From the case study of Week # 3 please answer the question

9:57 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf Open with 480 Richard Ivey School of Business The University of Western Ontario IVEY 98015013 WATERLOO REGIONAL POLICE SERVICES: THE CIMS PROJECT (A) Jane Movold, Professors Deborah Compea and Scott Schneberger prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any rohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of his material is not covered under authorization by any reproduction rights organization. copies or req reproduce materials, contact Ivey Publishing. Publishing, Ivey Management Services, clo Richard Ivey School of B School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uw Copyright @ 2001, Ivey Management Services Version: (A) 2009-12-18 Chief Larry Gravill of the Waterloo Regional Police Service (WRPS)' in Cambridge, Ontario, Canada returned from lunch reluctantly. It was February 13, 2001, and today was not turning into a good day. On top of the usual challenges Gravill faced as manager of the police force, he knew that he was going to have se outside these parameters is a copyright violation Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. to tackle the problem of the Common Information Management Systems (CIMS) project. CIMS was a four-year (and counting!) project of the WRPS and seven other police services organizations. WRPS and its partners had invested significant resources in this project over its life, yet there continued to be problems working with the principal contractor - Integrated Technologies Group (ITG). With the functional design specifications still under debate, Gravill had to decide whether to sign off on payment of the installment of $350,000 to ITG, or whether it was time for WRPS to cut its losses and move on to other options. BACKGROUND ON THE WATERLOO REGIONAL POLICE SERVICES (WRPS) The WRPS provided policing services to a population of 431,300 in the Regional Municipality of Waterloo, which was an area of 1,382 square kilometres (see Exhibit 2). Its mission communicated its commitment to a leadership role in crime prevention and law enforcement in a community partnership to improve safety and the quality of life for all people. WRPS had 538 police officers, plus 178 support staff for a total of 716 employees. There were three major divisions within the service. Division 1 encompassed the Kitchener and New Hamburg stations with 154 police officers and a support staff of eight. Division 2 was the Cambridge station with 112 police officers and seven support staff. Division 3 was the Waterloo and Elmira stations with 98 police officers and seven support staff, plus the headquarters location in Cambridge, Ontario, with 178 police officers and 156 support staff. For ease of reference, Exhibit 1 contains a listing of all acronyms used in this document. Page 2 98018013 The 1999 annual report indicated that the WRPS had an annual net budget of $55.7 million, which was up 2.4 per cent from the previous year. Eighty-two per cent of the operating budget was allotted to salaries and benefits (see Exhibit 3). POLICE CHIEF LARRY GRAVILL Chief Gravill had been with the Waterloo Regional Police Service since 1973. He started his career performing patrol duties, and then accepted an assignment to the Police Traffic Branch - Motorcycle taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. Patrol. He was seconded to the Ontario Police Commission for two years, from 1977 to 1979. Many special assignments followed, including project leader of the PRIDE" computer system; executive officer to the chief of police divisional commander - Waterloo division; superintendent of field operations and deputy chief of administration. He was also the recipient of the Police Exemplary Service Medal. On October 1, 1992, Gravill was appointed chief of police of Waterloo Regional Police Service. He had also served as president of Ontario Association of Chiefs of Police from 1997 to 1998, and accepted the major responsibility of service as president of the Canadian Association of Chiefs of Police in 1999. In addition, Gravill was a member of the National Executive Institute Associates, a 400-plus member foundation affiliated with the United States Federal Bureau of Investigations. An advocate of ongoing education, Gravill completed his undergraduate degree at Wilfrid Laurier ant at Fleming Colle University in Waterloo Ontario. Later, he completed post-graduate programs at the F.B.I. National Academy and the University of Virginia, as well as executive development courses at the Canadian Police e parameters is a copyright viola College, and the police management program at the Ontario Police College. Chief Gravill had a long his Page im Bednen12 vi In 1981, he managed the ect Manager implementation the first police tes political and geographical + 16 .. .9:57 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf POLICE CHIEF LARRY GRAVILL Open with 4 Chief Gravill had been with the Waterloo Regional Police Service since 1973. He started his career performing patrol duties, and then accepted an assignment to the Police Traffic Branch - Motorcycle Patrol. He was seconded to the Ontario Police Commission for two years, from 1977 to 1979. Many special assignments followed, including project leader of the PRIDE computer system; executive officer to the chief of police divisional commander - Waterloo division; superintendent of field operations and deputy chief of administration. He was also the recipient of the Police Exemplary Service Medal. On October 1, 1992, Gravill was appointed chief of police of Waterloo Regional Police Service. He had also served as president of Ontario Association of Chiefs of Police from 1997 to 1998, and accepted the major responsibility of service as president of the Canadian Association of Chiefs of Police in 1999. In addition, Gravill was a member of the National Executive Institute Associates, a 400-plus member foundation affiliated with the United States Federal Bureau of Investigations. An advocate of ongoing education, Gravill completed his undergraduate degree at Wilfrid Laurier University in Waterloo Ontario. Later, he completed post-graduate programs at the F.B.I. National Academy and the University of Virginia, as well as executive development courses at the Canadian Police College, and the police management program at the Ontario Police College Use outside these parameters is a copyright violation Chief Gravill had a long history of involvement with information systems. In 1981, he managed the implementation the first police network to extend beyond the police services political and geographical Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2 boundaries (PRIDE). At that time, the Ontario Provincial Police (OPP) had a network, but it did not cross the organization's boundaries. Gravill's appreciation for the value of effective management information systems in implementing strategies for operational success continued throughout his career. This was evident in his description of the role of information systems (IS) in the police service I have a vision for fully integrated systems accessible from mobile stations in the cruiser that would support improved crime analysis procedures for proactive action, and improved police services which support the facilitation of the community mobilization strategy where communities would be able to become knowledgeable and aware of their own safety or security issues, and would be better able to address these issues as a community successfully. This proactive approach is absolutely required for provision of improved police service. For example, in the Bernardo case," if there had been more information sharing among the Police Services involved, Bernardo's criminal activity may have been discovered at an earlier stage. Information sharing is the key to identifying crime trends, allowing us to function proactively in an effective manner. To detect these trends, and to operate in an PRIDE was the Police Regionalized Information Data Entry system. It was a joint initiative of WRPS and three other municipalities - Stratford, Brantford and Guelph. Paul Bernardo committed at least 18 sexual assaults in Scarborough Ontario between 1987 and 1992. He was finally caught after the brutal assault and murder of two young girls in St. Catherines, ON. According to a government initiated review of the case, a key reason why Bernardo was not caught earlier was the inability of police forces to share information. Page 3 9B01E013 informed manner, system integration is required. We do not want to be in a position where we simply respond to calls for assistance. With the growing population in our area, we would need many additional resources to operate in this reactive manner. We want to use our resources fully and be able to identify problem areas before the situation escalates. The WRPS is a leader in the level of systems integration among police services, and intends to leverage this resource to provide premium service to the community. CIMS PROJECT BACKGROUND The Common Information Management System (CIMS) project was an extension and expansion of earlier int at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023 police information systems projects, including PRIDE. This would be the third upgrade of the systems for WRPS. CIMS was planned as a joint effort among 10 organizations: the Royal Canadian Mounted Police (RCMP), the Ontario Provincial Police (OPP), the Metropolitan Toronto Police, and the seven regional police services boards in the Golden Horseshoe area of Ontario - Waterloo (which also represented the PRIDE agencies of Stratford, Brantford and Guelph), Halton, Hamilton-Wentworth, Niagara, Durham, York, and Peel (see Exhibit 4). rs is a copyright violation. The process began with about a year of background work with the involved agencies to establish the overall blueprint for the system. CIMS included five basic functions: computer aided dispatch, records management systems, mapping, mobile workstation environments, and the Canadian Police Information Centre (CPIC) module. Computer aided dispatch (CAD) was used to record calls and assign work to officers. The records management system (RMS) was the primary system for maintaining information on crimes and offenders. Mapping was the software that could generate maps for dispatchers to identify addresses more quickly to officers. The mobile workstation environment referred to the systems in the patrol cars. CPIC was the module that was to provide integration with the Canadian Police Information Centre - a federally operated, computer-based information system that provided national information on crime. Standardized information (following the Universal Crime Reporting guidelines) was shared between police forces through CPIC on a regular basis. The CIMS project was key to providing the foundation for many operating efficiencies, further amalgamation of systems and service improvements in the Golden Horseshoe area. Chief Gravill observed: ily in the course MGMT 227: Best practic The CIMS project is important, as the objectives of this project provide the basis for effective information ystems integration and the information sharing Pageov 12 a it in a more proactive manner and serve the c sition to identify and facilitate the racolution of cafatu icen + 16 . . .9:57 .1 5G+ a docs.google.com The CIMS project was key to providing tion for many operating efficiencies, further PDF 9B01E013_pcu.pdf amalgamation of systems and service imp Open with the Golden Horseshoe area. Chief Gravi observed: The CIMS project is important, as the objectives of this project provide the basis for effective information sharing among the regional police services. Systems integration and the information sharing it provides is key, as it will allow us to act in a more proactive manner and serve the community better. We will be in a better position to identify and facilitate the resolution of safety issues within communities before these issues become Authorized for use only in the course MGM major problems, which typically result in calls for our assistance. Improved information sharing will result in improved police service to the community. Page 4 98015013 REQUEST FOR PROPOSAL (RFP) PROCESS The RFP process for CIMS began in 1998. Unfortunately, the initial process did not succeed in identifying any vendors that could meet the stringent integration requirements of this proposed project design. All of the proposed statements of work (SOW) failed to meet the integration criteria established by the team. The second RFP process took another year to complete. The integration requirements were made less stringent. Each of the 10 agencies involved in the process independently reviewed the response from the only vendor that submitted a proposal, indicating their ability to meet the requirements. This vendor was Integrated Technologies Group (ITG), based in the mid-Atlantic United States. ITG had a solid score based on the statement of work, and appeared to be able to deliver the level of integration required. At this point, however, three of the original 10 agencies left the project. Metro Toronto and the OPP decided to leave the project in order to design and implement systems that would more closely meet their specific needs. The Metro Toronto region partnered with IBM to develop an Enterprise Case and Occurrence Processing System (eCOPS), which was featured in a Computerworld article in 2001." The OPP contracted with Niche Technology Inc. (Niche) to provide implementation and integration of their management information systems." Niche was a small family-owned business located in the Winnipeg, Manitoba, which had entered the public safety systems arena through the success of their photo mug shot software. The RCMP wanted to stay on board with the CIMS project, but could not, due to an operational policy that required any vendor to commit to a five-year support agreement regarding the product or service provided. ITG could not legally commit to this lengthy support contract; therefore, the RCMP was forced to exit the Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. Use outside these parameters is a copyright violation. project. However, since they valued the objective of the CIMS project and wanted to stay involved, they assigned a full-time project manager to the CIMS project. This left the group of seven regional police services on board" with the CIMS project to work toward the standard system platform and systems integration. The contract with ITG was signed by all parties on August 19, 1999. In total, the contract was valued at approximately $16 million including hardware, software and systems integration. Each agency contributed a share determined based on the "total authorized strength" (or authorized number of police officers) in their respective regions. WRPS's share was about 17 per cent of the total. The major milestones in the project (and payment schedule) were: 1. initial signed agreement and delivery of performance bond (10 per cent of payment) 2. delivery implementation plan (five per cent) 3. delivery of draft functional system descriptions (10 per cent) 4. approval of functional design specifications for CAD and RMS (25 per cent) 5. functional design specification approval plus 30 days (10 per cent) 6. installation of application software (15 per cent) 7. completion by ITG of train the trainer program (five per cent) 8. completion of functional system testing (10 per cent) completion of reliability testing/ beneficial use (10 per cent) *Lahey, L. (2001). "Ontario gets e-police. " Computerworld, February 9, 2001. The contract with Niche was signed in February 2001. "Waterloo Regional Police Service, Halton, Hamilton-Wentworth, Niagara, Durham, York and Peel. Page 5 98018013 Exhibit 5 shows the project timeline. INTEGRATED TECHNOLOGIES GROUP - THE VENDOR in 1/9/2023 to 4/17/2023 The vendor selected for the pro Page as 4 9./ A 12 ding Oof int ed public safety and criminal justice systems in the United S yees in 80 offices worldwide. + 16 .. .9:57 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf Open with 4 8 Page 5 9801E013 Exhibit 5 shows the project timeline. INTEGRATED TECHNOLOGIES GROUP - THE VENDOR The vendor selected for the project was ITG. A leading provider of integrated public safety and criminal justice systems in the United States, the company had more than 5,300 employees in 80 offices worldwide. ITG primarily designed infrastructure and enterprise architectures, and sold itself as a customer-centric organization that realized that responsiveness and adaptability were key to meeting customer needs. In providing these solutions, ITG specialized in complete client/server, storage and network solutions. ITG believed that its global presence and many strategic partnerships' allowed it to offer the best solution to their customers. This meant that whether it was a single product or a complete product, services, ement at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023 maintenance or training solution, ITG was able to deliver the solution. Until 1998, ITG had had a branch office in Newmarket, Ontario, but it was closed due to business requirements in the United States. Because the CIMS contract required a Canadian office, the company reopened an office in December of 1999 in Toronto, Ontario. As one of the team members observed: ITG opened a beautiful office in the third floor of a building by the Toronto airport. This office space would hold about 80 people. However, I have never seen more than three people there at any time I have visited the site. They need to bring more resources north of the border to work on a major project like CIMS. ITG was also awarded an c- commerce deal with police services in British Columbia and Halifax, so maybe this will Use outside these parameters is a copyright violation encourage them to send some more people up here. PROBLEMS SURFACE AS THE PROJECT BEGINS When the CIMS core project team, which had representatives from all regional police services, began reviewing the detailed functional design specifications (FDS) with ITG, problems began to surface. This team met daily to ensure progress on the CIMS project was achieved. It became clear that the CIMS project team and the vendor did not agree on the interpretation of requirements Staff Sergeant Al Stauch, a member of the core CIMS project team, explained: Authorized for use only in the course MGMT 227: Best practices in Project Manag At one point we had 200 issues in dispute regarding the FDS with respect to the CAD module, 60 issues in the RMS, all of CPIC was an issue, and two issues in the mapping software. Canadianization of the software is the big issue, and is the major misunderstanding between them and us. We paid $200,000 for this Canadianization, and they did not understand what was required. They (ITG) should have understood the scope of Canadianization, as they implemented an upgrade for us in 1993/1994 for the PRIDE agencies, so they had first-hand knowledge of what would be required. Canadianization includes providing "a fully integrated CPIC interface,' the integrated rollover from our RMS into our CPIC database. We maintain that this requires all of the "The company had strategic partnerships firms such as with Hewlett-packard, Cisco Systems, LexMark, Astor Technologies, EMC , Veritas, Compaq, Oracle, Sun Microsystems. Page 6 9801E013 software functionality to complete this task. ITG's position is that the Canadianization integration means only the specific hardware integration. In addition, there are issues around words used for various terms. For example, they should have known things like the word "juvenile" in their software must be replaced by rom 1/9/2023 to 4/17/2023. the words "young person" for our use. They have done this type of work for us before. If we have any documents that come out of our system using the term "juvenile", we may actually have some litigation based on these reports. There are about seven of this type of word-change issues that need to be resolved. ITG's problem is that a lot of this functionality is hard coded into their system, and it will cost them some dollars to make these changes. This Canadianization requirement was likely not spelled out in enough detail in the RFP, but ITG should have been aware of the requirement as they were the vendor that actually conducted these same types of modifications for our existing PRIDE system. They should have known. This dispute escalated into a complete communication breakdown during February 2000. By July 2000, when communications had not resumed, the project was in jeopardy. Thus, the project teams from each of jent at Fleming College taught by k the regions met with the vendor and the regional police chiefs in order to resolve the problems. With the strong support of the police am, ITG stated it was in total irs is a copyright violation agreement and wanted to make Page gi 5 /suc12 s. |Acres of ul+ meeting, the CIMS project was resumed + 16 . . .9:57 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf This Canadianization requirement Open with spelled out in enough detail in the RFP, but ITG should have been aware of t nt as they were the vendor that actually 4 conducted these same types of modifications for our existing PRIDE system. They should have known. This dispute escalated into a complete communication breakdown during February 2000. By July 2000, when communications had not resumed, the project was in jeopardy. Thus, the project teams from each of the regions met with the vendor and the regional police chiefs in order to resolve the problems. With the strong support of the police chiefs backing the position of the project team, ITG stated it was in total agreement and wanted to make the project a success. As a result of this meeting, the CIMS project was resumed. Use outside these parameters is a copyright violation In September of 2000, the RCMP had to pull out their project manager, due to resource constraints and demands of their own system development. At that time, Al Rosenberg, one of the first proponents of the CIMS project, was brought on board. Over the next several months, disagreement between the project teams and the vendor reignited, to the point where dispute over several key project deliverables became - for the second time - a major issue. Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by khi By February 2001, many issues had been resolved, but a number of key issues were still outstanding Stauch explained: This was a large list that we started with, but we resolved the bulk of them by discussing the integration requirements and making appropriate modifications. The remaining unresolved issues are now about 30 in number, and these revolve mostly around the Canadianization problem, which they can't seem to address or face up to. What it comes down to now is that there are some very specific requirements that, if resolved with ITG, would render all other issues irrelevant, and we could move forward without a problem. ITG thinks we are reading too much into the FDS that we included in the RFP, and that the deliverable they are to provide is not as integrated as we are assuming. But we are saying that they must provide this, as this is the objective of the project. We just spent three days in the United States with ITG's president and some vice-president's trying to resolve these issues on a face-to-face basis. Page 7 9B01E013 The next level of discussion will go to the chiefs, and it will have to be sorted out there. When we sign off on the FDS, that is really committing to the project, so this has to be sorted out soon. ITG has not even started writing code yet, so they have not really assigned resources to this project. Our next installment shows our complete commitment to the project, and they are waiting for this sign-off and payment. This has to be resolved soon. It is getting to the point where we are checking the FDS documents that ITG is sending us word for word to see what they have changed or revised. They used to send us the documents in MS Word format so we could use the document to compare function with college taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. previous versions of the same document. Now they are sending the documents in Adobe Acrobat format, which is a picture file, and we cannot compare these easily to previous versions. This is taking a lot of our time, but it looks like it is required. We are very careful not to stray from any agreed upon deliverable or time line with this vendor. We have worked weekends and evenings to review and turn around the documents they have sent us to meet a predetermined time line. We do not want them to have any reason to point the finger at us for any project delays. They are a very good vendor with a lot of expertise, but this is a big project with a lot riding on it, and it hasn't been easy. It must be done right. CHIEF GRAVILL'S DILEMMA meters is a copyright vi As Sergeant Stauch indicated, the next phase of the project was due to start in February 2001 and required a major payment installment of $350,000 from the WRPS to ITG (a total payment of $2.1 million from all the agencies involved). With the go-live date of August 2002 fast approaching, Chief Gravill had to decide whether it was best for WRPS to abide by the contract terms with ITG and pay the $350,000 for ITG to continue working on this project, or whether to withdraw from the contract, possibly face litigation from the vendor, and evaluate other options such as searching for other vendors or beginning the RFP process all over again. To further complicate the situation, the Hamilton-Wentworth Region, a CIMS project member, desperately required a new system, as theirs was becoming inoperable. This region was still operating on old Macintosh computer equipment in some cases, and they made it known that upgraded equipment and systems were urgently required. Therefore, for Hamilton to remain part of the CIMS project, the project go-live date could not be pushed out from August 2002. They simply could not afford delays. Pushing out the go-live date or delaying the next major phase of the project would risk Hamilton-Wentworth pulling Authorized for use only in the course MGMT 227: Best practices in Project out of the CIMS project completely to address their own needs. This would reduce the number of regions on board with the CIMS project to six, and the project would therefore be less effective, given the regional information sharing objectives. In essence, Chief Gravill needed to evaluate the situation to ensure the WRPS would move ahead at this critical turning point in the CIMS project under the appropriate conditions, at the right time and with the right vendor. He knew that these and other elements of the CIMS equation were critical for project success. Faced with the pressure to sign off on the FDS, it was time to objectively analyse the CIMS project situation by identifying the key decision criteria at this point and determine how the WRPS should best more forward. Page 7 / 12 Q + + 16 . . .9:58 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf Open with 4 8 Page 8 98018013 Exhibit 1 LISTING OF ACRONYMS CAD Computer Aided Dispatch (not to be confused with Computer Aided Design or Drafting) herwani from 1/9/2023 to 4/17/2023. CIMS Common Information Management Systems project CPIC Canadian Police Information Centre - also the module of CIMS that links with the center in Ottawa eCOPS Enterprise Case and Occurrence Processing System - the system developed by Metro Toronto and IBM FDS Functional design specifications - the output of an analysis of needed system requirements - the FDS becomes the blueprint for developing the system modules ITG Integrated Technologies Group - the vendor OPI Ontario Provincial Police PRIDE Police Regionalized Information Data Entry System - a precursor to CIMS, built by five agencies in the Waterloo area - Larry Gravill was the leader of this project RCMP Royal Canadian Mounted Police RF Request for Proposal Use outside these parameters is a copyright viola RMS Records Management System - a component of CIMS SOW Statement of Work - - a document that describes what a vendor will do to meet the system requirements as outlined in the Request for Proposal UCR Universal Crime Reporting WRPS Waterloo Regional Police Services Authorized for use only in the course MGMT 227: B Page 9 98018013 Exhibit 2 MAP OF THE AREA SERVED BY WATERLOO REGIONAL POLICE SERVICES from 1/9/2023 to 4/17/2023 Divisional Boundaries 3A DIVISION 3A ent at Fleming College tau is is a copyright violation. Page 8 / 12 + + 16 .. .9:58 .1 5G+ a docs.google.com PDF 9B01E013_pcu.pdf Open with 4 xhibit MAP OF THE AREA SERVED BY WATERLOO REGIONAL POLICE SERVICES Divisional Boundaries 3A DIVISION 3A 14 Arthur Street Elmira Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. Use outside these parameters is a copyright violation. Is Country Squire Red 3 our soups DIVISION 3 14 Erb Street West 1A Waterloo highland Rd. Victoria St DIVISION 1A Belmont Ave 34 Peel Street DIVISION 1 New Hamburg 1 134 Frederick Street HQ HEADQUARTERS 200 Maple Grove Road Cambridge New Dundee Rd. 2 Provincial Highway DIVISION 2 76 Hespeler Roo Regional Road Cambridge Township Road Source: 1999 WRPS Annual Report. Divisional Pg. 6 9801E013 Materials, Supplies, Uniforms, Training (2.4%) D Purchase Services, Fees, Rent (2.1%) Fleet & Facilities Maintenance (6.6%) Salaries and Benefits (81.9% ) DEquipment Purchases (0.5%) Financial Expenses (6.5%) MT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. Exhibit 3 OPERATING EXPENSES Use outside these parameters is a copyright violation 81.9% Page 9 / 12 - + + 16 .. .9:58 .1 5G+ a docs.google.com PDF 9B01E013_pcu.p 9BO#501 Open with 4 Materials, Supplies, Uniforms, Training (2.4%) O Purchase Services, Fees, Rent (2. 1%) Fleet & Facilities Maintenance (6.6%) Salaries and Benefits (81.9%) QEquipment Purchases (0.5%) Financial Expenses (6.5%) OPERATING EXPENSES Exhibit 3 Use outside these parameters is a copyright violation. Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/202 81.9% 2.1% 2.4% 6.6% 0.5% Source: 1999 WRPS Annual Report. Total Budget: $55,765,062 6.5% Page 10 Page 11 98018013 Exhibit 4 MAP OF THE GOLDEN HORSESHOE AREA wani from 1/9/2023 10 4/17/2023. DURHAM RM YORK RM PEEL RM TORONTO HALTON RM WATERLOO RM Lake Ontario Use outside these parameters is a copyright violation STRATFORD MGMT 227: Best practices in Project Management at Fleming College tau HAMILTON- WENTWORTH RM BRANTFORD. NIAGARA RM Page 10 / 12 + + 16 .. .PDF 9801E013_pcu.pdf 9:58 98018013 Page 11 "STRATFORD Exhibit 5 PROJECT TIMELINE Phase Phase Duration Start Finish Responsible Predeces WATERLOO RM 0 days Mon 7/31/00 Mon 7/31/00 555 days Tue 5/30/00 Sat 9/14/02 Planning 0-Planning 372 days Mon 7/31/00 Thu 2/21/02 Planning 0-Planning 0 days Mon 7/31/00 Mon 7/31/00 BRANTFORD . Planning 0-Planning 185 days Tue 5/15/01 Thu 2/21/02 0-Planning 25 days Fri 12/08/00 Thu 1/25/01 0-Planning 50 days Mon 8/7/00 Mon 10/16/00 Page 165 days Tue 10/17/00 Thu 6/28/01 0-Develop 85 days Wed 2/21/01 Fri 6/22/01 0-Planning 30 days Tue 11/14/00 Thu 1/1 1/01 WENTWORTH RM HAMILTON- HALTON RM 11 0-Planning 30 days Tue 10/23/01 Thu 12/6/01 PEEL RM 0-Design 169 days Tue 5/30/00 Wed 2/14/01 0-Develop 200 days Mon 9/18/00 Tue 7/24/01 12 0-HW 208 days Mon 7/31/00 Tue 6/12/01 Open with Exhibit 4 MAP OF THE GOLDEN HORSESHOE AREA a docs.google.com + HRPS 1-HRPS 306 days Fri 1/12/01 Wed 4/17/02 Lake Erie 1-HRPS 140 days Fri 1/12/01 Tue 8/7/01 ITG 1-HRPS 139 days Tue 3/13/01 Fri 9/28/01 1-HRPS 135 days Mon 7/30/01 Thu 2/21/02 YORK RM NIAGARA RM 5 days Mon 7/30/01 Fri 8/3/01 TORONTO 30 days Mon 10/1/01 Mon 11/12/0 60 days Tue 11/13/01 Thu 2/21/02 + 0 days Thu 2/21/02 Thu 2/21/02 CIMS 194. 198, 190 Lake Ontario 63 days Fri 1/18/02 Wed 4/17/02 0 days Wed 4/17/02 Wed 4/17/02 CIMS HWRPS 2-HWRPS 497 days Tue 5/30/00 Thu 6/20/02 DURHAM RM DRPS 3-DRPS 358 days Fri 1/12/01 Thu 7/4/02 YRPS 4-YRPS 367 days Fri 1/12/01 Thu 7/18/02 16 PRIDE 5-PRIDE 386 days Fri 1/12/01 Wed 8/14/02 NRPS 6-NRPS 396 days Fri 1/12/01 Wed 8/28/02 PRPS 7-PRPS 408 days Fri 1/12/01 Sat 9/14/02 9B018013 .1 5G+ 4 8 s in Project Manageme herwani from 1/9/2023 to 4/17/2023. Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. jutside these parameters is a copyright vic Use outside these parameters is a copyright violation. . . .PDF 9B01E013_pcu.pdf 9:58 Page 12 9B01E013 "STRATFORD Exhibit 5 PROJECT TIMELINE Task Name Phase Phase Duration Start Finish Responsible Predeces 1 Implementation Plan Agreement 0 days Mon 7/31/00 Mon 7/31/00 WATERLOO RM 2 CIMS Program Implementation 555 days Tue 5/30/00 Sat 9/14/02 CIMS Program Planning Planning 0-Planning 372 days Mon 7/31/00 Thu 2/21/02 BRANTFORD. CIMS Implementation Plan Planning 0-Planning 0 days Mon 7/31/00 Mon 7/31/00 CIMS Training Plan Planning 0-Planning 185 days Tue 5/15/01 Thu 2/21/02 CIMS Acceptance Test Plan Planning 0-Planning 25 days Fri 12/08/00 Thu 1/25/01 CIMS Data Conversion Plan Planning 0-Planning 50 days Mon 8/7/00 Mon 10/16/00 Data Conversion Activities 165 days Tue 10/17/00 Thu 6/28/01 Data Entry Activities Develop 0-Develop 85 days Wed 2/21/01 Fri 6/22/01 HALTON CIMS Site Preparation Plan Planning 0-Planning 30 days Tue 11/14/00 Thu 1/1 1/01 HAMILTON- WENTWORTH RM Page 12 / 12 55 CIMS Cutover Plan Planning 0-Planning 30 days Tue 10/23/01 Thu 12/6/01 61 CIMS FUNCTIONAL DESIGN Design 0-Design 169 days Tue 5/30/00 Wed 2/14/01 116 REMAINING CIMS SOFTWARE DEVELOPMENT Develop 0-Develop 200 days Mon 9/18/00 Tue 7/24/01 135 CIMS HARDWARE PROCUREMENT HDWR 0-HW 208 days Mon 7/31/00 Tue 6/12/01 Open with a docs.google.com + 158 HALTON REGIONAL POLICE HRPS 1-HRPS 306 days Fri 1/12/01 Wed 4/17/02 Lake Erie 159 System Integration and Installation HRPS 1-HRPS 140 days Fri 1/12/01 Tue 8/7/01 ITG 179 Site Testing HRPS 1-HRPS 139 days Tue 3/13/01 Fri 9/28/01 187 TRAINING HRPS 1-HRPS 135 days Mon 7/30/01 Thu 2/21/02 NIAGARA RM 188 System Admin Training 5 days Mon 7/30/01 Fri 8/3/01 191 Train-the-Trainers 30 days Mon 10/1/01 Mon 11/12/0 195 User Training 60 days Tue 11/13/01 Thu 2/21/02 + 199 Training Completed 0 days Thu 2/21/02 Thu 2/21/02 CIMS 194, 198, 190 Lake Ontario 200 System Cutover 63 days Fri 1/18/02 Wed 4/17/02 215 Final Acceptance - HRPS 0 days Wed 4/17/02 Wed 4/17/02 CIMS 219 Hamilton Wentworth Regional Police Service HWRPS 2-HWRPS 497 days Tue 5/30/00 Thu 6/20/02 274 Durham Regional Police Service DRPS 3-DRPS 358 days Fri 1/12/01 Thu 7/4/02 336 York Regional Police Service YRPS 4-YRPS 367 days Fri 1/12/01 Thu 7/18/02 16 398 PRIDE Agencies PRIDE 5-PRIDE 386 days Fri 1/12/01 Wed 8/14/02 460 Niagara Regional Police Service NRPS 6-NRPS 396 days Fri 1/12/01 Wed 8/28/02 522 Peel Regional Police Service PRPS 7-PRPS 408 days Fri 1/12/01 Sat 9/14/02 Source: Company Files .1 5G+ 4 Authorized for use only in the course MGMT 227: Best practices in Project Management at Fleming College taught by Khushboo Sherwani from 1/9/2023 to 4/17/2023. Authorized for use only in the course MGMT 227: Best practices in Project Manageme Use outside these parameters is a copyright violation. Use outside these parameters