How to successfully implement sap ami


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How to successfully implement sap ami

  1. 1. A collaboration of: How to Successfully Implement SAP AMI Annemarie Groenewald City Of Cape Town
  2. 2. • The Cape Town Journey • Project AMI Background • SAP AMI Implementation • Success Factors • Project Closure • Key points to Take Home • Questions What I’ll Cover
  3. 3. Cape Town – South Africa Significant Political Events in South Africa during the past decades have changed City administration.  Pre- 1994: South Africa internationally isolated and communities segregated on racial grounds.  Cape Town administered by 64 local municipalities.  April 1994: first democratic election and government of national unity established.  3-Tier government structure: National, Provincial and Local Government – Consolidation of Local Authorities.  December 2000: Restructuring Local Government cont:  Mergers of 7 previous autonomous Municipalities into a single Metropolitan Uni-City for Cape Town.
  4. 4. TODAY: Population: 3.7 million Share of National GDP: 15.9 % Share of Provincial GDP: 82 % Area: 2461 km2 Rateable Properties: 933 608 Employees: 23 579 City of Cape Town annual budget 2013/14: Operating: R26 billion ($3 491 103 548.86) Capital: R 5.45 billion ($731 789 013.13) The City of Cape Town was established in 2000
  5. 5. City of Cape Town Achievements • Winner of the Computer World Honors 21st Century Achievers Award as the Best IT Project in Government and Non Profit Organization –Washington DC – June 2004. • The City received an Impact Award for Innovation in the Public Sector at the AFSUG 2010 conference for the C3 Notification system - an internal process that is used to record, track and report complaints and requests from residents and ratepayers • Cape Town maintains clean financial record - 9th consecutive unqualified audit opinion from the Auditor-General of South Africa (2011/2012 Annual Report) • City receives highest municipality credit rating from Moody's International (2013) • Special Achievement in GIS (SAG) award at the 2013 ESRI International User Conference whereby they recognized outstanding work with GIS technology
  6. 6. ECC6 and IS-U/CCS FI Financial Accounting CO Controlling AM Fixed Assets Mgmt WF Workflow IS Industry Solutions MM Materials Mgmt. HR Human Resources SD Sales & Distribution PM Plant Maintenance GIS AM/FM Work Clearance* CAD Field Service Support PS Project System PP Production Planning QM Quality Management EDI SCADA* SM Service Mgmt IS-U / FERC IS-RE IS-U/ CCS - Financial Accounting - Management Accounting - Asset Management - Procurement & Inventory Management - Project Accounting - Billing to sundry debtors - Real Estate Management - Industry Solution for Utilities - Customer Care & Revenue Management - Human Resources & Payroll - Plant Maintenance ERP Programme – largest SAP implementation in Local Government in the world SAP ECC6 & ISU Foot Print - 2003
  7. 7. SAP Fact Sheet  420 end-to-end Business Processes  Cost: R354mil (2001-2003)  Single Instance  10 000 Users  > 500 SAP Sites City Wide  3,2 mil ISU contracts  1,2 mil consolidated invoices per month ERP Programme – largest SAP implementation in Local Government in the world SAP ECC6 & ISU Foot Print - 2003
  8. 8. SSM 1 6 4.7 Upgrade Benefit Realisation ERP6 Upgrade CRM 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Corporate Performance Management Business Warehouse Flexible RE ESS E-Leave MSS AMI PSRM BObj The SAP Journey: 2002-2013 LUM ITSM Citizen Portal
  9. 9. SAP Production System Landscape Solution Manager SAP ECC6 Public Sector Records Mng Business Warehouse Internal Portal Business Objects Citizen Portal (eExternal Services) TREX / MAXDB Content S MAXDB Custom Relationship Mng e-Recruitment Strategy Management City of Cape Town External Portal ISIS Integration Hub Mobile Assets for Utilities SAP GRC Supplier Relationship Mng Business Planning & Consolidation
  10. 10. Database Slide 12 • Oracle 11 • Netweaver Stack 7.3 • EHP5 (Upgrade in November to EHP7) • BW 7.3 (Upgrade in November to 7.4) • ECC6 - 22 Terrabyte • BW - 5 Terrabyte • 11 Production systems • Overall 100 systems – eg DEV, QA, Training
  11. 11. Project AMI Background Slide 13 • Maximise the current investment in “Smart Meters • Efficiently manage energy usage and cost by providing commercial and industrial consumers with relevant and accurate information timeously • Comply with the legal requirements, access to information requirements, as well as the requirements specified by SANS 474: Code of practice for electricity metering, as prescribed by NERSA.
  12. 12. Slide 14 • Phase 1: Standard functionality and enhancements • Device processes – installation, removal, creation • New Connections • Move-in/out • Meter Reading processes • Phase 2: New functionality • AMI Event Management • AMI Monitoring • EASIM (Rate comparison) • Portal Integration • Device Location information SAP AMI Implementation
  13. 13. CCT High level Landscape E-Services Portal IS-U PSRM BRF+ SAP Netweaver E-Services Custom Built Link IS-U Outbound Integration IS-U Inbound Integration Event Management Inbound Integration Event Management Outbound Integration PSRM Inbound Integration Meter Events Meter Meter Commands Meter Responses Meter Meter Event Filters Consumption Graph Illustrations Meter Data and Consumption Meter Responses Meter Events Meter Commands SAP Environment MDUS Environment AMI Environment
  14. 14. SAP AMI Benefits • Establishment of two way communication of the meter and SAP and free flow of information • More reliable communication through AMI and SAP • Automation of the entire meter reading process without any manual intervention. • Provide commercial and industrial consumers relevant and accurate information timeously, regarding electricity costs and usage, in order for them to efficiently manage energy usage and cost • Automate time-consuming and expensive manual tasks such as disconnecting / reconnecting a meter, uploading profile data from a meter and uploading discrete meter readings • Read meters remotely – thus eliminating issues of premise access, travel time, incorrect readings • Offer billing services based on actual consumption data and meter reading • Connect real-time consumption data to electronic customer self-services • More effectively identify faults and rapidly restore service on the basis of real-time readings • Improve the service delivery for City of Cape Town Energy consumers
  15. 15. Scope mgmt  Proof of Concept approach worked well  Having processes defined as input into Blueprint worked well  Initial assessment/alignment workshops between SAP and business worked well  Scope changes were well managed and agreed Quality  AMI Solution Architect was involved onsite and remotely for support and QA  Great commitment by all team members and stakeholders  Constructive attitude to conflict Timeline, execution  Start date was delayed by 2 months  Project activities/processes were always ahead of the next milestone  Testing involved ESC teams (regression)  Solution Manager could not be used due to City- internal constraints  Project went live one month ahead of schedule! AMI Project Scorecard Planning, Governance  Project plan included 3rd party activities  Signoff processes worked well  Due to shortened timeline, only one steering committee meeting was held  Document development and review process work well Resources, Stakeholders  Central location at ESC together with business, SAP, MDUS, PI worked well  Team was away from day-to-day activities  Improvement areas: additional knowledge transfer to ESC and business team  Decision makers and implementers worked well together Budget  Original approved SAP budget was tight and had to be extended  MDUS worked as part of tender Risks  Risk assessment was part of Project Preparation and then included in ongoing governance, reporting and communication Communication  Updates happened as part of status meetings and informal discussions Procurement  City procurement processes delayed start date
  16. 16. Data  Serial numbers had to be standardised - impact is on procurement of devices (MM)  Serial number conversion became part of cutover  AMI uncovered unknown manual interventions Support  ESC support team received knowledge transfer early on  Support team was involved in document reviews, testing and cutover  Assisted users on the live system during go-live End user training  Overview and subsequent one-on-ones worked well  Doing training in their environment worked well  No specific tools used  MDUS online help provided  Train closer to go-live AMI Functional and Data Scorecard Testing  Test landscape management was complex in order to include 3rd party system (MDUS)  Functional Sign Off must be extended to additional stakeholders Resources, users  Users could have been brought in earlier, even to verify processes or design  Project manager with functional background in IS-U worked really well  ESC support team received knowledge transfer Infrastructure  Various elements had to be considered and managed – early identification of action items was crucial:  Network  Firewall  Telecommunications  Service provider issues  MDUS  SAP...  Disaster Recovery Authorisations  Technical roles (PI was new) were more complex than business roles  Business users tested with their real profiles Development  Manual meter reading entry for AMI devices had to be created  For integration, standard Enterprise Services were used Configuration  AMI was setup from scratch  Device management had to be enhanced (and then tested to compatibility/regression)
  17. 17. Project Closure  Established platform for future phases (EDM)  Good acceptance by the users  ESC self-sufficient with support for the solution  Delivery/overall satisfaction rated as 9 out of 10  2412 AMI devices live  Found and resolved some issues with previous processes/readings  Very few functional queries, no solution issues Overall satisfaction with delivery Live operations  Objectives achieved: • Manual process automated (bi-directional communication with meters) – reduced workload for Validations and Master Data departments (moving in/out, device installation/removal) • Automated creation of Service Notifications for Meter Events • Electronic Storage of Electricity documentation on PSRM  Implementation of Customer-facing Portal with Integration Value delivery
  18. 18. Key Points to Take Home 1. Business involvement and ownership:  Constructive scope discussions and attitude towards conflict  Project team co-location: ESC team, business, MDUS, PI, SAP and support – all sitting close together. Most team members allocated full time  Decision Makers and Implementers worked closely together, clarified/standardized 2. Scope “Crimp” instead of Scope Creep  If it is not in scope it is out  New requirements moved to Phase 2/ Roadmap 3. Project Planning and Execution:  Planning happened ahead of team mobilisation  Execution/governance was always ahead of milestones - pre-empting next steps Bottom line: Project Success Factors have not changed over the years. If a project is set up for success, managed with appropriate governance and with joint commitment to one goal – it will be a success.
  19. 19. Questions Slide 22
  20. 20. A collaboration of: Annemarie Groenewald City of Cape Town