Change Working Group Process Overview. January 2018

Transcription

1 Change Working Group Process Overview January

2 Agenda Working Group 101 The Change Working Group Charter, Scope, Roles & Responsibilities CWG Project Process CWG Projects Project Process, Documentation & Liaisons CWG Change Notifications Root Cause Analysis Process 2

3 Working Groups 101 3

4 Organizational Groups Over 200 stakeholders are involved in SPP s organizational structure of committees, working groups and task forces Allow SPP to be member driven; members to drive SPP s decision-making Defined by a Charter: Purpose Scope of Activities Representation Duration Reporting most report to MOPC Changes Charters should be reviewed annually and require approval by Corporate Governance and Board (maybe MOPC) Rosters are made up of member representatives, knowledgespecific to that group Staff Secretaries bridge SPP and Org Group efforts 4

5 Org Group Governance Bylaws Section 3.1 Structure Criteria for serving on an Organizational Group is determined in the group s scope The group should clearly state any special technical knowledge required, the frequency of meetings, and any other information that would indicate the expectations of someone serving on the group Except for any full representation group, an appointment to an Organizational Group is for an individual, not a corporate entity Seats on groups are for a person, not a company; if a person can no longer serve, another individual from the same company cannot simply assume the seat 5

6 Org Group Governance Bylaws Section 3.2 Attendance and Proxy Except for the MOPC, if a representative does not attend three consecutive Organizational Group meetings, he/she will be considered to have resigned from the group, absent express waiver of this requirement by the chair of the group Do not want reps to hold seats rather than resign and allow a new representative on the group Waiver by the chair allows for consideration of special circumstances (leaves of absence, brief re-assignments) 6

7 Org Group Governance Bylaws Section 3.2 Attendance and Proxy A proxy provided to another representative of the Organizational Group will not be recorded as attendance at the meeting and will not serve to meet or maintain the quorum requirements This allows for proxies, but will not allow one representative to establish a quorum and vote a majority simply by holding the proxies A proxy provided to another person with the authority to act on behalf of the representative will be recorded as attendance at a meeting for the purpose of meeting or maintaining the quorum requirements For example, if another person from the representative's company attends as a proxy 7

8 Org Group Governance Bylaws Section 3.8 Quorum The quorum for a meeting must be established and maintained throughout the meeting in order for the Organizational Group to take any binding action(s) This limits conveying of proxies as meeting adjournment approaches such that only a few representatives remain present, but would hold proxies and continue voting Notwithstanding the above, any actions taken before a quorum is lost are considered valid and binding This clarifies that earlier actions are not lost with the loss of a quorum 8

9 Org Group Governance Bylaws Section 3.9 Voting MOPC Voting formula Organizational Groups and Task Forces Simple majority * voting is allowed for MOPC, Organizational Groups, and Task Forces 9

10 Vacancies Must be filled by a rep from the same company MOPC representative makes recommendation to Staff Secretary and Chairman Submit recommended replacement to President and COO for approval 10

11 Annual Assessment/Survey Groups must review attendance, meeting frequency and meeting costs each year Ensure rosters on SPP.org are always current! Groups will be surveyed each year Results should be reviewed by the group 11

12 The Change Working Group 12

13 13

14 CWG Charter - Our Purpose The Change Working Group (CWG) serves an implementation role needed by SPP, the Markets and Operations Policy Committee (MOPC) and the other working groups for market participant/member-facing and market participant/member-impacting efforts. The CWG is responsible for planning, coordinating, and monitoring these changes to SPP systems and processes. 14

15 CWG Charter Scope Of Activities In carrying out its purpose, the CWG will: 1.Define and develop processes to support CWG scope of activities. 2.Review and propose additions and modifications to SPP systems and processes impacting SPP and SPP market participants and members. 3.Monitor and coordinate market participant/member-facing and -impacting projects related to items within CWG scope. 4.Facilitate collaboration between SPP and SPP market participants and members to ensure readiness related to items within scope of CWG activities. 5.Coordinate with Staff and other SPP organizational groups to plan and prioritize activities. 6.Coordinate with other SPP organizational groups in the development of SPP Protocols and provide feedback on revision request system impact assessments where market participant/member-facing and/or -impacting changes are involved. 7.Provide input to project prioritization plans and review and provide comments to recommendations of proposed system changes. 15

16 CWG Representation and Reporting Representation At least ten members up to one member for each SPP member Must maintain a membership with diverse representation including: Information Technology, Project Management Operations and Business personnel (Roster available on SPP.org) Duration Permanent Reporting Reports to the MOPC CWG may appoint CWG rep as a liaison to other working groups for specific issues or actions items being coordinated 16

17 CWG Representative Your Role as a Rep Represents the Company s and Members interests Liaisons to own staff for communicating and/or identifying project impact(s), needs, deliverables, schedule Acts as project liaison for member-facing or impacting efforts, provides point-of-contact in place of self, if needed Responsible for facilitating member review of Member Impacting Project Overview (MIPO) documents Provides feedback on and approval of MIPO documents Coordinates member implementation and testing of member-facing or member-impacting efforts Reviews SPP project status; provides member status Solicits and provides input to project lessons learned Reviews and forwards work notifications to necessary member staff Suggests system improvements and process changes Serves as spokesperson for the CWG Serves as escalation point for SPP to ensure participation in the project process 17

18 CWG Leadership Chair, Vice Chair, and Staff Secretary The Chair: Provides leadership facilitating group in scheduled or ad hoc meetings and conference calls Reports group status to MOPC Champions and promotes the CWG charter, interfacing with SPP and its members Provides oversight to ensure effective function of the CWG Works closely with CWG Staff Secretary to manage meetings, agendas, etc. Provides leadership for interactions with other working groups Serves as spokesperson for the CWG Oversees appointment of related Task Forces and ensures appropriate reporting back to the Group 18

19 CWG Leadership Chair, Vice Chair, and Staff Secretary The Vice Chair: Acting Chair in the absence of the Chair (See chair responsibilities) Provides leadership facilitating group in scheduled or ad hoc meetings and conference calls Serves as spokesperson for the CWG 19

20 CWG Leadership Chair, Vice Chair, and Staff Secretary The Staff Secretary: Assists the Chair and members with general administrative matters, issues resolution, and general support in accordance with SPP s bylaws and established processes Tracks the schedules and agendas for all related Organizational Group meetings, noting any coordination needed Facilitates scheduled or ad hoc meetings Responsible for ensuring CWG processes are followed Serves as the CWG s liaison within SPP Provides meeting materials Tracks and ensures follow-up on action items Reviews, approves and distributes Project Impact Overview documents to the CWG 20

21 CWG Organizational Group Interfaces Interfaces with MWG, RTWG, CBASC, ORWG, BPWG (and other working or user groups as necessary) to coordinate system and process changes as a result of recommendations Coordinates with Operations Training Working Group for training impacts of project efforts Coordinates with the Market Working Group for design and technology impacts Coordinates with MOPC on joint Working Group action items Responds to any requests from other BOD committees, taskforces, working groups 21

22 CWG Project Process 22

23 Projects for the CWG CWG is responsible for coordination of memberfacing and member-impacting projects Market participant, member-facing if: There are no changes market participant/member entities need to make to allow for SPP s change, but the change will be noticeable. Market participant, member-impacting if: The change in the project will require changes to market participant/member system(s) or processes; and/or There are required system modifications or testing to be accomplished by market participants/members, without which their current systems will no longer work with this particular process. 23

24 CWG Project Process 30,000 Feet Project Initiation, Scoping, Estimation Member facing or impacting? Yes CWG Project Process 24

25 Projects for the CWG (cont d) Enterprise Projects Revision Requests (RRs) RRs managed via the SPP Revision Request process System Releases Groups of RRs, Enhancements, Defects Enhancements submitted via the RMS Defects managed by SPP staff *Prioritization of Enterprise Projects, RRs, System Release content occurs via the SPP Stakeholder Prioritization process 25

26 RR Process Management of change to protocol language Ensures review by appropriate working groups and assesses any impact to other SPP documents, Business Practices, Tariff, or Criteria Includes evaluation of system impacts, including high level member impact assessment 26

27 RR Process CWG Involvement Notification of MWG review of Member System Impacting RRs CWG Reps should participate in Comment Period and MWG review Sign up for the MWG exploder list CWG review and comment after MWG approval CWG Staff Secretary and MWG staff will facilitate CWG review Next CWG face-to-face following MWG approval CWG Staff Secretary will capture CWG comments and provide to SPP Market Design 27

28 RR Process CWG Involvement RR Process Assess MP impacts CWG Project Process or Change Process Yes MPs facing/ impacting? Yes CWG notification of initial assessment (via CWG) CWG provides feedback to MWG MWG/ MOPC Approval? No No End End 28

29 CWG PMO Interface & Role The SPP PMO introduces and provides status of memberfacing/member-impacting projects. Manages/leads the team that delivers project Defines acceptance criteria for completion of solution in collaboration with team members (including project sponsor and business owners) Ensures acceptance and approval of deliverables from the Project Sponsor, Business Owner and Stakeholders Coordinates Scope Management Process Accountable for managing the overall project and its deliverables. Acts as the primary point of contact for the project. Controls planning and execution of the projects activities and resources to ensure that established cost, time, and quality goals are met Responsible for coordinating and integrating activities across multiple functional lines, and managing stakeholder communications Responsible for following CWG processes and creating associated documentation, communication 29

30 CWG Project Process Member Project Touch Points and Deliverables 1 st Touch Point Initiation Provide initial communication Provided at first CWG meeting after project activation Project Introduction Initial Member Impacting Project Overview (MIPO) published Initial Status Report provided to CWG 30

31 CWG Project Documentation CWG Project Documentation folder houses MIPOs and other project info Spp.org > Organizational Groups > Change Working Group > Reference Documents > CWG Project Documentation 31

32 Member Impacting Project Overview (MIPO) Documents project scope and timeline Compiled by the Project Manager and project staff Approved by Business Owner and CWG Staff Secretary Published in CWG project folder Redline and clean versions; CWG Staff Secretary notifies CWG Provided to CWG for review as updates are made Dynamic document, updated throughout project 32

33 CWG Project Process Member Project Touch Points and Deliverables 2 nd Touch Point Requirements Distribute MIPO with member requirements and revised, estimated timeline; CWG review required Request *Project Liaisons if needed Completed at the end of Detailed Requirements MIPO updated *defined on following slides 33

34 What is a Project Liaison? A person who acts as a link to assist communication and cooperation between a project and their organization. The PMO and CWG Staff Secretary will coordinate to establish Project Liaisons for member-impacting projects as necessary Liaisons will work with their CWG representative, SPP SMEs, and the PMO to: Review project documentation and provide feedback Assess project schedule and deliverables for feasibility Provide phase entrance and exit criteria and report on readiness 34

35 Technical Specifications WSDLs, File specifications, Business Validations Published on SPP.org Spp.org > Organizational Groups > Change Working Group > Reference Documents > Technical Reference Documents Technical Specifications Inventory Inventory of Technical Specs (WSDLs), including version numbers, effective dates, etc. 35

36 CWG Project Process Member Project Touch Points and Deliverables 3 rd Touch Point Design Communicate member impact changes and revised timeline identified in Design Completed at end of Design MIPO updated 36

37 CWG Project Process Member Project Touch Points and Deliverables 4 th Touch Point Testing Communicate any project changes based on Testing Update Implementation Schedule and Back-Out sections of MIPO, others sections as needed Completed at end of Testing Cycle MIPO updated 37

38 CWG Project Process Member Project Touch Points and Deliverables 5 th Touch Point Implementation Confirm Implementation Schedule with CWG Implement and Test Completed at Business Owner Acceptance sign-off MIPO updated 38

39 CWG Project Process Member Project Touch Points and Deliverables 6 th Touch Point Closeout/ Lessons Learned Collect Lessons Learned Provides opportunity to learn and better serve member needs in future projects CWG Staff Secretary provides results to the CWG and requests additional feedback 1-2 week timeline Completed at end of the Closeout Process MIPO updated 39

40 Member Project Touch Points and Deliverables 1 st Touch point Initiation Provide initial communication (Project Description and Initial timeline proposal) Provided at first CWG after project activation MIPO Published 2 nd Touch point Requirements Distribute Member Impacting Project Overview (MIPO) with member requirements and revised, estimated timeline; CWG approval required Request project liaison from each member Completed at the end of Detailed Requirements Requirements are Locked No Changes to project scope or requirements except through Project Change Control Process MIPO Updated 3 rd Touch point Design Communicate member impact changes and revised timeline identified in Design; CWG approval required Completed at the end of Design MIPO Updated 4 th Touch point Testing Communicate any changes to MIPO from Testing Process Update Implementation Schedule and Back-Out sections of MIPO and other sections as needed (ex: FAQ) Completed at end of Testing Cycle MIPO Updated 5 th Touch point Implementation Confirm Implementation Schedule with CWG Implement and Test Completed at Business Owner Acceptance sign-off MIPO Updated 6 th Touch point Closeout/ Lessons Learned Collect Lessons Learned from Project Team Collect Lessons Learned from CWG Provide feedback to Process Improvement Process Completed at the end of the Closeout Process MIPO Updated 40

41 Change Notifications 41

42 Change Notifications Purpose To communicate and facilitate changes that are member impacting/facing To provide an inventory of those changes Sources of Change System Releases Routine Maintenance Change Communication and Artifacts CWG Change Notifications CWG Change Calendar 42

43 CWG Change Notification Process SPP is required to communicate memberfacing/impacting changes to the CWG The CWG is responsible for monitoring and coordinating all planned member-facing/impacting system or process changes that meet the following criteria: Will result in two or more members having to make a change to their systems Will require that two or more members test the change Will cause two or more members to change their internal processes Directly changes or creates an interface between two or more members and SPP The risk associated with the change justifies inclusion as a member-impacting change 43

44 CWG Change Notifications Provided for work occurring in member-facing environments (Production, MTE) CWG Change Calendar Spp.org > Organizational Groups > Change Working Group > Reference Documents > Change Calendar All change levels included (Major, Medium, Minor, etc.) Updated regularly; changes reflected at least 2 business days prior to planned work Notifications Sent to CWG Exploder for Major and Medium change levels 44

45 Change levels are defined in the Protocols, Section 10 (PRR180) and drive the timing of CWG notifications Change Level Definition Required Notification Lead Time *Routine Risk or impact associated 2 business days (Prod, MTE) Minor Minor- Informational Medium Major Change Levels Emergency Root Cause Analysis Change to SPP system correcting or changing existing functionality, does not require member action Change to SPP system correcting or changing existing functionality, does not require member action, not visible to members Change to SPP system involving changes to interfaces between SPP and members, requires member action Changes to SPP system that introduces new member-facing application, functionality or wholesale process, requires member action A member impacting change to an SPP system that is required immediately to restore or correct existing functionality System failure or compromise that resulted in a memberfacing service degradation or outage 2 weeks (Prod) 1 week (MTE) 2 business days (Prod, MTE) 6 weeks (Prod) 2 weeks (MTE) SPP project process (CWG coordinated) ASAP *Routine change level has not yet been defined in the Protocols 2 weeks to post initial 4 weeks to post final 45

46 Change Notification Template Change Title/Description: Subject The table below is Brief included summary in (if all applicable) change notifications (calendar CR Number and ): Change Request #: Change Type: Start Date & Time: Expected End Date &Time: Environment: Application: Expected Outage Time: Member Impacting (Y/N): Member Facing (Y/N): Anticipated Impact Possible Risks: Testing Requirements: Routine, Minor, Medium, Major, Emergency Date and Time Date and Time MTE or Production List of applications/systems impacted by the change Timeframe of expected outages Y/N Y/N Brief description of any possible impact to members Brief description of any possible risk to members Brief description of any member testing or validation required 46

47 Maintenance Windows Production Environments ICCP EMS CROW MOS (8 p.m. start) ESB Marketplace Portal TCR JAMS (Job Scheduler) Marketplace Public Data MTE Tues/Thurs, 10:00 a.m.-2:00 p.m. Mon-Wed 11:00 a.m. 2:00 p.m. POPS LOAD Forecasting Tues-Thurs 6:00 p.m. 10:00 p.m. CMT/MCST Settlements CMS OBIEE/BI Publisher EADS Tues-Thurs 10:00 a.m. 2:00 p.m. Other Environments OATI as scheduled/negotiated with OATI Modeling midnight activation; prep work begins day prior to the upload 47

48 Questions 12

49 For More Information On SPP.org CWG Site SPP Organizational Groups Stakeholder Prioritization 49