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DocuSign Envelope ID: 1CCA18DC-6CC1-428C-A15D-5173EE24B471 <br /> RISK / MITIGATION STRATEGY <br /> Piro.l ect:gc llliedRde <br /> Risk: Impact of various factors on baseline project schedule. <br /> Mitigation: Given the fact that project schedules are working documents that change over the course of the <br /> project,Tyler will work closely with the customer to update,monitor,agree,and communicate any required <br /> changes to the project schedule. <br /> Activity IIIh'ocm <br /> Risk: Minor activities consume time that should be dedicated to major activities of the project with the end result <br /> that time and/or costs overruns budget. Examples include meetings of little substance,or time spent investigating <br /> undocumented functionality or other activities not in scope. <br /> Mitigation: Project Managers for both parties must focus squarely on meeting deadlines, services,and <br /> configuration requirements of the implementation as planned and documented in the planning,assessment and <br /> definition stages. <br /> luncoliniplete, egac Illiu teii-iace,➢Ct�u�::iu���LLui��m:�:i�uiu� <br /> Risk: During the project,certain third party documentation will be required for such tasks as interface <br /> development and import of legacy data and others. <br /> Mitigation: Customer should insure that APIs for interfacing to other systems,and/or a customer expert that <br /> understands the legacy database,are available to Tyler. If no such documentation or customer expertise exists,the <br /> customer will be responsible for coordinating with the third-party vendor to advise Tyler,at a potential additional <br /> expense to the customer(although not necessarily from Tyler). <br /> Fe Illunologl Age <br /> Risk: This risk is highly dependent on the choice of Tyler products and whether the customer is hosting any of <br /> those products. If the customer will be hosting the Tyler software,then the technology hosting that software <br /> should be robust and durable.Technology that barely meets minimum requirements today will be insufficient as <br /> the needs of the system grow. <br /> Mitigation: Tyler will assist the customer in determining optimal technology and plans to guard against pre- <br /> mature obsolescence.The customer will also complete a hardware survey,initiated by our deployment team,to <br /> confirm that the customer's hardware is sufficient for the upcoming implementation. <br /> CRITICAL SUCCESS FACTORS <br /> In order to successfully execute the services described herein,there are several critical success factors for the project that <br /> must be closely monitored. <br /> ❑ Knowledge Transfer-While Tyler cannot guarantee specific expertise for customer staff as a result of <br /> participating in the project,Tyler shall make reasonable efforts to transfer knowledge to the customer. Tyler <br /> will cooperate with the customer's efforts to track and gauge the success of the knowledge transfer process, <br /> and will offer informal assessments of the efficacy of the knowledge transfer process where Tyler has <br /> reasonable insight into customer's absorption of system knowledge. To facilitate the knowledge transfer <br /> process,customer personnel must participate in the analysis,configuration and deployment of the Tyler <br /> software in order to ensure success and to transfer knowledge across the organization.While Tyler will initially <br /> configure the EnerGov system,after completion of the production phase(Stage 7),the customer will be <br /> responsible for administering the configuration and introduction of new processes in the Tyler system. <br /> ❑ Dedicated Customer Participation—Tyler understands that customer staff members have daily <br /> l <br /> 43 <br />