SOFTWARE BUSINESS CASE
CWU BUILDING INVENTORY & CLASSIFICATION OF INTERIOR SPACES
TABLE OF CONTENTS
After document is completed, go to References > Update Table > Update page numbers only.
EXECUTIVE SUMMARY ................................................................................................................................................. 2
1.
Problem Definition ......................................................................................................................................... 3
2.
Addressing Problem with CWU existing tools and products (i.e. PeopleSoft) ................................................. 3
3.
Organizational Impact .................................................................................................................................... 3
4.
Benefits .......................................................................................................................................................... 4
5.
Strategic Alignment ........................................................................................................................................ 5
6.
Cost ................................................................................................................................................................ 5
7.
Alternatives (add lines as necessary) .............................................................................................................. 6
8.
Timing / Schedule (add lines as necessary) ..................................................................................................... 7
9.
Technology Migration/Resource Identification .............................................................................................. 7
10. Product Life/Application Sunsetting or Decommissioning ............................................................................. 8
11. References .................................................................................................................................................... 8
12. Recommendation .......................................................................................................................................... 8
13. Approvals ...................................................................................................................................................... 9
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EXECUTIVE SUMMARY
This section should state the purpose of the business case, a high level summary of the problem and
state the main benefits of the recommended solution. Usually, this section is completed last after
all other sections of the business case have been written. This is because the executive summary is
exactly that, a summary of the detail that is provided in subsequent sections of the document.
Purpose: Purchase of AIM Space Module to establish a single, enterprise wide solution for collection,
maintenance, and dissemination of building information.
Summary: For developing and maintaining a single, enterprise wide data base solution of building information,
interior space information is required. There is some information available. For instance, R25 of the Registrar’s
Office has some classroom and meeting room information. Presently, there is no enterprise wide solution of all of
the information required. FMD has been directed by executive management to provide a complete inventory of the
interior space information as soon as possible.
An enterprise solution is to purchase the AIM Space Module. It is an addition to the AIM Property Module, already
owned by CWU. The Property Module is currently used by FMD, Work Control, to number all of the CWU
buildings. Only the building numbers were entered into the Aim Property Module. The interior space information
(square footages) for rooms, open spaces, etc. has not been entered into the Aim Property Module. FMD has begun
to upload the available CAD drawings of the building interior spaces to the Aim Property Module, which will
provide square footages for building spaces. The Aim Space Module subsequently will be the repository for the
uses of the interior spaces as defined in the Property Module.
Benefits: The main benefit of purchasing the AIM Space module is that the combination of the Aim Property and
Space modules will provide a single source of information for planning, budgeting, and RCM processes. The
enterprise wide solution of building and interior space information will be developed, updated, and maintained in
one system. The data base will interface with R25 or other resource and scheduling software required by the
Registrar’s Office and Scheduling Center. For RCM, the academic and other departments will know how many
square feet are assigned to them.
Complete the following information:
Sponsoring Department(s):
Facilities Management Department (FMD)
Date of Business Case Preparation:
March 24, 2014
Contact Person Name/Phone: Mickey Parker 509-963-1275 parkerm@cwu.edu
New Product/Service
If there is a draft or sample contract, please provide a copy.
Renewal of Existing Product/Service – if checked, include background information.
If there is a site license agreement, existing contract or new contract draft, please provide a
copy.
The Aim Space Module will be an additional module of the Asset Works, Aim Work Order System. FMD is
presently using the Aim Work Order System in the Work Control Center. The Space Module is also an extension of
the Property Module, which FMD has prior purchased. The Property Module contains the interior space
information, such as room numbers and square footages. The Space Module defines the use and function of the
rooms and other interior spaces. A copy of the description and pricing of the Space Module is attached.
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1. Problem Definition
This section should briefly describe the business problem that the proposed product/service
request will address. This section should not describe how the problem will be addressed,
only what the problem is.
The Facilities Management Department (FMD) was directed by executive management to provide specific
information for all of the interior spaces (rooms, hallways, etc.) for all of the buildings of CWU. The information
for each interior space is to include building number, room number, square footage, use and function of the space,
type of seating in the space, type of equipment used in the space, etc. The information is to be consistent and meet
the use and functional standards of the Postsecondary Education Facilities Inventory and Classification System.
Currently the interior space information that has been collected up to this point is outdated and incomplete. The
access database that was used previously is not a viable solution to address the current business needs.
2.
Addressing Problem with CWU existing tools and products (i.e. PeopleSoft)
This section should include an explanation of what existing CWU tools/products were
reviewed as potential solutions and the results of that review.
FMD requested from the Space Planning Office an inventory of interior space data from their access database. The
space information provided has not been updated for over ten years. The use, function, and other codes are outdated
and the new and renovated buildings, over the last ten years, have not been added to the data base. Some of the
classrooms for some of the new buildings have been added to the inventory, but the old use and function codes are
tied to those classrooms. Additionally, only the academic buildings are in the data base. The SURC, residence
halls, warehouses, athletic facilities, etc. are not in the data base.
Secondly, the key plans were reviewed and they include only key information for spaces with doors. The key plans,
however, are on cad drawings which was a start to view all of the spaces in the buildings.
PeopleSoft was reviewed as a possible option but would not provide the detail and tools that the AIM Space Module
does. PeopleSoft does not have the option to build content from Cad Blueprints that AIM provides. The
information collected in PeopleSoft often is used for multiple purposes relating to location that could impact the
requirements as needed by FMD. At this time, PeopleSoft has too many gaps to fit the business need requested. But
PeopleSoft could benefit from having a single source of information that could be collected in AIM.
3. Organizational Impact
This section should describe:
-research done to determine what other departments, divisions, units have similar needs
and/or have any existing solutions.
-identify and consult all stakeholders
-who will be the primary users of the product/service
-if/how this will impact or benefit students
-contributors to requirements for this business case
-impacts that this product/service will have on the organization in terms of staff, resources,
role changes, work flow
-if training will be required
-changes that may be required to existing IT systems
-other effects that may result from implementation of this product/service
Research: The Registrar’s Office needs the data to populate their R25 product or its future updated version or
replacement. The Space Planning Office has been directly updating the R25 module with only classroom
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information and new use and function codes within R25. The same information was not updated to the access data
base. The Registrar’s Office uses the resources from R25 to synchronize with the related S25 to schedule courses in
the classrooms. [R25 ( Resource 25), S25 ( Schedule 25)].
With the initiation of RCM (Responsibility Center Management), the departments of CWU are required to provide
the amount and uses of square footages under their direction. FMD has been tasked to provide that information
immediately.
Identity and Consultation of Stakeholders:
Registrar’s Office: The project manager for R25 was consulted and reviewed a demonstration of the Space Module.
Department Personnel: Consulted with VP of Operations and VP of Business and Financial Affairs - preliminary
representatives for the departments.
Finance Personnel: VP of Business and Financial Affairs – requires space square footages and uses by department
for budgeting.
Higher Education Reporting Departments (Federal, State, etc.)
Office of Organizational Effectiveness
OFM: Office of Financial Management – Washington State
Users/Partners: Registrar’s Office
Facilities Management
Department Personnel
Budget and Finance Personnel
Organizational Effectiveness
OFM – for submission of capital construction requests
Scheduling Center
Student Impacts/Benefits: Students will be the beneficiaries of informed space planning methods for optimum
classroom usage, event scheduling, and priorities established for educational disciplines.
Contributors: CWU Vice-Presidents and Deans
Facilities Management
Registrar’s Office
IS – Information Services
Asset Works
Impacts: Staff - Student/Temp Employees to gather room information
Cad Technician support
Resources: Available funds for purchase of proprietary software and training
Training: Some training will be required for uses of existing software and new software.
IT System Impacts: Increased space for Cad drawings.
4. Benefits
This section should describe the benefits that will result from the acquisition/implementation
of this product/service. It should include addressing the issues that were stated in the
Problem Definition section.
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Benefits may be realized in the following areas:

Business advantages, for example, reduction of staff turnover

Costs benefits, for example, cash flow increases

Process benefits, for example, consolidating multiple processes

Resources benefits, for example, reduced training requirements

Technical benefits, for example, few software licenses required
Enterprise wide solution for interior spaces square footages and uses.
master data base for uploads to their systems.)
(Registrar’s folks stated this would be the
Departmental and Finance personnel will use information for RCM processes.
Student Event Center and Scheduling have updated information.
Standard system for responding to requests from legislators on capital construction projects.
5. Strategic Alignment
This section should include how this proposed product/service request ties to CWU’s
Strategic Plan. Specific references should be cited. Link to CWU Strategic Plan:
http://www.cwu.edu/resources-reports/sites/cts.cwu.edu.resourcesreports/files/documents/2012%20CWU%20Strategic%20Plan.pdf
This request ties to Core Theme 5 – Resource Development and Stewardship:
Objective 5.1: Maximize the financial resources to the university, and assure the efficient and effective operations
of the University through financial stewardship.
Outcome 5.1.2: Maximize the strategies and practices that optimize resource availability.
And:
Objective 5.4: Provide the facility and technology infrastructure and services appropriate to meet the university
objectives, while maximizing sustainability and stewardship.
Outcome: 5.4.1: Enhance financial accountability and sustainable practices for construction, maintenance, and
operations of CWU facility and technology infrastructure.
This request ties to Core Theme 5 – Resource Development and Stewardship by insuring the availability of accurate
and current building and interior space information for administration, faculty, staff, and students to make informed
decisions.
6. Cost
This section needs to include Source of Funding (Project ID) or a Description of the Source of
Funding and the Cost Breakdown. Cost breakdown should include the one-time cost,
recurring costs and a five year ownership cost for the applicable cost types (consulting,
hardware, application software)
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
Source of Funding (Project ID) or Description of the Source of Funding.
PID: 43221000-1 (Administrative overhead funds for facilities and construction)
projects.)

Cost Breakdown
Aim Space Module
(One-time purchase cost)
Purchase cost
$33,750
Training - est.
Taxes
11,000
2,700
________
47,450
________
Aim Space Module
(Annual service cost)
$9,000
Hardware requirements (Est.)
$15,000
7. Alternatives (add lines as necessary)
All business problems may be addressed by any number of alternative solutions. While the
business case is the result of having selected one such option, a brief summary of considered
alternatives should also be included—one of which should be the status quo, or doing
nothing. The reasons for not selecting the alternatives should also be included.
Alternative
Reasons For Not Selecting Alternative
Use old data base with 12 year old data
Inaccurate information
Update old data base to current
Access data base would need to be updated
to current and all data would be developed
by hand in the field without use of Cad
technology. Also, it would take interface
development to provide data for R25.
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8. Timing / Schedule (add lines as necessary)
This section should provide a proposed timeline for the product/service that is being
requested. It should include the major steps to achieve the goal of this product/service
request.
Task
Target Date
In current, owned Property Module, upload Cad drawing of all the
buildings with poly lines.
Start March 24 –
May 30, 2014
If Space Module purchased by May 1, 2014 or before, begin input of
updated use and function codes.
May 1 - May 15,
2014
Survey building room uses by building with updated use and function
codes
April 15 – July 15,
2014
Link Property Module and Space Module for complete interior space
information
May 15 – August
31, 2014
9. Technology Migration/Resource Identification
This section should provide a high level overview of how new technology will be
implemented and how data from any legacy systems will be migrated. It should also include
outstanding technical requirements/staffing requirements, training plans and obstacles
which need to be addressed.
Resource Identification
Identify the total number of resources (e.g., personnel, equipment, and facilities) that will be
needed for the project. For personnel, identify each type of role and describe the skill-set
requirements when appropriate. Identify the estimated timeframe (start to finish) for project
commitment.
Resource
Requirements
Timeframe
Personnel
Equipment
Facilities
Developer
Cad technician
Survey personnel
Project manager
Support personnel
Use existing Work
Order System softwareSpace Module will be
partner within Work
Order System.
April 1 – August 31,
2014
April 1 – August 31,
2014
April 1 – August 31,
2014
Jongeward
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Resource Loading Chart
Use a chart to illustrate the estimated hours required by month for each resource on the project.
*EXAMPLES of Possible Resources
Resource
Jan
Feb
Mar
Apr
May
June
July
Aug
FMD Project
Manager
FMD Developer
20
20
20
20
40
40
40
40
40
40
Cad technician
120
120
80
40
20
Survey/Support
Personnel (2)
240
240
240
240
120
Total Hours
420
420
380
340
220
Sept
Oct
Nov
Dec
10. Product Life/Application Sunsetting or Decommissioning
This section needs to include information about the expected life of the product/service and
provisions for sunsetting or decommissioning of the product/service.
Product life is estimated to be, with upgrades as provided, as long as there is a need for interior space information.
11. References
This section needs to include information gathered from other users, institutions or other
organizations who provided information about the solution being recommended.
Information gathered from R25 Project Manager.
Information gathered from Asset Works technical personnel.
12. Recommendation
This section should summarize the approach for how the product/service request will
address the business problem.
It is recommended that CWU purchase the Aim Space Module from Asset Works as an addition to the existing Aim,
Work Order System suite of products. This Aim Space Module addresses the immediate and urgent need to provide
interior space information.
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13. Approvals
This section should be left blank.
The following actions have been taken by the appropriate Sub-Council (ATAC or NonAcademic Sub-Council) and Enterprise Information System Committee (EISC):
Date
Action
By
4/08/2014
Reviewed and Approved
NASC
4/21/2014
Approved
EISC
Upon approval by the Enterprise Information System Committee (EISC) or one of the two SubCouncils (Academic or Non-Academic), CWU procurement policies and procedures should be
used to initiate a purchase. Please contact the Purchasing office at x1001 with any questions
regarding the procurement process.
If you have any questions, please contact Ginger McIntosh 963-1466, Sue Noce 963-2927 or
Tina Short 963-2910.
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