Deliver a positive mobile experience via sap integration
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Transcript of 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
3 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
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
4 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
5 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
6 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
7 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• “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
8 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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…
9 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
10 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
11 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
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
12 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
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
13 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
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
14 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
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
16 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
17 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
18 PG&E – Delivering a Positive Mobile / End-User Experience via SAP Integration ; Patent Pending
• 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
19
Q&A / General Discussion