deliver a positive mobile experience via sap integration

1 PG&E - ET&S Systems Integration Patent Pending

ET&S Systems Integration Program

Delivering a Positive Mobile Experience

via SAP Integration

Crawford Owens (PG&E), Todd Mintzer (PG&E), Amar Chhatwal (PwC)

Monday, September 16, 2013

11:30am – 12:15pm

2 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending

• Objectives – Share insights from PG&E’s Electric Transmission & Substation Systems Integration and

MobileConnect programs

– Share a technology deployment model that enhances mobile user experience with SAP PM at the core of the integrated solution

– Highlight enablers / required design elements that deliver on integrated platform and mobile solutions (e.g., IT / Business partnership, change management, robust governance structure, system integration)

– Share industry best practices amongst presentation participants

• Contents – Executive Summary

– Background • PG&E Company Overview

• Our Strategy to Realizing Benefits and High Quality End User Experiences

• Electric Transmission & Substation System Integration (ET&S SI) and MobileConnect Overviews

– Deployment Challenges • Process Redesign, Technology Integration, User Adoption, Device Support

– Deployment Approach • User Experience Centric Model

– Change Management

– Sample Results

– Path Forward • Upcoming Initiatives, Anticipated Challenges / Opportunities

– T&D World – Mobile Drives User Adoption

– Q&A / General Discussion

– Closing Comments and Contact Information

Objectives and Contents


Common

Issues

• Most utilities are deploying some form of mobile technology to field workers

to improve safety, reliability and operations; however, most utilities are

finding that it is much easier said than done

• There are upstream and downstream constraints that make or break mobile

deployments: Upstream, well defined business processes and robust / integrated technology

infrastructure must be efficient, stable and integrated

Downstream, user centric deployment and support models must be in place to

ensure user adoption and realization of benefits

• Mobile programs are complex from process, technology and people

perspectives; program failures are highly likely unless leaders are engaged

and a well defined governance structure is in place to lead the program

Our

Approach

• PG&E started at “the core” and built integrated systems to support business

process; this core enabled mobile solutions to be brought to life

• PG&E implemented a user centric deployment model to ensure the mobile

solutions “stuck”; this started at project kickoff and carried through to

deployment and to operations and maintenance

Our

Results

• PG&E is midway through its mobile program and has already shifted ~2000

workers from paper-based to mobile-based processes

Executive Summary


• Founded in 1905; headquartered in San Francisco, California

• 15 MM customers (~1 in 20 people in the US)

• 70,000 square-mile service territory in Central and Northern California

• 20,000 employees

• 2012 revenue ~$12B

Background

PG&E Company Overview

Electric and gas distribution

customers (% of total connections)

54% electric

46% gas

Electric transmission circuits

Electric distribution circuits

18,616 miles

141,215 miles

Gas transmission backbone

Gas distribution

6,128 miles

40,123 miles

Electric generation capacity

Nuclear (1), Fossil (2), Hydro (110)

Plants

7,833 MW

22,544 Peak MW


• Realizing end-user benefits starts with a well understood and defined business need that is enabled by process, technology, tools and people

• PG&E’s Strategy:

Background

Our Strategy to Realizing Benefits and High Quality End User Experiences

Business

Need /

Benefit

Process

Technology

Enablement

End User

Tools

End User

Experience

Strategic Area High-Level Attribute

Business Need

/ Benefit

• Business need that when

resolved results in business

benefit (hard or soft)

Process • Defined business processes

that enable business needs /

strategies

Technology

Enablement

• Architecture and infrastructure

that drives enablement of

business process

End User Tools • Devices and applications that

interface backend technology

with end users

End User

Experience

• Intersection of process,

technology and tools that drive

solution usability

Using PG&E’s ET&S System Integration and MobileConnect programs, we will demonstrate a best practice approach

to enabling business benefits through a well defined core infrastructure that results in a positive end-user experience


• Once business needs, strategies and processes are defined, an integrated technology architecture is required to enable business and end user benefit

• Electric Transmission & Substation (ET&S) System Integration (SI) eliminated redundancies and established critical interfaces to link core systems

• “Before” Process and System Structure:

Background

Electric Transmission & Substation System Integration Program Overview

PG&E’s starting point was fragmented and made planning, design, work execution and overall reporting and

management a major challenge

System

Planning

Design

Project Mgmt

Business

Mgmt

Software

“Home

Grown” Work

Mgmt

Key Takeaways

• Disconnected processes

and systems

• Customized, “home-grown”

systems

• Multiple systems of record

with conflicting data


• “To-Be” Process and System Structure:

• High Level Project Data Flow:

System

Background

Electric Transmission & Substation System Integration Program Overview

Planning

Design

Project Mgmt

Business

Mgmt

Software

GIS

Continued

Scheduling

Project Mgmt Scheduling

Scheduling Reporting Work Planning Reporting

Portfolio Planning Core Business App

Key Takeaways

Integrated processes

and systems

Replacement of “home-

grown” Excel / Access /

etc. databases

One true system of

record

In the “to-be” design, integration of key systems and processes creates a single plan of record and improves

transparency across various organizations. Additionally, integrated backend systems provide a robust infrastructure

enabling mobile work management solution


• Program Overview – Multi-year program started 2007 and completes in 2016

– Mobile solutions to be deployed to ~18 different work groups

– Electric, Gas and Customer Care business groups impacted

– Over 7000 field users to be mobilized (~2000 mobilized to date)

• Business Objectives – Move from manual, paper-based processes into an integrated mobile-back office environment to

improve safety, reliability, compliance, data accuracy and operational efficiencies

Background

MobileConnect Program Overview

What we were… What we’re becoming…


• The scale and complexity of MobileConnect required a new, user-experience centric deployment approach to realize benefits at desirable speed

• Typical mobile deployment challenges PG&E addressed include: process redesign, technology integration, user adoption, and device support

• Typical Challenges:

Deployment Challenges

Process Redesign, Technology Integration, User Adoption, Device Support

Mobile projects have a high likelihood of failure unless key challenges are addressed and mitigated throughout the

project (e.g., great technology can only take a deployment so far if the underlying processes are broken)

Process

Redesign

Technology

Integration

User

Adoption

Operations &

Maintenance Support

• Business process

redesign often results in

roles and metrics

changes, and

headcount reduction or

redeployment, which

could engender

negative user

perception if not

managed appropriately

• Behind the scenes of a

seemingly easy user

experience is the

complex integration of

devices, applications

and systems

• There are very high

expectations for

availability and usability,

which are specific to

user groups

• Mobile adoption within

an overall low tech

workforce requires

dramatic behavioral and

cultural change

• Mobile technology

requires a high touch

user support model,

compared to traditional

desktop IT services


• The post deployment support experience is critical to benefits realization

• PG&E’s user experience centric approach consists of four pillars: governance, user group customization, employee engagement, and post-deployment support

Deployment Approach

User Experience Centric Model

• Accountable / engaged program leadership

• Engaged project sponsors and teams

• Robust project lifecycle management,

including prioritization and sequencing

• Well defined business objectives

that tie to program portfolio

and benefits

• Business / IT collaboration model

• High-touch deployment,

especially with users who may

not be tech savvy

• Use of on-the-ground SMEs

• Job aides, training, support channels

• Pre-/post-deployment metrics to validate

issues / successes

• Capture / prioritize improvement opportunities

• Change management

• Engagement throughout

project lifecycle, not just at the end

• Identification of training needs

• Targeted communications making

employees aware of benefits / changes

• Continuous user feedback loops via user

acceptance testing, piloting, business validation

• Well defined business issue to solve (start with

the problem, not the solution)

• Cross-functional engagement during

requirements definition

• Device / application selection

criteria

• Field testing, piloting, business

validation

A user experience centric model is critical when deploying high tech solutions to a traditionally low tech workforce

Governance User Group

Customization

Employee

Engagement

Post-

Deployment

Support


Change Management

Need for Change Management

Change Management is necessary to manage and monitor the six critical drivers that: • Affect the extent to which project / program objectives are being achieved

• Impact business performance while change is taking place

Low High

Turbulence, Risk & Roadblocks

Leadership Engagement

Team Skills, Value &

Accountability

Resistance / Snap Back

Directional Alignment

Emotional Energy, Passion

& Drive

Without Change Mgmt. With Change Mgmt.

• Project

Objectives

• Business

Results

High

Performance

1

2

3

4

5

6

An innovative technical solution is not sufficient for success. Dedicated change management

resources ensure that technology will be adopted to realize the intended business benefits


Change Mgmt. & Communications At The Individual Level May Be

Required

• Within each group, typically 3

profiles of users exist:

– “Change Embracers”, “On the

Fence” and “Resistors”

– Typically bell-curve distributed,

but exception exists

• Group on the left typically more

vocal

• Communications and Change

Management is about

– Moving the people to the right

– Raising the “positive” voices

• The “change leaders” within

each group will play a critical

role in achieving the rightward

movement

Vocal

Level

“Resistors” “On the Fence” “Change

Embracers”

Vocal

Level

“Resistors” “On the Fence” “Change

Embracers”

Without Strategic Change Management With Strategic Change Management


Sample Results

PG&E has successfully deployed integrated solution to over 800 users, with ongoing work to integrate Portfolio

Planning and Sourcing users

• Deployed integrated platform with

SAP at the core to ~800 users

(Substation/T-Line – Project

Management, Engineering,

Construction, Environmental, etc.)

• Project Managers developing

monthly forecasts using integrated

solution. Forecast visible to down-

stream users for review/updates

• All work – capital and expense –

visible in one system/tool

• Large capital, Small capital and

Expense work is planned using

integrated solution

Screenshots of Integrated Solution

Planning

Execution


Sample Results (cont.)

PG&E has successfully deployed mobile technology to over 2000 field users, with 5000 more planned

• Deployed mobile to ~2000 field users (Restoration, Gas Services, Meter Techs, Substation, Vegetation Management, etc.)

• Projects with Patrol & Inspect, Maintenance & Construction and Electric Transmission are being planned

Screenshots of Mobile Work Solution

Map

Drilldown

Motion F5v

Panasonic CF19

Panasonic H1

Sample Devices Deployed

15 PG&E - ET&S Systems Integration Patent Pending

Benefits of Integrated Framework

DRAFT ONLY - NOT YET REVIEWED OR APPROVED BY MANAGEMENT

• Deploying an integrated platform with SAP at the core as the ‘single source of the truth’ leads to following benefits

– Retirement of legacy systems/applications reducing IT maintenance

– Improved planning and forecasting information

– Improved visibility to materials and environmental

– Enhanced material forecasts

– Improved capital plan execution

– Enhanced communications between project management and downstream users – Engineering, Construction

– Improved coordination of cross-departmental resources

– Reduced setup and mobilization costs

– Increasing capacity of the workforce by removing non-value added tasks

– Increasing throughput as excess capacity can focus on core work

– Better coordination and oversight of the entire electric transmission multi-year portfolio


• PG&E has a full plate for 2013 as it moves system integration efforts

to new business units and deploys mobile to new user groups

Path Forward

Upcoming Initiatives, Anticipated Challenges / Opportunities

Upcoming

Initiatives

• Expanding system integration activities to new business units

• Deploying mobile technology to maintenance and construction

crews, and compliance inspectors

• Implementing more robust operations and maintenance

support for end users

Anticipated

Challenges /

Opportunities

• Continuing to ensure that true business needs are defined and

met through program governance enhancements

• Ensuring benefit tracking and realization to ensure delivery on

hard / soft cost benefits and corporate KPIs (e.g., reliability,

operations)

Successfully integrating disparate systems and enabling mobile solutions involves complex coordination across many

business units and highly effective Business-IT collaboration


• Mobile Deployment article published in T&D World magazine

(August 2013 Issue)

T&D World

User Focus Drives Mobile Deployment

http://tdworld.com/business/user-focus-drives-mobile-deployment?page=1

August 2013 Issue











• Closing Comments

• Contact Information

Closing Comments and Contact Information

Crawford Owens Todd Mintzer Amar Chhatwal

Director

Technology Deployment

PG&E

Sr. Manager

Work and Resource

Management

PG&E

Director

Power & Utilities, Advisory

PwC

925.270.2872 925.328.5712 415.794.4856

[email protected] [email protected] [email protected]

www.pge.com www.pge.com www.pwc.com

mailto:[email protected]



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19

Q&A / General Discussion