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Creating New Business Value Through Innovative Technology Solutions:A CASE STUDY IN BUSINESS TRANSFORMATION USING ADVANCED DATA ANALYTICS

Mujib U. Lodhi, Chief Information Officer

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A Case for Water

No Matter the Means, Civilization Depends on Water!

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325%Source: IBM

A Case for Water

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MIT • The 8th largest water and wastewater utility in the United States

• Serving nearly: • 1.8 million residents• Approximately 460,000 customer accounts • Over an area of nearly 1,000 square miles.

• Operate and maintain: • 2 water filtration plants, for an avg. 167 million gal/day drinking water• 6 wastewater treatment plants, plus a sharing agreement with DC Water• Over 5,500 miles of fresh water pipeline • Nearly 5,400 miles of sewer pipeline• 3 reservoirs with 27 billion gallons of holding capacity

• Currently employ approximately 1,500 people.

In WSSC’s 90+ year history, our drinking water has always met or exceeded federal standards.

• The 8th largest water and wastewater utility in the United States

• Serving nearly: • 1.8 million residents• Approximately 460,000 customer accounts • Over an area of nearly 1,000 square miles.

• Operate and maintain: • 2 water filtration plants, for an avg. 167 million gal/day drinking water• 6 wastewater treatment plants, plus a sharing agreement with DC Water• Over 5,500 miles of fresh water pipeline • Nearly 5,400 miles of sewer pipeline• 3 reservoirs with 27 billion gallons of holding capacity

• Currently employ approximately 1,500 people.

In WSSC’s 90+ year history, our drinking water has always met or exceeded federal standards.

About WSSC

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Business Challenges

• Weak Service Delivery• Lack of Trust and Confidence• Stove-Piped Organization• Lack of Resources• Aging Infrastructure

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• Rise to a position of absolute leadership among public utilities in the creative use and application of IT, and leverage this investment to dramatically improve the customer service and organizational performance.

• Serve as a Change Agent to support redefinition of business processes so as to more effectively serve our customers.

• Strive to create new business value through innovative IT solutions to build a Smart Utility.

Under the direction of the Commissioners' Strategic Plan and guidance of the General Manager, we will:.

Our Vision

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Turning Vision into Reality: Technology

• Capitalizes on investments in human capital & established business processes• Allows our personnel to maximize their potential, which will help us realize

higher efficiency and better customer service• Helps support the Enterprise in ensuring continuity of water and sewer services• Streamlines operational processes to improve system reliability and meet

regulatory compliance requirements• Integrates easily with existing and new products across the Enterprise• Not only meets our current needs, but those 5 to 10 years into the future• FIRE: Flexible, Intuitive, Robust and Ease-of-Use

To attain this vision we know we have to invest in a proven technology solution that:

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81: Gartner’s8

Turning Vision into Reality: Process

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TRUST

Turning Vision into Reality: People

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1025%

PARTNERSHIP

PARTNERSHIP & COLLABORATION

Turning Vision into Reality: People

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25%

Our Technology Strategy

Outside-In vs. Inside-Out IT Strategy

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Our Technology Strategy

sustained by achieving

fulfilled via

that are supported by

governed by

OPERATION FUNCTIONS

BUSINESS OBJECTIVES

MISSION

IT SOLUTIONS

IT STRATEGY

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Business ServicesBusiness OpportunitiesBusiness Success FactorsIT Contributions

IT PORTFOLIOIT Principles

IT Governance

IT Matrix (Benefit Mgmt)

IT Financial Mgmt

IT SERVICE DELIVERY

Service CatalogSupport ModelIT ArchitectureSourcing/Cost Sharing

IT GOVERNANCEIT INVESTMENTS

IT ARCHITECTURESECURITY ARCHITECTURE

BUSINESS PROCESS IMPROVEMENTRISK MANAGEMENT

BENEFIT MANAGEMENT

Project Steering Committee

“We will not implement technology for the sake of it, we will dramatically CHANGE the way we do our business in meeting our MISSION of better Serving our Customers and Protecting the Environment.”

Our Technology Strategy

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Opportunities: Continuously improve quality of customer service experience Customer service matched to expectations Fewer customer surprises (match expectations to product cost, quality & service levels) Clearly communicated product quality Standards Infrastructure investment protection Efficiency of operations Effectiveness and efficiency of maintenance practices CIP management More effective planning Consistency of performance Visible and timely performance monitoring Accountability Quality assurance and regulatory compliance

Business Opportunities

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Customer Contact CenterMobile AppsCustomer Information SystemRevenue Remittance System

Fleet Management SystemTotal Enterprise Asset Management System (TEAMS)Permitting Management SystemE-Plan ReviewCIP portfolio Management SystemGeographic information SystemField Service Management SystemRoute Optimization

Revenue Remittance SystemProcurement Management System

Master Data Management Performance DashboardCommissioner eBoardroom

IT Portfolio

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Must ContributePRINCIPLE

Customer IntimacyOperating Excellence

Practice of Technology Innovation

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Preventive Maintenance Demand Management

Develop analytics which can lower the cost of preventive maintenance.

Understand water usage patterns to support pricing and demand management.

Lower the operational cost of WSSC by effective crew scheduling and optimal rolling stock use.

Develop analytics which can improve the quality of service (uninterrupted, high quality water) for WSSC customers.

Customer Service Work Management

Practice of Technology Innovation

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Work Management Predictive Maintenance Usage / Revenue Optimization

Automated Scheduling

Multi-day /Multi Crew Constraints

Task Level / Dynamic Scheduling

Failure Association Analysis

Survival Analysis-PM Optimization Global Usage Analysis

Customer Segmentation

Usage AnomalyFailure Prediction

Practice of Technology Innovation:Highlights of Analytics Results

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Retail Revenue 2.8%+

Defective Meter Revenue Recapture

$1MM/Yr+

Field Operations Productivity

25%

Fuel Usage 20%

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Benefit Realized: FOAK ADAM Project

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– Established in 1988, the Computerworld Honors Program brings together the principals of the world's foremost information technology companies to recognize and document the achievements of men, women, organizations and institutions around the world whose visionary applications of information technology promote positive social, economic and educational change.

– http://events.computerworld.com/ehome/index.php?eventid=11545&tabid=12624&

– Title of the project is Platform for Spatio-Temporal Analytics.

– Selected as the top 5 IT projects in the world for Energy, Environment and Agriculture.

ADAM on Integration & Values Team (IVT7) selected project list. The project has been reviewed by IBM’s senior leadership team and is being tracked as part of IBM’s senior leadership effort on analytics scalability

Practice of Technology Innovation:Highlight – DC Water Wins Award for Advanced Analytics

ADAM - DC WASA FOAK Selected as 2010 Computerworld Honors Program Laureate

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End State

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End State Citizen eServices

Financial System/

HR/PR/OTL

Customer InformationSystems/Int

eractive Voice

Response

Miss Utility

Permit Management

System

Water Quality

Monitoring

Energy Management

EDM/Engineering Design (CAD)

AMITEAMS-GIS

Asset Management/Work Orders:

Hydraulic Modeling

Controls System

SCADA

Workforce Automation

Field ServicesInspections & Investigations

• i3= a 3• i3= a 3

22

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(NETWORK AVAILABILITY - OFFICE AND WORKGROUP TOOLS)

Gain the trust of your business partners

(BY DELIVERING ON WHAT THEY HAVE BEEN EXPECTING)

Look at your world OUTSIDE-IN(TAKE OFF YOUR IT HAT - CONCENTRATE ON BUSINESS OPPORTUNITIES)

Make the Leap into the world of the unexplored

(BEYOND CONVENTIONAL IT MANAGEMENT APPROACHES)

What Kind of IT Leadership Does It Take?

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Towards a Smarter City, on a Smarter Planet, by Making Our Assets Intelligent..

Towards a Smarter City, on a Smarter Planet, by Making Our Assets Intelligent..

DC Water - A smart utility…DC Water - A smart utility…

The next stepThe next step

What’s Next?