Common use of Planning Clause in Contracts

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve on- time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.  Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and ▇▇▇▇▇, in understanding the goals, objectives, status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City through software validation process following configuration.  Assists during Go-Live process and provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.  Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and ▇▇▇▇▇, in understanding the goals, objectives, current status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City through software validation process following configuration.  Assists during Go-Live process and provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project as a whole through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City client project manager(s) are responsible for reporting to the City client steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for the City project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler City resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on in Provides guidance to City technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. City Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to the City project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of City resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation City Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on the City business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the City staff during and after implementation.  Participate in conversion review and validation. City End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. City Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for City third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from the City’s legacy system per the conversion schedule set forth in the project schedule. City Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff releases and updates, as well as the latest helpful tools to ensure adequate discussion manage the City’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with City and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. City Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the appropriate agenda topics during Project has been accepted by the allotted timeCity.  May provide conversion review Work Breakdown Structure (WBS) 1. Initiate & Plan 2. Assess & Define 3. Prepare Solution 4. Production Readiness 5. Production 6. Close 1.1 Initial Coordination 1.2 Project/Phase Planning 1.3 GIS Planning* 1.4 Infrastructure Planning 1.5 Stakeholder Meeting 2.1 Solution Orientation 2.2 Current & Future State Analysis 2.3 Modification Analysis 3.1 Initial System Deployment 3.2 Configuration 3.3 Process Refinement 4.1 Solution Validation 4.2 Go Live Readiness 4.3 End User Training 5.1 Go Live 5.2 Transition to Client Services 5.3 Post Go Live Activities 6.1 Phase Close Out 6.2 Project Close Out 2.4 Conversion Assessment 2.5 Data Assessment 3.4 Conversion Delivery 3.5 Data Delivery 3.6 Modifications* Initiate and error resolution assistancePlan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, ▇▇▇▇▇ management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. ▇▇▇▇▇ provides the City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. the City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the City’s team. During this step, ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software will work with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for establish the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for ▇▇▇▇▇.  Provides support for the Identify City project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler City RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager should communicate decisions and commitments to the Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the team is assigned A R C I I I I I I City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City team is assigned A I R I I I Provide initial project manager(s) are responsible for reporting documents to the City steering committee A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and determining appropriate escalation pointsfacilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Working initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Contract Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package ▇▇▇▇▇ will work with the City to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all City Project team members and the Tyler Project Manager. The meeting provides an opportunity for ▇▇▇▇▇ to introduce its implementation methodology, terminology, and Project management best practices to the City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change. ▇▇▇▇▇ will work with the City Project Team to prepare and deliver the Project Management  Validates contract compliance Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled. During project planning, ▇▇▇▇▇ will introduce the tools that will be used throughout the implementation. ▇▇▇▇▇ will familiarize the City with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler City RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing City has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for ▇▇▇▇▇-hosted/SaaS deployment models. ▇▇▇▇▇ will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. ▇▇▇▇▇ will install Licensed Software on application server(s) or train the City to install License Software. The City is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure the City’s infrastructure meets ▇▇▇▇▇’▇ application requirements.  Acts as primary point Ensure the City’s infrastructure is scheduled to be in place and available for use on time. STAGE 1 Infrastructure Planning Tyler City RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and Design Document A R C C I I Initial Infrastructure Meeting A R C C C C Schedule SaaS Environment Availability A R C I Schedule Installation of contact All Licensed Software A R C I I Infrastructure Audit A R C I C Initial Infrastructure Requirements Inputs Outputs / Deliverables Acceptance Criteria [only] for all contract Deliverables Completed Infrastructure Requirements Delivery of Requirements Infrastructure Audit System Passes Audit Criteria Stakeholder Meeting Communication of the Project planning outcomes to the City Project team, executives and invoicing questionsother key stakeholders is vital to Project success. Collaborates The Stakeholder meeting is a strategic activity to inform, engage, gain commitment, and instill confidence in the City team. During the meeting, the goals and objectives of the Project will be reviewed along with detail on Project scope, implementation methodology, roles and approves Change Requestsresponsibilities, if neededProject timeline and schedule, and keys to ensure proper scope Project success. Objectives:  Formally present and budgetary compliancecommunicate the project activities and timeline.  Communicate project expectations.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for Town of Nolensville project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City Tyler project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with Tyler project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with Tyler project manager(s) to establish risk and issue tracking/tracking and reporting process between the City Town of Nolensville and ▇▇▇▇▇ Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Tyler any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s Tyler project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with both Town of Nolensville staff and Tyler, aiding in the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, understanding of both the City and ▇▇▇▇▇, in understanding the goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler Town of Nolensville resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on Provides guidance to Town of Nolensville technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams in order to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. Town of Nolensville Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to Tyler consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to Town of Nolensville project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with Tyler project team o Coordination of Town of Nolensville resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation Town of Nolensville Power Users  Participate in project activities as required by the ▇▇▇▇▇ project team and project manager(s).  Documents activities for services performed by ▇▇▇▇▇Provide subject matter expertise on Town of Nolensville business processes and requirements.  Guides Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the City through due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to Town of Nolensville staff during and after implementation.  Participate in conversion review and validation. Town of Nolensville End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software validation to perform job functions at and beyond Go-live. Town of Nolensville Technical Lead  Coordinates updates and releases with Tyler as needed.  Coordinates the copying of source databases to training/testing databases as needed for training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process following configurationand have necessary permission for all training sessions.  Coordinates interface development for Town of Nolensville third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by Tyler.  Assists during Go-Live with software installation as needed.  Extracts and transmits conversion data and control reports from Town of Nolensville’s legacy system per the conversion schedule set forth in the project schedule. Town of Nolensville Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with Tyler’s releases and discussions updates.  Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage Town of Nolensville’s software upgrade process.  Assists with the City and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics software upgrade process during the allotted timeimplementation.  May provide conversion review Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with Town of Nolensville and error resolution assistanceTyler resources. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to Implementation knowledge transfer during Initiate & Planupgrade production environment. Town of Nolensville Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides historical informationcoaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by Town of Nolensville. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(smanagement assigns project manager(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City Additional Project resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to later in the Project by providing strategic direction and communicating as a Project schedule is developed. Tyler provides Town of Nolensville with initial Project documents used to gather names of key issues about the Project and its overall importance personnel, their functional role as it pertains to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as neededwell as any blackout dates to consider for future planning. Town of Nolensville gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to provide necessary supportensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with Town of Nolensville’s team. During this step, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers Tyler will work with Town of Nolensville to establish the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for Tyler.  Provides support for the Identify client project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads Tyler project manager(s) prior team is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to Town of Nolensville A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package Tyler will work with Town of Nolensville to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of this project with overall responsibility the Project and authority should be attended by all Town of Nolensville Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to make decisions related to Project Scopeintroduce its implementation methodology, schedulingterminology, and task assignmentProject management best practices to Town of Nolensville’s Project Team. The City This will also present an opportunity for project managers and Project Manager should communicate decisions sponsors to begin to discuss Project communication, metrics, status reporting and commitments tools to be used to measure Project progress and manage change. Tyler will work with the ▇▇▇▇▇ Town of Nolensville Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project manager(s) in a timely will be executed, monitored, and efficient mannercontrolled. When During project planning, Tyler will introduce the City tools that will be used throughout the implementation. Tyler will familiarize the client with these tools during project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule Town of Nolensville provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing Town of Nolensville has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train Town of Nolensville to install License Software. The Town of Nolensville is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure Town of Nolensville’s infrastructure meets Tyler’s application requirements.  Acts as primary point Ensure Town of contact Nolensville’s infrastructure is scheduled to be in place and available for all contract use on time. Infrastructure Planning STAGE 1 Tyler Technologies, Inc. Page | 17 Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and invoicing questionsDesign Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of All Licensed Software A R C I I Infrastructure Audit A R C I C 1. Collaborates on Initial Infrastructure Requirements and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Design Document Inputs Outputs / Deliverables Acceptance Criteria [only] for Deliverables

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for City of Laramie project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City Tyler project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with Tyler project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with Tyler project manager(s) to establish risk and issue tracking/tracking and reporting process between the City of Laramie and ▇▇▇▇▇ Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Tyler any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s Tyler project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with both City of Laramie staff and Tyler, aiding in the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, understanding of both the City and ▇▇▇▇▇, in understanding the goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler City of Laramie resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on Provides guidance to City of Laramie technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams in order to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. City of Laramie Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to Tyler consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to City of Laramie project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with Tyler project team o Coordination of City of Laramie resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation City of Laramie Power Users  Participate in project activities as required by the ▇▇▇▇▇ project team and project manager(s).  Documents activities for services performed by ▇▇▇▇▇Provide subject matter expertise on City of Laramie business processes and requirements.  Guides Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to City through of Laramie staff during and after implementation.  Participate in conversion review and validation. City of Laramie End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software validation to perform job functions at and beyond Go-live. City of Laramie Technical Lead  Coordinates updates and releases with Tyler as needed.  Coordinates the copying of source databases to training/testing databases as needed for training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process following configurationand have necessary permission for all training sessions.  Coordinates interface development for City of Laramie third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by Tyler.  Assists during Go-Live process and provides support until the City transitions to Client Serviceswith software installation as needed.  Facilitates training sessions Extracts and discussions with transmits conversion data and control reports from City of Laramie’s legacy system per the conversion schedule set forth in the project schedule. City and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted timeLaramie GIS  Participates in GIS planning activities.  May provide conversion review Responsible for management and error resolution assistancemaintenance of City of Laramie GIS infrastructure and data. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & PlanEnsures GIS data/service endpoints are in alignment with Tyler software requirements.  Provides historical Tyler implementation team with GIS data/service access information. City of Laramie Upgrade Coordination  Becomes familiar with the software upgrade process and required steps.  Becomes familiar with Tyler’s releases and updates.  Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as needed, throughout well as the latest helpful tools to manage City of Laramie’s software upgrade process.  Assists with the software upgrade process during implementation.  Participates in pricing Manages software upgrade activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s)post-implementation.  Involved in system infrastructure planning/review(s)Manages software upgrade plan activities.  Coordinates software upgrade plan activities with City of Laramie and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. City of Laramie Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides first installation of licensed software with initial database on serverscoaching to supervisors to prepare them to support users through the project changes.  Supports Identifies the impact areas resulting from project activities and assists the project team with technical/environmental issues/needsdevelops a plan to address them proactively.  Deploys Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by City of Laramie. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, Tyler productsmanagement assigns project manager(s). City Roles & Responsibilities City Additional Project resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to later in the Project by providing strategic direction and communicating as a Project schedule is developed. Tyler provides City of Laramie with initial Project documents used to gather names of key issues about the Project and its overall importance personnel, their functional role as it pertains to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, well as any blackout dates to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions consider for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communicationsfuture planning. City Steering Committee The of Laramie gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with City steering committee understands and supports of Laramie’s team. During this step, Tyler will work with City of Laramie to establish the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for Tyler.  Provides support for the Identify client project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads Tyler project team is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to City shall assign of Laramie A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project manager(s) prior artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package Tyler will work with City of Laramie to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of this project with overall responsibility the Project and authority should be attended by all City of Laramie Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to make decisions related to Project Scopeintroduce its implementation methodology, schedulingterminology, and task assignmentProject management best practices to City of Laramie’s Project Team. The City This will also present an opportunity for project managers and Project Manager should communicate decisions sponsors to begin to discuss Project communication, metrics, status reporting and commitments tools to the ▇▇▇▇▇ project manager(s) in a timely be used to measure Project progress and efficient mannermanage change. When Tyler will work with the City of Laramie Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project manager(s) do not have will be executed, monitored, and controlled. During project planning, Tyler will introduce the knowledge or authority to make decisions, he or she engages tools that will be used throughout the necessary resources to participate in discussions implementation. Tyler will familiarize the client with these tools during project planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule City of Laramie provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing City of Laramie has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train City of Laramie to install License Software. The City of Laramie is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure City of Laramie’s infrastructure meets Tyler’s application requirements.  Acts as primary point Ensure City of contact Laramie’s infrastructure is scheduled to be in place and available for all contract use on time. STAGE 1 Infrastructure Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and invoicing questionsDesign Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of All Licensed Software A R C I I Infrastructure Audit A R C I C Inputs 1. Collaborates on Initial Infrastructure Requirements and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Design Document Outputs / Deliverables Acceptance Criteria [only] for Deliverables

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City Town of Nolensville project manager(s) to plan and schedule Project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City Town of Nolensville and ▇▇▇▇▇ Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Town of Nolensville any items that may impact the outcomes of the Project.  Collaborates with the City Town of Nolensville ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City Town of Nolensville ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City Town of Nolensville and ▇▇▇▇▇Tyler, in understanding the goals, objectives, current status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(sTyler manager(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ Tyler project manager(s).  Documents activities for services performed by ▇▇▇▇▇Tyler.  Guides the City Town of Nolensville through software validation process following configuration.  Assists during Go-Live process and provides support until the City Town of Nolensville transitions to Client Services.  Facilitates training sessions and discussions with the City Town of Nolensville and ▇▇▇▇▇ Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Town of Nolensville Roles & Responsibilities City Town of Nolensville resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Town of Nolensville Executive Sponsor The City Town of Nolensville executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City Town of Nolensville steering committee, project manager(s), and functional leads to make critical business decisions for the CityTown of Nolensville.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Town of Nolensville Steering Committee The City Town of Nolensville steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City Town of Nolensville project manager and Project as a whole through participation in regular internal meetings. The City Town of Nolensville steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City Town of Nolensville steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Town of Nolensville Policies o Needs of other client projects City Town of Nolensville Project Manager The City Town of Nolensville shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Town of Nolensville Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ Tyler project manager(s) in a timely and efficient manner. When the City Town of Nolensville project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City client project manager(s) are responsible for reporting to the City client steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City ESD project manager(s) to plan and schedule Project timelines to achieve on- time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City ESD and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ESD any items that may impact the outcomes of the Project.  Collaborates with the City ESD ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ESD ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City ESD and ▇▇▇▇▇, in understanding the goals, objectives, status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City ESD through software validation process following configuration.  Assists during Go-Live process and provides support until the City ESD transitions to Client Services.  Facilitates training sessions and discussions with the City ESD and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City ESD Roles & Responsibilities City ESD resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City ESD Executive Sponsor The City ESD executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City ESD steering committee, project manager(s), and functional leads to make critical business decisions for the CityESD.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City ESD Steering Committee The City ESD steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City ESD project manager and Project through participation in regular internal meetings. The City ESD steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City ESD steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City ESD Policies o Needs of other client projects City ESD Project Manager The City ESD shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City ESD Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ Tyler project manager(s) in a timely and efficient manner. When the City ESD project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City ESD project manager(s) are responsible for reporting to the City ESD steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for Prosper project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope. Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and manages a schedule issue tracking and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City ▇▇▇▇▇▇▇ and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City Prosper staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members. Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and stakeholders. Identifies and coordinates all Prosper resources across all modules, phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices. Provides direction and support to project team. Builds partnerships among the various stakeholders, negotiating authority to move the project forward. Manages the appropriate assignment and timely completion of tasks as defined. Assesses team performance and takes corrective action, if needed. Provides guidance to Prosper technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams in order to ensure timely response and appropriate resolution. Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks. Ensures that users have appropriate access to Tyler project toolsets as required. Conducts training on proper use of toolsets. Validates completion of required assignments using toolsets. Prosper Functional Leads Makes business process change decisions under time sensitive conditions. Communicates existing business processes and procedures to Tyler consultants. Assists in identifying business process changes that may require escalation. Contributes business process expertise for Current & Future State Analysis. Identifies and includes additional subject matter experts to participate in Current & Future State Analysis. Validates that necessary skills have been retained by end users. Provides End Users with dedicated time to complete required homework tasks. Acts as an ambassador/champion of change for the new process and provide business process change support. Identifies and communicates any additional training needs or scheduling conflicts to Prosper project manager. Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of Prosper resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation Prosper Power Users Participate in project activities as required by the project team and project manager(s). Provide subject matter expertise on Prosper business processes and requirements. Act as subject matter experts and attend Current & Future State Analysis sessions as needed. Attend all scheduled training sessions. Participate in all required post-training processes as needed throughout project. Test all application configuration to ensure it satisfies business process requirements. Become application experts. Participate in Solution Validation. Adopt and support changed procedures. Complete all deliverables by the due dates defined in the project schedule. Demonstrate competency with Tyler products processing prior to Go-live. Provide knowledge transfer to Prosper staff during and after implementation. Participate in conversion review and validation. Prosper End Users Attend all scheduled training sessions. Become proficient in application functions related to job duties. Adopt and utilize changed procedures. Complete all deliverables by the due dates defined in the project schedule. Utilize software to perform job functions at and beyond Go-live. Prosper Technical Lead Coordinates updates and releases with ▇▇▇▇▇ as needed. Coordinates the copying of source databases to training/testing databases as needed for training days. Coordinates and adds new users, printers and other peripherals as needed. Validates that all users understand log-on process and have necessary permission for all training sessions. Coordinates interface development for Prosper third party interfaces. Develops or assists in creating reports as needed. Ensures on-site system meets specifications provided by ▇▇▇▇▇. Assists with software installation as needed. Extracts and transmits conversion data and control reports from ▇▇▇▇▇▇▇’s legacy system per the conversion schedule set forth in the project schedule. Prosper GIS Participates in GIS planning activities. Responsible for management and maintenance of Prosper GIS infrastructure and data. Ensures GIS data/service endpoints are in alignment with Tyler software requirements. Provides Tyler implementation team with GIS data/service access information. Prosper Upgrade Coordination Becomes familiar with the software upgrade process and required steps. Becomes familiar with ▇▇▇▇▇’▇ releases and updates. Utilizes Tyler resources to stay abreast of the latest ▇▇▇▇▇ releases and updates, as well as the latest helpful tools to manage Prosper’s software upgrade process. Assists with the software upgrade process during implementation. Manages software upgrade activities post-implementation. Manages software upgrade plan activities. Coordinates software upgrade plan activities with Prosper and Tyler resources. Communicates changes affecting users and department stakeholders. Obtains department stakeholder acceptance to upgrade production environment. Prosper Change Management Lead Validates that users receive timely and thorough communication regarding process changes. Provides coaching to supervisors to prepare them to support users through the project changes. Identifies the impact areas resulting from project activities and develops a plan to address them proactively. Identifies areas of resistance and develops a plan to reinforce the change. Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by ▇▇▇▇▇▇▇. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, ▇▇▇▇▇ management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. ▇▇▇▇▇ provides ▇▇▇▇▇▇▇ with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. ▇▇▇▇▇▇▇ ▇▇▇▇▇▇▇ the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with ▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project ▇▇▇▇▇▇’s team.  Manages During this step, ▇▇▇▇▇ will work with ▇▇▇▇▇▇▇ to establish the appropriate assignment and timely completion of tasks as defined in date(s) for the Project Schedule, task list, and Go-Live ChecklistPhase Planning session.  Assesses team performance Objectives: Formally launch the project. Establish project governance. Define and adjusts as necessarycommunicate governance for ▇▇▇▇▇.  Identify client project team. STAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted on in Scope 3rd party providers to align activities with ongoing I = Informed Executive Manager Implementation Manager Project tasks. Tyler Manager Implementation Consultant  Completes tasks as assigned by the Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads ▇▇▇▇▇ project manager(steam is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to Prosper A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions: Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes.  Documents activities for services performed by During this work package ▇▇▇▇▇ will work with ▇▇▇▇▇▇▇ to coordinate and plan a formal Project planning meeting(s).  Guides This meeting signifies the City through software validation process following configurationstart of the Project and should be attended by all Prosper Project team members and the Tyler Project Manager.  Assists during Go-Live process and The meeting provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and an opportunity for ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted timeintroduce its implementation methodology, terminology, and Project management best practices to ▇▇▇▇▇▇▇’s Project Team.  May provide conversion review This will also present an opportunity for project managers and error resolution assistanceProject sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change. ▇▇▇▇▇ will work with the Prosper Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled. During project planning, ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, will introduce the tools that will be used throughout the implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ will familiarize the client with these tools during project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project.  Ensures that invoicing Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables meet contract Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule Prosper provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions: ▇▇▇▇▇▇▇ has reviewed and completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for ▇▇▇▇▇-hosted/SaaS deployment models. ▇▇▇▇▇ will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. ▇▇▇▇▇ will install Licensed Software on application server(s) or train Prosper to install License Software. The Prosper is responsible for the installation and setup of all peripheral devices. Objectives: Ensure ▇▇▇▇▇▇▇’s infrastructure meets ▇▇▇▇▇’▇ application requirements.  Acts as primary point Ensure Prosper’s infrastructure is scheduled to be in place and available for use on time. STAGE 1 Infrastructure Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and Design Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of contact All Licensed Software A R C I I Infrastructure Audit A R C I C Inputs 1. Initial Infrastructure Requirements and Design Document Outputs / Deliverables Acceptance Criteria [only] for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Deliverables

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for the City project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler City resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on in Provides guidance to City technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. City Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to the City project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of City resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation City Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on the City business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the City staff during and after implementation.  Participate in conversion review and validation. City End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. City Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for City third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from the City’s legacy system per the conversion schedule set forth in the project schedule. City Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff releases and updates, as well as the latest helpful tools to ensure adequate discussion manage the City’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with City and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. City Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the appropriate agenda topics during Project has been accepted by the allotted timeCity.  May provide conversion review Work Breakdown Structure (WBS) 1. Initiate & Plan 2. Assess & Define 3. Prepare Solution 4. Production Readiness 5. Production 6. Close 1.1 Initial Coordination 1.2 Project/Phase Planning 1.3 GIS Planning* 1.4 Infrastructure Planning 1.5 Stakeholder Meeting 2.1 Solution Orientation 2.2 Current & Future State Analysis 2.3 Modification Analysis 3.1 Initial System Deployment 3.2 Configuration 3.3 Process Refinement 4.1 Solution Validation 4.2 Go Live Readiness 4.3 End User Training 5.1 Go Live 5.2 Transition to Client Services 5.3 Post Go Live Activities 6.1 Phase Close Out 6.2 Project Close Out 2.4 Conversion Assessment 2.5 Data Assessment 3.4 Conversion Delivery 3.5 Data Delivery 3.6 Modifications* Initiate and error resolution assistancePlan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, ▇▇▇▇▇ management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. ▇▇▇▇▇ provides the City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. the City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the City’s team. During this step, ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software will work with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for establish the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for ▇▇▇▇▇.  Provides support for the Identify City project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler City RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager should communicate decisions and commitments to the Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the team is assigned A R C I I I I I I City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City team is assigned A I R I I I Provide initial project manager(s) are responsible for reporting documents to the City steering committee A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and determining appropriate escalation pointsfacilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Working initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Contract Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package ▇▇▇▇▇ will work with the City to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all City Project team members and the Tyler Project Manager. The meeting provides an opportunity for ▇▇▇▇▇ to introduce its implementation methodology, terminology, and Project management best practices to the City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change. ▇▇▇▇▇ will work with the City Project Team to prepare and deliver the Project Management  Validates contract compliance Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled. During project planning, ▇▇▇▇▇ will introduce the tools that will be used throughout the implementation. ▇▇▇▇▇ will familiarize the City with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler City RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing City has reviewed and Deliverables meet contract requirementscompleted the Guide to Starting Your Project document.  Acts as primary point This work package is not applicable. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of contact a successful implementation. ▇▇▇▇▇ will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. . The City is responsible for the installation, setup and maintenance of all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary complianceperipheral devices.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for Town of Nolensville project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City Town of Nolensville and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, both Town of both the City Nolensville staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler Town of Nolensville resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on Provides guidance to Town of Nolensville technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams in order to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. Town of Nolensville Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to Town of Nolensville project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of Town of Nolensville resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation Town of Nolensville Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on Town of Nolensville business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to Town of Nolensville staff during and after implementation.  Participate in conversion review and validation. Town of Nolensville End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. Town of Nolensville Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for Town of Nolensville third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from Town of Nolensville’s legacy system per the conversion schedule set forth in the project schedule. Town of Nolensville Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff releases and updates, as well as the latest helpful tools to ensure adequate discussion manage Town of Nolensville’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with Town of Nolensville and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. Town of Nolensville Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the appropriate agenda topics during Project has been accepted by Town of Nolensville. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the allotted timeProject by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project.  May provide conversion review and error resolution assistanceThis stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, ▇▇▇▇▇ management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. ▇▇▇▇▇ provides Town of Nolensville with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. Town of Nolensville gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with Town of Nolensville’s team. During this step, ▇▇▇▇▇  Supports Sales will work with Town of Nolensville to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists establish the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for ▇▇▇▇▇.  Provides support for the Identify client project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager should communicate decisions and commitments to the Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads ▇▇▇▇▇ project manager(s) team is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to Town of Nolensville A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package ▇▇▇▇▇ will work with Town of Nolensville to coordinate and plan a timely formal Project planning meeting(s). This meeting signifies the start of the Project and efficient mannershould be attended by all Town of Nolensville Project team members and the Tyler Project Manager. When The meeting provides an opportunity for ▇▇▇▇▇ to introduce its implementation methodology, terminology, and Project management best practices to Town of Nolensville’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change. ▇▇▇▇▇ will work with the City Town of Nolensville Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project manager(s) do not have will be executed, monitored, and controlled. During project planning, ▇▇▇▇▇ will introduce the knowledge or authority to make decisions, he or she engages tools that will be used throughout the necessary resources to participate in discussions implementation. ▇▇▇▇▇ will familiarize the client with these tools during project planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule Town of Nolensville provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing Town of Nolensville has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for ▇▇▇▇▇-hosted/SaaS deployment models. ▇▇▇▇▇ will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. ▇▇▇▇▇ will install Licensed Software on application server(s) or train Town of Nolensville to install License Software. The Town of Nolensville is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure Town of Nolensville’s infrastructure meets ▇▇▇▇▇’▇ application requirements.  Acts as primary point Ensure Town of contact Nolensville’s infrastructure is scheduled to be in place and available for all contract use on time. Infrastructure Planning STAGE 1 Tyler Technologies, Inc. Page | 17 Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and invoicing questionsDesign Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of All Licensed Software A R C I I Infrastructure Audit A R C I C 1. Collaborates on Initial Infrastructure Requirements and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Design Document Inputs Outputs / Deliverables Acceptance Criteria [only] for Deliverables

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City Town of Nolensville project manager(s) to plan and schedule Project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City Town of Nolensville and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Town of Nolensville any items that may impact the outcomes of the Project.  Collaborates with the City Town of Nolensville ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City Town of Nolensville ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City Town of Nolensville and ▇▇▇▇▇, in understanding the goals, objectives, current status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City Town of Nolensville through software validation process following configuration.  Assists during Go-Live process and provides support until the City Town of Nolensville transitions to Client Services.  Facilitates training sessions and discussions with the City Town of Nolensville and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Town of Nolensville Roles & Responsibilities City Town of Nolensville resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Town of Nolensville Executive Sponsor The City Town of Nolensville executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City Town of Nolensville steering committee, project manager(s), and functional leads to make critical business decisions for the CityTown of Nolensville.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Town of Nolensville Steering Committee The City Town of Nolensville steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City Town of Nolensville project manager and Project as a whole through participation in regular internal meetings. The City Town of Nolensville steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City Town of Nolensville steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Town of Nolensville Policies o Needs of other client projects City Town of Nolensville Project Manager The City Town of Nolensville shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Town of Nolensville Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ Tyler project manager(s) in a timely and efficient manner. When the City Town of Nolensville project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City client project manager(s) are responsible for reporting to the City client steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve on- time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.  Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and ▇▇▇▇▇, in understanding the goals, objectives, status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City through software validation process following configuration.  Assists during Go-Live process and provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City Village project manager(s) to plan and schedule Project timelines to achieve on- time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City Village and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Village any items that may impact the outcomes of the Project.  Collaborates with the City Village ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City Village ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City Village and ▇▇▇▇▇, in understanding the goals, objectives, status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City Village through software validation process following configuration.  Assists during Go-Live process and provides support until the City Village transitions to Client Services.  Facilitates training sessions and discussions with the City Village and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Village Roles & Responsibilities City Village resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Village Executive Sponsor The City Village executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City Village steering committee, project manager(s), and functional leads to make critical business decisions for the CityVillage.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Village Steering Committee The City Village steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City Village project manager and Project through participation in regular internal meetings. The City Village steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City Village steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Village Policies o Needs of other client projects City Village Project Manager The City Village shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Village Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City Village project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City Village project manager(s) are responsible for reporting to the City Village steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City ▇▇▇▇▇▇▇▇▇▇ Pretrial project manager(s) to plan and schedule Project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City and ▇▇▇▇▇▇▇▇▇▇ Pretrial and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇▇▇▇▇▇ Pretrial any items that may impact the outcomes of the Project.  Collaborates with the City ▇▇▇▇▇▇▇▇▇▇ Pretrial ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ▇▇▇▇▇▇▇▇▇▇ Pretrial ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and ▇▇▇▇▇▇▇▇▇▇ Pretrial and Tyler, in understanding the goals, objectives, current status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(sTyler manager(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.  Interfaces closely with Tyler Implementation Consultant developers to coordinate program Modification activities.  Completes tasks as assigned by the ▇▇▇▇▇ Tyler project manager(s).  Documents activities for services performed by Tyler.  Guides ▇▇▇▇▇.  Guides the City ▇▇▇▇▇ Pretrial through software validation process following configuration.  Assists during Go-Live process and provides support until the City ▇▇▇▇▇▇▇▇▇▇ Pretrial transitions to Client Services.  Facilitates training sessions and discussions with the City and ▇▇▇▇▇▇▇▇▇▇ Pretrial and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇ Tyler Sales  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City ▇▇▇▇▇▇▇▇▇▇ Pretrial Roles & Responsibilities City ▇▇▇▇▇▇▇▇▇▇ Pretrial resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City ▇▇▇▇▇▇▇▇▇▇ Pretrial Executive Sponsor The City ▇▇▇▇▇▇▇▇▇▇ Pretrial executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day-day- to-day Project activities. The executive sponsor empowers the City ▇▇▇▇▇▇▇▇▇▇ Pretrial steering committee, project manager(s), and functional leads to make critical business decisions for the City▇▇▇▇▇▇▇▇▇▇ Pretrial.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City ▇▇▇▇▇▇▇▇▇▇ Pretrial steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City ▇▇▇▇▇▇▇▇▇▇ Pretrial project manager and Project as a whole through participation in regular internal meetings. The City ▇▇▇▇▇▇▇▇▇▇ Pretrial steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City ▇▇▇▇▇▇▇▇▇▇ Pretrial steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City ▇ ▇▇▇▇▇▇▇▇▇▇ Pretrial Policies o Needs of other client projects City ▇▇▇▇▇▇▇▇▇▇ Pretrial Project Manager The City ▇▇▇▇▇▇▇▇▇▇ Pretrial shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City ▇▇▇▇▇▇▇▇▇▇ Pretrial Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ Tyler project manager(s) in a timely and efficient manner. When the City ▇▇▇▇▇▇▇▇▇▇ Pretrial project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City client project manager(s) are responsible for reporting to the City client steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for City project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the both City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler City resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on Provides guidance to City technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams in order to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. City Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to City project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of City resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation City Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on City business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to City staff during and after implementation.  Participate in conversion review and validation. City End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. City Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for City third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from City’s legacy system per the conversion schedule set forth in the project schedule. City Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff releases and updates, as well as the latest helpful tools to ensure adequate discussion manage City’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with City and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. City Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the appropriate agenda topics during Project has been accepted by City. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the allotted timeProject by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project.  May provide conversion review and error resolution assistanceThis stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed. Initial Coordination Prior to Project commencement, ▇▇▇▇▇ management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. ▇▇▇▇▇ provides City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with City’s team. During this step, ▇▇▇▇▇  Supports Sales will work with City to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists establish the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for ▇▇▇▇▇.  Provides support for the Identify client project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager should communicate decisions and commitments to the Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads ▇▇▇▇▇ project manager(s) team is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to City A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package ▇▇▇▇▇ will work with City to coordinate and plan a timely formal Project planning meeting(s). This meeting signifies the start of the Project and efficient mannershould be attended by all City Project team members and the Tyler Project Manager. When The meeting provides an opportunity for ▇▇▇▇▇ to introduce its implementation methodology, terminology, and Project management best practices to City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change. ▇▇▇▇▇ will work with the City Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project manager(s) do not have will be executed, monitored, and controlled. During project planning, ▇▇▇▇▇ will introduce the knowledge or authority to make decisions, he or she engages tools that will be used throughout the necessary resources to participate in discussions implementation. ▇▇▇▇▇ will familiarize the client with these tools during project planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (Power Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing City has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for ▇▇▇▇▇-hosted/SaaS deployment models. ▇▇▇▇▇ will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. ▇▇▇▇▇ will install Licensed Software on application server(s) or train City to install License Software. The City is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure City’s infrastructure meets ▇▇▇▇▇’▇ application requirements.  Acts as primary point Ensure City’s infrastructure is scheduled to be in place and available for use on time. STAGE 1 Infrastructure Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and Design Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of contact All Licensed Software A R C I I Infrastructure Audit A R C I C 1. Initial Infrastructure Requirements and Design Document Inputs Outputs / Deliverables Acceptance Criteria [only] for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Deliverables

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for ▇▇▇▇▇▇▇▇▇▇ Pretrial project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City Tyler project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with Tyler project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with Tyler project manager(s) to establish risk and issue tracking/tracking and reporting process between the City and ▇▇▇▇▇▇▇▇▇▇ Pretrial and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Tyler any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s Tyler project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and ▇▇▇▇▇▇▇▇▇▇ Pretrial staff and Tyler, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ stakeholders.  Identifies and coordinates all ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler ▇▇▇ Pretrial resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on in Scope 3rd party providers Provides guidance to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇▇▇▇▇▇ Pretrial technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams in order to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks.  Ensures that users have appropriate access to Tyler project toolsets as required.  Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. ▇▇▇▇▇▇▇▇▇▇ Pretrial Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to Tyler consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to ▇▇▇▇▇▇▇▇▇▇ Pretrial project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with Tyler project team o Coordination of ▇▇▇▇▇▇▇▇▇▇ Pretrial resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation ▇▇▇▇▇▇▇▇▇▇ Pretrial Power Users  Participate in project activities as required by the project team and project manager(s).  Documents Provide subject matter expertise on ▇▇▇▇▇▇▇▇▇▇ Pretrial business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to ▇▇▇▇▇▇▇▇▇▇ Pretrial staff during and after implementation. ▇▇▇▇▇▇▇▇▇▇ Pretrial End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. ▇▇▇▇▇▇▇▇▇▇ Pretrial Technical Lead  Coordinates updates and releases with Tyler as needed.  Coordinates the copying of source databases to training/testing databases as needed for training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for ▇▇▇▇▇▇▇▇▇▇ Pretrial third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by Tyler.  Assists with software installation as needed. ▇▇▇▇▇▇▇▇▇▇ Pretrial Upgrade Coordination  Becomes familiar with the software upgrade process and required steps.  Becomes familiar with Tyler’s releases and updates.  Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage ▇▇▇▇▇▇▇▇▇▇ Pretrial’s software upgrade process.  Assists with the software upgrade process during implementation.  Manages software upgrade activities for services post-implementation.  Manages software upgrade plan activities.  Coordinates software upgrade plan activities with ▇▇▇▇▇▇▇▇▇▇ Pretrial and Tyler resources.  Communicates changes affecting users and department stakeholders.  Obtains department stakeholder acceptance to upgrade production environment. ▇▇▇▇▇▇▇▇▇▇ Pretrial Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the project changes.  Identifies the impact areas resulting from project activities and develops a plan to address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by ▇▇▇▇▇.  Guides the City through software validation process following configuration.  Assists during Go-Live process and provides support until the City transitions to Client Services.  Facilitates training sessions and discussions with the City and ▇▇▇▇▇ staff to ensure adequate discussion Pretrial. Initiate and Plan The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the appropriate agenda topics during Project, with a few unique items being repeated for the allotted timeadditional Phases as needed.  May provide conversion review and error resolution assistanceInitial Coordination Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. Tyler provides ▇▇▇▇▇▇▇▇▇▇ Pretrial with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. ▇▇▇▇▇ ▇▇▇▇▇▇  Supports Sales Pretrial gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to Implementation knowledge ensure transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists vital information from the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned sales process prior to scheduling a Project Planning Meeting with ▇▇▇▇▇▇▇▇▇▇ Pretrial’s team. During this step, Tyler will work with ▇▇▇▇▇▇▇▇▇▇ Pretrial to establish the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary date(s) for the Project and fosters an appreciation for Phase Planning session. Objectives:  Formally launch the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Projectproject.  Works to resolve all decisions and/or issues not resolved at the Establish project manager level as part of the escalation processgovernance.  Attends all scheduled steering committee meetingsDefine and communicate governance for Tyler.  Provides support for the Identify client project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areasSTAGE 1 Initial Coordination Tyler Client RACI MATRIX KEY: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager The City shall assign Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads Tyler project manager(s) prior team is assigned A R C I I I I I I Client project team is assigned A I R I I I Provide initial project documents to ▇▇▇▇▇▇▇▇▇▇ Pretrial A R C C I I Gather preliminary information requested I A R C C C C Sales to implementation knowledge transfer A R I I I I I Create Project Portal to store project artifacts and facilitate communication A R I Inputs Contract documents Statement of Work Outputs/Deliverables Completed initial project documents Project portal Work package assumptions:  Project activities begin after the agreement has been fully executed. Project/Phase Planning Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes. During this work package Tyler will work with ▇▇▇▇▇▇▇▇▇▇ Pretrial to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of this project with overall responsibility the Project and authority should be attended by all ▇▇▇▇▇▇▇▇▇▇ Pretrial Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to make decisions related to Project Scopeintroduce its implementation methodology, schedulingterminology, and task assignmentProject management best practices to ▇▇▇▇▇▇▇▇▇▇ Pretrial’s Project Team. The City This will also present an opportunity for project managers and Project Manager should communicate decisions sponsors to begin to discuss Project communication, metrics, status reporting and commitments tools to be used to measure Project progress and manage change. Tyler will work with the ▇▇▇▇▇▇▇▇▇▇ Pretrial Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project manager(s) in a timely will be executed, monitored, and efficient mannercontrolled. When During project planning, Tyler will introduce the City tools that will be used throughout the implementation. Tyler will familiarize the client with these tools during project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions planning and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible them available for reporting to the City steering committee review and determining appropriate escalation points. Contract Management  Validates contract compliance maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist. STAGE 1 Project/Phase Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts (SMEs) Department Heads End Users Technical Leads Schedule and conduct planning session(s) A R I C C I Develop Project Management Plan A R I C C I Develop initial project schedule A R I I I I I I C C I I C I Inputs Contract documents Statement of Work Guide to Starting Your Project Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document Project Operational Plan Delivery of document Initial Project Schedule ▇▇▇▇▇▇▇▇▇▇ Pretrial provides acceptance of schedule based on resource availability, project budget, and goals. Work package assumptions:  Ensures that invoicing ▇▇▇▇▇▇▇▇▇▇ Pretrial has reviewed and Deliverables meet contract completed the Guide to Starting Your Project document. Infrastructure Planning Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train ▇▇▇▇▇▇▇▇▇▇ Pretrial to install License Software. The ▇▇▇▇▇▇▇▇▇▇ Pretrial is responsible for the installation and setup of all peripheral devices. Objectives:  Ensure ▇▇▇▇▇▇▇▇▇▇ Pretrial’s infrastructure meets Tyler’s application requirements.  Acts as primary point Ensure ▇▇▇▇▇▇▇▇▇▇ Pretrial’s infrastructure is scheduled to be in place and available for use on time. STAGE 1 Infrastructure Planning Tyler Client RACI MATRIX KEY: R = Responsible A = Accountable C = Consulted I = Informed Executive Manager Implementation Manager Project Manager Implementation Consultant Data Experts Modification Services Technical Services Client Services Executive Sponsor Steering Committee Project Manager Functional Leads Change Management Leads Subject Matter Experts Department Heads End Users Technical Leads Provide Infrastructure Requirements and Design Document A R C C I I Initial Infrastructure Meeting A R C C C C *Schedule SaaS Environment Availability A R C I *Schedule Hardware to be Available for Installation I I A R C Schedule Installation of contact All Licensed Software A R C I I Infrastructure Audit A R C I C Inputs 1. Initial Infrastructure Requirements and Design Document Outputs / Deliverables Acceptance Criteria [only] for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.Deliverables

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for the Village project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City Village and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City Village staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler Village resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on in Provides guidance to Village technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. Village Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to the Village project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of Village resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation Village Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on the Village business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the Village staff during and after implementation.  Participate in conversion review and validation. Village End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. Village Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for Village third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from the Village’s legacy system per the conversion schedule set forth in the project schedule. Village Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review releases and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical informationupdates, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts well as the final authority on all escalated Project issues. The executive sponsor engages in latest helpful tools to manage the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the ProjectVillage’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation software upgrade process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organizationsoftware upgrade process during implementation.  Prioritizes the project within the organizationManages software upgrade activities post-implementation.  Ensures the project staffed appropriately Manages software upgrade plan activities.  Coordinates software upgrade plan activities with Village and that staff have necessary Tyler resources.  Monitors project progress including progress towards agreed upon goals Communicates changes affecting users and objectivesdepartment stakeholders.  Has Obtains department stakeholder acceptance to upgrade production environment. Village Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the authority project changes.  Identifies the impact areas resulting from project activities and develops a plan to approve address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure P P The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project ScopePhase broken down into smaller, scheduling, and task assignmentmore manageable components. The City Project Manager should communicate decisions top-level components are called “Stages” and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delayssecond level components are called “Work Packages”. The City project manager(s) are responsible for reporting work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the City steering committee and determining appropriate escalation pointstasks to be completed within each work package. Contract Management  Validates contract compliance throughout Each stage ends with a “Control Point”, confirming the projectwork performed during that stage of the Project has been accepted by the Village.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.NITIATE & PLAN ASSESS & DEFINE 3 PREPARE SOLUTION RODUCTI ON READINESS 5 RODUCTI ON 6 CLOSE

Planning.  ▪ Delivers project planning documents.  ▪ Defines Project tasks and resource requirements.  ▪ Develops initial Project schedule and Project Management Plan.  ▪ Collaborates with the City ▇▇▇▇▇▇ Co project manager(s) to plan and schedule Project timelines to achieve on- on-time implementation. Implementation Management  ▪ Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  ▪ Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  ▪ Establishes risk/issue tracking/reporting process between the City ▇▇▇▇▇▇ Co and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇▇ Co any items that may impact the outcomes of the Project.  ▪ Collaborates with the City ▇▇▇▇▇▇ ▇▇ ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  ▪ Collaborates with the City ▇▇▇▇▇▇ ▇▇ ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City ▇▇▇▇▇▇ ▇▇ and ▇▇▇▇▇, in understanding the goals, objectives, status, and health of the Project. Resource Management  ▪ Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(sTyler manager(s).  ▪ Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  ▪ Provides direction and support to Project team.  ▪ Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  ▪ Assesses team performance and adjusts as necessary.  ▪ Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler ▇▇▇▇▇ Implementation Consultant  ▪ Completes tasks as assigned by the ▇▇▇▇▇ project manager(s).  ▪ Documents activities for services performed by ▇▇▇▇▇.  ▪ Guides the City ▇▇▇▇▇▇ Co through software validation process following configuration.  ▪ Assists during Go-Live process and provides support until the City ▇▇▇▇▇▇ Co transitions to Client Services.  ▪ Facilitates training sessions and discussions with the City ▇▇▇▇▇▇ ▇▇ and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  ▪ May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇  Tyler Sales ▪ Supports Sales to Implementation knowledge transfer during Initiate & Plan.  ▪ Provides historical information, as needed, throughout implementation.  ▪ Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  ▪ Maintains Tyler infrastructure requirements and design document(s).  ▪ Involved in system infrastructure planning/review(s).  ▪ Provides first installation of licensed software with initial database on servers.  ▪ Supports and assists the project team with technical/environmental issues/needs.  ▪ Deploys Tyler products. City ▇▇▇▇▇▇ Co Roles & Responsibilities City ▇▇▇▇▇▇ Co resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City ▇▇▇▇▇▇ Co Executive Sponsor The City ▇▇▇▇▇▇ Co executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City ▇▇▇▇▇▇ Co steering committee, project manager(s), and functional leads to make critical business decisions for the City.  ▇▇▇▇▇▇ Co. ▪ Champions the project at the executive level to secure buy-in.  ▪ Authorizes required project resources.  ▪ Actively participates in organizational change communications. City ▇▇▇▇▇▇ Co Steering Committee The City ▇▇▇▇▇▇ Co steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City ▇▇▇▇▇▇ Co project manager and Project through participation in regular internal meetings. The City ▇▇▇▇▇▇ Co steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City ▇▇▇▇▇▇ Co steering committee also serves as primary level of issue resolution for the Project.  ▪ Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  ▪ Attends all scheduled steering committee meetings.  ▪ Provides support for the project team.  ▪ Assists with communicating key project messages throughout the organization.  ▪ Prioritizes the project within the organization.  ▪ Ensures the project staffed appropriately and that staff have necessary resources.  ▪ Monitors project progress including progress towards agreed upon goals and objectives.  ▪ Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Blaine Co Policies o Needs of other client projects City ▇▇▇▇▇▇ Co Project Manager The City ▇▇▇▇▇▇ Co shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City ▇▇▇▇▇▇ Co Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ Tyler project manager(s) in a timely and efficient manner. When the City ▇▇▇▇▇▇ Co project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City ▇▇▇▇▇▇ Co project manager(s) are responsible for reporting to the City ▇▇▇▇▇▇ Co steering committee and determining appropriate escalation points. Contract Management  ▪ Validates contract compliance throughout the project.  ▪ Ensures that invoicing and Deliverables meet contract requirements.  ▪ Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers project planning documents.  Defines Project tasks and resource requirements.  Develops initial Project schedule and Project Management Plan.  Collaborates with the City ▇▇▇▇▇▇▇ project manager(s) to plan and schedule Project timelines to achieve on- time implementation. Implementation Management  Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently.  Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.  Establishes risk/issue tracking/reporting process between the City ▇▇▇▇▇▇▇ and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City Prosper any items that may impact the outcomes of the Project.  Collaborates with the City ▇▇▇▇▇▇▇ ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.  Collaborates with the City ▇▇▇▇▇▇▇ ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City ▇▇▇▇▇▇▇ and ▇▇▇▇▇, in understanding the goals, objectives, current status, and health of the Project. Resource Management  Acts as liaison between Project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s).  Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing.  Provides direction and support to Project team.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.  Assesses team performance and adjusts as necessary.  Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks. Tyler Implementation Consultant  Completes tasks as assigned by the ▇▇▇▇▇ Tyler project manager(s).  Documents activities for services performed by ▇▇▇▇▇.  Guides the City Prosper through software validation process following configuration.  Assists during Go-Live process and provides support until the City Prosper transitions to Client Services.  Facilitates training sessions and discussions with the City ▇▇▇▇▇▇▇ and ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical information, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Conducts GIS Planning. Reviews GIS data and provides feedback to the client. Loads client provided GIS data into the system. Tyler API Services Provides training in the use of the API Toolkit. Provides consulting services in the use of the API Toolkit to Prosper, as Prosper builds interfaces. Prosper Roles & Responsibilities City Prosper resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Prosper Executive Sponsor The City Prosper executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, in order to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City Prosper steering committee, project manager(s), and functional leads to make critical business decisions for the City▇▇▇▇▇▇▇.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Prosper Steering Committee The City Prosper steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City Prosper project manager and Project as a whole through participation in regular internal meetings. The City Prosper steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City Prosper steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organization.  Prioritizes the project within the organization.  Ensures the project staffed appropriately and that staff have necessary resources.  Monitors project progress including progress towards agreed upon goals and objectives.  Has the authority to approve or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Prosper Policies o Needs of other client projects City Prosper Project Manager The City ▇▇▇▇▇▇▇ shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Prosper Project Manager should communicate decisions and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City ▇▇▇▇▇▇▇ project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City client project manager(s) are responsible for reporting to the City client steering committee and determining appropriate escalation points. Contract Management  Validates contract compliance throughout the project.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning.  Delivers Reviews and accepts project planning documents.  Defines Project project tasks and resource requirementsrequirements for the ESD project team.  Develops initial Project schedule Collaborates in the development and Project Management Planapproval of the project schedule.  Collaborates with the City ▇▇▇▇▇ project manager(s) to plan and schedule Project project timelines to achieve on- on-time implementation. Implementation Management  Tightly manages Scope project budget and budget of Project scope.  Collaborates with ▇▇▇▇▇ project manager(s) to establish a process and approval matrix to ensure Scope that scope changes and budget (planned versus actual actual) are transparent and handled effectively and efficiently.  Establishes Collaborates with ▇▇▇▇▇ project manager to establish and manages manage a schedule and Tyler resources resource plan that properly support supports the Project Schedule project schedule as a whole and are is also in balance with Scope/scope and budget.  Establishes risk/Collaborates with ▇▇▇▇▇ project manager(s) to establish risk and issue tracking/tracking and reporting process between the City ESD and ▇▇▇▇▇ and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City ▇▇▇▇▇ any items that may impact the outcomes of the Projectproject.  Collaborates with the City ’s ▇▇▇▇▇ project manager(s) to establish key business drivers and success indicators that will help to govern Project project activities and key decisions to ensure a quality outcome of the project.  Collaborates Routinely communicates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City ESD staff and ▇▇▇▇▇, aiding in the understanding the of goals, objectives, current status, and health of the Projectproject by all team members.  Manages the requirements gathering process and ensure timely and quality business requirements are being provided to ▇▇▇▇▇. Resource Management  Acts as liaison between Project project team and ▇▇▇▇▇ ▇▇▇▇▇▇▇(s)stakeholders.  Identifies and coordinates all Tyler ESD resources across all applicationsmodules, Phasesphases, and activities including developmentdata conversions, formsforms design, hardware and software installation, reports, implementationreports building, and billingsatisfying invoices.  Provides direction and support to Project project team.  Builds partnerships among the various stakeholders, negotiating authority to move the project forward.  Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklistdefined.  Assesses team performance and adjusts as necessarytakes corrective action, if needed.  Consulted on in Provides guidance to ESD technical teams to ensure appropriate response and collaboration with ▇▇▇▇▇ Technical Support Teams to ensure timely response and appropriate resolution.  Owns the relationship with in-Scope 3rd party providers to align and aligns activities with ongoing Project project tasks.  Ensures that users have appropriate access to Tyler Implementation Consultant project toolsets as required.  Completes tasks Conducts training on proper use of toolsets.  Validates completion of required assignments using toolsets. ESD Functional Leads  Makes business process change decisions under time sensitive conditions.  Communicates existing business processes and procedures to ▇▇▇▇▇ consultants.  Assists in identifying business process changes that may require escalation.  Contributes business process expertise for Current & Future State Analysis.  Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.  Validates that necessary skills have been retained by end users.  Provides End Users with dedicated time to complete required homework tasks.  Acts as assigned by an ambassador/champion of change for the new process and provide business process change support.  Identifies and communicates any additional training needs or scheduling conflicts to the ESD project manager.  Actively participates in all aspects of the implementation, including, but not limited to, the following key activities: o Task completion o Stakeholder Meeting o Project Management Plan development o Schedule development o Maintenance and monitoring of risk register o Escalation of issues o Communication with ▇▇▇▇▇ project team o Coordination of ESD resources o Attendance at scheduled sessions o Change management activities o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance o Decentralized end user training o Process testing o Solution Validation ESD Power Users  Participate in project activities as required by the project team and project manager(s).  Documents activities Provide subject matter expertise on the ESD business processes and requirements.  Act as subject matter experts and attend Current & Future State Analysis sessions as needed.  Attend all scheduled training sessions.  Participate in all required post-training processes as needed throughout project.  Test all application configuration to ensure it satisfies business process requirements.  Become application experts.  Participate in Solution Validation.  Adopt and support changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Demonstrate competency with Tyler products processing prior to Go-live.  Provide knowledge transfer to the ESD staff during and after implementation.  Participate in conversion review and validation. ESD End Users  Attend all scheduled training sessions.  Become proficient in application functions related to job duties.  Adopt and utilize changed procedures.  Complete all deliverables by the due dates defined in the project schedule.  Utilize software to perform job functions at and beyond Go-live. ESD Technical Lead  Coordinates updates and releases with ▇▇▇▇▇ as needed.  Coordinates the copying of source databases to training/testing databases as needed for services performed training days.  Coordinates and adds new users, printers and other peripherals as needed.  Validates that all users understand log-on process and have necessary permission for all training sessions.  Coordinates interface development for ESD third party interfaces.  Develops or assists in creating reports as needed.  Ensures on-site system meets specifications provided by ▇▇▇▇▇.  Guides the City through Assists with software validation process following configurationinstallation as needed.  Assists during Go-Live Extracts and transmits conversion data and control reports from the ESD’s legacy system per the conversion schedule set forth in the project schedule. ESD Upgrade Coordination  Becomes familiar with the software upgrade process and provides support until the City transitions to Client Servicesrequired steps.  Facilitates training sessions Becomes familiar with ▇▇▇▇▇’▇ releases and discussions with updates.  Utilizes Tyler resources to stay abreast of the City and latest ▇▇▇▇▇ staff to ensure adequate discussion of the appropriate agenda topics during the allotted time.  May provide conversion review releases and error resolution assistance. ▇▇▇▇▇ ▇▇▇▇▇  Supports Sales to Implementation knowledge transfer during Initiate & Plan.  Provides historical informationupdates, as needed, throughout implementation.  Participates in pricing activities if additional licensing and/or services are needed. Tyler Technical Services  Maintains Tyler infrastructure requirements and design document(s).  Involved in system infrastructure planning/review(s).  Provides first installation of licensed software with initial database on servers.  Supports and assists the project team with technical/environmental issues/needs.  Deploys Tyler products. City Roles & Responsibilities City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles. City Executive Sponsor The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts well as the final authority on all escalated Project issues. The executive sponsor engages in latest helpful tools to manage the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City.  Champions the project at the executive level to secure buy-in.  Authorizes required project resources.  Actively participates in organizational change communications. City Steering Committee The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the ProjectESD’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project.  Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation software upgrade process.  Attends all scheduled steering committee meetings.  Provides support for the project team.  Assists with communicating key project messages throughout the organizationsoftware upgrade process during implementation.  Prioritizes the project within the organizationManages software upgrade activities post-implementation.  Ensures the project staffed appropriately Manages software upgrade plan activities.  Coordinates software upgrade plan activities with ESD and that staff have necessary Tyler resources.  Monitors project progress including progress towards agreed upon goals Communicates changes affecting users and objectivesdepartment stakeholders.  Has Obtains department stakeholder acceptance to upgrade production environment. ESD Change Management Lead  Validates that users receive timely and thorough communication regarding process changes.  Provides coaching to supervisors to prepare them to support users through the authority project changes.  Identifies the impact areas resulting from project activities and develops a plan to approve address them proactively.  Identifies areas of resistance and develops a plan to reinforce the change.  Monitors post-production performance and new process adherence. Part 3: Project Plan Project Stages Work Breakdown Structure The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or deny changes impacting the following areas: o Cost o Scope o Schedule o Project Goals o City Policies o Needs of other client projects City Project Manager The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project ScopePhase broken down into smaller, scheduling, and task assignmentmore manageable components. The City Project Manager should communicate decisions top-level components are called “Stages” and commitments to the ▇▇▇▇▇ project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delayssecond level components are called “Work Packages”. The City project manager(s) are responsible for reporting work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the City steering committee and determining appropriate escalation pointstasks to be completed within each work package. Contract Management  Validates contract compliance throughout Each stage ends with a “Control Point”, confirming the projectwork performed during that stage of the Project has been accepted by the ESD.  Ensures that invoicing and Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.I NITIATE & PLAN 2 ASSESS & DEFINE 3 PREPARE SOLUTION 4 RODUCTION EADINESS 5 RODUCTION 6 CLOSE