The City of Dallas once created an annual budget up until 2017. Afterwards the city began to create biennial budgets. With a heavy budget and data load looming over the then "Office of Budget," Oracle was awarded a contract to develop a financial planning and performance system that included operations for financial management, human resources management, and performance metrics (KPIs). With a 250,000 budget, Dallas sent out a request for proposals.
On behalf of performance, Dominic was assigned multiple roles as one of two internal project managers, the product owner for performance, and a developer. He worked internally with three executives, the budget administrator, budget analysts as stakeholders, and vendor consultants as external developers. This project was completed using a hybrid of waterfall and agile methodologies. Dominic's responsibilities included managing the timeline for the performance cube, the backlog for the vendor's developer tasks, backlog for a consultant developer tasks, downloading data from an existing performance measures system, creating a metadata structure, reformatting the historical data, uploading data into a new metadata structure, and ensuring project deliverables from the vendor and contractors were achieved.
The deliverables for the project included a performance measures system that could manage biennial data inputs, create reports, create visualizations, create ad-hoc reports, manage users, store data, download data, provide forms to be used for the budget process, forms that contained formulas to determine KPI efficiencies/effectiveness, and be able to perform systematic solutions to complex issues that would arrive.
The outcome of the project resulted in a three cube system. Two of three cubes worked according the project charter/RFP. From there, the budget administrator (PM) and Dominic (PM) continued to build out the system without vendor consultants well into 2021.
