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Review of CC&B implementation from the integration point of view.

Review of CC&B implementation from the integration point of view.

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Oracle Open World Presentation Oracle Open World Presentation Presentation Transcript

  • John J. Simmins John Simmins is currently Applications Manager for Southern Maryland Electric Cooperative and is responsible for IT strategic planning and oversight of operational IT platforms. He has over 15 years of consulting experience in IT and Project Management. He has over 75 published papers and presentations and holds two patents. His experience spans manufacturing, supply chain management, industry and national laboratory experience as well as several years focused on electrical utilities. John Simmins holds a B.S. and Ph.D. in engineering. 2
  • About SMECO Southern Maryland Electric Cooperative provides electric service to all of Charles and Our service Territory St. Mary's counties, all but the northern tip of Calvert County, and the southern portion of Prince George's County. The past few years have presented numerous challenges to SMECO – some related to weather, others resulting from technology and operational upgrades. In 2002, SMECO and its customers endured the worst tornado in recent history, and 2003 brought Hurricane Isabel which devastated the communities in SMECO’s service territory. Although there were no natural disasters in 2004, SMECO still had its share of challenges to overcome. Many of those challenges provided opportunities to improve the way SMECO does business. New corporate goals were developed for 2005. These new goals focus on improving customer service, employee performance, and SMECO’s use of technology. 3
  • SMECO Growth 135,000 Southern Maryland is the fastest growing area in Maryland. This reflects SMECO’s steady increase in the number of customers. 130,000 125,000 120,000 115,000 110,000 1999 2000 2001 2002 2003 Customers 4
  • SMECO Growth 300 The following chart of the number of meters per employees demonstrates that SMECO is attempting to compensate for growth though improved employee productivity rather than simply 290 increasing employee head-count. 280 270 260 250 240 230 1997 1998 1999 2000 2001 2002 2003 Meters per Employee 5
  • Wipro Technologies Wipro Technologies is a global services provider delivering technology-driven business solutions that meet the strategic objectives of our clients. Wipro has 40+ ‘Centers of Excellence’ that create solutions around specific needs of industries. Wipro delivers unmatched business value to customers through a combination of process excellence, quality frameworks and service delivery innovation. Wipro is the World's first CMMi Level 5 certified software services company and the first non-USA based company to receive the IEEE Software Process Award. - Source: www.wipro.com 6
  • Business legacy 1945 1991 2000 2003 2006 2007 Incorporation of Western India Vegetable Products Limited Wipro enters the Global IT services business Wipro listed in the NYSE Enters the league of the 10 IT companies in the world by MCAP Wipro among the World’s Top 25 ‘Most Innovative Companies’ - BusinessWeek Premji listed as Greatest Entrepreneurs of all time by BusinessWeek During our 6 year relationship, Wipro has consistently demonstrated superior technical competency, commitment to quality and the drive to complete challenging assignments. - Stephen L Diamond, President, IEEE Computer Society 7
  • At a glance 2003-04 2004-05 2005-06 2006-07 2007-08* * Annualized fig ;( Q1 actuals)*4 2989 3552 Sustained Growth 2180 Revenues 1697  CAGR of 36% in last 5 years  Part of NYSE’s TMT (Technology-Media- (in $ Mn) 1216 Telecom) Index, NSE Nifty Index and BSE Sensex Global Footprint - 53 countries Global 46 46  Listed on NYSE 44  Presence in 53 countries Development 40 34  12,700 employees onsite across Centers geos  24 near-shore development centers 72 Diverse Talent Pool 68  49 nationalities Employees 53  2600 domain consultants 42 (in thousands) 29  High gender and cultural diversity  More than 72,000 employees as of June 30 ’07. 8
  • Length and breadth of services – Enterprise FINANCIAL ENTERPRISE SERVICES 22.7% SOLUTIONS 42.7% Healthcare Banking & Life sciences Energy Insurance & Utilities Securities Retail An organization’s Manufacturing IT requirement Technology Media, Travel & Transportation 360 Degree Service Portfolio Across Enterprise Industry 9
  • Globally diversified service portfolio R&D services North America 23% 53% APAC and others Products Infrastructure 19% 11.2% Outsourcing 12.9% Testing Services 9% Europe Japan 25% Package Implementation Application Development 3% BPO Consulting 11.2% 1.2% and Maintenance 6.9% 24.7% Global IT Service line composition Geographical distribution • Largest independent R&D services provider in the world • 53+ development centers across with 15,000 employees in R&D and $0.5+ Bn in revenues the globe • Largest India based Remote Infrastructure Management • 24 near – shore development service providers ($605Mn revenue 2006) centers globally, largest Indian tech • #1 third party BPO Company in the prestigious Best service provider in Europe and Employers in India 2007 study conducted by Hewitt Japan Associates • Largest offshore testing services provider ($164.2 Mn revenue- 2006) • Largest Indian Telecom software company with market share of 18.5 % - ‘Voice and Data’ 10
  • Global footprint Canada Europe China UK, Germany, Headquarters France, Finland, Japan Switzerland, Egypt Singapore Mexico Portugal, USA Romania Mountain View, Seattle, Detroit, Chicago, Dallas, UAE, Saudi Taiwan Minneapolis, Arabia Brazil Manchester, New York, Boston, New Jersey, Reston < than 100 people Australia More than 100 More than 5,000 people people 53 countries, 46 GDCs, 24 global near-shore centers More than 1000 people More than 10,000 people 11
  • SMECO CIS Project Initial Steps  Evaluate SMECO’s strengths and weaknesses.  Evaluate SMECO’s weaknesses  Develop project management structures, processes and tools that would build on strengths and offset weaknesses. 12
  • SMECO Strengths  Excellent work ethic  Eagerness for change from old CIS system (buy in)  Highly educated employee base  Computer literate managers  Executive buy-in on project management methodology 13
  • SMECO Weaknesses  Communications – tendency toward silos and geographically dispersed departments  Requirements definition – traditionally SMECO has been poor in articulating our requirements  History of owning highly customized software and changing software as perceived requirements changed.  Poor contract negotiation skills 14
  • Project Management Tools  Established a PMO and structure to facilitate control and communication.  Co-located resources to one area.  Established several communications media:  Website  Weekly reports  Weekly status meetings with stakeholder, sponsors and project team leaders 15
  • Project Management Tools  Established and communicated the roles and responsibilities (these changed for each phase of the project).  Pushed much of the configuration, data definition, reports specification and writing to the team leads.  Put the “A” team on the project – the best and brightest managers and employees were used.  Established a rigorous change management process for the project. 16
  • Project Management Tools  Established a numerically based rating system for choosing vendors (procurement partners, software, implementation and integration).  Used a procurement partner in requirements analysis, vendor selection and contract negotiation. 17
  • SMECO Engaged Advisory Services  Key success factors:  Must fill in where SMECO is weak  Adequately determine SMECO’s requirements  Adequately convey SMECO’s requirements to vendors  Establish correct rating structure of requirements  Accurately rate vendors to show differences 18
  • Engaged Advisory Services – CIS Selection Criteria  Large client base  Demonstrated competence in ELECTRICAL utilities  Come to the table with a methodology  Come to the table with typical requirements  Can meet the tight time frames  Vendor independence 19
  • Product RFP Process  Survey the current market  Only deal with Tier 1 vendors  Requirements analysis  Requirements rating  RFP solicitation  RFP response  “Trade Show” multiple vendor demonstrations  Vendor scoring  Short list  Vendor demonstrations  Reference checks/site visits  Selections/communication to vendors 20
  • Integration RFP Process  Survey the current market  Only deal with Tier 1 vendors  RFP solicitation  Vendor scoring  Technical capabilities  Track record  Comfort/fit with the organization  Reference checks/site visits  Selections/communication to vendors 21
  • Product Key Success Factors  Ability to perform on time  Work within established budget  Ability to comply with retail choice requirements 22
  • Project Governance Steering Committee S MEC O Project Sponsor Project Sponsor O r a c le / S P L Project Manager Project Manager Functional Technical Team Team Implementation Team Business procedures Interfaces Testing Reports User training Conversion System design Change management Technical support Extensions Interface support Conversion support Training Technical support 23
  • A Comprehensive Application Architecture SMECO is moving to implement a comprehensive CIS application architecture. EAI is the integration philosophy. Customer Marketing Customer Interaction Management Data Access EDI for Retail IVR/CTI Incorporate IVR & Choice (Avaya PBX) in CIS Incorporate in Customer CIS Work Relationship Management Outage Incorporate Logica Management in CIS Remittance System Processing CGI NDP 250 Geographic Meter Information Credit Card Inventory & System Payments, Testing ESRI Check by Incorporate Customer Phone in CIS Metering & Informatio EBPP Consumption n System Cashiering Itron MVRS, System Hunt (Turtle) Incorporate Refund & & MV900 in CIS or Capital Credit Stand Alone Checks Lawson Financial Bill Production Retail Choice Management Cooperative Utilitec Incorporate in Lawson Resource CIS Center Data Address Warehouses Standardizati on 24
  • Current Wide Area Network SMECO’s current WAN is as shown. SMECO's WAN is comprised of four nodes with the Hughesville campus serving as the data center. Each Regional office has its own domain controller / file server, but relies on the WAN to provide access to SMECO's business applications. 25 1
  • Start-up Sept Discovery Oct 2005 Orientation Nov Dec Jan Process Feb Analysis Mar Apr CIS Project Schedule May Jun 2006 Jul Assembly Aug Sept Oct Nov Acceptance Dec Test Jan Deployment Feb Mar 2007 Post go-live Apr support May 26 Jun
  • Primary Business Drivers SMECO had six primary drivers that influenced the team’s decisions and selections as they progressed through the CIS selection process. 1. The new CIS will be a customer-centric product software solution. 1. The new solution will be technically and functionally upgradeable. 1. The project would procure all necessary hardware, software and services required for a successful installation effort. 1. SMECO would minimize product modifications allowing SMECO to quickly implement the new product and take advantage of regular product releases. All non-critical go-live enhancements/interfaces will be placed into subsequent project phases. 1. Retail Choice may require some modifications to ensure compliance with Maryland laws, with the goal that the system be flexible and the vendor be responsive to requests for changes. 1. SMECO will initiate a Business Process Redesign or change management effort as part of the installation process focusing on the redesign of critical business functions. 27
  • Vendor & Product Assessment App x SPL App y 28
  • SPL WorldGroup SPL is a recognized industry leader as META Group CIS Ranking 2004 indicated by the Meta Group’s 2003 and 2004 CIS rankings. Entering 2005, SPL is recognized as a top market leader, ranking highest in overall vendor performance: CIS Ranking 2003 META Group SPL WorldGroup 29
  • The CIS Hardware Solution 1 2 3 4 Produc tion Tape Users Drive (Clustered) E te x rnal Storage HTTP Clie W nt orks tations (W b B s r e row e Application & Database Failover Ac e s c s) W b S rve e e r S rve e r S rve e r Network 5 R porting e De lopm nt ve e Environm nt e Environm nt e S rve e r S rve e r 6 7 30
  • Integration Approach SMECO installed SPL using primarily Enterprise Application Integration tools. Point to Point Interfaces EAI EAI Based Interfaces webMethods Meter GIS Order Inventory Input Only Dispatch GIS Output Only Power Billing WMS System OMS Collection Agency Address Validation CIS G/L A/P Print Extract Debits / File Rejects Bank & EDI Payments Meter Reading Statement Telepay Formater IVR Use EAI to Route EDI Bridge 31
  • CC&B Integration SMECO EAI Technology Stack webMethods Fabric v 6 .5.2 Monitoring webMethods Administrator (Operations Portal) My webMethods (Business Process Portal) Integration Design – Build Layer Integration Technologies Clients webMethods Web Services Modeler Web Browser webMethods Java / EJB Developer webMethods Oracle Stored Trading Networks Procedure Console Email webMethods Oracle Staging JDBC Adapter Table webMethods EJB Oracle Advanced Adapter Queuing (AQ) Mobile Devices (Blackberry, Cell Phone ) webMethods Flat File System File Adapter (FTP FTP , -S) Integration Runtime Layer webMethods Broker webMethods Integration Server My webMethods Server (Portal) webMethods Trading Networks Server webMethods Process Runtime webMethods Adapter Runtime Operations Platform Windows Server 2003 32
  • Graphical Interface Development 33
  • Application Interfaces Interface Description Category Complexity 13. RCS To CIS - Customer Status Updates - RCS sends request for customer status updates to Interface (Batch) Simple/ CIS Moderate •SMECO / SMECO Contractors will translate document and populate CC&B staging tables. •SPL CC&B Implementation Team will develop program to initiate internal process 14. RCS To CIS - Choice Customer Charges Posting (billable charges) - RCS sends request for Interface (Batch) Simple/ Customer Charges to CIS/supplier charges (miscellaneous adjustments) placed on accounts. Moderate •SMECO / SMECO Contractors will translate document and populate CC&B staging tables. •SPL CC&B Implementation Team will develop program to initiate internal process 15. CIS To RCS – Enrollment - CIS responds back to RCS with enrollment process. We send Interface (Batch) Simple/ master file and status file back for each account. Moderate •SPL CC&B Implementation Team will develop program to populate staging tables. •SMECO will translate document from CC&B staging tables. 16. CIS To RCS - Customer Updates - CIS responds back to RCS with customer updates process Interface (Batch) Simple/ •SPL CC&B Implementation Team will develop program to populate staging tables. Moderate •SMECO will translate document from CC&B staging tables. 17. CIS To RCS - Customer Status Updates - CIS responds back to RCS with customer status Interface (Batch) Simple/ updates process Moderate •SPL CC&B Implementation Team will develop program to populate staging tables. •SMECO will translate document from CC&B staging tables. 18. CIS To WMIS - Customer Information (Field order extract) - Service Order information is Interface (Batch) Moderate extracted from interface tables and opens a work order in WMIS with Work Request details. •SPL CC&B Implementation Team will enhance the interface (Field order extract) provided with base to cater for SMECO requirements/fields. •SMECO Contractors will develop program to extract information from staging table for WMIS. 19. CIS To WMIS - Customer Payment - Once contribution payment received, batch program Interface (Batch) Moderate populates interface table with CIS Service Order Number, CIAC Work Request Number and the amount accepted. This information is extracted and WMIS Work Request is released. •SPL CC&B Implementation Team will develop interface to cater for SMECO requirements/fields. •SMECO Contractors will develop program to extract information from staging table for WMIS. 34
  • Application Interfaces Interface Description Category Complexity 20. WMIS to CIS - Work Request Complete (Field activities upload) - WMIS initiates a "Complete" Interface (Batch) Moderate Work Request status in interface table and triggers an AQ in CIS to alert regional services service order may be completed. •SMECO Contractors will develop program to populate the staging table for WMIS. •SPL CC&B Implementation Team will enhance the interface (Field activities upload) provided with base to cater for SMECO requirements/fields. 21. CIS To Bank - Auto-Payment/Electronic Fund Transfer extract - CIS transmits BDA file to bank Interface (Batch) Moderate for processing •SPL CC&B Implementation Team will enhance the interface (Auto-Payment/Electronic Fund Transfer extract) provided with base to cater for SMECO requirements/fields. •SMECO Contractors will develop program to extract information from staging table for WMIS. 22. Online Address Validation - Validation of on-line addresses (mailing and property) Interface (real- Moderate •SMECO will purchase and install validation software. time) •SPL CC&B Implementation Team will develop the interface to cater for SMECO requirements/fields. 23. Bill print extract file produced and sent to outsourced bill print provider (UtiliTec) Interface (Batch) Simple/ •SPL CC&B Implementation Team will enhance the interface (Bill Print extract) provided with Moderate base to cater for SMECO requirements/fields. •SMECO Contractors will develop program to extract information from staging table for WMIS. 34. On-line bill image - On-line bill image - Capability for CSR to view UtiliTec's bill print image on- Interface (real- Simple/ line. time) Moderate •SMECO will determine where the images will reside and will be responsible for developing process to place images in directory. •SPL CC&B Implementation Team will develop URL link to images to cater for SMECO requirements/fields. 25. Equipment Receipt - Inventory Items - Upload files with various equipment types with sequential Interface (Batch) Moderate or non-sequential numbering schemes. •SMECO Contractors will develop program to populate the staging table or flat file. •SPL CC&B Implementation Team will develop the interface to cater for SMECO requirements/fields. 35
  • Application Interfaces Interface Description Category Complexity 26. Retail Choice -Provision of customer historical usage data to an alternate energy Interface Difficult supplier utilizing EDI 814 and EDI 867 transactions. Data must include billed and (Batch) measured usage over last twelve months, including both usage and demand. The alternate supplier will send in a request for the data and the CIS must respond to the EDI tool with the required data elements. Usage information must be provided for both interval and monthly-metered customers. •SPL CC&B Implementation Team will develop program to populate staging tables. •SMECO will translate document from CC&B staging tables. The following interfaces were not included in this implementation project: Interface Description 1. Billing Dept sends Cycle 11 readings file to CIS (Interval Meters). Meter Dept places Excel file on network drive, which billing selects using a VB application creates flat file, which is uploaded into OV for billing. •SMECO will write routine in Excel to input summarized usage into meter read upload staging tables (or will be included in the SMECO Contractors) •No SPL CC&B Implementation Team effort included for this requirement. 2. Customer Data Mart - Update information in CC&B. Customer Data Mart will publish customer data real-time. •Database Triggers created for certain information i.e. DNP, Telephone Number Update •CIS updates customer telephone numbers from IVR database •OMS updates customer telephone numbers o SMECO Contractors will develop triggers/programs that will call CC&B API’s to update CC&B information. o No SPL CC&B Implementation Team effort included for this requirement. 3. e-Complish (Phone) 36
  • The Project Plan and Staffing  The proper staffing is key to a successful implementation.  The following is essential:  Integrated and united team  Clear roles & responsibilities  Efficient decision making and resolution process  Best qualified people for the job  Extensive knowledge transfer  Effective reporting and communication The right people at the right time in the right place 37
  • Implementation Plan and Methodology SPL has a developed implementation methodology that was Start Up deployed at SMECO:  Project Management Discovery  Seven strategic phases (17 month implementation for SMECO)  Each phase has several steps SMECO  Major decision points at each step Orientation  “Plan – Prepare – Do” philosophy  Live Support (10 days on-site & 110 days off-site) Process Analysis Assembly Acceptance Deployment 38
  • Project Management The following overall tasks/tools that used in project management. Controls Tools  Project Planning  Status Reporting  Contingency Plan/ Risk Trakker Mitigation SRTS  Document Management SPLIS IV&V  Quality Assurance PMM SM Conversion  Scope Change/Change Order Management Methodology  Issue/Problem Management MS Project  Sub-Contractor Management CATALYST  IT Configuration Management  Production Control 39
  • Project Management SPL provided project management services to coordinate its activities and responsibilities. This included ongoing liaison with SMECO and preparation of status reports from SPL's activities, as well as on-going planning and status assessments with SMECO, as required. It was SMECO’s responsibility to manage its obligations, and those of outside vendors and suppliers. SPL Project Management duties include: Attendance at all agreed upon planning and reporting meetings scheduled by the SMECO project manager. Regular status reports outlining progress against SPL target deliverables, the status of issues, change requests, risks billings against the project, resource status and the disposition of future, pending tasks. As the project progresses, any changes, whether they reflect budget / costs or not, are formally documented and tracked by the SPL project manager. Each Phase of the Project is managed according to standard accepted project management processes through the life-cycle described above: Plan Execut e Initiate Close Track & Control 40
  • Project Management Tracking and Control Areas 1. Delivery Management Project Director 2. Quality Management 3. Change Management Deadlines & 4. Rework Issue Milestones Management 5. Risk Management Change Register 6. Resource Management Issues Register 7. Tasks Financial Management Risk Register Staff changes Project Key Update Schedule Stakeholder s Report Back to: 41
  • Plan Overview – Acceptance Phase Start Up Deliverables Acceptance testing: Discovery Configured system Interfaces (Base) SMECO Orientation Conversion (SMECO) Reports Process Analysis Business procedures implemented Training completed Assembly Cut-over plan to ensure successful go-live with the new system Transition plan for ongoing support in place Acceptance Go / No Go decision Deployment 42
  • Plan Overview – Ongoing Tasks Start Up Business Process Transformation Discovery Change Management Project Management Technology Support SMECO Orientation Training Process Analysis Assembly Acceptance Deployment 43
  • SPL’s Support Roles & Skills SPL supported SMECO through the following roles and skills: Customer Help Desk  Customer Help Desk  End-user questions  Issues with customer environment  Reports product issues to SPL  Skills: CC&B functional knowledge, understanding of SMECO’s business  CC&B Level 1 Analysts  Functional guidance  Problem re-creation and logging in English  Skills: CC&B functional knowledge, Level 1 Oracle, UNIX, CC&B Implementation Tools 44
  • SPL’s Support Roles & Skills  CC&B Level 2 Analysts Level 2 Product configuration  Database issues  Base Product Performance problems  Skills: Oracle, UNIX, BEA, CC&B tools, CC&B functional knowledge  Product Development  Maintains product and provides fixes for all core product issues  Designs new product enhancements or components  Provides upgrade and implementation Product Development tools  Responsible for resolution time on base product issues 45
  • Support SPL provided SMECO with the following implementation support and post implementation support: SPL Global Delivery or Post- Operational Support Implementation Services Team  Maintenance for custom development (plug-ins, interfaces, reports)  New release training  New release upgrade services  Database administration  Performance tuning  Skills: Oracle, UNIX, BEA, CC&B Developers’ Tool Suite, CC&B functional knowledge 46
  • Support and Maintenance for CC&B The following diagram depicts what SMECO received from SPL for support and maintenance of the CC&B product: SPL Solution Strategy Level 2 Level 1 Review Enhancement Requests Core Product Issues Custom Code Issues Post- Implementation Support Product Development SMECO’s Help Desk 47 Customer’s Product
  • Business Benefits Achieved    Adding 4,000 new customers a year    Payment plans far less time consuming and much more accurate  Billing system complaints to the PSC greatly decreased  Two days after going live with CC&B, the demeanor and mood of the Call Center was very upbeat  80% of the information needed to address most customer questions is available on the first screen.   Customer billing was immediate post go live. 48
  • Any Questions? 49
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