1PG&E - ET&S Systems Integration Patent Pending
ET&S Systems Integration Program
Delivering a Positive Mobile Experience
v...
2PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Objectives
– Share insig...
3PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
Common
Issues
• Most utili...
4PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Founded in 1905; headqua...
5PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Realizing end-user benef...
6PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Once business needs, str...
7PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• “To-Be” Process and Syst...
8PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Program Overview
– Multi...
9PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• The scale and complexity...
10PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• The post deployment sup...
11PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
Change Management
Need fo...
12PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
Change Mgmt. & Communicat...
13PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
Sample Results
PG&E has s...
14PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
Sample Results (cont.)
PG...
15PG&E - ET&S Systems Integration Patent Pending
Benefits of Integrated Framework
DRAFT ONLY - NOT YET REVIEWED OR APPROVE...
16PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• PG&E has a full plate f...
17PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Mobile Deployment artic...
18PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• Closing Comments
• Cont...
19
Q&A / General Discussion
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Deliver a positive mobile experience via sap integration

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Deliver a positive mobile experience via sap integration

  1. 1. 1PG&E - ET&S Systems Integration Patent Pending ET&S Systems Integration Program Delivering a Positive Mobile Experience via SAP Integration Crawford Owens (PG&E), Todd Mintzer (PG&E), Amar Chhatwal (PwC) Monday, September 16, 2013 11:30am – 12:15pm
  2. 2. 2PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Objectives – Share insights from PG&E’s Electric Transmission & Substation Systems Integration and MobileConnect programs – Share a technology deployment model that enhances mobile user experience with SAP PM at the core of the integrated solution – Highlight enablers / required design elements that deliver on integrated platform and mobile solutions (e.g., IT / Business partnership, change management, robust governance structure, system integration) – Share industry best practices amongst presentation participants • Contents – Executive Summary – Background • PG&E Company Overview • Our Strategy to Realizing Benefits and High Quality End User Experiences • Electric Transmission & Substation System Integration (ET&S SI) and MobileConnect Overviews – Deployment Challenges • Process Redesign, Technology Integration, User Adoption, Device Support – Deployment Approach • User Experience Centric Model – Change Management – Sample Results – Path Forward • Upcoming Initiatives, Anticipated Challenges / Opportunities – T&D World – Mobile Drives User Adoption – Q&A / General Discussion – Closing Comments and Contact Information Objectives and Contents
  3. 3. 3PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending Common Issues • Most utilities are deploying some form of mobile technology to field workers to improve safety, reliability and operations; however, most utilities are finding that it is much easier said than done • There are upstream and downstream constraints that make or break mobile deployments: ̵ Upstream, well defined business processes and robust / integrated technology infrastructure must be efficient, stable and integrated ̵ Downstream, user centric deployment and support models must be in place to ensure user adoption and realization of benefits • Mobile programs are complex from process, technology and people perspectives; program failures are highly likely unless leaders are engaged and a well defined governance structure is in place to lead the program Our Approach • PG&E started at “the core” and built integrated systems to support business process; this core enabled mobile solutions to be brought to life • PG&E implemented a user centric deployment model to ensure the mobile solutions “stuck”; this started at project kickoff and carried through to deployment and to operations and maintenance Our Results • PG&E is midway through its mobile program and has already shifted ~2000 workers from paper-based to mobile-based processes Executive Summary
  4. 4. 4PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Founded in 1905; headquartered in San Francisco, California • 15 MM customers (~1 in 20 people in the US) • 70,000 square-mile service territory in Central and Northern California • 20,000 employees • 2012 revenue ~$12B Background PG&E Company Overview Electric and gas distribution customers (% of total connections) 54% electric 46% gas Electric transmission circuits Electric distribution circuits 18,616 miles 141,215 miles Gas transmission backbone Gas distribution 6,128 miles 40,123 miles Electric generation capacity Nuclear (1), Fossil (2), Hydro (110) Plants 7,833 MW 22,544 Peak MW
  5. 5. 5PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Realizing end-user benefits starts with a well understood and defined business need that is enabled by process, technology, tools and people • PG&E’s Strategy: Background Our Strategy to Realizing Benefits and High Quality End User Experiences Business Need / Benefit Process Technology Enablement End User Tools End User Experience Strategic Area High-Level Attribute Business Need / Benefit • Business need that when resolved results in business benefit (hard or soft) Process • Defined business processes that enable business needs / strategies Technology Enablement • Architecture and infrastructure that drives enablement of business process End User Tools • Devices and applications that interface backend technology with end users End User Experience • Intersection of process, technology and tools that drive solution usability Using PG&E’s ET&S System Integration and MobileConnect programs, we will demonstrate a best practice approach to enabling business benefits through a well defined core infrastructure that results in a positive end-user experience
  6. 6. 6PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Once business needs, strategies and processes are defined, an integrated technology architecture is required to enable business and end user benefit • Electric Transmission & Substation (ET&S) System Integration (SI) eliminated redundancies and established critical interfaces to link core systems • “Before” Process and System Structure: Background Electric Transmission & Substation System Integration Program Overview PG&E’s starting point was fragmented and made planning, design, work execution and overall reporting and management a major challenge System Planning Design Project Mgmt Business Mgmt Software “Home Grown” Work Mgmt Key Takeaways • Disconnected processes and systems • Customized, “home-grown” systems • Multiple systems of record with conflicting data
  7. 7. 7PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • “To-Be” Process and System Structure: • High Level Project Data Flow: System Background Electric Transmission & Substation System Integration Program Overview Planning Design Project Mgmt Business Mgmt Software GIS Continued Scheduling Project Mgmt Scheduling Scheduling ReportingWork Planning Reporting Portfolio Planning Core Business App Key Takeaways  Integrated processes and systems  Replacement of “home- grown” Excel / Access / etc. databases  One true system of record In the “to-be” design, integration of key systems and processes creates a single plan of record and improves transparency across various organizations. Additionally, integrated backend systems provide a robust infrastructure enabling mobile work management solution
  8. 8. 8PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Program Overview – Multi-year program started 2007 and completes in 2016 – Mobile solutions to be deployed to ~18 different work groups – Electric, Gas and Customer Care business groups impacted – Over 7000 field users to be mobilized (~2000 mobilized to date) • Business Objectives – Move from manual, paper-based processes into an integrated mobile-back office environment to improve safety, reliability, compliance, data accuracy and operational efficiencies Background MobileConnect Program Overview What we were… What we’re becoming…
  9. 9. 9PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • The scale and complexity of MobileConnect required a new, user-experience centric deployment approach to realize benefits at desirable speed • Typical mobile deployment challenges PG&E addressed include: process redesign, technology integration, user adoption, and device support • Typical Challenges: Deployment Challenges Process Redesign, Technology Integration, User Adoption, Device Support Mobile projects have a high likelihood of failure unless key challenges are addressed and mitigated throughout the project (e.g., great technology can only take a deployment so far if the underlying processes are broken) Process Redesign Technology Integration User Adoption Operations & Maintenance Support • Business process redesign often results in roles and metrics changes, and headcount reduction or redeployment, which could engender negative user perception if not managed appropriately • Behind the scenes of a seemingly easy user experience is the complex integration of devices, applications and systems • There are very high expectations for availability and usability, which are specific to user groups • Mobile adoption within an overall low tech workforce requires dramatic behavioral and cultural change • Mobile technology requires a high touch user support model, compared to traditional desktop IT services
  10. 10. 10PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • The post deployment support experience is critical to benefits realization • PG&E’s user experience centric approach consists of four pillars: governance, user group customization, employee engagement, and post-deployment support Deployment Approach User Experience Centric Model • Accountable / engaged program leadership • Engaged project sponsors and teams • Robust project lifecycle management, including prioritization and sequencing • Well defined business objectives that tie to program portfolio and benefits • Business / IT collaboration model • High-touch deployment, especially with users who may not be tech savvy • Use of on-the-ground SMEs • Job aides, training, support channels • Pre-/post-deployment metrics to validate issues / successes • Capture / prioritize improvement opportunities • Change management • Engagement throughout project lifecycle, not just at the end • Identification of training needs • Targeted communications making employees aware of benefits / changes • Continuous user feedback loops via user acceptance testing, piloting, business validation • Well defined business issue to solve (start with the problem, not the solution) • Cross-functional engagement during requirements definition • Device / application selection criteria • Field testing, piloting, business validation A user experience centric model is critical when deploying high tech solutions to a traditionally low tech workforce Governance User Group Customization Employee Engagement Post- Deployment Support
  11. 11. 11PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending Change Management Need for Change Management Change Management is necessary to manage and monitor the six critical drivers that: • Affect the extent to which project / program objectives are being achieved • Impact business performance while change is taking place Low High Turbulence, Risk & Roadblocks Leadership Engagement Team Skills, Value & Accountability Resistance / Snap Back Directional Alignment Emotional Energy, Passion & Drive Without Change Mgmt. With Change Mgmt. • Project Objectives • Business Results High Performance 1 2 3 4 5 6 An innovative technical solution is not sufficient for success. Dedicated change management resources ensure that technology will be adopted to realize the intended business benefits
  12. 12. 12PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending Change Mgmt. & Communications At The Individual Level May Be Required • Within each group, typically 3 profiles of users exist: – “Change Embracers”, “On the Fence” and “Resistors” – Typically bell-curve distributed, but exception exists • Group on the left typically more vocal • Communications and Change Management is about – Moving the people to the right – Raising the “positive” voices • The “change leaders” within each group will play a critical role in achieving the rightward movement Vocal Level “Resistors” “On the Fence” “Change Embracers” Vocal Level “Resistors” “On the Fence” “Change Embracers” Without Strategic Change Management With Strategic Change Management
  13. 13. 13PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending Sample Results PG&E has successfully deployed integrated solution to over 800 users, with ongoing work to integrate Portfolio Planning and Sourcing users • Deployed integrated platform with SAP at the core to ~800 users (Substation/T-Line – Project Management, Engineering, Construction, Environmental, etc.) • Project Managers developing monthly forecasts using integrated solution. Forecast visible to down- stream users for review/updates • All work – capital and expense – visible in one system/tool • Large capital, Small capital and Expense work is planned using integrated solution Screenshots of Integrated Solution Planning Execution
  14. 14. 14PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending Sample Results (cont.) PG&E has successfully deployed mobile technology to over 2000 field users, with 5000 more planned • Deployed mobile to ~2000 field users (Restoration, Gas Services, Meter Techs, Substation, Vegetation Management, etc.) • Projects with Patrol & Inspect, Maintenance & Construction and Electric Transmission are being planned Screenshots of Mobile Work Solution Map Drilldown Motion F5v Panasonic CF19 Panasonic H1 Sample Devices Deployed
  15. 15. 15PG&E - ET&S Systems Integration Patent Pending Benefits of Integrated Framework DRAFT ONLY - NOT YET REVIEWED OR APPROVED BY MANAGEMENT • Deploying an integrated platform with SAP at the core as the ‘single source of the truth’ leads to following benefits – Retirement of legacy systems/applications reducing IT maintenance – Improved planning and forecasting information – Improved visibility to materials and environmental – Enhanced material forecasts – Improved capital plan execution – Enhanced communications between project management and downstream users – Engineering, Construction – Improved coordination of cross-departmental resources – Reduced setup and mobilization costs – Increasing capacity of the workforce by removing non-value added tasks – Increasing throughput as excess capacity can focus on core work – Better coordination and oversight of the entire electric transmission multi-year portfolio
  16. 16. 16PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • PG&E has a full plate for 2013 as it moves system integration efforts to new business units and deploys mobile to new user groups Path Forward Upcoming Initiatives, Anticipated Challenges / Opportunities Upcoming Initiatives •Expanding system integration activities to new business units •Deploying mobile technology to maintenance and construction crews, and compliance inspectors •Implementing more robust operations and maintenance support for end users Anticipated Challenges / Opportunities •Continuing to ensure that true business needs are defined and met through program governance enhancements •Ensuring benefit tracking and realization to ensure delivery on hard / soft cost benefits and corporate KPIs (e.g., reliability, operations) Successfully integrating disparate systems and enabling mobile solutions involves complex coordination across many business units and highly effective Business-IT collaboration
  17. 17. 17PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Mobile Deployment article published in T&D World magazine (August 2013 Issue) T&D World User Focus Drives Mobile Deployment http://tdworld.com/business/user-focus-drives-mobile-deployment?page=1 August 2013 Issue
  18. 18. 18PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending • Closing Comments • Contact Information Closing Comments and Contact Information Crawford Owens Todd Mintzer Amar Chhatwal Director Technology Deployment PG&E Sr. Manager Work and Resource Management PG&E Director Power & Utilities, Advisory PwC 925.270.2872 925.328.5712 415.794.4856 cwo3@pge.com tbm0@pge.com amardeep.s.chhatwal@us.pwc.com www.pge.com www.pge.com www.pwc.com
  19. 19. 19 Q&A / General Discussion
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