s but has since been heavily modified. As part of another project, a system to extract data from ADPICS and update a SQL Server database is under development. The PPMS interface will be with the SQL Server database.

6. What system is the City Payroll, commercial vendor like ADP or custom development?

The City uses the Tesseract Human Resources system for payroll. The Port is in the process of selecting a time reporting system for use by Port employees

7. What is the time recording system (TRS) product, how is time tracked (e.g. punched cards, biometrics, magnetic swipe, etc.)?

The interface will be web‐based. Employees will key time records into the system.

8. Reports/Dashboards: What is currently in place if applicable, what software or systems are currently used?

In general, current reports on cost are developed manually from data taken from the financial accounting system, FAMIS, with the aid of a few local systems. The PPMS seeks to improve the processes for creating these reports. Dashboards are not currently utilized; the Port is looking to the PPMS for help in creating dashboards

9. What software is used for FAMIS?

FAMIS is the application software. It is legacy mainframe COBOL application.

10. Database technologies in use. (E.g. SQL Server, DB3, MS Access, Excel and potentially Oracle (Primavera)? You can exclude any 3rd party systems or systems not interfacing with the Project Management System in the RFP.

The Port standard is the Microsoft application suite. Contract Management is currently on Sybase; a plan exists to convert to SQL.

11. What version of MS Office is currently in use and are there plans for upgrades?

MS Office 2007. There are no plans currently for further upgrades.

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12. What version(s) of database technologies are currently deployed for each product and what are the plans for upgrades? For example SQL Server 2000, 2005, 2008 or Oracle versions.

The current version of SQL Server is 2005.

13. Are there any data conversion technologies currently in use? (E.g. Pervasive Data Junction or similar?)

As the Port is standardizing on MS databases and interfaces with the City are via flat files, no data conversion technologies are in use. However, work has started on obtaining data related to purchases from ADPICS via a SQL Server table. The PPMS will only need to access the SQL Server table, not ADPICS.

14. Are there any interface technologies currently in use? (E.g. Mainframe to SQL Server connections)

Yes, the Port uses a connector to access the DB2 database on the City’s mainframe. It is not expected that PPMS will need to convert mainframe data. Any data required from the mainframe should be extracted into SQL tables by the City.

15. With regards to the 5 years of project data to be brought over, is the desire to normalize this data and have each division learn consistent codes or will there be a need to support the legacy codes per division for a period of time for reference?

The RFP requests proposers to prepare an assessment and “propose a methodology and accompanying services.” For quoting in response to the RFP, proposers should quote the assessment (assumed to be firm) and an estimate of the subsequent work to be done. Proposers should state any assumptions they make in coming up with their cost estimates.

Are new projects to go forward with the ‘proper’ codes?

Yes

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16. What is the estimated volume of records for the above mentioned 5 year period?

The extent of the detail that will be migrated from past project records will be decided in conjunction with the City and proposers should allow for analysis work to define the records that will be migrated. If required, assume there are 500 projects to capture and that projects average 100,000 records.

What volume of the data is electronic versus any other media?

All data is electronic.

For all electronic data please detail the source/creation software version etc. and its availability.

The creation software for data about past project work to be migrated is FAMIS. Proposers should allow for analysis work to define the records required. See Section 4.4 of the RFP.

In addition to GIS does data need to be maintained in any special format or proprietary format?

No, the Port would like to standardize on PDF for published electronic records and SQL Server as a standard. Data does not need to be in any special or proprietary format in the PPMS so long as the required functionality is provided.

17. What is the estimated volume of records per month on a moving forward basis?

Purchasing volumes are low, about 100 – 200 purchase per month. The volume of time records may be about 5,000 per month. The volume of construction data varies according to the number, stage and intensity of projects but about 50 major construction projects are running at any time.

18. What OCR system(s) are used at present (if any) e.g. in the EDRMS system?

The EDRMS application is in the process of selection.

19. How does EDRMS fit into the requirements for document management or will it be separate?

The EDRMS will retain Port records. In‐process documents may also be retained in the EDRMS, or in another location (like ProjectWise), or in the PPMS application.

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20. As described in the RFP (page 11), please describe what are Remote locations? (e.g. at home, on the road (laptop) or physically in the Port)

The sentence means that, in confirming that the system is working satisfactorily for users, they can contact those users by phone rather than visiting their locations. Typically the remote locations are on‐site construction offices, and, for example, architects’ and contractors’ offices.

21. How do users access applications? (E.g. desktop, terminal services, Citrix, dumb terminals, thin clients and/or wireless handheld devices)

Primarily desktops. The Port might use thin clients and terminal services in the future. Citrix and dumb terminals are not in use. Thin clients are under consideration. The Port uses Blue Zone as a terminal emulator.

22. What type of networking systems are there in place and which manufacturers? (include switches, hubs, wireless access). Are you a ‘Cisco’ shop etc?

Cisco is our standard networking hardware.

23. What security systems are used (e.g. Intrusion prevention, spam filtering, anti‐virus, anti‐spyware, firewall systems, monitoring systems)

All of the above are in place. There is also a plan to install an intrusion detection system (IDS).

24. What level of security is required for the system detailed in the RFP, outside of the single sign‐on requirement? (e.g. including access security (login), data encryption, data transmission)

The Port’s access is secure so no additional security is needed. The Port has implemented Cisco’s ASA SSL VPN that could be used to provide secure remote access. An ability to manage access to the system and audit connectivity to the system is required.

25. Where is the primary datacenter? Is there any hardware besides networking infrastructure housed at the port or is this in a LB city data center.

The Port has servers in its own Administration Building.

26. Where is the Disaster Recovery data center (if applicable), if not what is the general methodology for DR at the Port or city?

The Port maintains backup files off site. It is in the process of implementing real time backup capabilities and a hot site.

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27. Are any interfaces required with government entities such as ICE, EPA etc?

No.

28. If the Document Management System has not yet been selected, would the Port Authority consider the built‐in iDaptive Document Management System? This would significantly reduce costs, reduce the number of systems that must be maintained, and since the iDaptive DMS system is already fully integrated to any application built upon the iDaptive RAD platform, would significantly reduce implementation and maintenance costs?

No, the bidding process has been completed.

29. If the Time and Expense system has not yet been selected, would the Port Authority consider the built‐in iDaptive Time & Expense System? This would significantly reduce costs, reduce the number of systems that must be maintained, and since the iDaptive T&E system is already fully integrated to any application built upon the iDaptive RAD platform, would significantly reduce implementation and maintenance costs?

No, the bidding process has been completed.

30. Will the Port Authority provide the Primavera Contact (sic) Management database schema and related documentation? If so, will it release the information before bids must be submitted?

The Port will make standard Primavera documentation available to the successful bidder.

31. Will the Port Authority provide the Primavera Project Management database schema and related documentation? If so, will it release the information before bids must be submitted?

The Port will make standard Primavera documentation available to the successful bidder.

32. Will the Port Authority provide the FAMIS database schema and related documentation? If so, will it release the information before bids must be submitted?

The Port will provide all information that’s available to the successful bidder.

33. Will the Port Authority provide the EDRMS database schema and related documentation? If so, will it release the information before bids must be submitted?

The EDRMS has not yet been selected.

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34. Will the Port Authority provide the Bentley database schema and related documentation? If so, will it release the information before bids must be submitted?

The Port will provide standard Bentley documentation to the successful bidder

35. Will the Port Authority provide the ADPICS database schema and related documentation? If so, will it release the information before bids must be submitted?

No. The PPMS will obtain ADPICS data from a SQL Server data base the schema for which will be provided to the successful bidder.

36. What is POLB’s current cost control system?

Program and project managers track costs mainly through FAMIS reports. These are two broad categories – Port employee costs from time reporting system and vendor/supplier costs from ADPICS. A purpose of the PPMS and other IMBP projects is to automate this process, provide more timely information, enforce a standard procedure, and provide increased visibility to all user levels.

37. Are the requirements for this PPMS project already defined or should we include a requirements gathering phase of work (3‐6 months)?

The Port welcomes proposals for additional features and requirements. If a proposer believes there should be a period for additional requirement gathering, they may propose it along with their justification. It is not specifically called for in the RFP.

Also, is there any expectation that there will be any business process re‐engineering to those processes?

Yes, the Port expects the proposed solution to affect a number of processes. Related examples include requirements #215, #216, #312, and #409.

38. What version of MS Office is POLB currently using and which version?

MS Office 2007.

39. Is POLB using MS Sharepoint and if so, which version?

Yes, version 2007.

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40. The RFP Part 6.1 lists 11 items that the Technical Proposal must contain. Item 2 on that list is Background Information. However, articles 6.1.1 through 6.1.9 do not delineate what should be in Item 2, Background Information. Can the firm’s background info be included in 6.1.2 rather than a separate section?

Yes, please provide background information relevant to your proposal only. The numbering 6.1.1, 6.1.2, etc. applies to the RFP and is not intended to constrain proposals.

41. Can you tell me what is the role of CGR Management Consultants in this project?

CGR is assisting the Port by providing project management services in support of the Information Management Business Plan (IMBP). Preparing RFPs and assisting the implementation of systems is within CGR’s scope of work.

Will CGR also be submitting a proposal in connection with this project?

No.

And what, if any, projects has CGR undertaken for the POLB?

CGR supported the Port in developing its Information Management Business Plan and is supporting the execution as described above. CGR will also assist the implementation through March 15, 2010 along with Business Analysts from the Information Management Division. Project team members representing user divisions will also be available to assist the implementation.

42. What is the Port’s electronic Document and Records Management System?

Selection is in progress.

43. What is the Port’s (City of LB’s) accounting software; Oracle, SAP, etc.?

FAMIS.

44. Can we have a copy of the 2006 Information Management Business Plan (IMBP)?

Yes. It will be posted on the website.

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45. Can we get a detailed list of anticipated integration touch points? Source system, type (batch, real time, flat file), data elements, direction (inbound, outbound, bi‐directional).

Exhibit III.1 is a “simplified” version. Arrows in the figure indicate the direction of data. Appendix III, Section 6 lists ten interfaces and defines their directions. Of the ten interfaces:

Two are SQL Server tables, currently under development. Data elements will be provided to the successful bidder.

Four are Microsoft and Primavera system. Before the proposal deadline, proposers holding the necessary licenses may obtain details from resellers.

Two relate to City systems, the details of which will need to be obtained from City staff during the development and implementation of the PPMS. Proposers should allow for that analysis work.

Two relate to document and drawing management. The EDRMS has not yet been selected. Bentley documentation can be obtained from Bentley before the proposal submission date. The Port may provide them to the successful bidder.

46. #306 ‐‐ a help facility customizable to the division, terminology and procedures used on different projects. Please explain more.

There will be differences among users in terms of project size, needs for control, and terminology. With regard to terminology, the Engineering Bureau uses the term “spec” (specification) while other divisions use the term “project.” The help facility should recognize the user and provide the appropriate instructions and terminology.

47. #309 ‐‐ support for enforcing different project and management process procedures. What kind of support are you looking for?

The solution should provide the ability to design workflows for selected processes. Processes will have different workflows based on business rules that may be different for each division and project size/budget.

48. #314 ‐‐ definitions of exclusions, inclusions and special pricing for bid packages that would modify standard bid packages. Please explain more.

This refers to a capability to easily modify the terms of standard bid packages for construction contractors.

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49. #315 ‐‐ a capability to characterize design alternatives and track progress toward selection of one of the alternatives. Please explain more.

This refers to early project lifecycle activity where alternatives are being evaluated and some design work is occurring. This requirement would provide a tracking tool for this process.

50. #423 ‐‐ automatic notification of potential grant violations. Please explain more.

Some capital projects are funded by grants from other government bodies, notably State o f California, Federal sources, and CALTRANS (transportation). Some grants put stringent requirements on the Port for schedule and cost execution. The requirement is for functionality that would warn program and project managers if a grant condition is in danger of being violated.

51. #608 ‐‐ validate FAMIS codes stored in FAMIS on the City’s mainframe. Please explain more.

PPMS reports need to reconcile with FAMIS reports. PPMS needs to ensure that data exchanged with FAMIS has the appropriate valid codes to allow reconciliation. FAMIS codes are mostly appropriate to financial accounting. PPMS is expected to use additional identifiers appropriate to program and project management.

52. How many current licenses of Primavera are already owned?

There are three licenses for Primavera Project Management. For Primavera Contract Management there are about 70 users; about 30 can be on line at any time.

53. What is the makeup of those licenses? How many Contract Manager and version? How Many Project Management and version?

Refer to #52. The current version of Contract Management (Expedition) is v.10; an upgrade to v.12 is planned. Primavera Project Management is version 6.0.

54. What is the anticipated roles and number of users per role that will use the PPMS?

Refer to the response to #84.

55. If hosting was determined, what would the storage requirements be?

Not known.

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56. What level of integration is required by the EDRMS system and what services does the EDRMS provide for integration?

The EDRMS is currently being selected. Project records will ultimately reside in the EDRMS.

57. When you say “MS Office, two‐way” in item 605, which Office applications are you referring to?

Word, Excel, Access, Sharepoint, Project

58. What are the five workflows that the Port has in mind?

They haven’t been defined. Some candidates are listed in requirement #312. The purpose is to produce and test enough workflows so that the Port can add more as it requires and make modifications to existing ones when necessary.

59. Does the Port have a standard reporting application, such as Crystal Reports?

Yes, SQL Reporting Services and Crystal Reports.

60. Is utilization of JAVA a non‐starter for the integration? Understand that .NET is preferred.

.Net is the standard. Any variation would have to be justified.

61. What is POLB’s primary technology platform/architecture ‐ in the context of this proposed PPM solution? Do you have any specific constraint or mandate on using any particular technology platform, e.g. Microsoft Platform or J2EE platform?

Microsoft is preferred.

62. What is the enterprise reporting platform at POLB (if any)? If there is no existing platform at this time, is there any inclination/mandate on choosing any particular solution – may be as part of IMBP?

SQL Reporting Services is the standard.

63. What is the enterprise document management platform at POLB (if any)? If there is no existing platform at this time, is there any inclination/mandate on choosing any particular solution – may be as part of IMBP?

A separate bidding process is selecting the EDRMS application.

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64. Out of the various integration requirements specified in the RFP, which ones are the "most important" integrations (e.g. Primavera Project Management etc.) and what are the priorities of those integrations (if any)?

No priorities have been set.

65. Do you intend to replace any existing system (probably multiple systems) by this proposed PPM solution?

The proposed system should reduce the Port’s reliance on spreadsheets. It should eliminate the need for the Timberline application for report formatting. It could replace Primavera Project Management for master planning and Microsoft Project for smaller projects.

66. For incident management/demand management, do you use any ticketing tool today? If yes, could you share the relevant details please?

Yes, Numara Track‐IT! for the Information Management division and a Design Service Request (DSR) on SharePoint for the Engineering Design Division.

67. Do you have any existing system for time recording today?

No. time reporting for Port employees is manual.

If yes, then would you like to continue with that? Please share relevant details. Also, almost all the leading PPM software packages today offer their own time tracking & management modules/features – that are powerful and comprehensive. In this case, will POLB be interested to replace their existing time tracking system (if any) with the one that gets shipped with the selected PPM software package?

The system to replace the manual system is currently being selected.

68. Do you have any specific information security requirement in the context of accessing the proposed PPM solution?

Access control and audit logs should be available for internal access. Refer to Question #21 for external access.

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69. As specified in the RFP users of this proposed PPM solution will be situated across 18 sites of POLB:

Does each of these sites have appropriate connectivity infrastructure in place so that they can access any centralized online PPM system? Or, is there is a need to implement a combination of online/offline mechanism when it comes to establish collaborations between sites (if required)?

Most sites would have the connectivity. However there may be some personnel and/or consultants who may not have it.

Does each of the sites have appropriate and standard desktop/laptop devices to access the proposed PPM system ‐ or is there a need to integrate any non‐standard devices (e.g. handhelds, Palms etc.)

There is a need to integrate non‐standard devices.

70. What is the desktop productivity software and which version of it POLB uses today (e.g. Microsoft Office)?

MS Office 2007.

71. Do you use Microsoft Project Planning tool (MPP) today for your detailed level project planning?

Microsoft Project 2007 is deployed at the Port. Some program and project managers use it to schedule projects.

72. Do you have Primavera licenses today? If yes, which version of it and how many different types of licenses you own?

Refer to #52.

73. Is the interface to ProjectWise system is intended primarily for the document exchange (e.g. drawings etc.)

Yes

Does ProjectWise has any existing interface to your document management system today?

The document management system isn’t installed. It will have interfaces with ProjectWise.

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74. Do you have a support entity for FAMIS today?

The City of Long Beach supports FAMIS.

Is it possible to get regular file based feed for relevant information in desired format from FAMIS by requesting to FAMIS support group?

For the PPMS, data from FAMIS will be available through a SQL Server database. The 5‐year history of project costs would have to be accessed directly from FAMIS. This would likely require interaction with the City of Long Beach. The selected bidder would evaluate the necessary requirements.

75. How important/critical is the Notes facility (req. #106 in RFP)? Are you looking at this notes facility as an integrated feature of the proposed PPM system?

Not necessarily.

76. Are you looking at the proposed PPM solution to be the golden source for any project related costs?

Yes, the system should track project costs.

77. Could you please explain your resource (labor) information system/golden source today? Do you expect this PPM solution to integrate with it as well or are you looking at the proposed PPM solution to be the golden source for your resources (labor) information?

The current official source is the City’s accounting system. This is why PPMS must reconcile with FAMIS. A vulnerability that must be reconciled is overhead rate variation between when the timesheet is entered and when the cost is reported by FAMIS.

78. Do you have any inclination towards any specific product in terms of the proposed PPM solution?

No. A proposer is free to offer multiple options like Port‐hosted and vendor‐hosted. The proposer should provide Software Cost, Service Cost, and a Cost Summary for each option (refer to Appendix VI).

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79. How do you evaluate your capacity (money, people) to execute the strategic and business goals of the organization today?

Such planning has not relied on tools. Of particular importance is early awareness of project problems that could call for additional resources.

Do you intend to extend the use of the proposed PPM system to capture/assist in your strategic planning too?

Yes, particularly with planning cash flow, funding, and other resources.

80. Do you have controls to ensure consistency around planning and approving annual budgets? Do you wish to ensure any such consistencies, if possible through the proposed PPM system?

A desired feature in PPMS is cash flow forecasting. There have been issues with the accuracy of capital plan budgets due to unplanned changes to schedules, not necessarily with the accuracy of estimates. The PPMS is expected to help consistency around planning and approving annual budgets.

81. Do you have/take any portfolio approach to maintain/manage your projects and/or programs today?

Yes, a “work order” is the vehicle by which the Board approves groups of projects. One or more “specs” are designed and become part of the contract for construction. There may be multiple specs per work order. There is a need to roll up specs into work orders into portfolios. The project database in Primavera Project Management is organized this way.

If not now, do you wish to implement any portfolio view of your projects (especially since you have huge capital projects involved)?

Yes, this should be a feature of the PPMS.

82. How do you evaluate and prioritize proposed projects based on their business value today (if you practice)?

A process for this task has not been a priority in the past – done mostly on an intuitive basis. In today’s world of limited capital it has become more important. Requirement #315 addresses the need.

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83. 6.1.8 If a proposer contracts with an SBE or VSBE firm, the proposer will be asked to submit an SBE/VSBE Commitment Plan (POLB Form SBE‐2P) with his or her Proposal/Statement of Qualifications.

If the proposer is an SBE, is the SBE‐2P form still required?

Since this is a zero goal project, it’s voluntary in both instances. If there is a goal, the submittal of the SBE 2P is mandatory in both instances.

84. There are expected to be about 50 primary and 150 occasional users located at Port facilities, in the field, or at consultant and vendor locations. Can you break these numbers down into the types of users? Examples:

• Stakeholders (Read only viewing data/reports)

• Collaboration Users (need access to information, documents, submitting ideas, issues management, risk management, etc.)

• Program Managers

• Project Managers

• System Administrators

An estimate would be 50 project/program managers and system administrators, 150 collaboration users and read only stakeholders. The number of users will depend on the user‐friendliness of the system and its acceptance by Port staff.

85. Appendix III – System Requirements (Exhibit III.1)

Is there a desire for users to be able to access a document while accessing an activity within a schedule? (i.e., attach a document to an activity). If not, possibly to a phase or project? This would allow a resource to enter a document while in the scheduling system.

This would be an attractive feature.

86. You ask that our proposal use a "simple method of fastening."Would comb binding acceptable to you?

Yes, the pages should lie down flat when the document is open.

Questions posted July 16 – first round

1. Does the Port use ECOSYS?

No.

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2. Is the project funded?

Yes, it is part of a five‐year plan to upgrade Port systems. The plan contains over 20 projects like the PPMS.

3. Who are the project sponsors?

The executive sponsor is Doug Thiessen, Managing Director of Engineering. Project Managers are Al Moro, Chief Harbor Engineer and Doug Sereno, Director of Program Management.

4. Has the Port of Long Beach already purchased/in the process of purchasing Primavera P6 and Primavera Contract Management? If so, in what capacity is the software being utilized?

Primavera Project Management and Primavera Contract Management are in place. The Program Management Division is using Project Management to build an enterprise capital project database. Separately, construction contractors provide detailed construction schedules in P3, P6, or MS Project depending on the project.

The Construction Management Division (CMD) has used Contract Management (Expedition) for about seven years to manage documents associated with construction contracts. It is in the process of migrating to Contract Management, version 12.

This application does not manage annual contracts (paving, labs, etc.), construction‐related projects (like environmental or design services) or non‐construction projects.

CMD plans to continue using Contract Management for the foreseeable future. However, software selected as part of this acquisition will be evaluated in terms of its attractiveness for managing future construction contracts as well as annual, professional services, and non‐construction contracts.

5. Do insurance documents need to be delivered during the bid process?

No, Insurance documents do not need to be submitted unless you are the selected vendor.

6. Is there a bond requirement for this project?

No

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7. Where can we go to find other IT projects?

The Information Management Business Plan projects are described in the RFP. Note the description of the required system interfaces in Appendix III, page 1, Exhibit III‐1.

8. What are the evaluation criteria for Southern California presence?

A presence in Southern California is not mandatory, but we would like to know if you or a partner has a local presence.

9. Is there a template format for reports that vendors can use to create their documents?

Two samples were supplied in the appendix in Appendix III They are Exhibits III‐3 and III‐4.

10. Will the system be used to manage projects outside of IT?

The system is primarily for capital projects, secondarily for other projects that could include IT, maintenance, and environmental projects. Refer to Section 2.2 on page 7.

11. Is it possible to get the appendix 3 in MS Word format?

Yes, a version in Word (compatibility mode) will be distributed to registered attendees.

12. Does the WBS require a specific numbering system?

There is no defined work breakdown structure. Currently detail codes are used to capture specific points in the projects. An approach might be to provide the ability to create templates for various categories of project.

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13. In calculating earned value, do you use standard methodology like the following:

BCWS – Budgeted Cost of Work Scheduled

BCWP – Budgeted Cost of Work Performed

ACWS – Actual Cost of Work Scheduled

ACWP – Actual Cost of Work Performed

ETC – Estimate to Complete

EAC – Estimate at Completion

Will these be an output of Primavera or the selected application?

The earned value capability is desired in the solution. Program Managers do not formally measure earned value at this time but would like to have the capability. Primavera Project Management has the feature and uses elements like those listed above.

14. Is there any preference for on‐site or hosted options?

No. If you offer both, you have the option to present both. The Port uses hosted options for its Customer Relationship Management (CRM) and Business Continuity Planning (BCP) applications.

15. Is software as a service (SaaS) a viable option?

Yes. Refer to Section 6, page 17. The bidder has the option of proposing SaaS.

16. Do you want GIS integration?

It is not specifically listed in the requirements but would be of interest.

17. Fund management – where is the funding coming from, is that at the planning level or separate?

Projects are approved by the Board of Harbor Commissioners. Funding and budgets, actual expenditures, and grant funding must be tracked. Reports should include grouping by funding as noted on Page 3, 1st paragraph and in Appendix III, page 21, items 422 and 423.

18. How are projects ranked for funding and implementation priority?

An informal methodology is used to prioritize projects. The ability to rank via risk level would be valuable. Having priorities is more important in the current difficult economic environment.

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19. Are there a targeted number of finalists to be selected?

No, the EDRMS process selected five finalists out of 16 initial proposals.

20. Should the system communicate with and manage stakeholders?

Yes, many have expressed interest in being able to view the status of projects.

21. Is there a preference for the underlying technology (.net, java, fusion)?

The Port has standardized on Microsoft technology.

22. Are you currently using or have a deployed MS Project server?

Yes, but it is not being used Port wide.

23. What are you paying annually for Primavera? What did the Port pay initially for Primavera?

The Port budgets $12,000 annually for Primavera. The initial costs of the software are not available. They were line items in broader contracts.

24. How many port staff members are trained on Primavera?

Two received one week of training on Primavera Expedition. About 70 are current trained Expedition users. One Capital Project Coordinator in PMD uses Primavera Project Manager.

25. Is there an expected budget for this proposal?

Funding in excess of $1 million has been set aside for this procurement. This is the capital investment, not the recurring cost.

26. Was there a requirement analysis or gap analysis prior to the release of this RFP? Is it available?

Yes, that is how the requirements were developed. They represent the output of the analysis and are included in the RFP.

27. Where and who selected CRM?

The Port uses CRM On Target provided by TriVenture. It was selected with the assistance of the Information Management Division.

28. Who is the Electronic Document and Records Management System (EDRMS) supplier?

The selection is pending.

23


29. What is the timeline for the implementation of the entire solution?

The original schedule had the project beginning of Q4 2008 and completing at the end of Q1 2010. The vendor should propose a timeline that fits their proposed solution. The installation services costs are assumed to be incurred in the first year. If the proposer believes it will take longer, they should propose accordingly.

30. Is the MS Project Server tied into SharePoint?

Yes, and to the Program Server.

The Port of Long Beach

INFORMATION MANAGEMENT BUSINESS PLAN

Version 1.0 August 2006

1901 Avenue of the Stars

Los Angeles CA 90067 Tel: (310) 230 3543 Fax: (310) 230 3563

http://www.cgrmc.com

Contents

EXECUTIVE SUMMARY

1. INTRODUCTION 1

2. THE CURRENT STATUS OF THE PORT’S INFORMATION MANAGEMENT 2 2.1 The Business Situation 2 2.2 The Current Role of the Information Management Division 2

3. BUSINESS REQUIREMENTS 4 3.1 Business Objectives 4 3.2 Business Plans 4 3.3 Divisional Requirements 5

4. STRATEGIC VISION 6 4.1 Recommended Role of the Information Management Division 6 4.2 Recommended Applications 8 4.3 Recommended Facilities 10 4.4 Recommended Staffing 11

5. INFORMATION MANAGEMENT WORK 13 5.1 Information Management Division Work 13 5.2 Recommended Information Management Projects 13 5.3 Recommended Approach to Projects 15 5.4 Recommended Timing of Projects 17

6. REQUIRED RESOURCES 21 6.1 Recommended Staffing Levels 21 6.2 Recommended Organization 23 6.3 Recommended Project Staffing 25 6.4 Funding Required 26 6.5 Benefits 28

7. IMPLEMENTATION ACTIONS 30 7.1 Timetable of Work 30 7.2 Actions Required 31

8. CONCLUSION 33 APPENDICES 1 CURRENT AND PROPOSED ORGANIZATIONAL CHARTS 2 PROJECT DEFINITIONS 3 FACTORS AFFECTING PROJECT PLANNING 4. STAFF AND ADVISORY GROUP ROLES AND REQUIREMENTS

Version 1.0 - 8/21/2006 Port of Long Beach

VERSION CONTROL

The following table provides a record of modifications to this document. Version Author(s) Issue Date Summary of Changes 1.0 Keith Kennedy 08/18/2006 Initial release. Jim Kennedy Katrina Ling Peter Crosby Michael Sullivan

Note: Versions of this document prior to Version 1.0 are to be considered draft.


EXECUTIVE SUMMARY CGR Management Consultants LLC has developed this Information Management Business Plan to be a road map for new and improved information management systems and services over the next five years. The Plan explains how information management will help the Port achieve the seven primary goals set out in the 2006 – 2016 Port of Long Beach Strategic Plan. Despite the growing importance of information management in business and daily life, the role of the Information Management Division has not significantly changed since its inception 17 years ago. The computer equipment and facilities are as good as or better than could be expected and the Division has the resources and expertise to keep current systems running. But there is a complete absence of expert information management resources available for the analysis, development and implementation of new and improved business processes. Most of the Port’s major processes are inter-divisional but in recent years each division has been left to develop systems independently. This has resulted in restricted access to information, unnecessary manual effort and deterioration in the Port’s efficiency and effectiveness. We recommend that the Information Management Division should not only manage the computer and communications resources but should take an active role in directing the Port’s information management and provide expert counsel and services to all divisions to improve the Port’s business processes, in accordance with best practices. The role change for the Information Management Division will require strong support from executive management and the authorization of adequate resources. We have identified 28 projects in nine groups that will produce better business processes for the Port. The groups are: 1. Foundation Projects, to ensure the success of the process improvements. 2. Business Continuity and Disaster Recovery Planning, to mitigate business interruptions. 3. Real-time Systems, to improve security and environmental monitoring. 4. Geographic Information Systems and Computer Aided Design and Drafting, because they

are basic tools for a Port that manages land and assets to facilitate trade. 5 Electronic Document and Records Management, to make access to information easier. 6. Financial & Construction Systems, to improve management of the $1 to $2 billion to be

spent on construction projects over the next five years. 7. Infrastructure, to support new applications and business processes. 8. Divisional Systems, to increase efficiencies within the divisions 9. Web-Based Systems, to provide easier access to, and be more open with, information. The projects will require a capital investment of between $15 million and $22 million. Maintenance and other costs will add about $5 million to the cost over the next five years, making the total cost $20 to $27 million. Eight additional staff will be needed by the Information Management Division. There are no staff available to start the work so a Program Office staffed by consultants will be needed to initiate the program and provide the required expertise while the additional staff are recruited and trained.


1. INTRODUCTION

On March 27, 2006 the Board of Harbor Commissioners for the Port of Long Beach approved a proposal by CGR Management Consultants to prepare an Information Management Business Plan for the Port. The assignment commenced on April 3, 2006. This document presents the Information Management Business Plan and details specific recommendations for implementation of the Plan over the next five years. This planning study has been conducted in accordance with CGR’s Formula-IT Strategic Planning methodology. The project included the requested scope of work as follows: Coordination meetings with Port’s Information Management Division Director Assessment of the current and future needs of the Port, including an analysis of

current IT practices, the need for industry expertise and the use of best practices A strengths, weaknesses, opportunities and threats (SWOT) analysis of the

Information Management Division Collecting facts and opinions from Information Management staff and

information technology end users representing each of the Port’s other 11 divisions

Review of current, large, critical projects dealing with billing, security command and control, a new administration building, a fiber optic network and advanced traffic management information

Review of the project scheduling and cost accounting systems for managing large capital projects

Examination of other department functions, such as the telephones and records management

Developing a vision for planning, budgeting and organizational management consistent with the goals of the Division and the Port

Making specific recommendations for information technology about project priorities, organizational structure, governance, staffing, project management and decision making at the Port for the next five years

Developing clear and specific recommendations for implementation of the Five Year Business Plan for the Information Management Division, including detailed action plans for each business priority, and recommendations on the necessary human and capital resources with timelines for implementation by Port staff

The scope did not include in-depth analysis of systems and applications, nor the detail of which vendors would be most suited to supply any new equipment, software or facilities that may be recommended. We believe that the requested scope of work has been fully satisfied during the preparation of the Plan, and that this document provides the most suitable actionable plan that will enable the Port to invest prudently in information management over the next five years.


2. THE CURRENT STATUS OF THE PORT’S INFORMATION MANAGEMENT The Port of Long Beach is the second busiest port in the United States and one of the busiest container cargo ports in the world. The Port is essentially a landlord port that manages land and assets to facilitate trade. Over the next five years it intends to maintain and develop that role. It does not operate the seaport terminals. Though a central player in the global supply chain, the Port has no plans to be a major provider of information for other components of the supply chain, but it will continue to encourage and cooperate with other organizations that take on that role.

2.1 The Business Situation The Port expects significant growth. In 2005, the Port handled a total of 5,313 vessel calls carrying 80 million metric tons of cargo valued at over $100 billion, representing an 18% growth over 2004. Economic forecasts show this growth will continue into the foreseeable future with top trading partners from China, Japan, South Korea and other Asian countries. Estimates are for the Port’s volume of traffic to double or triple in the next 20 years. The Port understands that all this success must be balanced with careful stewardship of the natural environment. Future growth, human and financial resources must be managed efficiently and effectively in a way that ensures safety and security to customers and community neighbors. This vision has led the Port to engage its stakeholders in the development of a 10-Year Strategic Plan. The seven primary goals set out in the 2006 – 2016 Port of Long Beach Strategic Plan are: Implement practices that minimize or eliminate the environmental impacts and

health risks of Port operations and development. Enhance safety and security within the Port and address impacts on the

surrounding community in collaboration with outside agencies. Engage the community, international trade industry and elected officials to build

positive relationships that foster mutual understanding. Provide an efficient and modern seaport complex and promote innovative

solutions for the environment and infrastructure. Facilitate trade and commerce by being a world leader in goods movement and

customer service. Ensure that the Port is financially self-sustaining and fiscally strong. Operate a safe, effective and efficient organization that fosters an inclusive, open

and team-oriented culture.

2.2 The Current Role of the Information Management Division The Information Management Division started as a spin-off from the City’s organization about 17 years ago. Despite the increasing importance of information management in business and daily life, the Division has not had a level of staffing authorized that enabled it to follow a full range of best practices in information management. The computer


equipment and facilities are as good as or better than could be expected. The Information Management Division has the resources and expertise to keep current systems running and it responds quickly and empathetically to users’ requests for short-term assistance. However, the number of staff is not adequate at this time to keep the Port’s information management efficient and effective. The Information Management Division is not participating to the extent that it should in numerous initiatives involving information management currently taking place in various divisions at the Port. There is a complete absence of expert information management resources available for business process analysis; development and implementation of new and improved business processes; user training; and the development and maintenance of systems standards. As a result, divisions have developed their own limited systems independently, often based on Microsoft Office software, and staff spend considerable time seeking information and doing other work that could be automated.

Current divisional initiatives are already violating some of basic information management principles on which best practices, such as the following, are based. Data should be entered once Data should be entered as close to the source as possible Data should be entered by the division that creates the data or is most affected by

the output and results Responsibilities for and ownership of data elements should be clearly defined Staff should be provided with the information needed to do their work, without

having to refer to others Critical elements of work should be quantified and measured Systems should be compatible so that information flows are not restricted The technology platform should be common and Port-wide so that systems can be

improved quickly and efficiently, and Information Management Division overhead is minimized

Process improvements should adhere to standards that balance the needs of the particular with the good of the majority

Unless reversed, the current path will further isolate divisional information, continue to reduce the Department’s efficiency and effectiveness, increase system maintenance costs exorbitantly, and fail to support satisfactorily the Port’s business plans.


3. BUSINESS REQUIREMENTS 3.1 Business Objectives

The Information Management Division can help to provide better access to information and improved business processes that will contribute to meeting all of the Port’s objectives set out in the 10-Year Strategic Plan but which will have the most impact on the objectives related to: a. The environment b. Safety and security c. The growth of trade through the Port d. Organizational effectiveness. The Port is working on significant initiatives in each of these areas.

3.2 Business Plans As a first step towards realizing the strategic vision, the Port has already begun to reorganize its staff and structure to increase the emphases on environmental stewardship, strategic planning and operational effectiveness. Charts of the Current Port Organizational Structure and the Proposed Organization Structure extracted from the reorganization report are shown in Appendix 1. The Port is recruiting to fill the new position of Deputy Director. Three of the four Managing Director positions in the new organization are currently vacant. The Port will also need to use information technology to achieve its vision and to combat the growing degree of complexity in business. The recent 9th Annual Global CEO Survey by PricewaterhouseCoopers showed that 77% of Chief Executive Officers reported that the level of complexity in their organization is higher today than three years ago. 84% planned to respond to this through the use of information technology, 79% through organizational structure. The Green Port policy will be implemented through the reorganization, which elevates the Planning Division to Bureau status and creates Environmental Services and Transportation Planning Divisions within the Bureau. As a result of the policy there will be additional monitoring of the environment using real-time systems to collect data and the Internet to distribute information, renegotiation of lease terms, and incentives, such as the Green Flag awards, to encourage environmentally friendly behavior. Safety and security will be enhanced with a new centralized command and control center and the use of advanced technology information management systems. Information about security matters will be shared with other ports and other external organizations. One of the major constraints on the growth of the Port is the availability of land, not water. The Port plans to spend one to two billion dollars on capital improvement projects


over the next five years to accommodate growth, to improve safety and security, and to minimize environmental impacts. To enable growth the Port will have to accommodate larger container ships. The Port is now handling ships with 8,000 TEU (20-foot equivalent units) container capacities. It is likely that more of these large ships will be built. The capital improvements program will also be aimed at enhancing the high level of customer service for which the Port is known, particularly in Asia, from where more than 80% of the imports passing through the Port is now derived. The Port will need to work closely with its terminal operators to ensure that the program increases efficiency and assists shippers, consignees and trucking companies to minimize costs. As a public organization the Port will address the major public service trends of minimizing the impact of cargo growth on the environment, safety and security, and the need for more information exchange with the public.

3.3 Divisional Requirements Our discussions with the Directors and staff of the bureaus and divisions indicated a need for improved processes across divisions. The main improvements required were related to: Access to information. Prevention of business interruption. Organizational effectiveness. Safety and security. Internal and external customer service. Support for growth. Improved management control. Support for environmental issues.

The discussions confirmed that the process improvements brought about by better information management would contribute significantly towards achieving the Port’s 10-year strategic goals.


4. STRATEGIC VISION 4.1 Recommended Role of the Information Management Division

To follow established best practices we recommend that the role of the Information Management Division should be to: direct the Port’s information management

manage the resources and projects related to information management services

provide expert counsel and services related to information management to each

division and across all divisions. These will extend the Division’s current services to include business systems analysis, systems development, user training and information management standards. Further detail is provided below.

4.1.1 Direct the Port’s Information Management

Advise on policies, procedures, methodologies, and technologies for

computer and communications based information management throughout the Port

Recommend, to the Executive Director, the Managing Directors and

Divisional Directors, how information management can enable business process improvements for all bureaus and divisions

Advise senior management on appropriate levels and types of resources

for cost-effective information management throughout the Port.

4.1.2 Manage the Resources and Projects Related to Information Management

Install, or assist the installation of, all computer and communications hardware, including personal computers, networks, system and application software, and voice, data and image communications

Manage the operation and maintenance of the computers and

communications resources, including monitoring the efficiency and utilization of the key components

Provide assistance to users of the communications and computer systems

Estimate the costs of major information management projects

Ensure data integrity


Provide facilities for users to maintain their data securely

Prepare, implement and maintain business continuity and disaster recovery

plans and procedures for computer and related manual systems

Advise on outside computer and communications consulting services.

4.1.3 Provide Expert Counsel and Services Related to Information Management

Act as business systems consultants to user departments, including advising on equipment, applications, methodologies, the feasibility and justification for new business processes and systems improvements, systems implementations and post-implementation reviews

Provide technical education for users

Evaluate and provide user productivity tools, appropriate to the business

and the level of user sophistication Assist the implementation of software packages and undertake custom

software development with in-house or outside resources to improve business processes

Maintain and enhance applications software

Assist users to prepare and maintain their own systems, in accordance with

information management standards

Assist users with technical problems, including software issues

Evaluate and recommend computer and communications hardware, including PCs, networks, mobile units and system software

Evaluate and recommend application software and outside information

management consulting services. The aim of the centralized Information Management Division should be to assist the user divisions to be more efficient and effective in achieving their goals. Hence the prioritization of limited information management resources should be discussed with the users. Typically this is done by forming an Advisory Group with members representing users from all divisions. Note that the role of the Information Management Division does not include becoming a major user of its own information management services, which is contrary to the recommendation contained in the January 2006 Organization


Assessment report of blueCONSULTING, INC. that records management be placed in the Information Management Division. We advise against placing the centralized Records Center in the Information Management Division. After 17 years in their current role, the Information Management Division will have considerable difficulty changing its strategy and meeting the needs of the other divisions for business systems analysis, systems development, user training and the implementation of information management standards. It will need substantial executive direction and backing and will need to display resources and expertise that raises management’s and users’ expectations of the assistance that the Division can provide.

4.2 Recommended Applications

The requirements of the Port, its bureaus and divisions for improved processes and better access to information are best met by the Information Management Division initiating a program of project work in nine areas:

1. Foundation Projects. 2. Business Continuity and Disaster Recovery Planning. 3. Real-time Systems. 4. Geographic Information Systems and Computer Aided Design and Drafting. 5 Electronic Document and Records Management. 6. Financial and Construction Systems. 7. Infrastructure. 8. Divisional Systems. 9. Web-Based Systems.

Each of these areas is explained briefly below. Further details of the 28 individual projects making up this program of work are provided in Section 5.2 and Appendix 2.

4.2.1 Foundation Projects

Projects in this group are needed to ensure the success of the program of business process improvements. Three of the five projects are aimed at gaining control of the current situation. They are projects to set essential information management standards, support the isolated divisional systems that exist, and catch up the business process knowledge that has not been acquired over the years. The other two projects aim to help the users by educating and training users, and paying special attention to the human problems caused by change.

4.2.2 Business Continuity and Disaster Recovery Planning Business Continuity and Disaster Recovery Planning is essential for every organization, and especially for the Port. The objective of the plan will be to ensure information management support for the continuity or timely recovery of


business processes. Though the project would focus on a Business Continuity and Disaster Recovery Plan for the Information Management Division the effect of the planning would be felt by all divisions. The divisions would need to consider how they could reduce downtimes and how they would catch up if they had to reprocess data from a prior time.

4.2.3 Real-time systems The real-time systems projects are mainly required by the Security Division and by the Planning Bureau. There are many projects which will significantly help the Port to meet its safety, security and environmental objectives.

4.2.4 Geographic Information Systems and Computer Aided Design and Drafting Geographic Information Systems (GIS) and Computer Aided Design and Drafting (CADD) are basic information management tools for every organization that is primarily engaged in the development of property. One of the aims of the GIS project will be to rationalize the different GIS used by Engineering and Planning Divisions at the moment. Not only are the tools essential but Port-wide access to location-related information through a GIS or map-based portal will be expected in the years to come.

4.2.5 Electronic Document and Records Management (EDRMS) Much of the Port’s information is stored in documents. EDRMS makes it easier to retrieve and share that information. The project would involve all divisions of the Port and would be aimed at enhancing organizational effectiveness as well as meeting security, legal and regulatory requirements.

4.2.6 Financial & Construction Systems The planned expenditure of one to two billion dollars on capital improvement projects over the next five years increases the importance of managing financial and construction processes effectively at all levels in the Port. Financial and construction management systems are currently operating at the Port, so these projects are aimed at improving and extending the systems, and, in particular providing more timely information and easier access to information. Information in the City’s accounting systems that the Port uses is especially difficult to access at the present time. The project to implement new Management Systems will provide support for the Focus on Results performance metrics project and introduce better business intelligence information systems to Executives and Divisional Directors.


4.2.7 Infrastructure Infrastructure projects are required to improve the Port’s computer and communications network to run more, and increasingly sophisticated, software as the demand for information management increases. The provision of remote and mobile access, unified communications and an improved help desk organization are included in the projects.

4.2.8 Divisional Systems In contrast to the current strategy in which each division develops its own systems, there are only five significant systems projects that mainly impact one division and are identified as divisional systems. They are for the Real Estate, Risk Management (2), Maintenance and Trade Relations Divisions. Each project would enhance the efficiency of the division and the effectiveness of the Port.

4.2.9 Web-Based Systems Wherever practical, the Port should be moving towards informative and interactive web-based systems. The projects in this area will save labor and improve internal and external communications.

4.3 Recommended Facilities The existing computer hardware and network facilities are comprised of: Computer Rooms Cable plant and distribution facilities Network servers Local and Wide Area Networking equipment Desktop workstations Backup facilities Printers Uninterruptible Power.

The network is a collapsed backbone architecture based on Internet Protocol (IP). Servers and desktops primarily use Microsoft operating systems. The existing facilities are well maintained and provide a reliable platform for the current inventory of software applications. However, there are a number of improvements to facilities that will be addressed as part of the IM Business Plan: 1. The backbone switch will need to be upgraded to provide additional throughput

and capacity. Additionally, a number of other network switches will need to be upgraded.

2. Upgrades to wide-area bandwidth are required.


3. Additional remote connections to site locations and remote monitoring equipment will need to be implemented.

4. Production and low volume scanning facilities will be required to convert paper to electronic images.

5. Additional facilities for mobile access to the Port’s network are needed for staff working “in the field”.

6. A significant number of additional servers and data storage will be required to support planned new applications. These servers will require additional rack space and power in the computer room.

7. Additional disaster recovery facilities will need to be put in place.

The facilities detailed above will also need to be factored into the design of the new administration building.

4.4 Recommended Staffing The required capabilities of the Information Management Division can be provided by: a. A Divisional Director and an Assistant Director. One of whom will largely direct

the internal work of the Division while the other spends more time communicating with the executives and users.

b. Staff and consultants who are experts in computer and network design, operations and troubleshooting.

c. Staff who manage daily operations of the network, maintain the network, back-up data and programs, and tend to the security of the network.

d. A tiered organizational structure for user help that has advanced users in each division as the first tier of help, information management staff or consultants who operate a Help Desk as the second tier, computer and network operations staff or business systems analysts as the third tier, and consultants and vendors as the last tier of support.

e. Staff and consultants with expertise and experience in information management business applications.

f. Staff and consultants who can design and script applications, and modify packaged software.

g. Senior staff in the Division and consultants with experience of project management who operate a Program Office and manage the information management aspects of all projects.

h. In view of the number of Port management and employees to be educated and trained initially, and the lower level of ongoing education and training subsequently, education and training may be done best by outside consultants.

The Managing Director of Finance and Support Services should have an Information Management Advisory group who meet monthly for the foreseeable future to advise him of user priorities. The Advisory Group should be comprised of representatives of users in all divisions.


Diagram 4.4.1 – Functions Required For Information Management


5. INFORMATION MANAGEMENT WORK This report mainly addresses the work of improving business processes that the Information Management Division needs to do, because it has been missing in the past. However, it is important to realize that the non-project work that the Division does is just as essential. This section describes the non-project work and then the project work.

5.1 Information Management Division Work The main functions currently performed by the Information Management Division are:

Network administration

Network management Help desk support Application system support System back-up and restore Hardware procurement Hardware maintenance Hardware upgrades.

These functions have been heavily focused on maintaining the network infrastructure and providing desktop support to end users. Under the new role that the Information Management Division will play, a number of additional functions will be needed:

Development and enforcement of policies, procedures and standards Justification of new systems Software selection Project management Business process analysis Disaster recovery planning.

5.2 Recommended Information Management Projects

To meet the business requirements set out in Section 4 above, the Information Management Division needs to do project work in nine areas. In these areas 28 projects need to be undertaken. The list of projects is:


Table 5.2.1 – List of 28 Projects in Nine Logical Groups

1. Foundation Projects

1 Corporate, Project & Technical Standards (Standards) 2 Support for Local Systems 3 Process Analysis 4 Information Management Education & Training 5 Change Management

2. Business Continuity & Disaster Recovery Planning 6 DRP

3. Real-time Systems 7 Real-time Systems

4. GIS and CADD 8 GIS & CADD 9 GIS Portal

5. Electronic Document & Records Management System 10 EDRMS 6. Financial & Construction Systems 11 Billing System 12 Management Systems 13 Financial Analysis, Labor and Cost Reporting 14 Program Management System 15 Collaborative, Proactive Management Information System for Construction (CPMIS) 16 Port-Wide Asset Management 7. Infrastructure 17 Formalize Help Desk 18 Upgrade the Infrastructure 19 Remote Access to the Port’s Network 20 Mobile Access to the Port’s Network 21 Enhanced Multi-Media Communications System 8. Divisional Systems 22 Maintstar 23 Enhancements to the Lease Administration System (LAS) 24 Tenant Insurance Tracking and Compliance 25 Management of Port Operations Field Staff 26 Loss Data Tracking and Analysis 9. Web-Based Systems 27 Web-Based Systems 28 Customer Relationship Management (CRM)

Each of the projects is defined in Appendix 2.


5.3 Recommended Approach to Projects We considered four different approaches to the projects. They are illustrated in the Diagram 5.3.1 and discussed below. Diagram 5.3.1 – Four Different Approaches to Projects

5.3.1 Level of Standardization

One way to approach the projects would be to define standards to which every project must adhere. The opposite approach is to have a “best of breed” approach in which each project is worked on independently without any guiding standards. The best of breed approach can provide the most functional applications for the specific process, but they cause serious problems when data has to be exchanged with other applications or gathered for Port-wide reporting. Standards compliant systems tend to the opposite characteristics. We recommend that systems should comply to standards, unless they are specialist systems that require little or no interfaces with other systems and little or no support from the Information Management Division.

5.3.2 Functional Priority

There are three functional priority alternatives: 1. Enterprise Systems. 2. Divisional Systems. 3. Process Systems.


To give priority to Enterprise Systems means that the Port will use more Port-wide systems. For example, everyone would use the same time recording system and divisional systems, like Maintstar, would not be allowed. A Divisional approach is the approach that the Port currently uses. Each division develops its own systems without regard to the effect it has on other divisions. The Process Systems alternative places the focus of activity on support for processes, many of which will be cross-divisional but not Port-wide. Considering the need to improve the Port’s business processes we recommend the Process approach to systems development.

5.3.3 Overall Schedule We reviewed whether a shorter or longer schedule than five years would be appropriate for the Information Management Business Plan. We recommend that a five year plan would be most appropriate for many reasons, which include: 1. Completing 28 projects in a shorter time than five years would subject the

Port to too high a rate of change and hence undue risk, in our opinion. A five year time span allows the Port to divide the Plan into three phases of 18 months to two years. Each Phase gives a reasonable amount of time for the Port to prepare for, execute and recover from the major changes that the 28 projects will introduce.

2. The information technological horizon is about five years at a maximum

so it is not appropriate to plan projects relying on technology for longer than five years.

3. The Information Management Division will develop its business process

improvement function from scratch so there is a greater workload in the near future than in the long term. A shorter time period would require the recruitment of an excessive number of Information Management Division staff over that required for the longer term.

5.3.4 Use of Resources

The two alternatives are:

1. Internal Resources 2. External Resources. There are constraints on the number of staff that it is practical to recruit to implement a Information Management Business Plan that is in alignment with the


Port’s strategic plan, so a balance of internal and external resources would be best. At the start more external resources would be used, but these resources will be replaced by staff as they are recruited and trained.

5.4 Recommended Timing of Projects

The sequence and timing of the projects is a critical factor in the Information Management Business Plan because too fast or too slow a plan will cause the whole program to fail. The Port will not be able to withstand a rate of change that is too high. However, if the timetable is not fast enough the divisions will develop their own business process improvements, thus continuing the problems of the current situations. The plan for the projects is affected by their logical dependencies, their priorities, milestones that have to be met, resource and expertise requirements, and other considerations. These are outlined below and analyzed in detail in Appendix 3. 5.4.1 Project Dependencies

Most of the 28 projects can be started independently of the other projects but there are some dependencies for completion of the projects. The major ones are: All projects depend on the Foundation projects. Some real-time systems have interdependencies, for example, high-speed

data transmission systems depend on the implementation of the fiber optic network.

The Program Management System for Engineering depends on the Financial Analysis, Labor and Cost Reporting System.

The Collaborative Proactive Construction Management Information Systems depends on the Electronic Document and Records Management System and the Standards projects.

Some divisional projects depend on the projects to install remote and mobile access.

5.4.2 Priorities

Most of the projects are urgent but it is impractical to undertake too many projects at the same time. The ongoing projects, the Foundation projects and projects related to security, such as the Business Continuity and Disaster Recovery Plan for Information Management and the Security Division’s Real-Time Systems, should have the highest priorities.

5.4.3 Milestones The only critical milestones are:


1. The end of the year when the Terminal Optimization Program (TOP) Office closes.

2. The delivery of several environmental reports in the summer of 2007, which are expected to allow several major construction projects to start.

3. Times when grants for improved security systems become available. Projects that have already been started by different divisions need immediate attention and co-ordination by the Information Management Division. They are the: Security and Planning Divisions’ Real-Time Systems. GIS is being addressed by the Information Management Division. Maintstar by the Maintenance Division. Web-Based Systems, led by the Communications Division. Local Systems, which include limited forms of CRM, Loss Data Tracking

and Analysis, Tenant Insurance Tracking and Compliance, Human Resource systems and others.

Remote and mobile access to the Port’s network. Collaborative Proactive Management Information Systems for

Construction are being investigated by the Construction staff in the Engineering Bureau.

5.4.4 Resource and Expertise Requirements

The 28 projects will require a wide range of expertise so the Information Management Division’s staff will need to be supplemented with consultants who can provide the experience and expertise required. The resources and expertise requirements of each type of project is described in Appendix 3.

5.4.5 Other Considerations

Other considerations that affect the timing and sequence of the projects include the needs to:

Gain support from Executive Management. Be sensitive to the extra workload that a higher rate of change will impose

on the staff and management. Modify the culture of the Port to accept change more readily. Win cooperation from the divisions who have already started on

information management projects, and, equally important, not obstruct other divisions who wish to develop improved processes before their due time according to the Information Management Division’s plans.

Change the role of the Information Management Division. Grow the Information Management Division from an organization that has

done little major business process improvement work to a fully functioning, efficient and effective information management force.


5.4.6 Project Timings

It is convenient to consider the program of work to comprise three overlapping Phases. The initial Phases are dominated by establishing the Information Management Division with world-class best practices and growing it into steady-state status that will continue to enhance the reputation of the Port. The duration of Phase 1 will depend upon the recruitment of suitable staff to the Information Management Division, but at this time it is expected to take 12 to 18 months. Phase 1 is characterized by: 1. Provision of assistance to projects already underway. 2. Projects that enhance security and safety. 3. Projects that establish the correct role for the Information Management

Division. 4. Projects that establish best practices and lay a foundation for the major

projects to come. 5. Projects that demonstrate the value of improving business processes. 6. A greater use of outside resources. 7. Projects that are not too ambitious in their size, complexity and scope. Phase 2 will get underway as staff are recruited. Phase 2 comprises projects that will be implemented over an 18 month period and will be: 1. Greater in size, complexity and scope. 2. Managed and carried out with more staff and fewer outside resources. 3. Designed to transfer knowledge from consultants to permanent staff. 4. Aimed at major business improvements for the Port. Phase 3 is essentially a two-year consolidation Phase that ends the planned, five-year program of work, brings many of the long-duration projects to a close and implements several divisional systems. It will also be the start of the Port-Wide Asset Management project that will last well beyond the five-year timescale of this plan. At the end of Phase 3 it should be time to prepare a new Information Management Business Plan.

Taking account of the dependencies, priorities, milestones, resources requirements and other considerations identified above, we recommend the following allocation of projects to the three Phases.


Table 5.4.1 – Project Phases Phase 1 Phase 2 Phase 3 Foundation Projects Prepare Standards Process Analysis I.M. Education Change Management Current Projects Real-Time Systems GIS & GIS Portal Construction CPMIS Maintstar Web-Based Systems Process Improvements Disaster Recovery Planning Billing Lease Administration I.M.Division Infrastructure Formalize Help Desk Upgrade the Infrastructure Remote Access Mobile Access

Foundation Projects Support for Local Systems Process Improvements EDRMS Financial Analysis Program Management Management Systems I.M.Division Infrastructure Enhanced Communications Continued from Phase 1 Real-Time Systems GIS & GIS Portal Construction CPMIS Web-Based Systems I.M. Education Change Management

Process Improvements Loss Data Tracking Tenant Insurance Mgment Of Port Ops. Asset Mgment CRM Continued from Phase 2 Real-Time Systems GIS & GIS Portal Construction CPMIS Web-Based Systems I.M. Education


6. REQUIRED RESOURCES 6.1 Recommended Staffing Levels

The capabilities required in the Information Management Division are defined above in Section 4.4. They show a need for staff to: Direct and manage the Division. Manage the technological infrastructure. Manage network operations. Provide a Help Desk for users. Analyze and improve business processes.

The current staff already manages the technological infrastructure and the network operations, and staffs the Help Desk as well. The infrastructure and network operations will need to expand to support the business process improvements but the degree of change for associated staff will be small. A major change will take place in the role of the Help Desk and additional staff will be required there as well as for the new function of analyzing and improving business processes. The new staff requirements and the composition of the Information Management Advisory Group are explained below. 6.1.1 Help Desk

The Help Desk will need extra staff to: Provide deeper support to all divisions who currently struggle to develop

and operate local spreadsheet and database systems with varying degrees of efficiency.

Take over support of Expedition and the other systems currently administered by the TOP office.

Support more extensive use of remote and mobile access to the Port’s network.

Support the greater range and higher sophistication of the applications introduced by the Information Management Business Plan.

Resolve problems more rapidly for users who will become increasingly dependent on their computer systems.

Act as the eyes and ears of the Information Management Division to identify business processes that need improvement and intra-divisional processes in particular.

Formalizing the Help Desk and having a dedicated staff, instead of different staff working part-time to provide help to users, will increase efficiency. Based upon an industry standard we could expect the Help Desk to require about one staff member for each 50 to 60 users on the network. Currently there are more than 300 users but we expect the Help Desk to be able to cope with one of the existing staff


and three new staff. Details of their duties and required qualifications are provided in Appendix 4.

6.1.2 Business Analysts

The major area of new work for the Information Management Division is the analysis and improvement of business processes. In particular, the additional Analysts will be need to be recruited for the following projects: Phase 2 Real-Time Systems. Electronic Document and Records Management System. Four Financial and Construction Systems projects. Web-Based Systems.

Phase 3 Real-Time Systems. Port-Wide Asset Management. Web-Based Systems. Three Divisional Systems.

We expect that an Assistant Director and four Business Analysts will need to be recruited for this work. The recruited Analysts will work on more than one project at a time and will be supplemented by consultants as necessary. Details of their duties and required qualifications are provided in Appendix 4.

6.1.3 Information Management Advisory Group

A group of senior executives that represent all the divisions of the Port will need to meet monthly to advise the program sponsor, the Managing Director Finance and Support Services. Initially the group should comprise no more than seven directors in addition to the Information Management Division Director and the Manager of the Program Office. The Group’s objective will be to ensure the success on the program to implement the Information Management Business Plan by providing the users’ viewpoints to the Program Sponsor. It will adopt the Information Management Business Plan as the basis on which the program of work should proceed. Details of its functions are set out in Appendix 4.


6.2 Recommended Organization 6.2.1 Departmental Organization

We have carefully considered the organization structure that will be needed to support the additional Information Management Division’s resources. Essentially the structure must accomplish two competing objectives: 1. Maintain the existing network infrastructure and provide end user support. 2. Focus on process analysis as the basis for implementing new systems

projects. It seems clear that the most satisfactory arrangement will be accomplished by splitting responsibility for these two activities. Thus two possible organization structures exist. The first is represented in diagram 6.2.1. In this structure a new Assistant Director would be appointed with responsibility for developing the new capabilities of the Information Management Division. The advantage of this approach would be that the new hire could be selected on the basis of their capabilities in the new required skills and thus would immediately strengthen the Information Management Division. The Information Management Division Director would maintain responsibility for maintaining the existing facilities.

Diagram 6.2.1 – Recommended Departmental Organization Structure

In the second arrangement, a newly appointed Assistant Director would have responsibility for maintaining the existing facilities while the Information


Management Division Director would lead the initiative on implementing the projects specified in the Information Management Business Plan.

Diagram 6.2.2 – Recommended Alternative Departmental Organization Structure

Both arrangements would be equally workable and there is no compelling argument to be made for one over the other. A deciding factor could be the skills and capabilities of the new hire.

6.2.2 Project Organization

We also recommend that the project organization structure for each of the major user projects in the Information Management Business Plan be headed by a Project Manager drawn from a user division. IT staff should not be Project Managers, except for minor, emergency, and wholly technical projects.

Diagram 6.2.3 – Recommended Major User Project Structure


6.3 Recommended Project Staffing At the present time there are no Information Management Division staff who can be assigned to implement the Information Management Business Plan. We therefore recommend setting up a Program Office staffed by consultants that will initiate the implementation of the plan and assist the Port to achieve its goals. The Program Office will provide the program management, process analysis, requirements definition, Request For Proposal development, software selection, application architecture, process design, and technology contracting skills required to keep the program on schedule. Without a dedicated Program Office, a large part of the schedule will be consumed by the “as needed” acquisition of resources. The progress on projects will be interrupted and the whole program of work will take much longer. The Program Office is a key ingredient to the successful fulfillment of the plan. The Program Office will require a wide range of experience to manage information management work for Phase 1 projects as diverse as setting standards, change management, real-time systems, GIS, CPMIS for construction, maintenance systems, web-based systems, disaster recovery planning, billing and lease administration. Resources required for Phase 1 projects are discussed below. Resources for later projects will depend on the skills of the staff recruited.

With regard to the Program Office and the Foundation projects:

a. The workload of Preparing Standards will need assistance from the current

staff for the technical standards. b. A project to assess education and training needs is currently being planned

by the Human Resources Division. We would expect the information management project to be a continuing part-time workload that would not unduly stretch either users or the Information Management Division and may use external training courses.

c. The Change Management project would be a part-time project that should reduce human problems in the user divisions over an extended period of time.

The Business Continuity and Disaster Recovery Planning will mainly be done by

outside consultants but will also be a considerable workload on the Information Management Division and in particular on the current staff who are familiar with the operation of the network.

Real-Time Systems will be driven by the Security and Planning Divisions. Vendors will provide most of the systems. Coordination and support will be needed from the Information Management Division and the Program Office.

The GIS and GIS Portal projects need to consider the needs of several divisions


and to organize the data to meet a wide variety of requirements. There has already been a call for more resources to staff the project.

The Finance Division and the Real Estate Divisions will probably provide the

Project Managers for the projects to update the billing system and enhance the lease administration system. Most of the information management work will be done by the Program Office for the Information Management Division.

The project to introduce Collaborative Proactive Management Information

Systems for Construction could require considerable support from the Information Management Division and the Program Office. The CPMIS project introduces proactive workflow that will be used in later projects, and needs to interface with other systems, such as EDRMS, that are planned for later implementation. Close attention to the design to ensure that it produces benefits and adheres to the standards of the Port’s architecture will be necessary.

Formalizing the Help Desk is a relatively small project that requires suitable staff to be recruited. It should be done by the Information Management Division without major effort.

The other Infrastructure projects are in the area that the Information Management

Division already attends to satisfactorily.

Maintstar has already been selected as the software to be implemented by the Maintenance Division and is in limited use already. The implementation of Maintstar could be done with part-time involvement from the Program Office of the Information Management Division.

Web-Based Systems will extend the work already done by Civica Software. We expect that their work will continue and that for other web-based systems the pace of development will be flexible and could be done by recruited staff or by consultants.

6.4 Funding Required To estimate the funding requirements for the Information Management Business Plan we have made a number of assumptions which include: 1. Costs are estimated only for the Information Management Division and for any

users who may spend significant proportions of their time on a project. Costs for the Information Management Division include hardware, software, staff and outside resources. User costs include a limited number of outside training courses.

2. The capital costs of systems for the Security Division will be partially funded by

grants. The size of grants that may apply is not known at this time. We have therefore simply allocated a sum of $2,250,000 divided over the five years for


information management assistance to security division systems. Any additional funding required is expected to be covered by the Security Division’s budget.

3. There will be no additional costs for the Maintstar software package. 4. Costs of additional staff are estimated at the top of the salary range plus 54%

overhead. Costs of current staff are not included. 5. The costs of new help desk staff have not been added to the capital costs, except

for the cost of one staff member to take over support of local systems for 18 months in phase 2.

6. The Program Office will start on day 1 of the project to implement the

information management business plan. Eight extra Information Management Division staff will join at the rate of two or three per quarter starting after six months.

The table below shows the estimated additional capital costs that will be incurred with the Information Management Business Plan. Figures in the table are expressed in millions of dollars.

Table 6.4.1 – Estimated New Capital Costs for the IM Business Plan Project Groups

Min Max Min Max Min Max Min Max$M $M $M $M $M $M $M $M

Foundation Projects $0.90 $1.25 $0.25 $0.30 $0.10 $0.20 $1.25 $1.75Disaster Recovery Planning $0.20 $0.40 $0.25 $0.25 $0.00 $0.00 $0.45 $0.65Real-Time Systems $0.60 $0.70 $0.80 $1.00 $1.10 $1.45 $2.50 $3.15GIS $0.55 $0.60 $0.45 $0.60 $0.10 $0.20 $1.10 $1.40EDRMS $0.00 $0.00 $0.90 $1.25 $0.00 $0.00 $0.90 $1.25Financial & Construction $2.00 $3.00 $3.00 $4.00 $2.00 $3.00 $7.00 $10.00Infrastructure $0.25 $0.40 $0.40 $0.50 $0.00 $0.00 $0.65 $0.90Divisional $0.60 $0.90 $0.00 $0.00 $0.25 $0.40 $0.95 $1.20Web-Based Systems & CRM $0.20 $0.30 $0.20 $0.30 $0.30 $0.50 $0.70 $1.10

Totals $5.30 $7.55 $6.25 $8.20 $3.85 $5.75 $15.50 $21.40

Phase 1 Phase 2 Phase 3 Total

Based on the above figures the extra capital cost of implementing the Information Management Business Plan will be between $15 million and $22 million. Maintenance costs at 10% to 20% per year, and other costs, could add about $5 million to the cost over five years. Therefore the total cost of adopting the Plan is estimated at $20 to $27 million.


6.5 Benefits

Traditional techniques for determining return on investment have become increasing irrelevant when measuring the value to an organization of new information systems. Much like the telephone, information systems have become an essential business tool whose impact on the organization is so pervasive that it is almost impossible to measure in purely economic terms. Nonetheless prudence dictates that such systems should be justifiable even if their true value to the organization cannot be fully determined in financial terms. In determining the benefits of the proposed program of strategic projects the aim has been to provide an overall justification for the program. The benefits justifying the new systems are both tangible and intangible. In reality, the intangible benefits are expected to far outweigh the quantifiable increases in efficiency and productivity that could be used to estimate the financial benefits of the system. While not ignoring the financial savings, the benefit analysis focuses on the non-financial benefits to operational capability that information systems can bring. The reasons for this are: it will not be possible to justify the overall program on cost saving grounds, and

indeed the realizable savings of each part of the program will, at best, be relatively low

even where financial savings are possible, there is an element of choice as to

whether benefits are realized by improving the quality or quantity of operational capability using the same resources, or by reducing the cost of resources while maintaining quality and grade of service

the intangible benefits are the greatest source of value to the Port particularly

because the consequences of not undertaking the program of projects would be to limit the Port’s ability to achieve it’s strategic objectives.

6.5.1 Tangible Benefits

Tangible benefits can typically be grouped into four categories:

Labor Savings - the savings due to expected headcount reduction or

overtime avoidance. Expense Reductions - the savings in expenses such as inventory or

accounts receivable. Business Benefit - the gains in revenue from increased sales, customer

acquisition or increased customer retention. Cost Avoidance – avoidance of some predictable future cost.

Of these four categories it is only cost avoidance that provides potentially significant dollar savings. Based on the Port’s growth projections it is clear that substantial increase in staff could be needed.


6.5.2 Intangible Benefits

The Port can anticipate reaping the greatest results from the intangible benefits of introducing these new systems. These intangibles, while not quantifiable in financial terms, are a realizable benefit of the systems improvements, chiefly in the areas of effectiveness and efficiencies. For example, the Port is embarking on capital projects that will exceed $1 billion in the near future. Better information providing a greater ability to manage and conduct those projects will have significant value for the Port.

The sources of intangible benefits that can be attributed to the Plan are: Strategic Advantage - working towards the Port’s overall objectives and

alignment with the Port’s mission. Flexibility Advantage – implementing policy changes faster,

implementing process changes less expensively, better addressing customer needs, meeting changing demands (e.g. changing demographics) more quickly, scaling processing activities more easily and more cost effectively.

Operational Advantage - enabling the Port to function more effectively and to standardize processes.

Performance Incentive Advantage - alignment with performance. incentives for which the Port is rewarded and avoidance of situations for which the Port is penalized.

Brand, Image and Reputation Advantage - reinforcing, advancing and changing the Port’s brand, image and reputation.

Participation Advantage – allowing the Port to participate in or provide leadership in industry or supply chain initiatives.

Relationship Advantage - enhancement of the relationship with the key stakeholders.

Organizational Advantage - reinforcing the Port’s culture or improving job satisfaction.

Intellectual Capital Advantage – capturing of implicit knowledge gained by staff in an explicit form, and the perceived value from the capture of that knowledge in a systematic form.

Each of these intangible benefits has value to the Port but greatest advantages are strategic, flexibility and operational. The tangible and intangible benefits will be further defined for each project as part of the documentation prior to the authorization of each project.


7. IMPLEMENTATION ACTIONS

7.1 Timetable of Work The timetable for the projects is shown in project group and Phase sequences in the bar charts below. Figure 7.1.1 – Timetable in Project Group Sequence for the Planned Projects

PROJECTS Phase1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4


1 Corporate, Project & Technical Standards (Standards) 1

2 Support for Local Systems 2

3 Process Analysis 1

4 Information Management Education & Training All

5 Change Management 1 & 2

2. Business Continuity & Disaster Recovery Planning

6 DRP 1

3. Real-Tme Systems

7 Real-time Systems All

4. GIS and CADD

8 GIS & CADD All

9 GIS Portal All

5. Electronic Document & Records Management System

10 EDRMS 2

6. Financial & Construction Systems

11 Billing System 1

12 Management Systems 2

13 Financial Analysis, Labor and Cost Reporting 2

14 Program Management System 2

15 Collaborative, Proactive Management Information System (CPMIS) All

16 Port-Wide Asset Management 3

7. Infrastructure

17 Formalize Help Desk 1

18 Upgrade the Infrastructure 1

19 Remote Access to the Port’s Network 1

20 Mobile Access to the Port’s Network 1

21 Enhanced Multi-Media Communications System 2

8. Divisional Systems

22 Maintstar 1

23 Enhancements to the Lease Administration System (LAS) 1

24 Tenant Insurance Tracking and Compliance 3

25 Management of Port Operations Field Staff 3

26 Loss Data Tracking and Analysis 3

9. Web-Based Systems & Customer Relationship Management

27 Web-Based Systems All

28 Customer Relationship Management (CRM) 3

Year 5Year 1 Year 2 Year 3 Year 4


Figure 7.1.2 – Timetable in Phase Sequence for the Planned Projects

ID WBS Task Name

1 0 Start Plan

2 1 Phase 13 1.1 Corporate, Project & Technical Standards (Standards)

4 1.2 Process Analy sis

5 1.3 Inf ormation Management Education & Training

6 1.4 Change Management

7 1.5 DRP

8 1.6 Real-time Sy stems

9 1.7 GIS & CADD

10 1.8 GIS Portal

11 1.9 Billing Sy stem

12 1.10 Collaborativ e, Proactiv e Management Inf ormation Sy ste

13 1.11 Formalize Help Desk

14 1.12 Upgrade the Inf rastructure

15 1.13 Remote Access to the Port’s Network

16 1.14 Mobile Access to the Port’s Network

17 1.15 Maintstar

18 1.16 Enhancements to the Lease Administration Sy stem (LAS

19 1.17 Web-Based Sy stems

20 2 Phase 221 2.1 Support f or Local Sy stems

22 2.2 EDRMS

23 2.3 Management Sy stems

24 2.4 Financial Analy sis, Labor and Cost Reporting

25 2.5 Program Management Sy stem

26 2.6 Enhanced Multi-Media Communications Sy stem

27 2.7 Inf ormation Management Education & Training (Continue

28 2.8 Change Management (Continued)

29 2.9 Real-time Sy stems (Continued)

30 2.10 GIS & CADD (Continued)

31 2.11 GIS Portal (Continued)


33 2.13 Web-Based Sy stems (Continued)

34 3 Phase 335 3.1 Loss Data Tracking and Analy sis

36 3.2 Tenant Insurance Tracking and Compliance

37 3.3 Management of Port Operations Field Staf f

38 3.4 Port-Wide Asset Management

39 3.5 Customer Relationship Management (CRM)

40 3.6 Inf ormation Management Education & Training (Continue

41 3.7 Change Management (Continued)

42 3.8 Real-time Sy stems (Continued)

43 3.9 GIS & CADD (Continued)

44 3.10 GIS Portal (Continued)


46 3.12 Web-Based Sy stems (Continued)

47 0 End Plan

9/1

4/7

3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 42007 2008 2009 2010 2011 2012

7.2 Actions Required

The major actions to be taken are: 1. Decide to adopt this plan and support it with the necessary resources. 2. Continue the monthly information exchange meetings with the Directors of all the

Divisions until it is appropriate to form the Information Management Advisory


Group (IMAG). Thereafter hold meetings with all the Directors once a quarter during Phase 1 and with the IMAG monthly.

3. Select Consultants to staff the Program Office and commence the implementation

work. 4. Revise the mission, objectives and performance measures of the Information

Management Division to reflect the role laid out in this plan. 5. Initiate the recruitment of an Assistant Director of Information Management, four

Business Analysts and three Help Desk staff. 6. Rearrange the offices of the Information Management Division to accommodate

the extra staff.



8. CONCLUSION We expect that the projects detailed within this Information Management Business Plan will make a significant contribution towards achieving the Port’s strategic objectives. To realize the benefits of the plan it must now be implemented with adequate resources and executive support. It will be difficult to change the role of the Information Management Division within the current culture of the Port and without executive backing it will be impossible. We wish to thank all of the executives, Divisional Directors, staff and consultants at the Port for their contribution to this strategic plan. In particular, we wish to thank Steven Rubin, Managing Director Finance and Support and Doug Albrecht, Director of Information Management for their guidance and the time they have devoted to this Plan. For CGR Management Consultants LLC. J. K. Kennedy J. E. Kennedy K. Ling Principal Principal Grace Consulting Corp.

Appendix 1 - Page 1


APPENDIX 1 – CURRENT AND PROPOSED ORGANIZATIONAL CHARTS

Appendix 2 - Page 1

APPENDIX 2 – PROJECT DEFINITIONS This appendix provides details of the 28 projects that have been identified as necessary in the Information Management Business Plan. 1. Foundation Projects 1.1 Departmental, Project & Technical Standards (Standards) 1.2 Support for Local Systems 1.3 Process Analysis 1.4 Information Management Education & Training 1.5 Change Management 2. Business Continuity & Disaster Recovery Planning 2.1 DRP 3. Real-time Systems 3.1 Real-time Systems 4. GIS and CADD 4.1 GIS & CADD 4.2 GIS Portal 5. Electronic Document & Records Management System 5.1 EDRMS 6. Financial & Construction Systems 6.1 Billing System 6.2 Management Systems 6.3 Financial Analysis, Labor and Cost Reporting 6.4 Program Management System for Engineering 6.5 Collaborative, Proactive Management Information System for Construction (CPMIS) 6.6 Port-Wide Asset Management 7. Infrastructure 7.1 Formalize Help Desk 7.2 Upgrade the Infrastructure 7.3 Remote Access to the Port’s Network 7.4 Mobile Access to the Port’s Network 7.5 Enhanced Multi-Media Communications System 8. Divisional Systems 8.1 Maintstar 8.2 Enhancements to the Lease Administration System (LAS) 8.3 Tenant Insurance Tracking and Compliance 8.4 Management of Port Operations Field Staff 8.5 Loss Data Tracking and Analysis


Appendix 2 - Page 2

9. Web-Based Systems & Customer Relationship Management 9.1 Web-Based Systems 9.2 Customer Relationship Management (CRM)


Appendix 2 - Page 3

1. DEPARTMENTAL, PROJECT & TECHNICAL STANDARDS (STANDARDS) Project ID: 1.1 Project Title: Departmental, Project & Technical Standards (Standards) Project Type: Enterprise Compliant Best of Breed Process Divisions: Information Management Division and to a lesser extent all divisions. Duration: 18 months Objectives: To agree on standards that define the Port’s information management policies, and procedures if necessary, for technology, methodology, documentation, security, ethics, assets, and resources. Scope of Project: The project will produce the Port’s Information Management Standards Manual for use by all managers, project managers, developers, technicians and operators of the Port’s information management systems. The manual will be available to all divisions that participate in information management systems development. Project Description: The manual will include any existing policies and procedures in use by the Port at present. It will add standards where there are none. The manual is expected to have sections that include: 1. Departmental Standards 2. Project Standards 3. Security Policies 4. Program Change Management Policies 5. Network Configuration Management Policies 6. Network Operations and Administration Policies 7. Network Usage Policies 8. Help Desk Policies 9. Purchasing Policies Predecessors: This is a Foundation Project. There are no predecessors. Other Issues: None.


Appendix 2 - Page 4

2. SUPPORT FOR LOCAL SYSTEMS Project ID: 1.2 Project Title: Support For Local Systems Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 18 months Objectives: To reach a position where Help Desk staff in the Information Management Division can support the local systems operated by users in individual divisions. The local systems typically are MS Office based (Excel and Access) but also include the use of other software (e.g. BRIO, ADEPT, dBase). Scope of Project: The Help Desk will work on all small, intra-divisional systems over time, and recommend means of streamlining the users’ operations. Inter-departmental processes and large systems will not be improved but will be passed to the Business Analysis group for improvement. Any unsupportable software used by the systems will be changed to software that can be supported. Project Description: Help Desk staff will make an inventory of the local systems used in all divisions. The systems will be documented for future reference. The systems will be assessed for efficiency and effectiveness and, where necessary, improvements will be suggested and agreed with the users. The improvements will be scripted by the Help Desk, or by other systems development personnel, and assistance will be provided to the users to implement the improvements. Each local system will be treated as a separate task. The work will be done as a background workload and will not interfere with response times to Help Desk support requests. Predecessors: This is a Foundation Project. There are no predecessors other than the recruitment of Help desk staff. Other Issues: None.


Appendix 2 - Page 5

3. PROCESS ANALYSIS Project ID: 1.3 Project Title: Process Analysis Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 18 months Objectives: To analyze the Port’s underlying processes in order to understand what information management solutions would support those processes and not just the specific needs of each division or processing unit. Once the current processes are defined, there will be an opportunity to improve upon them to enhance productivity and to cure any gaps prior to automation. Scope of Project: Processes that involve more than one division at the Port will be analyzed and documented in accordance with the Port’s standards. Recommendations for process improvements are expected to result from the analyses. Processes that will be considered for analysis, subject to agreement with the relevant division, include:

Communications with tenants and customers. Administration associated with a vessel’s call at the Port. Timing of financial information. The Port’s ownership and management roles in construction projects. Property leases from inception to renewal. Environment impact studies from scope definition to data collection and analysis to final

report and their impact on other Port projects. Marketing communications from concept to results. Life cycle asset tracking. Board meeting procedures and documentation.

Workflows within the same division will be excluded due to the lower level of complexity. This project may recommend business process improvement but will not include implementing the recommendations. Project Description: Processes for analysis will be selected with the help of the Information Management Advisory Group. Subject matter experts (SMEs) from each division involved with each process will be involved in group discussions to analyze the workflows, inputs and outputs from the process beginnings to the ends. If an analysis reveals that a process could be improved a recommendation will be made to the Information Management Division. Predecessors: This is a Foundation Project. There are no predecessors. Other Issues: None.


Appendix 2 - Page 6

4. INFORMATION MANAGEMENT EDUCATION & TRAINING Project ID: 1.4 Project Title: Information Management Education & Training Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 5 years Objectives: To enable all Port users to use and manage effectively the information they require to support their business functions. Scope of Project: Provides training to all Port employees who need to use and manage the flow of data that supports the Port’s business functions. Since many applications to be implemented are process-driven, this training program will include inter-divisional processes and the benefits of planned improvements. It will also cover new and existing information management tools and applications. Project Description: This project will coordinate with the Port’s Human Resources division to develop a training plan by process and division that is synchronized with the planned rollout of new processes and related information management tools. This project will coordinate with other projects to develop the content of training from changes in workflow resulting from process improvements to data entry and reporting functions and features of new systems to be installed. This project will also coordinate with the Change Management project to ensure the appropriate knowledge transfer has occurred to enable the involved staff to perform effectively in the new technology environment. A remedial training plan will also be developed to offer training on existing applications to enable users to maximize their ability to leverage currently available information management tools. This project will also determine the resources required to develop the curriculum as well to deliver the courses and will coordinate with the Port’s Human Resources division to determine the best means to deliver the training. Predecessors: There are no predecessors. Other Issues: The Human Resources Division is currently seeking consultants to assess training needs for the whole Port.


Appendix 2 - Page 7

5. CHANGE MANAGEMENT Project ID: 1.4 Project Title: Change Management Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 3 years Objectives: To minimize the problems associated with change during the implementation of the Information Management Business Plan. Scope of Project: Change management is the design and execution of programs to minimize human problems as the Port moves from its current level of performance to a future target level of performance. The project will prepare the organization to be ready to change its attitudes, motivation, culture, skill sets and processes in order to accept improved business processes more readily. Change management also requires skills enhancement programs to enable the Port’s staff to function effectively in a future environment. For example, the Port’s reorganization may require certain activities to be performed differently to accommodate the new structure of the bureaus, or the Process Analysis project may identify changes necessary to current processes to improve the Port’s productivity. These changes in workflow or outputs may require some level of instruction. Change management programs should not only communicate the impact of any differences effectively, but to ensure that new knowledge is properly transferred. Hence, as new systems are introduced, this project will coordinate with the Information Management Training and Education project to ensure that the appropriate knowledge transfer has occurred to enable the involved staff to perform effectively in the new technology environment. Project Description: The project will rely on a comprehensive and structured communications program to:

Clearly state the objective of the change efforts. Generate a sense of urgency for change. Define the course of action the Port will take to reach its objectives. Promote the benefits to the Port once the changes are complete.

The communications program will use multiple formats (e.g. web, print, live discussions) rolled out in such a way that key messages are reinforced to align effectively the vision and motivation of the staff with that of the leadership. Predecessors: There are no predecessor projects. Other Issues: None.


Appendix 2 - Page 8

6. BUSINESS CONTINUITY AND DISASTER RECOVERY PLANNING Project ID: 2.1 Project Title: Business Continuity and Disaster Recovery Planning (DRP) Project Type: Enterprise Compliant Best of Breed Process Divisions: Information Management Division and to a lesser extent all divisions. Duration: 1 year Objectives: To prepare and test a plan for ensuring the effect of a disaster on the Information Management Division is minimized and that the Division can recover as quickly as possible from a disaster if one occurs, so that it continues to support the computer and communications based business processes. Scope of Project: The project will assess the major risks and their business impacts, develop and document a cost-effective strategy and plan to minimize the effect of, and recover from, the loss of hardware, software, data, staff, facilities and third-party consultants and vendors. It will be necessary to prioritize the business applications, and estimate recovery time objectives for each business process and each division, so all divisions will be involved in the project. The project will be limited to planning and testing the plan. Implementation of any recommendations for additional hardware, software, data storage, staff, facilities, consultants and vendors will be passed to the Information Management Division. Project Description: The project should be employ consultants experienced in preparing business continuity and disaster recovery plans. It will require considerable time from current Information Management Division staff to document current backup and rebuild procedures in detail. The first steps for the Port will be to prepare a Request for Proposal from consultants and to select the most suitable. Predecessors: There are no predecessors. Other Issues: None.


Appendix 2 - Page 9

7. REAL-TIME SYSTEMS Project ID: 3.1 Project Title: Real Time Systems Project Type: Enterprise Compliant Best of Breed Process Departments: Security and Environmental Planning Duration: 54 months Objectives: To implement real time systems to support security and environmental monitoring. Scope of Project: The Real Time Systems project will implement a variety of security and environmental systems that will provide real-time monitoring of Port facilities and the surrounding areas. Project Description: The Environmental Services Division plans to install real-time, wireless monitoring equipment to sample the environment over a geographically dispersed area continuously. An infrastructure is required to capture and store real-time data transmissions and to direct the data to the appropriate systems for analysis. The system will also need to track the Port’s compliance to regulatory guidelines on the environment. The Security Division is considering many new systems to increase safety and security, including: RFID Tracking for Containers and Cargo Fiber Optic Network to Support High Definition Video A dynamic GIS Virtual Port Security System TWIC – Transportation Workers Identification Credentialing (biometric control) License Plate Recognition and Facial Recognition Laser Waterside Perimeter Systems Long Range Acoustic Underwater Surveillance Enhanced Motion Detection Systems for Surveillance Cameras Shelter in Place CBRNE Air Monitoring System Port Complex Wide Real Time Information Sharing Systems

In addition the Security Division is managing the development of the new Centralized Command and Control Center and will co-ordinate use of these new systems from that location. Predecessors: There are two predecessor projects: 1. Departmental, Project and Technical Standards and 2. Upgrade the Infrastructure. Other Issues: None.


Appendix 2 - Page 10

8. GIS AND CADD Project ID: 4.1 Project Title: GIS and CADD Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 36 months Objectives: To co-ordinate the existing Geographical Information Systems (GISs) and Computer Aided Design and Drafting (CADD) so that all Port data can be fitted into a single architecture and infrastructure. Scope of Project: A GIS and CADD team comprised of all divisions with an interest in GIS and CADD will work together to develop and integrated approach to GIS data that satisfies all parties’ functional needs while minimizing the effort required to develop GIS and CADD data via effective sharing of data. Multiple different and incompatible systems are currently used and these systems should be reconciled. A central drawing management system is also required. Project Description: In addition to meeting the needs of the Engineering Bureau, the GIS needs to be used by Planning, Real Estate, Maintenance, Security, and other divisions. The GIS needs to exchange data with the computer aided design and drafting system. Predecessors: There are no predecessor projects. Other Issues: The Information Management Division has already made a start on this work by recruiting a staff member to work on this and related topics.



9. GIS PORTAL Project ID: 4.2 Project Title: GIS Portal Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 24 months Objectives: To implement an enterprise wide map interface that allows all users to quickly access maps, aerial photography, parcel boundaries and other data from an easy to use interface. Scope of Project: The project will involve the selection and implementation of a web based portal that allows access to maps, aerial photography and other data using only an Internet browser. The project will not include the development of GIS data which is expected to come from integration with the GIS. Project Description: The GIS portal will leverage the large volume of drawings, maps and photographs so that staff can easily access up to date information via a map interface. Predecessors: GIS and CADD. The GIS and CADD project will need to determine the desired technical architecture of the GIS system before the portal can be implemented. Other Issues: None.



10. ELECTRONIC DOCUMENT AND RECORDS MANAGEMENT SYSTEM Project ID: 5.1 Project Title: Electronic Document and Records Management System Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 18 months Objectives: To implement an electronic document and records management system that will provide seamless access to documents for all network users. Scope of Project: The EDRMS Project will implement a package based, enterprise class software solution for electronic document management. The project will involve the definition of requirements, selection of software, design and configuration of the system and all implementation activities. Data conversion of paper documents to electronic forms is not included within the scope of the project but should be undertaken by individual divisions as needed. The system will include a records management module that will allow retention to be applied to electronic documents. A records retention schedule should be developed as part of the project. The system should also provide workflow capabilities that will support the movement of documents within a process. Project Description: An electronic document management system that will store and retrieve MS Office files, drawings and other design and construction documents in a timely manner is needed. The system will need to include workflow, a tickler system, be suitable for internal use as well as use by external engineering and construction firms, and provide management reports. Engineering currently has an estimated 200,000 drawings in the central records management system. The system should be a Port-wide system. An electronic document management system that will store and retrieve external consultant reports and internal planning documents so that they can be easily located through a search function. Certain air and water quality reports that are public documents should be available to the community through the Port’s website. A centralized repository is required for all previous communication materials from annual reports to newsletters to Board minutes, agenda and supporting documents. Associated staff reports and external consultant reports referenced in specific board agenda items should be linked for ease of retrieval. Field staff need to retrieve information such as permits, inspection checklists, and call and compliance histories. An electronic document management system that will store and retrieve documents, with workflow and a tickler system would be helpful. The system should be a Port-wide system if possible. Predecessors: Upgrade the Infrastructure.



Other Issues: None.



11. BILLING SYSTEM Project ID: 6.1 Project Title: Billing Project Type: Enterprise Compliant Best of Breed Process Divisions: Port Operations, Finance and to a lesser extent Maintenance, Real Estate

and others Duration: 12 months Objectives: To improve customer service by reducing the number of invoices and credit notes, improving timeliness and providing customers with easier access to information. To reduce the labor required for billing. A secondary objective is to gather throughput data for statistical purposes. Scope of Project: The system would replace the current HISEAS Billing System with a browser based system for billing and crediting:

Wharfage for throughput of containerized or break-bulk cargo Dockage for each use of a wharf by a vessel. Vessel’s purchase of supplies, such as bunkerage, water, electric power Equipment rental Land rent Metered Water

It will provide reports and answer inquiries about throughput information for all divisions, and feedback to Wharfingers on items billed. It will not deal with billing time and material services, such as damage repairs by the Maintenance Division, Engineering and Planning services. It is primarily a data entry, data processing and reporting system that interfaces with FAMIS. It does not include automatically reading meters, RFID, or optical character recognition, but could include EDI with customers. Customers will be encouraged to self-bill using the browser based system and the Internet. An online manual will provide instructions on how to use the system for both Port staff and external organizations. Ultimately, the system will benefit from integration or interfaces with email, the electronic document management system to be implemented in Phase 2, a system that shows the schedules for the vessels, and a data warehouse, but integration or interfaces with all of these will depend on the agreed design and should not be allowed to delay the replacement of the current billing system. Project Description: The project may be considered to comprise two parts. The first part will analyze the current billing process, clarify and rationalize it, and design a new one. The second part will prepare a physical design, script it, test it and implement the new system. Ideally the process will be a self-billing system used by the customers, managed by the Finance Division, with verification by the Wharfingers. However, the data will be entered by Port staff if not by the customers.



The system will provide a browser interface to the user. It will process data in real-time and produce invoices and credit notes on demand, if all the necessary data has been entered. Action lists for vessels and charges not yet billed will be automatically delivered via email to selected staff for appropriate actions. Data will be stored for subsequent analysis by all divisions, subject to permission. An audit trail will record all changes made during the billing process. Significant changes will be proactively emailed to supervisors for checking. Overnight the system will transfer summary data at the invoice and credit note level to FAMIS, which processes the City’s accounts receivables. Predecessors: There are no predecessor projects, but standards defined in the Standards Foundation project will apply. Other Issues: The project will respect the sensitive nature of relationships with customers, in particular with regard to gathering statistical data. Billing time and material services is expected to be done using systems appropriate to the divisions concerned, e.g. Maintstar for Maintenance Division Billing. It may be necessary to continue the use of HISEAS for billing Engineering and Planning services until their systems are updated. Note that a vessel may use multiple berths and/or a single berth multiple times during one “call”. The ownership of data, use of multiple forms for the same purposes, workflow and manual procedures will be clarified and rationalized as far as possible, taking account of customers’ preferences. Simplification of the current tariffs will be encouraged but is not mandatory.



12. MANAGEMENT SYSTEMS Project ID: 6.2 Project Title: Management Systems Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 18 months Objectives: To provide, in a timely manner, information that the Executive Director, Deputy Executive Director, Managing Directors and Divisional Directors need to direct the Port’s business. Scope of Project: The majority of the project will be analyzing and agreeing with the Directors the information that they need. Part of the information will relate to the Focus on Results performance measurement system being introduced at the Port. The management systems will be proactive, communicating information to the directors based on pre-defined business rules. The sources of the information will be the databases of the applications used throughout the Port. External information may be included but it is not intended to be mainly an external information gathering system. Project Description: The information needs of the directors will be analyzed, the sources of the information identified, and appropriate tools for the development of the proactive systems selected. The system will be custom developed and each director will be able to choose the form of presentation of the information received. Security, environmental, financial, personnel and engineering information will be amongst the types of information delivered to the Directors. For example, the Executive Director may need to know when air quality drops below a certain level. The system will monitor the air quality database and may initiate an email to the Executive Director when the event occurs. The Director of the Real Estate Division may need to know when the throughput of containers by a particular terminal operator exceeds a tariff break-point. The system will monitor the billing information and notify the Director when such an event happens. Predecessors: The same business rules, workflow and development tools used in this project will be used in other projects. The Standards project is a predecessor project. Other Issues: The Deputy Executive Director and three of the four Managing Director positions are vacant at the present time so the project cannot be completed until after those positions are filled.



13. FINANCIAL ANALYSIS, LABOR AND COST REPORTING Project ID: 6.3 Project Title: Financial Analysis, Labor and Cost Reporting Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 18 months Objectives: To provide timely labor and cost information to all divisions, subject to permissions, and to provide means of analyzing the information. Scope of Project: The labor and cost information process currently includes manual time reporting, work orders, ADPICS purchasing system, FAMIS accounting system as well as host of other systems ranging from Human Resources databases to Timberline construction systems. The project will retain the City’s systems but will add a means of easily and flexibly reporting information held in the City’s systems. In order to improve timeliness, it may also add front-end systems from which data will be uploaded into the City’s accounting systems. The reporting will be done by a standard tool, and the front-end systems will probably be a single package of software for the functions required. Budgeting software will be added in order to report actuals against budget, if it is determined that MS Office functionality is inadequate. The project will not include engineering estimating and scheduling which will be part of the Program Management for Engineering project. Project Description: This will be a major project requiring a great deal of analysis and design work before the justification and selection of software packages. Cooperation will be required from the City’s Technology Services Department for the downloading and uploading of data. Predecessors: The project will adhere to standards defined by the Standards project. Other Issues: The Maintenance Division will be implementing the Mainstar software package which has similar functionality.



14. PROGRAM MANAGEMENT SYSTEM FOR ENGINEERING Project ID: 6.4 Project Title: Program Management System for Engineering Project Type: Enterprise Compliant Best of Breed Process Divisions: Engineering Duration: 18 months Objectives: To provide an effective cost management system for improved management control of engineering projects. In particular it will aim to eliminate the timeliness problems of the current program management systems. Scope of Project: The project will build on the Financial Analysis, Labor and Cost Reporting system to report labor and cost information across all Engineering projects. Project Description: The project will work with the Program Management Division of the Engineering Bureau, in particular to analyze and eliminate the timing problems. The scheduling and estimating systems currently in use will not be changed. The emphasis will be on providing cost information rapidly after costs have been incurred. These may not be the final accurate and audited costs but their timeliness will make them more effective for management purposes. Provided that the Financial Analysis, Labor and Cost Reporting system implements a front end to the City’s accounting systems the project should be mainly about reporting data. However, the Engineering Bureau may wish to gather cost data more frequently than divisions who do not have such large projects to control. Predecessors: The Program Management System for Engineering is an extension of the Financial Analysis, Labor and Cost Reporting system, the project for which is a predecessor for this project. Other Issues: None.



15. COLLABORATIVE, PROACTIVE MANAGEMENT INFORMATION SYSTEM (CPMIS) FOR CONSTRUCTION Project ID: 6.5 Project Title: Collaborative, Proactive Management Information System (CPMIS) for

Construction Project Type: Enterprise Compliant Best of Breed Process Divisions: Construction Management Duration: 48 months Objectives: To improve on-site management of construction projects through using collaborative, proactive management information systems to manage projects to quality, time and budget, to reduce contractor claims and to minimize the cost of, and time spent on, litigation. Scope of Project: The project will attempt to standardize the construction management methods used by the Port. It will aim to implement a system to control proactively the workflow of construction documents and drawings, and inter-relate workflow data with scheduled activities, site access, timecards, field inspections, materials and cost data. After an initial installation it will extend the system to other construction sites. Project Description: The system could include modules for activity scheduling, activity changes, activity time reporting, manpower tracking, document storage and retrieval, document workflow and tracking, and office automation. All types of construction documents will be transmitted electronically between the owner, construction manager, architects, consultants, general contractor, and sub-contractors. They include Requests for Information, Change Orders, Submittals, Specifications, Daily Reports, Test Requests, and incoming and outgoing Correspondence. Documents may be word processed files, photos, images, voice notes, drawings, or spreadsheets. There can be from 30 to 80 different document types. The system will measure response times for requests and proactively provide reminders if expected replies are late. It will relate all documents that refer to a construction issue. The system will provide an auditable trail of all documents and every document movement. All firms on the project will share the same electronic records. The increase in office efficiency will save costs, for example, one procedure, processing Requests for Information should be reduced from 64 steps using traditional paper-based methods to less than 24. Predecessors: The system will require an electronic document management system and a time recording system, that are the subjects of other projects and it will need to conform to standards. Other Issues: Collaborative software is currently being investigated by Construction Management.



16. PORT-WIDE ASSET MANAGEMENT Project ID: 6.6 Project Title: Port-Wide Asset Management Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 18 months in the five year plan, and beyond. Objectives: To take a life cycle approach to improve the management of the Port’s assets. Scope of Project: The scope of the project is large. An enterprise asset management system encompasses all assets and stages of assets’ life cycles, including investment planning, specification, design, construction, operation, maintenance, modification and disposal. The system will probably be provided by packaged software which will replace the Maintstar maintenance system and parts of the Port’s financial analysis, labor and cost reporting system. Project Description: The project will not start until near the end of the five year business plan. It will require extensive process analysis to reconcile the differing requirements that the many divisions affected by the system will have. When the requirements are decided package software will need to be selected and implemented. Predecessors: The Foundation projects, Maintstar and the financial analysis, labor and cost reporting projects are essential predecessor projects Other Issues: None.



17. FORMALIZE THE HELP DESK Project ID: 7.11 Project Title: Formalize Help Desk Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 6 months Objectives: To formalize help desk processes and procedures so that support for end users is timely, effective, efficient and transparent. Scope of Project: The project will involve the specification of help desk processes and the full implementation of the help desk system. Target Resolution Times for different priorities of system problem should be developed and reported upon on a weekly and monthly basis. The project will include a mechanism for users to make help requests and obtain status information from the help desk system. Project Description: A formal Help Desk should measure and analyze its work to ensure that it is effective in its responses to help calls and in carrying out small projects, such as implementing systems for photo management and departmental inventories. Predecessors: There are no predecessor projects. Other Issues: None.



18. UPGRADE THE INFRASTRUCTURE Project ID: 7.2 Project Title: Upgrade Infrastructure Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 12 months Objectives: To upgrade the network backbone, intermediate switching and wide area communications to provide a reliable high-bandwidth network platform to all Port staff. In addition the project will participate in the infrastructure for the new administrative building. Scope of Project: The scope of the project involves the upgrade and replacement of certain network switches and routers to improve the capacity and throughput of the network. The project will not implement voice over IP technologies but will take into account a future move to this technology. Project Description: The existing backbone switch will be replaced and certain other switches and routers will also be replaced to provide a greater capacity on the network. A number of wide area connections will be upgraded in terms of bandwidth. Predecessors: There are no predecessor projects. Other Issues: None.



19. REMOTE ACCESS TO THE PORT’S NETWORK Project ID: 7.3 Project Title: Remote Access to the Port’s Network Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 12 months Objectives: To provide seamless network access to remote Port locations. Scope of Project: To implement new wide area connections to remote Port locations that currently do not have access or have poor access to the Port’s network. Project Description: There are some remote locations within the Port that do not currently have required access to the Port’s computer network. The remote access project will ensure that all sites have adequate wide area connectivity and will prepare for the needs of remote monitoring equipment required by real-time systems. Predecessors: Upgrade the Infrastructure Other Issues: None.



20. MOBILE ACCESS TO THE PORT’S NETWORK Project ID: 7.4 Project Title: Mobile Access Project Type: Enterprise Compliant Best of Breed Process Departments: All Duration: 9 months Objectives: To provide mobile access to data for management, staff and consultants that either work out of the office environment, from home or “on the road”. Scope of Project: The project will include the implementation of technologies that allows secure access to the Port’s network for staff that work “in the field”, including mobile access for the Wharfinger, engineering and communications staff. The project will also provide the necessary procedures, training and support to allow mobile access to be simple and seamless. Project Description: The project will need to support both laptop devices and handheld devices such as the Blackberry. While it is currently possible to use these devices with the Port’s network, the processes, procedures and support for this activity are lacking. Terminal Services or Citrix could be used to provide full access to system functionality for mobile staff. In addition the web components of many systems also offer mobile access. Predecessors: Upgrade the Infrastructure Other Issues: None.



21. ENHANCED MULTI-MEDIA COMMUNICATIONS SYSTEM Project ID: 7.5 Project Title: Enhanced Multi-Media Communications System Project Type: Enterprise Compliant Best of Breed Process Divisions: Communications, Trade Relations, Community Relations and

Government Affairs and others Duration: 6 months Objectives: To provide a means to reach and serve the Port’s customers in a more efficient manner. Scope of Project: The enhanced multi-media communications system project will enhance the phone, email and fax, pager capabilities of the Port. Project Description: The first part of this project is to define the ways in which the Port needs to communicate with internal employees and external customers. There are two types of communication: crisis and non-crisis. Under a crisis scenario, the Port needs to disseminate information in a highly structured manner out to its contacts internally and externally. People need to be reached by phone, fax, email, pager, cell phones and other modes. The project needs to define the manner in which information must be broadcast in a crisis situation and identify a system that will meet its processing needs. Protocols will need to be defined. These protocols will then be handled automatically by the system when activated. This part of the project will be coordinated with the Security Division. A second part of this project is to enhance non-crisis communications. The Port’s phone systems need to be upgraded to enable callers to be properly triaged by interest or language, to be greeted by a message while on hold, accept registrations for events, among other needs. Vendors could be brought in to help with the installation of new equipment and the upgrade of telephony software to enable these functions. Predecessors: There is no predecessor project. Other Issues: The system could replace the existing telephone communications system with voice over IP (VOIP) facilities.



22. MAINTSTAR Project ID: 8.1 Project Title: Maintstar Project Type: Enterprise Compliant Best of Breed Process Divisions: Maintenance Duration: 12 months Objectives: To improve the efficiency of the Maintenance Division by fully implementing the Maintstar packaged software program. Scope of Project: The Maintenance Division already has the Maintstar software but is only using it for preventative maintenance. A consultant has recently advised on the Optimization of the Maintenance Division and has recommended that Maintstar be fully utilized. Project Description: In addition to implementing the Maintstar software the project will need to resolve how the Maintenance Division does functions such as time recording, billing, purchasing, and costing, and how it gains access to personnel, asset and other databases, all of which are in other systems used outside the Maintenance Division. The project will need to integrate or interface with Port-Wide financial, manpower, materials and management reporting systems. Predecessors: There are no predecessor projects but the system will need to conform to standards that will enable Maintstar to exchange data with other systems and be fully supported by the Information Management Division. Other Issues: None.



23. ENHANCEMENTS TO THE LEASE ADMINISTRATION SYSTEM (LAS) Project ID: 8.2 Project Title: Enhancements to the Lease Administration System (LAS) Project Type: Enterprise Compliant Best of Breed Process Divisions: Real Estate and others to a lesser degree Duration: 12 months Objectives: To improve the operation of the Lease Administration System and reduce the work of lease administration. Scope of Project: To make the Lease Administration System rules-based to produce reminders about expiration and environmental audit dates, to make data more easily available from other divisions such as geographic, insurance, volume and revenue data, and related documents, to provide better inquiry and reporting facilities, and to distribute new leases and lease renewals to other division and selected external organizations. Project Description: The Lease Administration System is an Oracle based system that was custom developed about eight years ago. The project will produce a specification of enhancements to the system for custom programming. Implementation of the enhanced system should be relatively easy because of the number of users in the Real Estate Division and the simplicity of use by other divisions. Predecessors: The Foundation, GIS, Electronic Document and Records Management and Billing projects are predecessors. Other Issues: None.



24. TENANT INSURANCE TRACKING AND COMPLIANCE Project ID: 8.3 Project Title: Tenant Insurance Tracking and Compliance Project Type: Enterprise Compliant Best of Breed Process Divisions: Risk Management Duration: 6 months Objectives: To ensure the Port’s tenants have the appropriate level of insurance and the insurance policies are kept current. Scope of Project: The system would automate the existing manual process to track insurance policy effective dates and to set up reminders for corresponding with tenants to remind them of upcoming insurance policy expirations. Project Description: Following an analysis and definition of the tenant insurance tracking process, software packages will be evaluated to determine if a suitable one exists. Instead of manually entering all the information related to tenant insurance that is currently available in the Lease Administration System, this information should be imported into the new Tenant Insurance Tracking System. Rules can be run to identify upcoming renewals and correspondences automatically generated using letter templates customized with tenant contact and insurance information. Predecessors: There is no predecessor project. Other Issues: None.



25. MANAGEMENT OF PORT OPERATIONS FIELD STAFF Project ID: 8.4 Project Title: Management of Port Operations Field Staff Project Type: Enterprise Compliant Best of Breed Process Divisions: Trade Relations and Port Operations Duration: 6 months Objectives: To improve the efficiency and management of the Wharfingers function through formalization of field work. Scope of Project: The project will define work schedules and implement a remote information access and field reporting system based on card readers or other recognition and data transmission devices in the field. Project Description: There are six Wharfingers who do field work around the Port. The project will prepare work schedules. The work schedules and supporting information will be made available to Wharfingers in the field provided that the system is cost justified. Wharfingers will be required to report from the field as they complete their work schedules. Predecessors: The Foundation and Remote Access projects are predecessors. Other Issues: None.



26. LOSS DATA TRACKING AND ANALYSIS Project ID: 8.5 Project Title: Loss Data Tracking and Analysis Project Type: Enterprise Compliant Best of Breed Process Divisions: Risk Management Duration: 6 months Objectives: To minimize the risk of future claims against the Port. Scope of Project: Provide a database and tool for analyzing incidents and claims filed against the Port. Project Description: Define the process of claims from the filing of an incident through to the payout of a claim. Identify the required interfaces with the City Attorney’s office which currently keeps the loss data on the Port. Select and install a system that meets the processing needs of the Port. Import or manually enter the loss data on the Port from the City Attorney’s office. The system will provide a means to record incidents. Correlations can be made using the system to identify areas with high incident rate to claims filed and losses paid out. Install the process to devise an action plan using the data from the system to prevent future claims against the Port. Predecessors: There is no predecessor project. Other Issues: None at present.



27. WEB-BASED SYSTEMS Project ID: 9.1 Project Title: Web-Based Systems Project Type: Enterprise Compliant Best of Breed Process Divisions: All Duration: 48 months, and beyond Objectives: To provide informative and interactive Internet based systems so that staff, external organization and the public have easier access to information. Scope of Project: There are numerous systems that should have remote access over the Internet or the intranet. This project will develop and implement those systems. The Help Desk will maintain them. Project Description: Civica Software is currently developing web-based systems under the management of the Communications Division. The management of the work should be transferred to the Information Management Division. Civica is currently developing a browser-based Human Resources system. Other systems to be considered include permitting, vendor registration, event registration, booking, public inquiries, hazardous waste, signing up for emails, downloading forms, submitting bids, web streaming, applications for land use, and document delivery. The work would be to define and script these systems over a period of time. Predecessors: The project needs to be coordinated with the Foundation projects, especially standards. Other Issues: None.



28. CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Project ID: 9.2 Project Title: Customer Relationship Management (CRM) Project Type: Enterprise Compliant Best of Breed Process Divisions: All that have contact with external people and organizations., such as

Executive to the Board, Trade Relations, Communications, Community Relations and Government Affairs and others

Duration: 12 months Objectives: To improve the Port’s communications with its customers and to facilitate relationship building between the Port and its external contacts. Scope of Project: The system would provide a secure, access-specific, central repository of profiles for external contacts and a history of the Port’s interactions with its contacts that could be used as easily for mass mailing campaigns as for doing a quick check before shaking the hand of the trade representative in a foreign country. Project Description: The first part of this project is to analyze the underlying process of communicating with the database of contacts and the need to reference their profiles. This project should assess if improvements could be made to enhance the quality of the information and interaction with the contacts. For example, scanning the cards from trade shows at the time may provide more timely access to new contacts instead of waiting to enter the data manually after returning to the Port. The second part of this project is to select a CRM software package that will meet the process requirements of the Port. Currently, there are various customer lists on formats from Excel to Cardscan that will need to be consolidated. The CRM system will allow the Port to mark contacts as ‘confidential’ to protect private conversations or by categories such as ‘local community’ to facilitate other communications such as regular newsletters and event invitations. The CRM will allow the Port to log issues and concerns and track the Port’s actions to resolve such complaints. Predecessors: There are no predecessor projects. Other Issues: None.


Appendix 3 - Page 1

APPENDIX 3 - FACTORS AFFECTING PROJECT PLANNING The sequence and timing of the projects is affected by their logical dependencies, their priorities, milestones that have to be met, resource and expertise requirements, and other considerations. The factors affecting our recommendations on the sequence and timing of the project plan are set out below. 1. PROJECT DEPENDENCIES

Most of the 28 projects can be started independently of the other projects but there are some dependencies for completion of the projects. The dependent projects are:

1.1 Foundation Projects

The Foundation Projects are the first projects that need to be started. The Standards project provides policies, procedures and other standards for

technology, methodology, documentation, security, ethics, assets, and resources that all projects will use.

The Process Analysis project will analyze the aspects of the Port’s business

processes that need clarification and rationalization, and whenever possible resolve the issues. It will also help to define projects that need consulting assistance and, by reducing uncertainty, help to minimize consulting costs.

The Information Management Education and Training and the Change

Management projects will both smooth divisional operations and help the changes brought on by all the other projects to be more easily assimilated by all executives and staff at the Port.

The project to Support Local Systems is dependent on the Help Desk project for

resources. It is not necessarily dependent on the Formalize Help Desk project though it would be better if the Help Desk was formalized before an intensive effort was made to support local database and Excel systems.

1.2 Real-Time Systems

There are some inter-dependencies amongst the real-time systems. For example, the high-speed transmission of data needed in several projects requires the implementation of the fiber optic network.

1.3 Financial and Construction Systems Program Management is an enhancement of the Financial Analysis, Labor and Cost Reporting System and cannot be done without it.


Appendix 3 - Page 2

The Collaborative Proactive Management Information System for Construction will need to coordinate with the Electronic Document and Records Management System project and the Standards project.

1.4 Divisional Systems Full implementation of Maintstar for field workers requires mobile access to information. Management of Port Operations Field Staff requires remote and mobile access to information.

2. PRIORITIES

Most of the projects are required urgently but it is impractical to undertake too many projects at the same time. 1. Most of the Foundation projects are high priority and will need to be started in

advance of the other groups of projects in order to minimize problems implementing the improved business processes.

2. Business Continuity and Disaster Recovery Planning is long overdue, especially

considering the Port’s position as a major point of entry into the USA for containers. The project will impose its work burden mainly on the Information Management Division’s staff. The Director of Information Management intends to start the planning in the very near future.

3. Real-time systems for security purposes are obviously urgent. The other real-time

systems address environmental issues.

4. A start has already been made on reorganizing the different Geographic Information Systems and Computer Aided Design and Drafting Systems that the Port uses. The Information Management Division recruited a staff member in April 2006 to work on the project. The GIS Portal would help all staff to retrieve location-related information more easily.

5. Electronic Document and Records Management is urgently needed for all

divisions to gain access to, and share, much of the Port’s information. 6. Financial & Construction Systems exist at present. Improvements to the systems

are needed as soon as possible to provide easier and more flexible access to the information held in the City’s systems that the Port uses, to provide the information in a more timely manner and to ensure satisfactory control of the one to two billion dollars of capital improvement projects which the Port will undertake in the next five years. A substantial number of construction projects are expected to start within the next 18 months. The Management Systems in this group of projects do not exist at present.


Appendix 3 - Page 3

7. The timing of the Infrastructure projects to improve the physical computer and

communications network is dependent on the need derived from the business process improvement projects. The network needs to be in place for some of the other projects to be completed.

8. Divisional Systems are important to the divisions affected. The Maintenance

Division currently has a consultant completing an Optimization Study that advises on the software package to be used. The Maintenance Division expects to start implementation of the software in the near future.

The remainder of the Divisional Systems could be started whenever the divisions concerned wish to do so. However, the systems need support from the Information Management Division in order to be implemented fully and to integrate with other applications.

9. Web-Based Systems and Customer Relationship Management systems are

desirable but urgent only in order to improve organizational effectiveness and communications with outside parties.

We met with the Directors of all divisions to discuss the priorities of the projects. The Information Management Business Continuity and Disaster Recovery Plan was ranked the highest priority. The priorities of the projects from the meeting were:

Priority 1 Priority 2 Priority 3 Disaster Recovery Plan GIS Portal Real-time Systems EDRMS Infrastructure Change Management Billing System GIS Lease Admin. Management Systems Remote Access Mobile Access

Finance & Construction Systems Web-based Systems Program Management System Support for Local Systems Maintstar Port-Wide Asset Management Standards Education and Training CPMIS. Business Process Analysis Enhanced Communications Port Operations System

Insurance Tracking Formalize Help Desk Loss Tracking CRM

3. MILESTONES

There are only a few milestones that affect the timing of the projects: The TOP Office will cease to operate and support their cost reporting, Expedition,

P3 and Timberline Precision systems at the end of this year. The operation is being taken over by staff being recruited by the Engineering Bureau. The Information Management Division will need to take over the support of the systems.


Appendix 3 - Page 4

A number of environmental impact reports are due next year so the number of major construction projects should rise in the next 18 months.

When security grants are received they allow security projects to be initiated.

There are however, several projects that have already been started by different divisions and which should continue, but with co-ordination by the Information Management Division. They are: Security and Planning Divisions’ Real-Time Systems GIS is being addressed by the Information Management Division. Maintstar by the Maintenance Division Web-Based Systems, led by the Communications Division Local Systems, which include limited forms of CRM, Loss Data Tracking and

Analysis, Tenant Insurance Tracking and Compliance, Human Resource systems and others

Remote and mobile access to the Port’s network Collaborative Proactive Management Information Systems for Construction are

being investigated by Construction in the Engineering Bureau. Some of these projects cannot be fully completed until other projects have been done. For example, Maintstar requires mobile access to the Port’s network, Collaborative Proactive Management Information Systems for Construction needs the Electronic Document and Record Management System to be implemented.

4. RESOURCE GROUPINGS Another factor that has to be taken into account in scheduling the projects is the resources that will have to be applied. In particular, different types of projects require different types of expertise and experience. The requirements of each project in terms of resources are outlined below.

4.1 Foundation Projects

The Port has no staff member with the necessary management experience and expertise to initiate the program of project work. We recommend that the Port hires consultants to staff a Program Office to undertake the Foundation Projects, manage the initial projects and assist with the work of assimilating the project work into the Information Management Division. The consultants should be phased out as soon as staff are available to take over the work. We expect that staff will start participating in the Program Office within a year but that it will be the end of Phase 2 before staff can completely take over the Program Office.

4.2 Business Continuity and Disaster Recovery Planning (DRP) This will be one of the first projects started. The Port does not have staff to undertake this


Appendix 3 - Page 5

work so consultants should be hired to do the planning. The Program Office should assist in preparing the RFP and managing the project.

4.3 Real-time Systems Information Management Division staff and the Program Office will coordinate and advise on the Information Management Division work in the Security and Planning Divisions’ projects to ensure that information management standards are met, and that appropriate vendors and consultants are chosen for the various systems.

4.4 Geographic Information System (GIS), Computer Aided Design And Drafting (CADD) and the GIS Portal These two projects should be done by the same team. A start has already been made on the GIS and CADD project. This work should be extended to include the GIS Portal. After the rationalization and business process work has been done by the Information Management Division and user divisions’ staff, consultants will be needed to assist the project.

4.5 Electronic Document and Records Management System (EDRMS) Consultants will be needed to provide expertise for the management and implementation of a packaged Electronic Document and Records Management system.

4.6 Billing System To minimize the cost of updating the billing system the Program Office should define the project and prepare an RFP for consultants to assist the users with the custom scripting, testing and implementation of the system.

4.7 Management Systems Provided the appropriate expertise is recruited, Information Management Division staff and the Program Office should do the systems analysis work.

4.8 Financial Analysis, Labor and Cost Reporting System and the Construction Program Management System These projects address the major means of gathering, organizing, selecting, synthesizing and distributing financial, labor and cost information for all divisions. Staff and the Program Office should analyze the bottlenecks in the current systems and define the requirements for new systems.


Appendix 3 - Page 6

4.9 Collaborative, Proactive Management Information System for Construction, Divisional Systems, Web-Based Systems and Customer Relationship Management All eight projects will need guidance from Information Management Division staff and the Program Office to select or specify software and develop their systems, especially Construction staff in the Engineering Bureau, the Maintenance Division, the Real Estate Division, the Risk Management Division and the Trade Relations Division. In all except the Maintstar project a considerable amount of scripting will need to be done, most probably with outside assistance. Even the Maintstar project may need outside help to develop the reports required. This outside help should be managed by the Information Management Division.

4.10 Port-Wide Asset Management The Port-Wide Asset Management project will require a multi-divisional team to determine requirements, select a software package and implement the system over a period of years. It will be one of the last planned projects.

4.11 Infrastructure Projects Information Management Division staff will lead the infrastructure projects.

5. OTHER CONSIDERATIONS

Other considerations that affect the timing and sequence of the projects include the needs to: 1. Change the role of the Information Management Division, the culture of the Port

and to gain support from Executive Management. To do this it is important not to overextend the Port and to have some early successes that show business process improvement. Early successes come from laying the groundwork properly, undertaking initial projects that are not too ambitious, providing education to all staff, and applying the required degrees of professional information management expertise and resources.

2. Win cooperation from the divisions who have already started on information

management projects. It is equally important for the Information Management Division not to obstruct other divisions who wish to develop improved processes before their due time according to the Information Management Division’s plans.

To do this the Information Management Division needs to understand the work of the divisions, be seen to add value to the systems already being developed, to have resources available to work on the projects, to provide education, and to have standards that allow other divisions to initiate information management projects that will fit into the Port’s architecture with little assistance from the Information Management Division. The other important requirement to win the


Appendix 3 - Page 7

minds of the other divisions is strong support from Executive Management, especially if there is a conflict with a division that wishes to ignore agreed Port-wide standards.

3. Grow the Information Management Division from an organization that has done

little major business process improvement work to a fully functioning, efficient and effective information management force. To do this salaries and benefits must match those of competitors for the top talent and expert consultants need to be utilized until staff have developed the necessary skills.

4. Be sensitive to the extra workload that a higher rate of change will impose on the

staff and management. To do this the projects have to be spaced out, so that no division or group of users is subject to multiple change projects at the same time, attention has to be paid to change management that addresses the human problems of change, and executive management has to embrace the plan as being essential for the future prosperity of the Port.

5.1 Project Timings

Taking into account the dependencies, priorities, milestones and other consideration identified above, we have determined the sequencing and timing for the 28 projects. The sequence of projects has a target of achieving substantial business process improvements at an early date, without being too ambitious. The early stages will need to lay the foundation for a successful long-term project. The proposed sequence of projects is set out in the body of the report.


Appendix 4 - Page 1

APPENDIX 4 - STAFF AND ADVISORY GROUP ROLES AND REQUIREMENTS The major changes affecting personnel that the Information Management Business Plan will introduce to the Port will be: 1. Recruitment of additional Help Desk staff. 2. Recruitment of an Assistant Director and four Business Analysts 3. Establishment of a senior group as the Information Management Advisory Group to

advise the Project Sponsor on the implementation of the Plan. Their roles and requirements are explained below. 1. Help Desk

The Help Desk will be the second level of support for users, and will be brought in by users after the Power Users in each division have been unable to provide satisfactory support. The main functions of the Help Desk are to: Understand all computer and communications applications.

Provide support for all computer and communications applications, including

informal user training, and equipment and software troubleshooting.

Recommend modifications to the applications that will improve the business processes. In some cases the Help Desk will develop and implement the modifications, for example, for documentation, printed reports, spreadsheets and other office automation systems.

Recognize when a user problem can be more rapidly and satisfactorily solved by

passing the problem on to the third level of support. Establish and enforce standards for all computer and communications

applications.

Convey user views on the applications to the Information Management Division.

Analyze and improve the service that the Help Desk provides to users. The new Help Desk staff to be recruited should have some, or all of the following attributes: A helpful, service attitude and the inter-personal skills necessary to ensure user

satisfaction with the Help Desk’s services.


Appendix 4 - Page 2

An understanding of the principles of computer and communications networks and the standards that the Port adopts.

An affinity for technical work and a desire to gain technical knowledge

The ability to follow written procedures for troubleshooting technical problems.

The ability to control and schedule multiple service requests at the same time, and

to follow through until the service requests are closed.

2. Assistant Director and Business Analysts For present purposes we shall assume that the Assistant Director will manage the business process improvement function of the Information Management Division. Briefly, the main role will be to: Analyze the requirements for information management.

Develop and enforce standards for computer applications and business processes.

Develop improvements to business processes through logical analysis,

documentation, selection of information management products, design of new processes and computer systems compatible with the Port’s technical architecture, scripting, testing and implementation of computer applications.

Plan tasks and activities associated with the development and implementation of

the Port’s processes and communicate the plans effectively throughout the Port. The Assistant Director will also: Understand the objectives of the Information Management Division and develop

personal goals that work towards achieving the Division’s objectives.

Plan, control and report on the work of the section, including the selection of staff to work on projects, tasks and activities.

Advise on the level of resources required.

Evaluate work methods and personnel to improve continually the work of the

section, including the development and implementation of standards. The major applications that the Port will run and maintain as a result of implementing the Information Management Business Plan require Analysts to have expertise and knowledge of:


Appendix 4 - Page 3

1. Financial and costing systems. 2. Asset Management. 3. Construction processes. 4. Web-based applications. 5. Electronic Document and Records Management Systems. 6. Real-Time systems. Recruitment of staff with the necessary personal qualities and information management systems experience in as many of these areas as possible would be advantageous. At least one should have substantial knowledge of application programming in the environment chosen by the Port.

3. Information Management Advisory Group (IMAG) The members of the IMAG will be divisional directors who will understand the views of the users that they represent and advise the Program Sponsor on: Objectives and policies for information management.

The level of resources to be devoted to information management.

Major expenditures outside planned costs.

Priorities and resolutions of conflicts.

Means of increasing user satisfaction with information management.


The Port of Long Beach

ADDENDUM TO THE

INFORMATION MANAGEMENT BUSINESS PLAN

January 2007

1901 Avenue of the Stars

Los Angeles CA 90067 Tel: (310) 230 3543 Fax: (310) 230 3563

http://www.cgrmc.com

Contents

EXECUTIVE SUMMARY

1. INTRODUCTION 1

2. RECOMMENDED INFORMATION MANAGEMENT PROJECTS 2

3. RECOMMENDED TIMING OF PROJECTS 3

4. IMPLEMENTATION SCHEDULE 5

5. FUNDING REQUIRED 7

6. CONCLUSION 8

Version 1.0 Port of Long Beach

EXECUTIVE SUMMARY In August 2006, CGR Management Consultants LLC developed an Information Management Business Plan (“the Plan”) for the Port of Long Beach. The Plan provides a road map for new and improved information management systems and explains how information management will help the Port achieve the seven primary goals set out in the 2006 – 2016 Port of Long Beach Strategic Plan. Since the publication of the Plan, internal discussion has generated the need to amend the Plan in four important respects: 1. The pace of work in the first 12 months that involves Port staff in other divisions needs to be

reduced due to the number of competing initiatives that have a requirement for staff time. 2. The phasing of the Plan should be changed to provide an initial 12 month phase followed by

two phases of 2 years each. 3. Some work that can be completed independently by the Information Management Division

should be brought forward. 4. Due to the urgency of need, support for current systems initiatives, especially security

projects and IT Disaster Recovery Planning, should be started immediately. Therefore the changes included in this addendum are only related to the scheduling of projects within the five year time period of the Plan. In all other respects the Plan remains unchanged.


1. INTRODUCTION

On March 27, 2006 the Board of Harbor Commissioners for the Port of Long Beach approved a proposal by CGR Management Consultants to prepare an Information Management Business Plan for the Port. The assignment commenced on April 3, 2006 and on August 18, 2006 a final version of the Plan was delivered. Since that time, Port management has determined that due to the number of initiatives competing for staff time, less non-Information Management Division staff time will be available for the first 12 months of the Plan, although some work that will be completed independently by the Information Management Division can be accelerated. This document presents an Addendum to the Information Management Business Plan and adjusts the phasing and schedule of projects in the five year Plan. More specifically, the four changes that have been introduced in this addendum are: 1. The durations of the proposed three phases have been changed as follows:

Phase 1 has been shortened from 18 months to 12 months Phase 2 has been lengthened from 18 months to 24 months Phase 3 is unchanged at 24 months.

2. The quantity of work to be completed during the first 12 months of the Plan has

been reduced by delaying the start of several projects into phase 2 and lengthening the time frame for some other projects.

3. Some work that can be completed independently by the Information Management

Division has been brought forward. 4. The disaster recovery plan and support for local systems, in particular the security

systems, should be started immediately.

In all other respects the Plan is unchanged and none of the planning assumptions have been altered. The effect of this addendum is to reduce the level of effort required from non-Information Management Division staff during a shortened first phase of the Plan.

As was stated in the Plan:

“The sequence and timing of the projects is a critical factor in the Information Management Business Plan because too fast or too slow a plan will cause the whole program to fail.”

Therefore it is highly appropriate that management have given this issue their fullest attention and adjusted the Plan according to changing priorities.


2. RECOMMENDED INFORMATION MANAGEMENT PROJECTS The Information Management Business Plan identified 28 projects in 9 areas that needed to be undertaken. The list of projects is as follows: Table 2.1 – List of 28 Projects in Nine Logical Groups


1 Departmental, Project & Technical Standards (Standards) 2 Support for Local Systems 3 Process Analysis 4 Information Management Education & Training 5 Change Management

2. Business Continuity & Disaster Recovery Planning 6 Disaster Recovery Planning

3. Real-time Systems 7 Real-time Systems (including security projects)

4. GIS and CADD 8 Geographical Information Systems & Computer Aided Drafting and Design (GIS & CADD) 9 Geographical Information System Portal (GIS Portal)

5. Electronic Document & Records Management System 10 Electronic Document and Records Management System (EDRMS)

6. Financial & Construction Systems 11 Billing System 12 Management Systems 13 Financial Analysis, Labor and Cost Reporting 14 Program Management System for Engineering 15 Collaborative, Proactive Management Information System for Construction (CPMIS) 16 Port-Wide Asset Management

7. Infrastructure 17 Formalize Help Desk 18 Upgrade the Infrastructure 19 Remote Access to the Port’s Network 20 Mobile Access to the Port’s Network 21 Enhanced Multi-Media Communications System

8. Divisional Systems 22 Maintstar 23 Enhancements to the Lease Administration System (LAS) 24 Tenant Insurance Tracking and Compliance 25 Management of Port Operations Field Staff 26 Loss Data Tracking and Analysis

9. Web-Based Systems 27 Web-Based Systems 28 Customer Relationship Management (CRM)

These projects are fully described in the Plan and are unchanged as a result of the adjustments to the timing.


3. RECOMMENDED TIMING OF PROJECTS

The program of work has been divided into three Phases. The original plan Phase 1 had an expected duration of 18 months, as did Phase 2. Phase 1 now has an expected duration of 12 months and Phase 2 an expected duration of 24 months. Table 3.1 details the allocation of projects to the new phases and provides a comparison with the original allocation of projects to phases. The numbering of projects refers to the project numbers identified in Table 2.1. Table 3.1 – Project Phases Original Phase 1 New Phase 1 1. Departmental Standards 3. Process Analysis 4. Information Management Education 5. Change Management 6. Disaster Recovery Planning 7. Real-Time Systems (Security Systems) 8. GIS & CADD 9. GIS Portal 11. Billing 15. Construction CPMIS 17. Formalize Help Desk 18. Upgrade the Infrastructure 19. Remote Access 20. Mobile Access 22. Maintstar 23. Lease Administration 27. Web-Based Systems

1. Departmental Standards Development 2. Support for Local Systems 3. Process Analysis (5 topics) 4. Information Management Education 5. Change Management 6. Disaster Recovery Planning 7. Real-Time Systems (Security Systems) 8. GIS & CADD 17. Formalize Help Desk 18. Upgrade the Infrastructure 22. Maintstar 27. Web-Based Systems

Original Phase 2 New Phase 2 2. Support for Local Systems 10. EDRMS 12. Management Systems 13. Financial Analysis 14. Program Management 21. Enhanced Communications Continued from Phase 1 4. Information Management Education 5. Change Management 7. Real-Time Systems (Security Systems) 8. GIS & CADD 9. GIS Portal 15. Construction CPMIS 27. Web-Based Systems

1. Departmental Standards Implementation 3. Process Analysis (remaining topics) 6. Disaster Recovery Plan Testing 9. GIS Portal 10. EDRMS 11. Billing 12. Management Systems 13. Financial Analysis 14. Program Management 15. Construction CPMIS 19. Remote Access 20. Mobile Access 21. Enhanced Communications 23. Lease Administration Continued from Phase 1 2. Support for Local Systems 4. Information Management Education 5. Change Management 7. Real-Time Systems (Security Systems) 8. GIS & CADD 27. Web-Based Systems


Original Phase 3 New Phase 3 16. Asset Management 24. Tenant Insurance 25. Management of Port Operations 26. Loss Data Tracking 28. Customer Relationship Management Continued from Phase 2 4. Information Management Education 7. Real-Time Systems (Security Systems) 8. GIS & CADD 15. Construction CPMIS 27. Web-Based Systems

16. Asset Management 24. Tenant Insurance 25. Management of Port Operations 26. Loss Data Tracking 28. Customer Relationship Management Continued from Phase 2 4. Information Management Education 7. Real-Time Systems (Security Systems) 8. GIS & CADD 15. Construction CPMIS 27. Web-Based Systems


4. IMPLEMENTATION SCHEDULE The revised timetable for the projects is shown in the Gantt chart below.

Figure 4.1 – Revised Timetable for the Information Management Business Plan Projects

Project Phase 1 Phase 2 Phase 3 Year 1 Year 2 Year 3 Year 4 Year 5 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 41. Foundation Projects Department, Project & Technical Standards Support for Local Systems Process Analysis Information Management Education & Training Change Management 2. Business Continuity and DRP Disaster Recovery Planning (DRP) 3. Real Time Systems Real-time Systems (Security Systems) 4. GIS and CADD GIS & CADD GIS Portal 5. EDRMS EDRMS 6. Financial and Construction Systems Billing System Management Systems Financial Analysis, Labor and Cost Reporting Program Management System Collaborative, Proactive MIS (CPMIS) Port-Wide Asset Management 7. Infrastructure Formalize Help Desk Upgrade the Infrastructure Remote Access to the Port’s Network Mobile Access to the Port’s Network Enhanced Multi-Media Communications System 8. Divisional Systems Maintstar Lease Administration System (LAS) Tenant Insurance Tracking and Compliance Management of Port Operations Field Staff Loss Data Tracking and Analysis 9. Web-Based Systems Web-Based Systems Customer Relationship Management (CRM)


The rescheduling of projects and the shortening of Phase 1 now requires 12 projects to be started in Phase 1 as opposed to an original total of 17. The above timetable supersedes Table 7.1.1 on page 30 of the original Information Management Business Plan.


5. FUNDING REQUIRED The total estimated required funding for the Information Management Business Plan is unchanged; however the cost per phase has changed due to the moving of the phase boundaries and changes in the sequence of projects. The first table below shows the revised estimated capital costs by phase. The second shows the estimates in the original Plan. Figures in the table are expressed in millions of dollars.

Table 5.1 –Estimated Information Management Business Plan Investment

REVISED Phase 1

1 YearPhase 22 Years

Phase 32 Years

Total 5 Years

Project Groups $M $M $M $M Foundation Projects $0.60 $0.95 $0.20 $1.75 Disaster Recovery Planning $0.30 $0.35 $0.00 $0.65 Real-Time Systems $0.70 $1.00 $1.45 $3.15 GIS $0.55 $0.65 $0.20 $1.40 EDRMS $0.00 $1.25 $0.00 $1.25 Financial & Construction $0.00 $7.00 $3.00 $10.00 Infrastructure $0.40 $0.50 $0.00 $0.90 Divisional $0.10 $0.70 $0.40 $1.20 Web-Based Systems & CRM $0.30 $0.30 $0.50 $1.10 Project Totals $2.95 $12.70 $5.75 $21.40 Calculated Maintenance Cost $0.00 $0.92 $3.04 $3.96 Non-Project Help Desk Staff $0.13 $0.24 $0.48 $0.85 Total Costs $3.08 $13.86 $9.27 $26.209

ORIGINAL Phase 118 Month

Phase 218 Month

Phase 32 Years

Total 5 Years

Project Groups $M $M $M $M Foundation Projects $1.25 $0.30 $0.20 $1.75 Disaster Recovery Planning $0.40 $0.25 $0.00 $0.65 Real-Time Systems $0.70 $1.00 $1.45 $3.15 GIS $0.60 $0.60 $0.20 $1.40 EDRMS $0.00 $1.25 $0.00 $1.25 Financial & Construction $3.00 $4.00 $3.00 $10.00 Infrastructure $0.40 $0.50 $0.00 $0.90 Divisional $0.80 $0.00 $0.40 $1.20 Web-Based Systems & CRM $0.30 $0.30 $0.50 $1.10 Project Totals $7.45 $8.20 $5.75 $21.40 Calculated Maintenance Cost $0.09 $0.83 $3.04 $3.96 Non-Project Help Desk Staff $0.13 $0.24 $0.48 $0.85 Total Costs $7.67 $9.27 $9.27 $26.209


6. CONCLUSION This addendum provides an important update to the Information Management Business Plan. Although the changes represent an adjustment of tactics rather than a new strategy they provide an important step towards success by further aligning the Plan with the current situation at the Port. Again, we wish to thank all of the Executives, Divisional Directors, staff and consultants at the Port for their contribution to the Information Management Business Plan. In particular, we wish to thank Steven Rubin, Managing Director Finance and Support, and Doug Albrecht, Director of Information Management, for the time and consideration they have devoted to this initiative. For CGR Management Consultants LLC. J. K. Kennedy J. E. Kennedy K. Ling Principal Principal Grace Consulting Corp.
