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

1. ERCOT Nodal
Project Kick Of f
November 23, 2009

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:
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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. 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
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Document Business Processes
Develop Requirements
Develop System Design
Develop Component Design
Begin Detailed Designs
Ongoing testing with ERCOT

4. 44
Program Teams
Steering Committee Members:
David Hesser
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Mike Sullivan
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Rick Bale
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Julie Standley
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Core Team Members:
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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:
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Trina Molnar
Richard Ross
Bob Bradish

5. 55
Steering Committee Role
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Provides strategic direction, vision and goals to the project
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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
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Approve, endorse and support combined projects governance process

6. 66
Core Team Role
What We Need From You!
• Provide necessary issue resolution and clarification
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Ensure effort and time expectations are appropriate
to steering committee expectations
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Remove barriers across business functions for
optimal project and program performance
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Escalate to steering committee as needed

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Project Team
Planning
IT PM – John Napier
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TSO – Rezaur Rahman
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BSA – Lori Mahood
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Development & Support
Lead Developers – Bhooma Raghunathan,
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Ashutosh Tewari, Krishna K Somisetty
Support – Krishna K Somisetty, Shane Aleksic,
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Andy Kellett
Tech Writer – TBD
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Test Coordinator - TBD
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Resource Managers
Comm Ops Planning – Julie Standley
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Support – Nalini D Selvaraj, Zachary Van
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Tassel
Development – John T McCrystal, Rod Boswell,
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Dennis P DeVendra
QA – Evelyn McElhaney
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8. BSA – Business System
Analyst
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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.
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9. TSO - Technical Solution
Owner
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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
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Lead Developers
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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

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Support
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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

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QA
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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

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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

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Project Timeline

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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. Guiding Principles to
Project Success
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Remember it is what is right,
not who is right.
2.
Candid feedback is always
helpful feedback.
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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.
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17. 17 17
Questions
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Issues?
Concerns?
Comments?