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58 <br />AMI Feasibility Report I Client Name: City of Santa Ana <br />population can identify the potential preferred deployment from a business case optimization <br />perspective. <br />The City can start retrofitting the newer meters (less than 10 years old) with the MTUs initially and <br />then follow up with routes having older meters. Or the City can start replacing meters on the routes <br />having older meters first and then follow up retrofitting the newer meters. The City will have to <br />make the decision based on operational efficiencies gained by changing out routes with old meters <br />first. <br />11.5 RISK ASSESSMENT <br />Black & Veatch defines project risk management as the processes to identify, analyze, and develop <br />mitigation response strategies to project risks. Risks are typically identified in the following areas: <br />© Execution Risk - Assess whether the project is properly planned, scope is well-defined and <br />managed, and decision making is timely and accurate. <br />11 Executive Risk - Verify that key executives are involved, understand, and are committed to <br />support the project objectives. <br />0 Technical Risk - Verify that technology architecture is sound and stable. Verify the integrity of <br />data in the new system. Verify that appropriate security and controls are in place. <br />© Functional Risk - Assess whether user requirements are well defined and aligned to business <br />processes. Verify a strong user commitment/involvement to manage expectations and gain <br />acceptance to the delivered system. <br />0 Resource Risk - Assess whether there is proper definition of resource requirements (skills and <br />time) for the project. Assess whether the project team is effectively positioned to perform. <br />❑ Organizational Risk - Verify that communication strategies are in place to manage expectations <br />and gain buy -in with internal and external stakeholders. <br />Specific to the risks inherent in transformational initiatives that leverage the enabling technologies <br />of MOMS and AMI solutions, Black & Veatch offers the following additional risk factors as examples <br />of those that have been experienced by the industry and Black & Veatch clients and would need to <br />be addressed by City: <br />© Customer Adversity - Utilities have experienced some adverse publicity and customer lack of <br />support for AMI initiatives because of experiences in the marketplace. Usually, these revolve <br />around privacy issues, RF concerns, or cost. Black & Veatch advises its clients to produce a <br />communication plan for all stakeholder groups - internal and external - that identifies likely <br />issues, positions, and appropriate mitigation plans. The City should educate the customers <br />through customer notifications (bill inserts, advertisements in newspapers/TV etc.), <br />neighborhood meetings and community engagement. <br />❑ Technology Risk- The implementation of new technologies always carries some risk. There are <br />viable and mature products in the marketplace that can meet the City�s requirements for the AMI <br />solution, MOMS, and other components. There is, therefore, no reason to not select a proven and <br />stable solution. In the course of the City's AMI project, there may be options to utilize new <br />technologies or equipment to complement this solution set, and the risks and advantages of these <br />will be analyzed, recommendations made and reviewed, and appropriate testing and validation <br />identified. <br />25G-176 <br />