American Electric Power Ercot kickoff


Published on

American Electric Power Project Kickoff for ERCOT a $600M project managed by John Napier PMP, CSM

Published in: Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

American Electric Power Ercot kickoff

  1. 1. ERCOT Nodal Project Kick Of f November 23, 2009
  2. 2. 22 High Level Project Scope The objective of this project is to meet the new requirements of the ERCOT Nodal market utilizing existing infrastructure and information systems where possible in order to keep cost and timeline minimal. Specific technical deliverables include the following: • • • • • • webTrader to GCSS – Ancillary service schedules by unit PI to webTrader – base points webTrader to ODS - replace Base Power Schedule with Energy Trade, Self Schedule, and Output Schedule 3rd Party Checkout modifications to replace Base Power Schedule Off-System Invoicing to manage the replacement of Base Power Schedule New schedule report in webTrader for FPA daily processes
  3. 3. 33 Plan Phase Strategy Project Budget • The total Capital amount approved is $813,155 • The total O&M amount approved is $59,376 • Quoted dollar amounts include IT, BU, Fringes, and Incentives Plan Phase Execution • • • • • • Document Business Processes Develop Requirements Develop System Design Develop Component Design Begin Detailed Designs Ongoing testing with ERCOT
  4. 4. 44 Program Teams Steering Committee Members: David Hesser • Mike Sullivan • Rick Bale • Julie Standley • Core Team Members: • • • • • • • • • • • • • • • Mark Boggs Lori Mahood John Napier Rezaur Rahman Bhooma Raghunathan Ashutosh Tewari Krishna K Somisetty Shane Aleksic Michele Seward Susan DeMoen Jeff Rice Meera Vijayalakshmi Kent Feliks Dale Woodruff Mark Diggs ERCOT Liaisons: • • • Trina Molnar Richard Ross Bob Bradish
  5. 5. 55 Steering Committee Role • Provides strategic direction, vision and goals to the project • Supports the team in tactical decision making, resolution of issues that go beyond the scope and duration of the project and spans multiple business areas • Approve, endorse and support combined projects governance process
  6. 6. 66 Core Team Role What We Need From You! • Provide necessary issue resolution and clarification • Ensure effort and time expectations are appropriate to steering committee expectations • Remove barriers across business functions for optimal project and program performance • Escalate to steering committee as needed
  7. 7. 77 Project Team Planning IT PM – John Napier • TSO – Rezaur Rahman • BSA – Lori Mahood • Development & Support Lead Developers – Bhooma Raghunathan, • Ashutosh Tewari, Krishna K Somisetty Support – Krishna K Somisetty, Shane Aleksic, • Andy Kellett Tech Writer – TBD • Test Coordinator - TBD • Resource Managers Comm Ops Planning – Julie Standley • Support – Nalini D Selvaraj, Zachary Van • Tassel Development – John T McCrystal, Rod Boswell, • Dennis P DeVendra QA – Evelyn McElhaney •
  8. 8. BSA – Business System Analyst • • • • • • Define and manage scope of project Gather and document business requirements and process changes Champion business interest within project Develop system test cases and assist with system test execution Assist business unit with user acceptance testing Provide general coordination between the functional and the technical teams. 88
  9. 9. TSO - Technical Solution Owner • • • Accountable for end to end technology solution for the project. Ensure execution of the technical solution across project’s technical contributors Resolve technical project issues/risks or escalate to the Project Manager 99
  10. 10. 10 10 Lead Developers • • • • • • • Responsible for detailed design based on approved requirements Provide development input to Project Plan Responsible for development commitment estimates - hours and dates Responsible for delivering coded requirements Identify/mitigate changes, issues, and risks Coordinates technical team Main interaction with PM, BSA, TSO, Support Lead, and Business Unit as needed
  11. 11. 11 11 Support • • • • • • Responsible for technical environment setup and maintenance Provide support input to Project Plan Responsible for support commitment estimates hours and dates Contribute to the design process Identify/mitigate changes, issues, and risks Responsible for migration to production
  12. 12. 12 12 QA • • • • Responsible for IT test strategy development Provide QA input to Project Plan Responsible for QA commitment estimates hours and dates Coordinates the efforts of the project team and BU in the development and execution of IT test cases
  13. 13. 13 13 Project Activities Phase Task Responsible Secondary Plan Document Business Processes BSA Plan Document Requirements BSA Plan Project Plan PC PM Plan Project Charter PM PC Plan System Design TSO Plan Detail Design Lead Developer Plan Test Strategy QA Lead Plan Quality Plan PC PM Plan Deployment and Transition Plan TSO Lead Developer Construct Coding Lead Developer Construct Unit Testing Lead Developer Construct Create Test Cases BSA Support Lead Test System Testing Support Lead BSA Test Regression Testing Support Lead Lead Developer Test Stress Testing Support Lead Lead Developer Test Performance Testing Performance Architect Test Lead Test User Acceptance Testing BU BSA Deliver Migrate to Production Support Lead Lead Developer
  14. 14. 14 14 Project Timeline
  15. 15. 15 15 Communication Type of Communication Recipients Responsibilities Update frequency Status report which includes issues and risks Steering Committee, CORE Team, Project Team John Napier Bi-Weekly Admin Update to Core Team Core Team Mark Boggs Bi-Weekly Scope change control Steering Committee, CORE Team, Project Team Lori Mahood Immediately Issues Project Manager ALL Immediately Risks Project Manager ALL Immediately ERCOT Activities AEP Corporate Trina Molnar As needed
  16. 16. Guiding Principles to Project Success 1. Remember it is what is right, not who is right. 2. Candid feedback is always helpful feedback. 3. Work and Communicate across teams when needed to make a process work effectively. 4. Each member is representing their entire organization (not just their group) and should take the ownership of gaining input from all applicable groups in that organization. 16 16
  17. 17. 17 17 Questions • • • Issues? Concerns? Comments?