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Brian KageTim HeinrichShirley StibbMark Shaver
Best Practices in CIS
Implementation
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A Family of Companies
Electric Generation
and DistributionElectric
Transmission
60% ownership
Natural Gas Distribution
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WEC Energy Group
Focused on the fundamentals:
Safety
World-class reliability
Operating efficiency
Financial discipline
Exceptional customer care
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We Energies
Michigan Gas Utilities Corporation
Minnesota Energy Resources Corporation
North Shore Gas Company
The Peoples Gas Light and Coke
Company
Wisconsin Public Service Corporation
Upper Michigan Energy Resources
4.4 million customers
69,000 miles of electric lines
47,000 miles of natural gas lines
Power plant capacity – 8,600 MW
Serving the Region’s Energy Needs
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Consolidated three Customer Service Operating Models and IT
Platforms into one platform for MERC/MGU/NSG/PGL/WPS/UppCo
Business Requirements Design
Spent one year developing requirements/finalizing business case
Leveraged Accenture’s High Performance Utility Model
Utilized ARIS to document processes, gather requirements and control
points
Focused on capabilities necessary to achieve 1st Quartile Cost and
Operational performance
Technology
Core project performed upgrades to key Customer Service Systems CIS (Open-cIS), IVR (CIC), Web, Dispatch and Scheduling (G4), Work Force
Management (Aspect)
Over 100 interfaces with internal and external systems
Staggered Implementation
WPS/MERC/MGU/UPPCo – January 2016 Divested UPPCo– February 2016
PGL/NSG – April 2017
ICE Project
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To provide an enhanced, predictable and
consistent customer experience for all
utilities…
…through efficient customer operations
performance…
...supported by a standard, consolidated
customer operations model and technology
platform
Our transformational objective …6
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Guiding Principles
1. Take an corporate view – one team with one objective
2. Maintain focus on business outcomes – remember why we are
doing this
3. Ensure business processes remain standardized & are managed
within approved scope
4. Minimize business disruption
5. Create a foundation for becoming a 1st quartile team
6. Simplify, automate & improve work processes while reducing
customer effort
7. Enable employees to improve performance & productivity
8. Right source the work
9. Build a scalable and flexible solution aligned with our corporate
vision to be a premier and growing energy company
10. Take ownership for preparing your organization for the changes
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Outcomes
WPS/MERC/MGU/UPPCo Implementation
Successes
Divested UPPCo one month after implementation
WPS/UPPCo care center at pre-conversion levels on day one
MERC/MGU care center at pre-conversion levels by day 30
Bills delivered on time to post office every day since implementation
Billing work items at pre-conversion levels by day 60
Annual metrics for 16 key Customer Service metrics better than three-year
average for WPS/MERC/MGU in first year
Areas for Improvement
Complex Billing took longer than expected to reach pre-conversion levels;
achieved in 4th quarter
Meter testing and meter sample programs were more manual than expected
in first year
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Outcomes
PGL/NSG Implementation
Implemented over weekend of April 21-23
Credit/Collections will become active August 1st
Enhanced Gas Transportation functionality
Illinois specific regulatory programs implemented
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Best Practices in CIS Implementation
May 24th, 2017
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Be Flexible – things are going to change in and around the project
Scope Management – the answer is No
Maintain a Functional Orientation – we aren’t just implementing technology
Reduce Implementation Risk – limit moving pieces during conversion weekend and develop good post implementation governance
Start Organization/Business Readiness Early –business needs to own the business processes that are being changed and project needs to understand importance of business readiness
Best Practices
CS Week 2017:
Best Practices in CIS Implementation
Tim Heinrich
Director – Customer
Support Services
Shirley Stibb
Manager – Customer Support
Technical Services
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@alliantenergyia
@alliantenergywi
Headquarters: Madison, Wis.
950,000 electric customers
410,000 natural gas customers
Service territory: 28,090 square miles in
Iowa and Wisconsin
4,200 employees
2016 operating revenues: >$3.3 billion
$13.3 billion assets
About Alliant Energy
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Modern Customer Information System Project
Replaced two legacy CIS solutions (and 100+ other interconnected
applications) with a single, integrated modern platform – Oracle®
Customer Care and Billing
Standardized business processes across operating units
Foundation for business transformation and next-level customer
experience
(now Broadrige)
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Critical Success Factor: Project Team Organization
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Critical Success Factor: Realistic Timetable …
… and consistent focus on quality
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Critical Success Factor: Cross-functional Support
Director-level Steering Team
Monthly project reviews
Bi-weekly corporate procedure/ regulatory decision meetings
Issue-specific consultation and change management
I.T.
Services
Customer
Support
Services
Energy
Delivery
(Metering
and Field
Operations)
Regulatory
Affairs
Legal and
Compliance
Human
Resources
Utility
AccountingTreasury
Internal
Audit
Engagement Opportunities
Bill Due Date
Parallel Testing
Approach
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Critical Success Factor: Rigorous Testing
Process Transactions
Daily batch run
Meter reading and payment production files
Legacy production reports
Data Comparison Evaluation
Compare transaction counts at macro level to legacy production reports
Sample individual accounts
Identify key variances
Analyze Variances
Evaluate and seek to explain critical variances
Understand how new system processes compared to legacy
Report Daily Results
Report documented variance and seek to understand nuances
Complete for all billing cycles
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Critical Success Factor: Change Management
Clearly define roles and expectations of project team members; make
sure everyone is engaged for the long haul; choose carefully
Understand third-party applications and how they will be impacted by
change; engage vendor-partners early
Understand what changes will impact customers; communicate early
and often
Don’t take shortcuts on integration testing – it takes more time and
more resources than you will expect
End-user training should cover process (the “why”) and system
functionality (the “how”)
Knowledge transfer is difficult; needs an ongoing focus and is a
shared responsibility
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Lessons Learned
Implementing CC&B is the foundation of an ongoing business
transformation already underway
Launching new customer self-service tools
Deploying “universal” call-handling approach across jurisdictions
Focusing on realizing benefits
Preparing for first upgrade
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What’s Next
Tim Heinrich
Director – Customer Support Services
(608) 458-3221
Shirley Stibb
Manager – Customer Support Technical Services
(608) 458-5085
wgl.comwgl.com
CS WEEK CONFERENCE 2017
BEST PRACTICES IN CIS
IMPLEMENTATION –
WASHINGTON GAS
MARK SHAVER / MAY 24, 2017
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A LITTLE BACKGROUND
ABOUT WGL
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WHO IS WASHINGTON GAS?
A natural gas distribution
company, headquartered in
Washington, DC
Incorporated in 1848 through
an act of the US Congress
Serves more than 1.1M
customers in the District of
Columbia, Maryland & Virginia
A regulated subsidiary of WGL
Holdings, Inc.
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WHO IS WGL?
A leading source for clean, efficient and diverse energy
solutions in the U.S.
• WGL consists of Washington Gas, WGL Energy, WGL Midstream and Hampshire Gas.
• WGL provides natural gas, electricity, green power and energy services, including generation, storage, transportation, distribution, supply and efficiency.
• WGL has activities and assets across the United States.
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…OUR LARGEST SYSTEM TRANSFORMATION
OUR LITTLE CIS
PROJECT
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LEGACY CIS ENVIRONMENT
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Systems that will be made obsolete
Systems that will be partly impacted
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YUP…GREEN SCREENS
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123 MAIN STREETANYWHERE MD 12345JOE CUSTOMER
301 111-2222 301 111-2222
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OUR CIS JOURNEY
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THE DECISION
SOFTWARE
SYSTEM IMPLEMENTER
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PROJECT SCOPE
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Customer Relationship & Billing (CRB) – Suite on HANA
• Customer Relationship Management (CRM) 7.0
• Enterprise Core Component (ECC) 6.0
SAP Mobile Work Management (MWM)
• Clicksoftware Workforce Optimization & Scheduling
• SAP Work Manager
SAP Business Intelligence Suite
OpenText Document Presentment & Archiving
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BY THE NUMBERS
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BY THE NUMBERS – BUSINESS PROCESSES
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ACROSS 81 BUSINESS PROCESSES• Premise
• Devices
• Meter Reading
Device Management
• Customer
• Move In/Out
• Correspondence
• Telephony
• Self-Service
Customer Service
• Tariffs
• Billing
• Invoicing
• Proration
Billing
• Enrollments & Drops
• Invoicing
• Payments
• Settlement
Competitive Supply
• General Ledger
• Credit & Collections
• Payment Processing
FICA
• New Service Setup
• Service Orders
• Scheduling
• Mobile Dispatch
Work Management
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BY THE NUMBERS - DEVELOPMENT
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90 Reports
113 Interfaces
40 Conversions
231 Extensions
83 Forms
5 Workflows
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BY THE NUMBERS - PEOPLE
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3 Governance Committees
72 impacted third-party companies
95+ employees on core team, change agents or trainers
160+ contractors on the project team
1100+ internal & external trainees
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BY THE NUMBERS – PROJECT TEAM MAKEUP
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Project Team Locations:• Alexandria, VA• Springfield, VA• Noida, India• Manila, Philippines
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THE PROJECT SCHEDULE
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THE PLAN
MANAGING CHANGE
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IN DEPTH PROJECT SCOPING EFFORT
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March 2013 – May 2013:
Requirements gathering with all stakeholders documenting 2000+ detailed requirements
October 2013 – November 2013:
Requirements review with all stakeholders for implementation RFP
April 2014 – May 2014:
Requirements review sessions with selected system implementer, HCL
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FORMAL CHANGE MANAGEMENT PROCESS
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Change Impact Analyzed
Scope Change Control Submitted
SCC Evaluated by Project
Management Team
Escalated to Project Leadership
Committees for Approval*
Change Request Documented
Risks of Change Documented in
Risk Log
* Only for HIGH impact changes
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ELIMINATE CONFLICTS
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Projects to be Completed After SAP
Data Center Transition Call Center Transition Field Device Upgrade
Projects to be Completed With SAP
Only Needed Changes to Interfacing Systems
Projects to be Completed Before SAP
Dispatch System UpgradeCustomer Portal Site
UpgradeMobile Mapping Launch
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…AND THINGS CHANGE
THEN THE REAL WORLD
HAPPENS…
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TWO YEARS IS A LONG TIME
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CHANGES KEEP COMING
August 2014 Cancelled upgrade of existing dispatching system
February 2015 SAP announced S/4 HANA
November 2014 Failed launch of customer self-service site
May 2014 Selected SAP Customer Relationship & Billing for replacement of legacy CIS applications Implementation to start October 2014
Summer 2015 Decision made to move up business process outsourcing (Help Desk, Data Centers, Call Center & CS Back-Office) transition timing
Fall 2015 Significant delays with Help Desk & Data Center transition transition pushed out to Spring 2016
Added SAP Mobile Work Management to scope of project
Launch moved into SAP implementation period
Decision made to transition from Oracle servers to Suite on HANA
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…AND COMING
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June 2016 Transitioned customer service call centers from Manila, Philippines to new provider in Hampton, VA
December 2016 Virginia Rate Case Interim rates implemented in legacy systems
July 2016 Concerns with existing field Toughbook laptops
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April 2016 Transitioned ITS Helpdesk to new provider
May 2016 Transitioned Data Centers to new provider
December 2015 Second launch of customer self-service site has significant issues
Delays the development of interfaces to SAP & more attention
Transition all field service devices to Toughpad tablets at launch
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WHAT WE LEARNED
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…AND BE FLEXIBLE
EXPECT THE CHANGE
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BUILD A FLEXIBLE STAFFING PLAN
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• Team needs will change across the project phases
• Changes will require additional quantity or quality of resources
Shift Resources
• You will need to supplement your team with various internal and external resources across the project phases
• Align with multiple staff augmentation firms
Supplement Team
• Have key business process experts on the team full time
• Add application expertise – both the system you are implementing and system it will interface with
Add Expertise
• You will need more resources during some phase of the project!
Have Contingency
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BUILD A FLEXIBLE PROJECT PLAN
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• Team included more than a dozen Project Management Professionals (PMPs)
• Define the approach upfront and stick to it
Utilize PMI Best Practices
• Develop and maintain a task-level project plan
• Make sure it is resource loaded to properly understand potential gaps
Develop Task Level Plan
• Audit your project at various points
• Project Quality (AAC), Design Quality (SAP), Controls & Security Quality (Internal & External Auditors)
Include External Oversight
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UTILIZE FLEXIBLE INFRASTRUCTURE
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•Development and sandbox systems available, but ramped down during non-working hoursBlueprint
•Sandbox, development and quality assurance systems available, and set for round the clock capacity to enable onshore and offshore team
Build
• Infrastructures scaled up for cutover testing and then reduced after migration completionMigration
• Stress test systems gradually increasing to determine optimal prod config
• Shift between test environments as testing phases run long or need follow up
Testing
•Based on the observations of all phases, “right” sized on premise production hardware ordered just in time and with certainty.
Production
BENEFITS OF CLOUD INFRASTRUCTURE
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DEVELOP FLEXIBLE CONTRACTS
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• Contract for deliverables, not resources
• But, maintain veto power on resource changes
System Implementer
• Include broad definitions of work to be performed
• Allow for minimal notice for changes and the flexibility for contract-to-hire
Staff Augmentation
• Document clear exit and entry criteria
• Make criteria your best-case target, you can always relent
Exit/Entry Criteria
• Document scope assumptions clearly and review with all parties
Document Assumptions
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DID I MENTION YOU NEED TO COMMUNICATE….A LOT?
COMMUNICATE…THEN
DO IT AGAIN
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GOVERNANCE GROUPS
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Project Team
Executive Steering
Committee
Project Management
Committee
Project Leadership Committee
Governance Committees• Included leadership from
all impacted departments• Level of detail & frequency
of meetings:− ESC – monthly, summary− PLC – bi-weekly− PMC – weekly, detailed
Project Team• Two-in-the-box at all levels
of team• Well-defined escalation
paths• Weekly full team meetings
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CHANGE AGENT NETWORK
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Network of 60+ individuals from all impacted departments that was developed 21 months prior to go live to help prepare the organization for the coming changes
Change Impact Analysis
Review with their business units
Role Mapping Analysis
Review with their business units
System Demo Reviews
Support business unit road shows
Training Review
Provide feedback on materials and plans
Go-Live Support
Floorwalkers in their business units
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INTERNAL COMMUNICATIONS
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Target AudienceCommunications
Vehicle
Frequency/Timi
ngKey Message
Responsible/
Accountable
All Employees (Roadmaps for all
management levels
and specific groups in
appendix)
Online:
• WGL OneSite
• VISION Page
• Newsletter*
• Digital displays
Monthly/Weekly • Awareness about the project
• Demos, Project Status,
Reference information, Blogs
• Change Impacts, SAP terms,
Project News, learning nuggets
artifacts (online and hardcopy)
• Videos on new terminology,
Motivation, testimonials
VISION OCM/Corporate
Internal Communications
Team
Face-to-face
• Departmental
Engagement
• Functional Workshops
• Roadshows
• Training
Paper:
• Energy Edge
• Posters
• Communication Cards
Monthly • Manager’s cascade meetings
• Departmental Briefings
• Change Agent briefings
• Demonstrations/workshops on
SAP, Click, Syclo, uPerform
• Know your SAP role Workshops
• End-user Training
• Practice Kiosks
VISION OCM/Functional
Teams in collaboration
with Business Owners
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INTERNAL COMMUNICATIONS
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VIDEO MESSAGING
PROJECT SITEPROJECT REPORTING
EMPLOYEE NEWSLETTER
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PROJECT TEAM COMMUNICATIONS
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LOTS OF VISUAL TRACKING OF KEY TASKS
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EXTERNAL COMMUNICATIONS
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Target AudienceCommunications
VehicleFrequency/Timing Key Message
Responsible/
Accountable
All customers
Mail Bill Inserts
eService site
WGL External Site
IVR Messaging
60 days prior to go live
Insert in first new bill
mailed
• Account number change and
advise on action to take
• Explain changes to bill
Customer
Service/Corporate
Communications
Walk-in Offices
Call Center
Field Technicians
August onwards
• Talking points for CSRs and
Field Techs on new account
number and bill format
highlights
• Messaging at self-service kiosks
Customer
Service/Corporate
Communications
Regulators / Public
Service Commissions
General Counsel /
Regulatory
Relations
Per reporting schedule
• Review of changes impacting
customers.
• Assurance around due diligence
with testing/billing issues.
Customer Service
Regulatory Affairs
Corp. Communications
Suppliers/Contractors/
Vendors
E-mail, Webex,
Meetings, and
Conferences.
Monthly/Weekly
• Project status updates
• Change Impacts
• Testing
Project VISION/Business
Owners
Public WGL website
Social MediaAfter Go Live 2016
• Promote a successful
implementation story
Corporate
Communications
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EXTERNAL COMMUNICATIONS
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BILL INSERTS
PARTNER NEWSLETTERS
WEBSITE NOTICES
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READINESS TRACKER
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• Go-live readiness tracker reviewed with project sponsors weekly and distributed to all committees and teams
• Tracker reported on 232 readiness items across seven areas:
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MANAGE IT…OR IT WILL MANAGE YOU
TEAM MANAGEMENT
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LOOK OUT FOR THE TEAM
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Project Work – Long Hours,
Tight Deadlines,
Conflict
Changes –Project &
Organizational
Life Happens –Divorces,
Deaths, New Jobs
= Stressed Team
Members
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MANAGE CONFLICTS
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Build a Team – Not “Us” versus “Them”
• Employee vs. Contractor
• Project Team vs. Business
• Functional vs. Technical
Two-in-a-Box Collaboration & Escalation
• Team members need to follow the escalation path
• Leaders should not “reward” members that do not follow the escalation path
Identify & Address Dysfunctional Teams
• Identify root cause
• Additional coaching & team-building as needed
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MAKE CHANGES
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Change Teams
• Move individuals that do not fit
• Change team leaders
Change Reporting Structures
• Move teams for better alignment (ie Reporting – Technical or Functional?)
• Lean on your strong leaders for troubled teams
Replace As Needed
• Replace project team members that do not fit
• Identify additional resources to fill gaps
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YOUR TEAM IS THE KEY TO YOUR SUCCESS
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…SO FAR ANYWAY
OUR RESULTS
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PROJECT RESULTS
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Schedule
• Launched 3 months later than originally planned
• Cutover extended to a 10-day period
Scope
• Some deferred scope and manual workarounds
• Work continues
Budget
• Vendor contracts extended
• 12% over budget
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PROJECT IMPACT RESULTS
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System Cutover
• Completed ahead of schedule
• Reconciled to within 0.2% of record counts and a few thousand dollars
System Performance
• Minor issues, but close to 100% uptime
• Self-service website back to normal performance by end of 1st week
Business Operations
• Very high call volumes, but back to service levels by end of 1st month
• Ongoing service order issues requiring manual intervention
Cutover Support
• Lower number of incidents than expected
• Ended high-touch support by end of first month
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WE ARE
My Contact Information:
Mark Shaver
Performance Optimization Director
703-750-7644
Questions?
Questions
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Brian Kage Shirley StibbTim Heinrich Mark Shaver