A collaboration of:
Standing Up an Entire Utility in Less Than
14 months
Ruth DeLost-Wylie, SVP CIO
Peoples Natural Gas
Slide 2
Agenda
Company Overview - From the Industrial Age to the
Technological Era
Situation
Actions taken and Results ach...
.
.
Slide 3
Company Overview
• Peoples Natural Gas was founded in
1885 and was the first recorded LDC in
the Pennsylvania ...
Slide 4
Situation
• 12 years ago Peoples became a subsidiary of a multi-
state utility
• February 2010 that utility sold P...
Situation
• Information Technology, Customer Service, Finance,
HR, Legal, Supply Chain, Asset Management etc. were
all par...
Situation
Starting from Scratch
When I started at Peoples Natural Gas
in March 2010, I had a desk, a chair
and a blank whi...
Situation
• Pressured to have 72 IT systems in production mode by
the time Transition Services Agreement ended
• Signed a ...
Situation
• We didn’t manage the seller’s staff or their source
systems
• Seller was doing major upgrades/ system changes ...
Action
In less than 18 months we:
• Interviewed and hired a staff
• Established a PMO
• Gathered requirements
• Created an...
Action – It’s not just applications
As we were working through the system builds we :
• Found a HQ Building
• Built a Data...
Building the Data CenterAction-
Slide 12
Building the Data CenterAction-
Slide 13
Building the Data CenterAction-
Slide 14
Building the Data CenterAction-
Slide 15
Keep in mind that we had to build a
second infrastructure at a D/R site in
the same timeframe
Building the Data C...
Action
• Created detailed project budgets down to the lowest
level (22 Project Budgets – 1 SAP with 13 Sub projects)
• Dev...
Action
Providers and Tools
• A proven PMO to manage all projects
o I needed a PARTNER not a VENDOR
o out of Pittsburgh won...
Action
Providers and Tools (cont’d.)
• Needed a World Class Implementation Provider for
SAP
o was the winning Implementati...
Modules Implemented
• To meet the obligations under the Settlement
Agreement and significantly improve customer service,
r...
Modules Implemented (cont.)
o Financial Supply Chain Management
o Resource and Supplier Management
o Treasury and Risk Man...
Other Systems and Interfaces
• In addition to SAP, we had to implement 71 other systems,
with all of their underlying infr...
Slide 22
Interfaces to just one module of SAP
• The TSA end date was August 1st, 2011
• We converted earlier on June 27th, 2011
• SAP “Go Live” check was good
• We bala...
Customer Satisfaction Survey
Peoples Customer Satisfaction Survey
87%
79% 79% 81%
84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
9...
Settlement Metrics
Settlement Metrics
Average Call Abandonment Rate
7%
6%
5%
3%
0%
1%
2%
3%
4%
5%
6%
7%
8%
2012
Settlement
Goals
2013
Settlem...
Settlement Metrics
Average busy-out rate must be <0.5%
0.50% 0.50%
0.50%
0.00%0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
20...
Settlement Metrics
% of Meters not read in 6 mo. Must be <.25%
0.25% 0.25%
0.25%
0.11%
0.00%
0.05%
0.10%
0.15%
0.20%
0.25%...
Slide 29
0.03% 0.03% 0.03%
0.02%
0.00%
0.01%
0.01%
0.02%
0.02%
0.03%
0.03%
0.04%
2012
Settlement
Goals
2013
Settlement
Goa...
Slide 30
3% 3% 3%
0%0%
1%
1%
2%
2%
3%
3%
4%
2012
Settlement
Goals
2013
Settlement
Goals
2014
Settlement
Goals
PNG
Performa...
Slide 31
Settlement Metrics
0.00000%
0.00200%
0.00400%
0.00600%
0.00800%
0.01000%
0.01200%
2012
Settlement
Goals
2013
Sett...
• We chose the right people and partners…you have no
chance at success if you don’t
o An Excellent PMO is key (Innovative ...
Senior Management took command and control of the
project
• Constant follow up
• Issues were raised and solved rapidly
• W...
Made every effort to understand the business
• Built a Historical Customer Data Warehouse (CDW)
• Added cross reference ta...
Analyzed trade offs, risks and rewards
• Determined what functionality was “enough” to go live
• Made sure that we had a s...
Post Cutover is essential
• IT and Super Users were scheduled around the clock
with on-site support at each field location...
Enterprise Information Layer- Clean up
o Optimization of SAP Business Warehouse for consolidated and
complex reporting (re...
Rest is overrated
• Purchased TW Phillips Gas Utility
o Converted ECC modules in 2012
o Implementing CRM & B, Mobile, Gas ...
A collaboration of:
Ruth DeLost-Wylie
Peoples Natural Gas
Ruth.A.DeLost-Wylie@Peoples-Gas.com
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T keynote 1020_de_lost wylie

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T keynote 1020_de_lost wylie

  1. 1. A collaboration of: Standing Up an Entire Utility in Less Than 14 months Ruth DeLost-Wylie, SVP CIO Peoples Natural Gas
  2. 2. Slide 2 Agenda Company Overview - From the Industrial Age to the Technological Era Situation Actions taken and Results achieved What worked well and “Post Go Live” Questions
  3. 3. . . Slide 3 Company Overview • Peoples Natural Gas was founded in 1885 and was the first recorded LDC in the Pennsylvania Gas Charter book • Peoples was the originator of gas compression technology • We serve over 420,000 customers throughout 18 counties • Peoples has over 11,500 miles pipeline From Industrial Age to Technological Era
  4. 4. Slide 4 Situation • 12 years ago Peoples became a subsidiary of a multi- state utility • February 2010 that utility sold Peoples to a private firm that brought our headquarters back to Pennsylvania • We had a Transition Service Agreement that gave us less than 18 months to build the systems/utility • Everything at the selling company was a shared service with the exception of Operations And that’s where the fun begins…
  5. 5. Situation • Information Technology, Customer Service, Finance, HR, Legal, Supply Chain, Asset Management etc. were all part of a shared service and didn’t come with the sale. This means: Just Data, Customers and Pipeline came over No Staff No Headquarters Building No Data Center No Voice or Data Networks No Hardware or Software Applications
  6. 6. Situation Starting from Scratch When I started at Peoples Natural Gas in March 2010, I had a desk, a chair and a blank white board
  7. 7. Situation • Pressured to have 72 IT systems in production mode by the time Transition Services Agreement ended • Signed a Sale’s Settlement Agreement with the Public Utility Commission to significantly improve Customer Services • Filed a Rate Case within the same 18 month period • Our Parent Company decided to purchase another Gas Utility to the north of us so we had to perform Due Diligence within the same time period
  8. 8. Situation • We didn’t manage the seller’s staff or their source systems • Seller was doing major upgrades/ system changes as we were working through conversion • We couldn’t make copies of test or re-establish the source data bases on an as needed basis • Many FTES that knew the source system took “early outs”, thus a good portion of the knowledgeable staff was no longer with the “selling” entity for conversion
  9. 9. Action In less than 18 months we: • Interviewed and hired a staff • Established a PMO • Gathered requirements • Created and issued dozens of RFPs • Completed the bid process for every bit of Hardware, Software, Voice and Data Networks and Equipment and for Implementation providers • Further negotiated with vendors and benchmarked pricing
  10. 10. Action – It’s not just applications As we were working through the system builds we : • Found a HQ Building • Built a Data Center • Procured and installed all of the Hardware • Implemented all of the voice and data connectivity including Fiber and Microwave throughout 18 counties • Built a Call Center
  11. 11. Building the Data CenterAction-
  12. 12. Slide 12 Building the Data CenterAction-
  13. 13. Slide 13 Building the Data CenterAction-
  14. 14. Slide 14 Building the Data CenterAction-
  15. 15. Slide 15 Keep in mind that we had to build a second infrastructure at a D/R site in the same timeframe Building the Data CenterAction-
  16. 16. Action • Created detailed project budgets down to the lowest level (22 Project Budgets – 1 SAP with 13 Sub projects) • Developed implementation plans with multiple short term goals • Established daily status meetings • Senior Management kept their finger on the pulse by being thoroughly involved in the detail and being a visible and integral part in all phases of the project
  17. 17. Action Providers and Tools • A proven PMO to manage all projects o I needed a PARTNER not a VENDOR o out of Pittsburgh won the PMO • Chose ECC and CR&B as the backbone ERP foundation
  18. 18. Action Providers and Tools (cont’d.) • Needed a World Class Implementation Provider for SAP o was the winning Implementation Provider • Utilized Agile ASAP Methodology for all 72 systems and interfaces • Utilized other tools such as Emigall and Solution Manager
  19. 19. Modules Implemented • To meet the obligations under the Settlement Agreement and significantly improve customer service, reliability and safety, Peoples implemented SAP’s: o Customer Relationship Management and Billing o Customer Financial Management o Collaborative Services Management o Energy Data Management Action
  20. 20. Modules Implemented (cont.) o Financial Supply Chain Management o Resource and Supplier Management o Treasury and Risk Management o Environmental, Health and Safety o Business Objects BI o Process Scheduler – Redwood o And other ancillary packages such as Composer, Help Launch Interact etc. Action
  21. 21. Other Systems and Interfaces • In addition to SAP, we had to implement 71 other systems, with all of their underlying infrastructure including: o SCADA o Compliance and Pipeline Integrity o Mobile Data o Gas and Energy Trading & Gas Supply Measurement o Meter Reading o Built an entire custom Customer Data Warehouse o Implemented about 100 interfaces Action
  22. 22. Slide 22 Interfaces to just one module of SAP
  23. 23. • The TSA end date was August 1st, 2011 • We converted earlier on June 27th, 2011 • SAP “Go Live” check was good • We balanced to all of the Source Data • Successfully billed our customers the first night in production • The entire project came in slightly under budget • Our customer service and satisfaction metrics improved year one Results
  24. 24. Customer Satisfaction Survey Peoples Customer Satisfaction Survey 87% 79% 79% 81% 84% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Ease of Reaching Co Automated Phone System Ease of Automated system Choices of automated system Wait to speak w/rep 2009 2010 2011 2012
  25. 25. Settlement Metrics
  26. 26. Settlement Metrics Average Call Abandonment Rate 7% 6% 5% 3% 0% 1% 2% 3% 4% 5% 6% 7% 8% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012
  27. 27. Settlement Metrics Average busy-out rate must be <0.5% 0.50% 0.50% 0.50% 0.00%0.00% 0.10% 0.20% 0.30% 0.40% 0.50% 0.60% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 Average busy- out rate must be <0.5%
  28. 28. Settlement Metrics % of Meters not read in 6 mo. Must be <.25% 0.25% 0.25% 0.25% 0.11% 0.00% 0.05% 0.10% 0.15% 0.20% 0.25% 0.30% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 % of Meters not read in 6 mo must be <.25%
  29. 29. Slide 29 0.03% 0.03% 0.03% 0.02% 0.00% 0.01% 0.01% 0.02% 0.02% 0.03% 0.03% 0.04% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 % of Meters not read in 12 mo should be <.03% Settlement Metrics % of Meters not read in 12 mo. Must be <.03%
  30. 30. Slide 30 3% 3% 3% 0%0% 1% 1% 2% 2% 3% 3% 4% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 # Customer disputes not issued w/in 30 days <3% Settlement Metrics # of Customer disputes not issued w/in 30 days <3%
  31. 31. Slide 31 Settlement Metrics 0.00000% 0.00200% 0.00400% 0.00600% 0.00800% 0.01000% 0.01200% 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012 % of bills not rendered once every billing period 2012 Settlement Goals 2013 Settlement Goals 2014 Settlement Goals PNG Performance 2012
  32. 32. • We chose the right people and partners…you have no chance at success if you don’t o An Excellent PMO is key (Innovative Decisions saved us) o An Implementation Provider that is a true Partner with the provider’s continuous Executive presence (IBM) • Change Control – Kept constant communication with the business and used understandable analogies • Implementation plans had multiple short term goals • Invested in Training and assigned business super users for every area What worked well
  33. 33. Senior Management took command and control of the project • Constant follow up • Issues were raised and solved rapidly • With such a massive project and short timeframe, we couldn’t let one day pass without addressing the issues • “The devil is in the details” - pay attention to the details • Continuously kept our finger on the project budgets and resources What worked well
  34. 34. Made every effort to understand the business • Built a Historical Customer Data Warehouse (CDW) • Added cross reference tables • Installed dual monitors for Customer Service that would pop both the CDW information as well as new SAP data • Implemented full “Statement of Account” Slide 34 What worked well
  35. 35. Analyzed trade offs, risks and rewards • Determined what functionality was “enough” to go live • Made sure that we had a solid, extremely detailed cutover plan • Thoroughly trained super users in process and procedures for cutover • Identified and hired solid and experienced support resources What worked well
  36. 36. Post Cutover is essential • IT and Super Users were scheduled around the clock with on-site support at each field location for two weeks after implementation o The Cutover process included specific escalation procedures o Had a daily 2 PM conference call with the Super Users to understand issues • Implemented an aggressive TPR and GAP process to address the bugs and enhancements  95% of the bugs and gaps are complete What worked well
  37. 37. Enterprise Information Layer- Clean up o Optimization of SAP Business Warehouse for consolidated and complex reporting (reduced process chains from 14 hours to 3 hours) and provided solid base for future analytics and navigable storage. Customer Portal for FULL Consumer E-Services o Setup of customer e-services suite of products o Track consumption/cost, Enter meter reading, Upload meter read images, Report outages… and more self services are planned Human Resource Compensation and Forms o Worked with Marvel to setup CompEZ and FormsEZ for HR Post Go Live - The Fun doesn’t stop
  38. 38. Rest is overrated • Purchased TW Phillips Gas Utility o Converted ECC modules in 2012 o Implementing CRM & B, Mobile, Gas & Energy Trading 2013 • 2012 entered into due diligence for yet another utility servicing Pennsylvania, West Virginia and Kentucky o Planned Closing before the end of 2013 o With this transaction Peoples will be the largest LDC in Pennsylvania. o Implementation plan is for 93 systems in less than 7 months Post Go Live – No Rest for the Wicked Slide 38
  39. 39. A collaboration of: Ruth DeLost-Wylie Peoples Natural Gas Ruth.A.DeLost-Wylie@Peoples-Gas.com

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