Cloud: Is It In Your Forecast?

Transcription

1 Cloud: Is It In Your Forecast?

2 Journey to the Cloud Thomas L. Kuczynski Chief Information Officer DC Water & Sewer Authority Charles Kiely AGM, Customer Care & Operations DC Water & Sewer Authority 2

3 DC Water Quick Facts $500 million annual Operating Budget $550 million annual Capital Spending 1,350 miles of distribution pipe, 1,800 miles of sewer pipe, over 44,000 valves 700,000 retail customers;1.5 million wholesale customers and 22 million annual visitors Delivers 100 million gallons of water a day Largest advanced wastewater treatment plant in the world Serves the District and surrounding counties Treats about 300 million gallons of wastewater per day Peak capacity 1 billion gallons per day Clean Rivers Project - $2.7 billion investment 18 miles of 26 diameter pipe ft. below ground 498 acres of Green Infrastructure 3

4 Motivation for change Lack of internal Knowledge Experts Experienced technical resources are limited Training is difficult due to cumbersome user interface People Premised based not customer based system Limited Customer Self Service features No mobile Customer application Limited payment options for Customers Current system is based on obsolete technology Limited ability to automate work processes Changes are expensive and complex to make Limited connectivity between other supporting apps Technology Process Difficult to automate interfaces with other systems Multiple manual work arounds Vendor end-life decision announced Multiple side systems to address functionality gaps 4

5 Project Triton Initial Objectives Replace 20 year old Customer Information System (ecis) Replace existing customer portal Implement a customer mobile app Replace existing mobile work management system Implement new bill payment and presentment platform Upgrade current IVR functionality Manage risk of implementation and on-going operations Predictable Total Cost of Ownership 5

6 Project Triton Future Objectives Reduce start-up time for new employees Improve decision support capabilities Enhance security posture Shift internal resource focus to solving problem not managing technology People Improve collections by implementing customer segmentation Enhance customer self-service features Manage behind the meter customers Reduce time to adopt Best Practices Reduce/Eliminate risk of product and platform obsolescence Standardize integration across applications Technology Process Extend mobile work management capabilities to all field works Support more complex and specialty rate structures Proactively manage billing anomalies Provide access to Anything, Anytime Eliminate off-line work arounds/extensions 6

7 Decision Making Timeline Our assessment began in July 2015 and took approximately 18 months for a decision to proceed. July 2015 Decision to initiate RFP process November 2015 Issued RFP for on-premise and hosted options March 2016 Reviewed and scored 15 proposals; elected to go with a hosted solution June 2016 Short listed 2 finalists June 2016 Selected finalist December 2016 Board approves project and project starts August October 2015 Developed comprehensive list of over 3,000+ requirements and completed RFP template January 2016 Received 15 proposals 10 on-premise options 5 hosted options April 2016 Requested presentations from the 5 hosted proposers June 2016 Conducted final presentations July 2016 Started contract negotiations 7

8 Making the Choice Best Value Approach Functional Fit Functional Fit - 15 Navigant One Methodology Financial & Risk Management AAC Finance Customer Care CIS Evaluation Team Information Technology Procurement Technical Fit Viability of Solution - 12 Technical Fit - 10 Hosting & Support - 5 Implementation Approach - 4 References - 3 Legal Manage Procurement Process Final Presentation - 2 Price Contracting 8

9 Project Triton Components Other Cloud Solutions 3 rd Party Portal Open Data Portal AMI Upgrade Project VCloud Air DR Platform On-Prem Solutions Maximo Interactive Voice Response Aclara Star - AMI ESRI ArcGIS Lawson Financials High Usage Notification (HUNA) DCwater.com VertexOne 9

10 Project Schedule 12 months Go-Live < 12 months 10

11 Challenges Staff Planning Limited staff experience with implementations of this scope Backfilling project staff Outsourced back office administration 17 years ago; now need to insource at implementation Aggressive schedule Overlapping deliverable schedules Parallel initiatives (AMI Replacement Program) Multiple vendor delivery approaches Technology Lack of experience with new system Introduction of new tools: Solman, Sharepoint, etc. Multi-cloud and on-premise integration Solution Data quality challenges Functional changes in how the new system processes transactions (example group billing) 11

12 Lessons Learned 100% dedicated Team Build a diverse TEAM and turn them loose Co-locate Project Team (integrators and in-house) Make this their ONLY job Target performance goals to project milestones Change reporting relationships for Team members Plan to and have FUN Have an exit plan for staff 12

13 More Lessons Learned Implement a comprehensive organization wide Change Management Program Communicate, Communicate, Communicate internally & externally Listen, Listen, Listen especially to what s not being said Test, Test, Test Train, Train, Train 13

14 Even More Lessons Learned Aggressively manage scope and expectations Buy and Adopt Don t delay decisions focus on the end game Plan for what you know and expect the unexpected Proactively manage issues and risks Be flexible not foolish Vet the small stuff before it becomes BIG 14

15 The final lesson The ones who are crazy enough to think they can change the world, are the ones that do." - Anonymous 15

16 Eric Mastroni and Matt Sexton