Southern Company GAS Utilities Consolidation

Transcription

1 Southern Company GAS Utilities Consolidation

2 Who are we? 4.5 Million utility customers 1.8 Million retail customers 81,600 Miles of pipe 190 Bcf storage capacity 5,000 employees 2

3 2013: What was AGL Resources looking for? CIS for regulated local distribution companies (LDCs) Scalable platform for growth Process standardization & improvement Reduced maintenance cost/efficiency 3

4 How we decided on Customer Care and Billing (CC&B) Oracle CC&B Oracle CC&B Nicor Gas Future State Best in breed product / implemented in over 200 utilities across the globe Utility specific product for customer information systems Southern Company s largest LDC with 2.2m customers had already implemented CC&B in 2006 Scalable for growth 4

5 CC&B Consolidation Project Description Consolidate systems Customer Management Application (Implemented in 2006) Axiom CIS mainframe (Implemented in 1992) Oracle CC&B (Implemented in 2006) 5

6 CC&B Consolidation Benefits Consolidation of systems tied to our business roadmap Position Southern Company for future strategic initiatives One technology platform to continue driving convenience and choice options for our customers through channels they prefer (Call, IVR, Social Media, , Chat) Reduce operating expense by decommissioning outsourced IBM mainframe and 2 outdated customer information systems (CIS) Leverage skills for future consolidation 6

7 CC&B Consolidation Scope ~2,400 requirements documented ~1,950 requirements accepted including ALL regulatory Scope was focused on meeting at least existing functionality Conducted scope review sessions with business for each track: Credit, Collections, Remittance Internal / External Billing Field Operations Call Center 7

8 CC&B Consolidation Project Approach 8

9 CC&B Consolidation Project Team CIS Program Organization Sponsors CIS Director Employee Lead CIS PMO Team of 12 LEAD RESPONSIBILITIES Day to Day Team Mgmt Deliverable Mgmt On Time / Budget mgmt Architect Responsibilities Ensure solutions take into consideration Big Picture / downstream Impacts Functional Design Reviewer Data Conversion Consultant Billing Internal Consultant Billing External Consultant 2 Employees Credit & Collections; Remittance Consultant Field Consultant Call Center Consultant Infrastructure & Technical Support Employee Functional SME s / Designers Responsibilities Author Functional Designs Technical Design Reviewer Partner with Architects on developing solutions 4 consultants 1 employee 3 consultants 1 employee 4 consultants 1 employee 3 consultants 1 employee 3 consultants 3 consultants 3 DBAs 2 Technical UBS Responsibilities Requirements, Assist business with testing scripts, BU Configuration Test execution CIS/CMA/CCB knowledge 5 Employees Each Track includes Financial Perspective, Interfaces, System driven Business Process Changes, Reports, & Security Business Team Business Lead As Needed 2 Business 3 Business Finance: 3 Business 3 Business 2 Business Testing Team Employee Lead 2 employees 3 consultants 3 employees 2 employees 2 employees 2 employees Change Mgmt & Training Business Lead Team of 9 employees 9

10 CC&B Consolidation Project Plan 10

11 CC&B Consolidation Conversion Approach Limit amount of data converted. CC&B data model is highly normalized and very detailed. It is complicated to process data converted from external systems. More data = more post cutover issues The project team had received consistent advice from CC&B-Conversion experts that minimal conversion is recommended. CC&B SME s and PMO members had personally experienced the pain points from the Nicor Gas conversion into CC&B. 11

12 CC&B Consolidation Conversion Approach Person - All customers required by account scope Premise - All non-void Premises - All related services Account - All active and pending - Have a CIS financial balance - Finalled accounts within previous 4 months - Write-off accounts with remaining amount due or written off within 5 years Service Agreements - All active - Have a CIS financial balance - All Gas and write-off SA's related to converted accounts - SA's related to converted bill history Meters - All non-retired meters installed or instock - Some retired meters will be converted to handle meter exchanges 12

13 Conversion Scope Transactional 13

14 CC&B Consolidation Testing Scope Testing BREADTH is the FUNCTIONALITY being executed B R E A D T H Testing DEPTH is the DATA being Delivered D E P T H Phases of testing will iteratively add and DEPTH of DATA and BREADTH of FUNCTIONALITY until FULL scope (with all types of data scenarios) are included in testing 14

15 CC&B Consolidation Key to Success Manage project to key dates, scoping appropriately to ensure delivery Establish more co-location of project resources in the early phases to establish delivery relationships Allow end users access to a test system after they have completed training to provide hands on experience Utilize business metrics to identify business needs and decisions Hold roadshows to communicate to end users and leaders anticipated changes to allow for questions ahead of deployment 15

16 CC&B Consolidation Lessons Learned Manage business requirements along side business process documentation (flows, narratives) Assign someone to be the consistent point of contact between tracks and levels of the organization Identify the number of accounts and data necessary during scripting for each track Ensure that there is full end to end testing with handoffs for processes that hit more than one track Develop an enterprise quiet period for a project with this breadth of scope and impact 16

17 Metric Study and Post Implementation Used 2013 base year to study historical volumes and and time-tocomplete (TTC) with functional departments Identified 200+ business processes; prioritized top 75 for on-going study Tracked & trended YoY impacts of early releases at Nicor Gas Worked with functional teams to identify business impacts and staffing requirements Identified post implementation areas of focus for new and transformed processes 17

18 Metrics Communication and Application January February March - August Go-Live and Post Compiled & Cross Referenced 200+ Legacy & Nicor Gas Customer Experience Business Processes Documented Historical Volumes & Process Times Developed Study Methodology Identified 75 Priority Processes for ongoing study Timed Nicor Gas Early Release Processes Documented Priority Process Times and Volumes Tracked Seasonal Processes & Trended Month over Month Volumes Against Prior Year Monitored development of the Start, Stop, Appointment Booking and Emergency Portals Documented process times and identified fixes and enhancements Communicated metrics study results to Customer Experience leadership, including Managing Directors, Directors, Managers and key business SME s Developed and implemented staffing and business process contingencies Monitored metrics to stabilization Identified and addressed trends Conducted motion studies 18

19 Key Metrics Metric Study Result At Go Live At Stabilization February 2018 CCC Service Level 85% 76% 84% 80% CCC Emergency Response :07 :16 :05 :13 AHT 5:27 5:47 5:33 5:44 To Do Inflow Not tracked 1,026 2,350 2,187 Supplier Disruption Not tracked 0% 0% 0% Unpostables ~ VOC - JDP VOE (positive attrition)* 48% 54% 70% 50% 19

20 Transformational Service Portals Start, Stop, Emergency, Appt Booking Billing processes modified by To Do CSRs view bills in CCB Off/on order matching Budget bill for Commercial Accounts Single account number for customer life cycle Payment Arrangement Practices 20

21 CIS Consolidation Business Readiness Success Factors Post Deployment Stabilization Strategy Projects & Solutions Liaison/ Resource Manager and Analysts Detailed Communication Plan Implementation Support Plan Business Readiness Execution 3-Year Metrics Study & Application Cross Functional Business Readiness Workshops Executive, Ambassador and End User Roadshows 200+ In Scope Day One Reports Development 21

22 CC&B Consolidation Closing Remarks Benefits of coming onto existing system: Consistent CIS system across utilities Reduction in contractor support costs Streamlined processes Build to support 4X Eliminate dual hardware/software costs AGL mainframe Database licensing Value added Employee engagement & satisfaction Enhanced communications Embraced agility to find solutions Plan the work and work the plan 22

23 Katie Guice Director, Customer Solutions & Strategic Projects Tampa Electric & Peoples Gas E: P: (813) Sandra Broughton Director, Customer Experience Cindi Reyes Director, IT Operational Excellence