CIS/MDMS Implementation Leveraging the Data

Transcription

1 CIS/MDMS Implementation Leveraging the Data O. Wayne Young Director Meter Reading, Billing & Collections JEA - Jacksonville, Florida

2 Agenda 1. JEA an AMI Overview 2. CIS vs MDMS for data 3. MDMS Deliverables 4. CIS Deliverables 5. Data Application 6. CIS keys to Success

3 JEA at a Glance Originally Jacksonville Electric Authority In 1997 JEA took over water and sewage for the city About 2300 permanent employees Customer base 422,000 electric 292,000 water 223,000 sewer Service Territory: 900 square miles 8 th Largest Municipal in the US

4 AMR Project Overview Main focus: customer service, system reliability and accuracy, and cost savings Multi-department and multi-year project Replacement or retro-fit of approx. 360,000 electric an 280,000 water meters to communicate with network Development of interfaces to JEA information systems including its customer information systems (CC&B), outage management system (OMS), field maintenance system (FMS), Meter Data Management System (MDMS) etc.

5 Radio Frequency Based Network Meter Reading System ` OCDB Cellnet System Controller Leased circuit: - 2 way communication - Always on CellMaster MicroCell Controller (MCC) RF Transm ission: - 2 way communication - Typical communication once per day - On-demand capability RF Transm ission: - 1 way communication - Transmits every 5 minutes Meter -RFE

6 Timelines 6

7 Why new CIS? Realized that AMI vendor was just data provider, separate system needed to leverage data JEA s legacy Customer Information System (CIS), CBIS, homegrown limited flexibility for growth and capacity Very clear that current performance would lag levels of customer experience and service desired from AMR

8 Why JEA Chose MDMS? JEA s new CIS (CAIR) had not fully stabilized and adding complex interfaces to it was not feasible JEA built its own MDMS (MSPR) to store data, interface with vendor data base and eliminate/reduce new CIS interfaces Increased knowledge of AMR applications led to continuous modifications to MSPR as well as customizations to CAIR. Complexity and lack of internal SMEs in AMR lead to external MDMS vendor

9 Why JEA Chose MDMS? Single repository for all meter sources Easier access to meter data for analysis and business intelligence Interfaces to other essential systems (Outage management, System Planning, Data Warehouse, etc.) MDMS will be easier to change for BPL, mesh RF and other AMR technologies

10 Scope of Initial AMR MDMS Project CIS and vendor data file interface Meter Asset Management Network Asset Management Virtual Move In/Out, Service Risk Customer Service Enhancement (leak detection, excessive consumption, etc.) Recovering lost revenue by identifying meter resets

11 Scope of Initial AMR MDMS Project Revenue Enhancement (improved estimation, identification of zero consumption meters, etc.) Outage Management Distribution planning and engineering Transformer load management Single repository for analysis and business intelligence

12 CBIS to CAIR to CC&B 3 rd Generation CIS Remedial work for CAIR functionality and performance continued throughout MDMS implementation Increased levels of CIS customization carried on-going excessive cost and risk Need for CIS to provide solid application interfaces to facilitate easier maintenance, enhancements and upgrades Company-wide tool needed to systematically log, track and analyze customer complaints to improve customer satisfaction

13 CBIS to CAIR to CC&B 3 rd Generation CIS Internal controls and security should be improved in response to external auditor recommendations (Sarbanes-Oxley) Install needed functionality: loans (WSEA), misc billing, gallon rates, etc. Enhanced disaster recovery to prevent single point failure and provide full operational capability within 12 hours of loss of primary application environment Uncertainty of future technical support

14 Expectations from CC&B 3 rd Generation CIS CC&B, 2 year transformational project, go-live November Improved: Alignment of Business Process and Procedures Improved Financial Reporting End-to-end follow through on customer requests Complaint handling service experience Employee Performance

15 Business Requirements Met Business Requirements 4027 Total Requirements 692 Not Met 3335 Fully Met Existing Requirements New Requirements 2651 Fully Met 692 Not Met 684 Fully Met

16 Change Management

17 AMI System Flow & Business Intelligence Business Intelligence Meter Reads Source Systems Data Repository BI Applications MV90 ITRON CC&B Load Research Customer data Data Warehouse GIS NMR (Cellnet) Other Read Sources (FFDS, FMS, CC&B, etc.) MDMS Daily usage VEE SLS Data Interval usage GIS Connectivity data Interval Data Winter Peak Summer Peak Non-Coincident Peak Daily Usage Canned Reports Transformer non coincient peak Transformer winter peak Transformer summer peak Transformer peak threshold Transformer peak by month Ad hoc Analytics st Qtr 2nd Qtr 3rd Qtr 4th Qtr East West North Daily transformer load

18 AMI Overview MDM System Interfaces MDMS Web Viewer (CSR/Billing Support/other areas) MDMS Interface to Outage Application Special Outage Interface Duval County School Board

19 AMI Overview MDM System Web Viewer

20 AMI Overview Outage Map JEA NMR - Duval County School Board Facilities Outage Map

21 AMI Overview Outage Map

22 Load and Customer Research Utilized Data 15 Minute electric interval consumption (Data Warehouse AMI / MV90) Daily electric and water consumption (MDM System) Outputs - Load characteristics Electric - Cost of Service / Rate Making Water - Usage Statistics / Seasonal Indexes Transformer Loading TLM Factors Distribution System Loading

23 JEA CC&B Implementation Keys to Success People Practices Processes

24 Team organized effectively

25 Keys to Success: Practices Best Management Practices Team-building Clear roles, responsibilities & accountability Monthly two-way feedbacks Job factors and annual evaluations Best Implementation Practices Oversight by PMO, TPC, Change Control Board System Integrator Adopt CC&B Legacy Conversion JEA tried to mimic what we were doing in the past, CC&B we redesign processes.

26 Keys to Success: Processes Business requirement gathering Process-based Finer level of detail (4,000 versus 1,000) Business process re-design On-going throughout project Conducted jointly with other BPO s Six Sigma Black Belt assigned to project Project focus on interfaces Interface Lead assigned to Project Interface assessment before/during Fit Gap

27 Questions? Wayne Young Director Meter Reading, Billing & Collections JEA 21 West Church St. Jacksonville Florida, Office: