CC&B SMECO Success Story


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Presentation at Oracle OpenWorld 2007 detailing the CIS Replacement Success Story at SMECO

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  • One of the common assumptions that customers make is that all Indian companies are alike – they are low cost, labor intensive providers of technology services. Wipro is first among equals – with a distinctly different DNA from the other Indian tech service providers in the fact that we entered the tech services business through the high-end R&D route and not through the Y2K services route. Today we are the largest independent R&D services provider in the world and work with some of the most innovative companies in the world on cutting edge areas like new product development, joint IP/ patent creation, co-innovation and business transformation.
  • CC&B SMECO Success Story

    1. 1. John Simmins, Applications Manager, SMECO Gary Wilkinson, Solutions Delivery Manager, Wipro Technologies Vijai Krishnan, Senior Architect, Wipro Technologies Customer Care and Billing: SMECO Customer Experience
    2. 2. Agenda <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>
    3. 3. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    4. 4. Overview of SMECO Southern Maryland Electric Cooperative provides electric service to all of Charles and 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. Our Service Territory
    5. 5. SMECO Growth Southern Maryland is the fastest growing area in Maryland. This reflects SMECO’s steady increase in the number of customers.
    6. 6. SMECO Growth 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 increasing employee head-count.
    7. 7. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    8. 8. Wipro - Global IT Services Provider Headquarters USA Mountain View, Seattle, Detroit, Chicago, Dallas, Minneapolis, Manchester, New York, Boston, New Jersey, Reston Europe UK, Germany, France, Finland, Switzerland, Portugal, Romania Brazil UAE, Saudi Arabia More than 10,000 people More than 5,000 people 53 countries, 46 GDCs, 24 global near-shore centers More than 1000 people More than 100 people Canada Australia Japan Taiwan Singapore Egypt China Australia Mexico < than 100 people
    9. 9. Wipro Service Offerings Infrastructure Solution Architecture Support & Maintenance Testing & QA Infrastructure Services <ul><li>Application development & support: </li></ul><ul><li>Legacy, client-server, e-commerce/e-business </li></ul><ul><li>ERP: Implementation, integration, rollout and support </li></ul><ul><li>EAI & B2Bi integration : SOA </li></ul><ul><li>Analytics: BI/DW </li></ul><ul><li>IT Strategy Consulting </li></ul><ul><li>IT Strategy & Architecture </li></ul><ul><li>Portfolio assessment & management </li></ul><ul><li>IT Business Management & Governance </li></ul><ul><li>Technology evaluation & selection </li></ul><ul><li>Technology Infrastructure Consulting </li></ul><ul><li>Remote Infrastructure Mgmt </li></ul><ul><li>Security & Risk Management </li></ul>Applications Services Testing & QA <ul><li>Test Process Consulting </li></ul><ul><li>Managed Testing Services </li></ul><ul><li>Configuration & release mgmt </li></ul>Apps Development, Integration Technology Strategy Business Process Solutions Broad spectrum of offerings across Processes, Applications, Infrastructure <ul><li>Business Process optimization & re-engineering </li></ul><ul><li>Customer Care : helpdesk, billing, email/chat </li></ul><ul><li>Back-office :HR, F & A, procurement processes </li></ul>Quality: ISO,CMM, Sigma Six Standards & Compliance: ITIL, BS 7799, SOX Business Process Solutions Revenue Breakup – Service Lines Gartner in its vendor rating report states that, “Wipro seeks to “break away from the pack” of other Indian IT service providers by focusing on industry depth, portfolio of services, global workforce and brand equity.” 
    10. 10. Wipro Growth Global Development Centers Employees (in thousands) Revenues (in $ Mn) 2006-07 2005-06 2004-05 2003-04 <ul><li>Sustained Growth </li></ul><ul><li>CAGR of 36% in last 5 years </li></ul><ul><li>Part of NYSE’s TMT (Technology-Media-Telecom) Index, NSE Nifty Index and BSE Sensex </li></ul><ul><li>Global Footprint - 53 countries </li></ul><ul><li>Listed on NYSE </li></ul><ul><li>Presence in 53 countries </li></ul><ul><li>12,700 employees onsite across geos </li></ul><ul><li>24 near-shore development centers </li></ul><ul><li>Diverse Talent Pool </li></ul><ul><li>49 nationalities </li></ul><ul><li>2600 domain consultants </li></ul><ul><li>High gender and cultural diversity </li></ul><ul><li>More than 72,000 employees as of June 30 ’07. </li></ul>2989 2180 1697 1216 34 40 44 46 29 42 53 68 2007-08* 3552 46 72 * Annualized fig ;( Q1 actuals)*4
    11. 11. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    12. 12. Primary Business Drivers <ul><li>SMECO had six primary drivers that influenced the team’s decisions and selections as they progressed through the CIS selection process. </li></ul><ul><li>The new CIS will be a customer-centric product software solution. </li></ul><ul><li>The new solution will be technically and functionally upgradeable. </li></ul><ul><li>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. </li></ul><ul><li>The project would procure all necessary hardware, software and services required for a successful installation effort. </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
    13. 13. SMECO CIS Project Approach <ul><li>Identify and leverage strategic partners </li></ul><ul><li>Identify SMECO’s strengths and weaknesses </li></ul><ul><li>Develop project strategy and execution approach that capitalizes on strengths and mitigates weaknesses </li></ul><ul><li>Established a numerically based rating system for choosing vendors (procurement partners, software, implementation and integration). </li></ul>
    14. 14. SMECO Strengths <ul><li>Excellent work ethic </li></ul><ul><li>Eagerness for change from old CIS system (buy in) </li></ul><ul><li>Highly educated employee base </li></ul><ul><li>Computer literate managers </li></ul><ul><li>Executive buy-in on project management methodology </li></ul>
    15. 15. SMECO Weaknesses <ul><li>Communications – tendency toward silos and geographically dispersed departments </li></ul><ul><li>Requirements definition – traditionally SMECO has been poor in articulating requirements </li></ul><ul><li>History of owning highly customized software and changing software as perceived requirements changed </li></ul><ul><li>Poor contract negotiation skills </li></ul>
    16. 16. Strategic Sourcing Partner <ul><li>Key success factors: </li></ul><ul><li>Must fill in where SMECO is weak </li></ul><ul><li>Adequately determine SMECO’s requirements </li></ul><ul><li>Adequately convey SMECO’s requirements to vendors </li></ul><ul><li>Establish correct rating structure </li></ul><ul><li>of requirements </li></ul><ul><li>Accurately rate CIS vendors to show differences </li></ul>
    17. 17. <ul><li>Selection Criteria: </li></ul><ul><li>Large client base </li></ul><ul><li>Demonstrated competence in ELECTRICAL utilities </li></ul><ul><li>Established, proven methodology </li></ul><ul><li>Provide a starter-set of typical requirements </li></ul><ul><li>Can meet aggressive time frames </li></ul><ul><li>Vendor independence </li></ul>Strategic Sourcing Partner
    18. 18. CIS Vendor <ul><li>Selection Criteria: </li></ul><ul><li>Demonstrated ability to perform on time </li></ul><ul><li>Demonstrated ability to work within established budget </li></ul><ul><li>Ability to deliver Coop-specific accounting, such as Capital Credits </li></ul><ul><li>Ability to comply with retail choice requirements </li></ul>
    19. 19. CIS Vendor RFP Process <ul><li>Survey the current market </li></ul><ul><ul><li>Only deal with Tier 1 vendors </li></ul></ul><ul><li>Requirements analysis </li></ul><ul><li>Requirements rating </li></ul><ul><li>RFP solicitation </li></ul><ul><li>RFP response </li></ul><ul><li>“Trade Show” multiple vendor demonstrations </li></ul><ul><li>Vendor scoring </li></ul><ul><li>Short list </li></ul><ul><li>Vendor demonstrations </li></ul><ul><li>Reference checks/site visits </li></ul><ul><li>Selections/communication to vendors </li></ul>
    20. 20. Oracle|Utilities <ul><li>Oracle|Utilities (formerly SPL) is a recognized industry leader as indicated by the Meta Group’s 2003 and 2004 CIS rankings. Entering 2005, Oracle|Utilities is recognized as a top market leader, ranking highest in overall vendor performance: </li></ul>META Group CIS Ranking 2003 Oracle|Utilities META Group CIS Ranking 2004
    21. 21. Vendor & Product Assessment App x App y CC&B
    22. 22. Integration Partner RFP Process <ul><li>Survey the current market </li></ul><ul><ul><li>Only deal with Tier 1 vendors </li></ul></ul><ul><li>RFP solicitation </li></ul><ul><li>Vendor scoring </li></ul><ul><ul><li>Technical capabilities </li></ul></ul><ul><ul><li>Track record </li></ul></ul><ul><ul><li>Comfort/fit with the organization </li></ul></ul><ul><li>Integration Vendor Selection Alternatives </li></ul><ul><ul><li>Dual Vendor </li></ul></ul><ul><ul><ul><li>CIS System Implementer </li></ul></ul></ul><ul><ul><ul><li>CIS System Integrator </li></ul></ul></ul><ul><ul><li>Single Vendor </li></ul></ul><ul><ul><ul><li>Ensure analysis and optimization of E2E business processes </li></ul></ul></ul><ul><li>Reference checks/site visits </li></ul><ul><li>Selections/communication to vendors </li></ul>
    23. 23. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    24. 24. Project Strategy <ul><li>Obtained clear mandate and sponsorship from Senior Executives </li></ul><ul><li>Established Executive Steering Committee for project governance and control </li></ul><ul><li>Instituted a PMO to facilitate project execution and communication </li></ul><ul><li>Planning following a rolling wave approach </li></ul><ul><li>Achieved strategic value from end-to-end integration as opposed to only tactical implementation </li></ul><ul><li>Established an effective communications strategy: </li></ul><ul><ul><li>Co-located resources to a common work area </li></ul></ul><ul><ul><li>Project Website </li></ul></ul><ul><ul><li>Weekly reports </li></ul></ul><ul><ul><li>Periodic and frequent status meetings with stakeholders, sponsors and project team leaders </li></ul></ul>
    25. 25. Project Governance Business procedures Testing User training Change management Interfaces Reports Conversion Technical support Project Sponsor Project Sponsor Project Manager Implementation Team Functional Team Technical Team Oracle|Utilities SMECO Steering Committee Project Manager Training System design Extensions Interface support Conversion support Technical support
    26. 26. Project Management <ul><li>Staffed the project using the “A” team – the best and brightest managers and employees were used (backfill with temp staff) </li></ul><ul><li>CC&B implemented out of box – adapt business processes as appropriate and follow rigorous change management </li></ul><ul><li>Established and clearly communicated roles and responsibilities (these changed for each phase of the project) </li></ul><ul><li>Assigned key areas of responsibility to the business units (configuration, data definition, reports) </li></ul>
    27. 27. Project Management Tracking and Control Areas Tasks Change Register Change Management 3. Issues Register Risk Register Risk Management 5. Key Stakeholders Report Back to: Resource Management 6. Staff changes Project Schedule Financial Management 7. Project Director Quality Management 2. Rework Issue Management 4. Delivery Management 1. Deadlines & Milestones Update
    28. 28. Implementation Plan and Methodology <ul><li>Oracle|Utilities has a project framework that was deployed at SMECO: </li></ul><ul><li>Seven strategic phases (18 month implementation for SMECO) </li></ul><ul><ul><li>Each phase has several steps and requires a work breakdown structure </li></ul></ul><ul><ul><li>Major decision points at each step </li></ul></ul><ul><ul><li>“ Plan – Prepare – Do” philosophy </li></ul></ul><ul><li>Live Support (10 days on-site & 110 days off-site) </li></ul>Start Up Discovery SMECO Orientation Process Analysis Assembly Acceptance Deployment
    29. 29. Plan Overview – Ongoing Tasks Start Up Discovery SMECO Orientation Process Analysis Assembly Acceptance Deployment Change Management Technology Support Training Business Process Transformation Project Management
    30. 30. The Project Plan and Staffing <ul><li>Proper staffing is key to a successful implementation. </li></ul><ul><li>The following is essential: </li></ul><ul><ul><li>Integrated and united team </li></ul></ul><ul><ul><li>Clear roles & responsibilities </li></ul></ul><ul><ul><li>Efficient decision making and resolution process </li></ul></ul><ul><ul><li>Best qualified people for the job </li></ul></ul><ul><ul><li>Extensive knowledge transfer </li></ul></ul><ul><ul><li>Effective reporting and communication </li></ul></ul><ul><li>The right people at the right time </li></ul><ul><li>in the right place </li></ul>
    31. 31. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    32. 32. SMECO Application Portfolio Customer Information System Metering & Consumption Itron MVRS, Hunt (Turtle) & MV900 Outage Management System CGI Marketing Management Incorporate in CIS Customer Relationship Incorporate in CIS Remittance Processing NDP 250 Financial Management Lawson Bill Production Utilitec Data Warehouses Geographic Information System ESRI Meter Inventory & Testing Incorporate in CIS Retail Choice Incorporate in CIS Customer Interaction IVR/CTI (Avaya PBX) Customer Data Access IVR & Incorporate in CIS Credit Card Payments, Check by Phone EBPP Refund & Capital Credit Checks Lawson Cashiering System Incorporate in CIS or Stand Alone Cooperative Resource Center Address Standardization EDI for Retail Choice Work Management Logica
    33. 33. Integration Best Practices <ul><li>High Level Design Goals </li></ul><ul><ul><li>Move from a batch schedule-based approach to a Real Time event-based approach </li></ul></ul><ul><ul><li>Automate manual steps in business processes </li></ul></ul><ul><ul><li>Design interfaces for change </li></ul></ul><ul><li>Create reusable common utility services for </li></ul><ul><ul><li>Error Handling </li></ul></ul><ul><ul><li>Alerts and Notification </li></ul></ul><ul><ul><li>Auditing and Logging </li></ul></ul><ul><ul><li>Duplicate Check </li></ul></ul><ul><li>Collect data formats and samples early on in the project </li></ul><ul><li>Standardize data formats using Canonicals </li></ul><ul><li>Use iterative and incremental (vs. waterfall) approach </li></ul>
    34. 34. Service-Oriented Integration
    35. 35. Integration Best Practices <ul><li>Consider purchasing an EAI/ESB/BPM solution </li></ul>
    36. 36. Integration Architecture
    37. 37. Design-Time View of Payment Processing
    38. 38. Run Time View of Payment Processing
    39. 39. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    40. 40. Oracle|Utilities Support Roles & Skills <ul><li>Oracle|Utilities supported SMECO through the following roles: </li></ul><ul><li>Customer Help Desk </li></ul><ul><ul><li>End-user questions </li></ul></ul><ul><ul><li>Issues with customer environment </li></ul></ul><ul><ul><li>Reports product issues to Oracle|Utilities </li></ul></ul><ul><ul><li>Skills: CC&B functional knowledge, understanding of SMECO’s business </li></ul></ul><ul><li>CC&B Level 1 Analysts </li></ul><ul><ul><li>Functional guidance </li></ul></ul><ul><ul><li>Problem re-creation and logging in English </li></ul></ul><ul><ul><li>Skills: CC&B functional knowledge, Oracle, UNIX, CC&B Implementation Tools </li></ul></ul>Customer Help Desk Level 1
    41. 41. Oracle|Utilities Support Roles & Skills <ul><li>CC&B Level 2 Analysts Product configuration </li></ul><ul><ul><li>Database issues </li></ul></ul><ul><ul><li>Base Product Performance problems </li></ul></ul><ul><ul><li>Skills: Oracle, UNIX, BEA, CC&B tools, CC&B functional knowledge </li></ul></ul><ul><li>Product Development </li></ul><ul><ul><li>Maintains product and provides fixes for all core product issues </li></ul></ul><ul><ul><li>Designs new product enhancements or components </li></ul></ul><ul><ul><li>Provides upgrade and implementation tools </li></ul></ul><ul><ul><li>Responsible for resolution time on base product issues </li></ul></ul>Level 2 Product Development
    42. 42. Support <ul><li>Oracle|Utilities provided SMECO with the following implementation support and post implementation support: </li></ul><ul><li>Global Delivery or Operational Support Services </li></ul><ul><ul><li>Maintenance for custom development (plug-ins, interfaces, reports) </li></ul></ul><ul><ul><li>New release training </li></ul></ul><ul><ul><li>New release upgrade services </li></ul></ul><ul><ul><li>Database administration </li></ul></ul><ul><ul><li>Performance tuning </li></ul></ul><ul><ul><li>Skills: Oracle, UNIX, BEA, CC&B Developers’ Tool Suite, CC&B functional knowledge </li></ul></ul>Post-Implementation Team
    43. 43. Support and Maintenance for CC&B <ul><li>The following diagram depicts what SMECO received from Oracle|Utilities for support and maintenance of the CC&B product: </li></ul>SMECO’s Help Desk Post-Implementation Support Custom Code Issues Core Product Issues Oracle Solution Strategy Review Enhancement Requests Product Development Level 1 Level 2 Customer’s Product
    44. 44. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda
    45. 45. Business Benefits Achieved <ul><li>  </li></ul><ul><li>Adding 4,000 new customers a year </li></ul><ul><li>  </li></ul><ul><li>Payment plans far less time consuming and much more accurate </li></ul><ul><li>Billing system complaints to the PSC greatly decreased </li></ul><ul><li>Two days after going live with CC&B, the demeanor and mood of the Call Center was very upbeat </li></ul><ul><li>80% of the information needed to address most customer questions is available on the first screen.  </li></ul><ul><li>Customer billing was immediate post go live. </li></ul>
    46. 46. <ul><li>Overview of SMECO </li></ul><ul><li>Overview of Wipro </li></ul><ul><li>CIS Replacement Strategy </li></ul><ul><li>Project Execution Strategy </li></ul><ul><li>Enterprise Integration Strategy </li></ul><ul><li>Post Go-Live Support Strategy </li></ul><ul><li>Business Benefits Achieved </li></ul><ul><li>Questions? </li></ul>Agenda