The issues found during our interviews and surveys and as outlined above have created an atmosphere of
distrust of and dissatisfaction with SAP within the City. However, current EBS efforts are making a positive
change in attitude at the Bureaus. Bureaus have responded well to personal visits from the CAO and EBS
Manager and their continued engagement in improving how SAP works in the City.
The global recommendations are designed to change the environment EBS works within and as a result, how it
serves its customers. The implementation of these recommendations will be an ongoing effort that must be
monitored for the desired impact on EBS’ stated mission and vision. Many of the changes EBS is already
implementing are directly aligned with the global recommendations.
To continue building on the positive changes EBS has begun,
AKT suggests a phased implementation of the eleven detailed
recommendations within this report. Phase 1 will focus on
achieving quick wins and demonstrating a continued
commitment to improvement. Phase 2 will focus on building
trust between EBS and the City and can begin in parallel with
Phase 1. Phase 2, however, will likely be an evolving and
ongoing process that will take longer to complete. Phase 3
recommendations assume that the immediate challenges of
SAP are addressed and the rapport between EBS and its
customers has improved allowing EBS to become a forward‐
Phase 1: Short‐Term and High Priority
(Six month implementation timeline)
The following should be the highest priority issues and addressed by EBS immediately. Implementing these
recommendations will begin the process of rebuilding solid customer relationships:
Change Order Process
Time capture is currently the most frustrating issue for Bureaus. AKT is aware that EBS has prioritized time
management and has released a request for proposal (RFP) resulting in a contract with an expert in this area.
EBS is also using this opportunity to address knowledge transfer issues surrounding contractors thus ensuring
EBS can maintain the back‐end support of timekeeping moving forward.
The change order process should be simultaneously addressed on an accelerated timeframe as this is necessary
for EBS to efficiently address the requests being made. Improvements in this area with performance and
transparency will increase customer satisfaction and trust in EBS.
The development of a training curriculum is an ongoing and never ending process but the first round of
revamped trainings should begin as soon as possible. Many of the issues users are having with SAP may be
resolved when the system is being used correctly. In addition, when users issue change requests, their
knowledge of what SAP will and won’t do can assist EBS in responding appropriately.
Phase 1: Short‐Term High Priority:
Time Capture, Change Order Process,
Phase 2: Medium‐Term High Priority:
Shadow Systems, ESS/MSS,
Governance, Strategic Plan,
Phase 3: Long‐Term Medium Priority
Management, Accounts Receivable