Niagara Mohawk Power Corporation d/b/a National Grid ...

Niagara Mohawk Power Corporation d/b/a National Grid PROCEEDING ON MOTION OF THE COMMISSION AS TO THE RATES, CHARGES, RULES AND REGULATIONS OF NIAGARA MOHAWK POWER CORPORATION FOR ELECTRIC AND GAS SERVICE

Testimony and Exhibits of:

Information Services Panel

Book 3

April 2012

Submitted to: New York State Public Service Commission Case 12-E-____ Case 12-G-____

Submitted by: Niagara Mohawk Power Corporation

Testim

ony of

IS Panel

Before the Public Service Commission

NIAGARA MOHAWK POWER CORPORATION d/b/a NATIONAL GRID

Direct Testimony

of

The Information Services Panel

1

Testimony of Information Systems Panel

Table of Contents

I. Introduction and Qualifications ...................................................................1 II. Purpose of Testimony ..................................................................................5 III. Services Provided by National Grid IS........................................................7 IV. Rate Year IS Projects and Initiatives ...........................................................8 V. IS Transformation ......................................................................................11 VI. US Foundation Program ............................................................................21 VII. Cyber Security ...........................................................................................37 VIII. Other IS Costs and Investments.................................................................44

2

Testimony of the Information Services Panel

Page 1 of 47

I. Introduction and Qualifications 1

Q. Please introduce the members of the Information Services (“IS”) 2

Panel. 3

A. The Panel consists of Matthew Guarini and Michael Kyle. 4

5

Q. Mr. Guarini, please state your name and business address. 6

A. My name is Matthew Guarini. My business address is 40 Sylvan Road, 7

Waltham, Massachusetts 02451. 8

9

Q. By whom are you employed and in what capacity? 10

A. I am employed by National Grid USA Service Company, Inc., a 11

subsidiary of National Grid plc, as Vice President of US Information 12

Services. 13

14

Q. Please briefly describe your educational background. 15

A. I received a Bachelor of Science degree from the University of Virginia 16

in 1990, and a Master of Business Administration degree from George 17

Mason University in 1996. 18

19

Q. What is your professional background? 20

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A. From 1990 – 1999, I held various positions of increasing responsibility 1

with Bechtel, Columbia Gas, and PG&E Generating Company. These 2

roles focused on the development and implementation of growth 3

strategies in areas such as nuclear, coal, and natural gas. In 1999, I 4

joined McKinsey and Company focusing on energy and technology 5

issues for Fortune 500 firms. In 2003, I moved to a position developing 6

strategy for Nalco, a global leader in water treatment chemicals. In 2004, 7

I moved to Infosys, where I worked developing technology and 8

technology services strategy. During this time, I worked across multiple 9

areas including SAP and business intelligence. In 2006, I joined Bridge 10

Strategy as a principal in its consulting practice, where my primary focus 11

was technology and energy. I worked on projects involving mergers and 12

acquisitions, distributed generation, technology strategy, energy 13

efficiency, Smart Grid, and alternative fuel vehicles. I joined National 14

Grid in 2010 as Vice President of US Business Relationship Management 15

as a member of the Global IS leadership team. My initial focus has been 16

on transforming the IS operations. In 2011, I was appointed Vice 17

President of US Information Services, my current position. 18

19

Q. Mr. Kyle, please state your name and business address. 20

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Page 3 of 47

A. My name is Michael Kyle. My business address is 300 Erie Boulevard 1

West, Syracuse, New York, 13202. 2

3

Q. By whom are you employed and in what capacity? 4

A. I am employed by National Grid USA Service Company, Inc. I am 5

Director of the US Foundation Program (“USFP”). 6

7

Q. Please describe your educational background. 8

A. In 1980, I graduated from LeMoyne College in Syracuse, New York with 9

a Bachelor of Science degree in Industrial Relations. 10

11

Q. What is your professional background? 12

A. In 1981, I was hired by Niagara Mohawk Power Corporation. I have 13

more than 30 years of utility experience in various roles, which have 14

included regulatory and financial management positions, including an 15

assignment in 2000 as the lead for accounting and finance for Niagara 16

Mohawk in the merger with National Grid. In 2002, I served as the 17

Director of the Enterprise Resource Planning (“ERP”) and work 18

management system implementation. In 2004, I was promoted to Vice 19

President of Supply Chain for National Grid USA Service Company, 20

responsible for procurement, warehousing, materials management, 21

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investment recovery, and accounts payable. In 2007, I was assigned as 1

Vice President, Global Information Services for Finance, Corporate, and 2

Shared Services responsible for National Grid’s US business 3

applications. In 2008, I was responsible for work stream initiatives for 4

delivery of the global ERP system. In January 2009, I was appointed 5

Vice President, US Foundation Program – Strategic Design/Business 6

Architecture, responsible for maximizing process efficiency within the 7

SAP technical solution; and, in April 2011, I became Director, USFP, 8

which is my current position. 9

10

Q. Does the Panel sponsor any exhibits as part of its testimony in this 11

proceeding? 12

A. Yes. We sponsor the following exhibits, which were prepared or 13

compiled under our supervision and direction: 14

(i) Exhibit __ (ISP-1) presents the IS projects and investments 15

planned for the twelve months ending March 31, 2014 (“Rate Year”) and 16

for the twelve months ending March 31, 2015 (“Data Year 1”) and 17

March 31, 2016 (“Data Year 2”); 18

(ii) Exhibit __ (ISP-2) presents a Conceptual Application Diagram 19

identifying the scope of the US Foundation Program; 20

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(iii) Exhibit __ (ISP-3) presents a December 2009 US Systems and 1

Strategy Roadmap evaluating various US systems strategy options by IS 2

and concluding that SAP would best support the US businesses; 3

(iv) Exhibit __ (ISP-4) presents the June 29, 2011 SAP Benefits 4

Validation report prepared by Capgemini. 5

6

II. Purpose of Testimony 7

Q. What is the purpose of the Panel’s testimony? 8

A. The purpose of our testimony is to describe National Grid’s IS function, 9

specifically as it relates to Niagara Mohawk Power Corporation d/b/a 10

National Grid (“Niagara Mohawk” or “Company”). We will describe 11

how National Grid is transforming the IS function to improve the ability 12

to deliver services. We will also describe major IS investments and 13

initiatives during the Rate Year, including the US Foundation Program. 14

In addition, we will describe National Grid’s investments to address 15

issues related to cyber security. 16

17

Q. How is the Panel’s testimony organized? 18

A. First, the Panel describes the services provided by the IS function in the 19

US and the approach used to deliver those services. Next, the Panel 20

discusses the efforts by IS to enhance the services provided to Niagara 21

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Mohawk (and other National Grid companies) through the introduction 1

of a new operating model. This “IS Transformation” initiative involves a 2

redesign of the IS organization as well as the partnering with several key 3

vendors on the delivery of IS services. The initiative is designed to 4

update and improve the delivery of those services to meet the increasing 5

needs of the organization in a manner that is in line with the rapid 6

changes in the technology industry. The Panel also describes a major 7

new system IS will deliver: the US Foundation Program. The USFP will 8

consolidate National Grid’s US Human Resources, Supply Chain and 9

Finance (Enterprise Resource Planning) processes onto a single systems 10

platform, thereby eliminating the multiple systems that currently exist. 11

The USFP will also form the base for a suite of integrated systems to 12

handle both asset management and office and field work scheduling and 13

management, and eliminate the need for complicated interfaces and 14

costly special purpose applications. This will enhance the Company’s 15

ability to operate effectively and efficiently and ultimately improve the 16

ability to serve customers. Finally, the Panel describes steps National 17

Grid IS is taking with respect to cyber security and introduces other IS 18

initiatives being undertaken. 19

20

21

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III. Services Provided by National Grid IS 1

Q. What services does IS provide? 2

A. National Grid IS provides, maintains, and manages the computer 3

hardware, computer software, cyber security, telecommunications and 4

other related infrastructure, systems and services across all of National 5

Grid’s service territories. National Grid IS delivers three primary 6

categories of services: Development/Delivery Services, Support & 7

Maintenance Services, and End User Services. 8

• Development/Delivery Services pertain to identifying new 9

computer and communications technology trends and developing 10

relevant innovative solutions for the business. 11

• Support & Maintenance Services include the ongoing support 12

for business applications and infrastructure. 13

• End User Services refer to products and services including, but 14

not limited to, desktop services and office productivity, email 15

services, collaboration services, communications media, and 16

printer/fax support. 17

18

Q. How do the services provided by National Grid IS benefit Niagara 19

Mohawk and its customers? 20

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Page 8 of 47

A. Services provided within the above-mentioned categories range from 1

critical electric and gas transmission/distribution support systems to 2

standard office desktop applications. These services underpin the safe, 3

reliable and secure physical and commercial operation of the Niagara 4

Mohawk electric and gas businesses. National Grid IS owns and 5

maintains (including updating and replacing as necessary) a suite of 6

software applications that serves the needs of customers and allows the 7

effective management and operation of Niagara Mohawk. National Grid 8

IS operates these applications on hardware systems that are centrally 9

located as well as distributed to employees in the form of personal 10

computers and other devices. IS also provides Niagara Mohawk with 11

asset and work management systems, as well as management systems 12

that provide the administrative support required to manage electric and 13

gas service. 14

15

IV. Rate Year IS Projects and Initiatives 16

Q. Please describe how National Grid IS identifies the projects and 17

investments necessary to serve Niagara Mohawk customers. 18

A. On an annual basis, National Grid identifies required investments over a 19

ten year period. IS Business Relationship Managers work closely with 20

business leadership, including leadership of each operating company and 21

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corporate business leadership, on an ongoing basis to understand business 1

strategy. The Business Relationship Managers then work with business 2

leadership to determine the IS needs of the business for the period and the 3

cost and timing for each of the required investments. These investments 4

are then gathered and prioritized against overall expenditure targets. 5

6

In recent years, National Grid IS has undertaken a number of significant 7

initiatives to improve the way it provides services. Chief among these is 8

the IS Transformation initiative, which the Panel describes in more detail 9

later in the testimony. National Grid is also making a significant 10

investment in the US Foundation Program, which will help consolidate 11

Back Office (HR, Supply Chain, and Finance) functions across National 12

Grid’s US business, and provide a platform for implementing consistent 13

and improved Front Office (asset and work management, scheduling and 14

dispatch) functionality. The USFP is also described in more detail below. 15

The new Energy Management System (“EMS”) and Outage Management 16

System (“OMS”) are designed to improve electric delivery service for 17

Niagara Mohawk customers. The EMS and OMS investments are 18

described briefly in our testimony, and described in more detail in the 19

testimony of the Electric Infrastructure and Operations Panel. National 20

Grid IS is also investing to address issues related to cyber security. 21

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The complete list of IS projects planned for the Rate Year and the Data 1

Years is provided in Exhibit __ (ISP-1). 2

3

Q. What are the costs of IS projects and investments to Niagara 4

Mohawk? 5

A. IS capital projects and investments that are shared investments are 6

implemented and owned at the service company level, and allocated to 7

Niagara Mohawk in the form of an annual rent expense. As shown in 8

Exhibit __ (RRP-3), Schedule 8, the annual rental expense to be assessed 9

to Niagara Mohawk in the Rate Year is $25,431,804 million for the 10

electric business and $4,387,703 for the gas business. The forecast IS 11

rent expense to Niagara Mohawk for Data Year 1 and Data Year 2 is also 12

presented in Exhibit __ (RRP-3), Schedule 8. 13

14

IS projects and investments that serve only Niagara Mohawk are direct 15

capital investments by Niagara Mohawk. These projects and associated 16

costs are presented in the testimony and exhibits of the Electric 17

Infrastructure and Operations Panel. 18

19

20

21

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V. IS Transformation 1

Q. Please explain the IS approach to service delivery and any changes it 2

has undertaken to improve its effectiveness. 3

A. Traditionally, National Grid IS delivered its services primarily using in-4

house resources, with external providers providing support in selective 5

technical areas and during periods of high demand. While previously 6

effective, increases in business demand (such as the need for significant 7

capital expenditures to address aging infrastructure, as well as the need to 8

staff major application development efforts and overall technical support 9

for applications and infrastructure with skilled resources); rapid 10

acceleration of technology; and a changing security landscape have 11

recently challenged this model. 12

13

To address the above-mentioned challenges, IS sought to develop a 14

service delivery model that was fit to serve the business demand, current 15

and future, and to do so in a cost effective manner. National Grid IS 16

recognized that the information technology (“IT”) market was rapidly 17

changing, and that presented potential opportunities for addressing 18

National Grid’s IS needs using a model different from its traditional 19

service model. National Grid IS decided to pursue a new delivery model 20

that: 21

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• retains an internal IS organization, including IS Strategy and 1

Architecture, Digital Risk and Security and Business Relationship 2

Management functions with a focus on direction-setting for IS 3

policy and architecture; 4

• evaluates through competitive bidding the market for commodity-5

based IS services, such as data center services and email. The 6

rapid expansion in this market indicated that many IS services 7

could potentially be delivered by third-party providers 8

specializing in these services more effectively than National Grid 9

could deliver using internal resources; 10

• introduces innovative techniques and solutions with third-party 11

specialty providers; 12

• retains ownership and control of processes and systems that 13

directly affect National Grid’s core energy delivery infrastructure; 14

and 15

• develops a common and improved approach to digital risk and 16

security to protect confidential customer information and 17

proprietary Company information, and ensure the integrity and 18

reliability of Niagara Mohawk’s critical electric and gas delivery 19

systems. The approach would be applied consistently across 20

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National Grid’s US business, and align with legal and regulatory 1

requirements. 2

3

The above-mentioned effort within National Grid IS is referred to as IS 4

Transformation. 5

6

The new delivery model provides IS the ability to more effectively meet 7

business demand for application development and support staff. The 8

increasing scale of required investments necessitated a different approach 9

to secure the capacity and flexibility to deliver required services than the 10

IS traditional approach of supplementing staff with contract resources to 11

obtain special skill sets or address periods of high demand. The new 12

model allows IS to access a broad pool of resources that can be flexibly 13

scaled up and down as business demand changes, while at the same time 14

containing the costs of an increasingly technical and specialized IS 15

workforce needed to meet peaks of demand. 16

17

Infrastructure requirements are addressed with the purchase of 18

infrastructure as a service rather than making capital investments. This 19

arrangement allows National Grid to use only the services it needs, rather 20

than to invest in infrastructure to meet peak demand. 21

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Q. Who are the third-party delivery partners that are supporting the 1

new model under IS Transformation, and what services are they 2

providing? 3

A. The third-party delivery partners include: Hewlett Packard (“HP”) as 4

Service Management Integrator, Computer Sciences Corporation for data 5

center and client services (enterprise services), Verizon for networks and 6

communications, IBM for internet, collaboration, and e-mail, Xerox for 7

managed print services, and IBM and Wipro for application development 8

and maintenance. The new partners were selected for delivery of 9

services in their areas of specialization. 10

11

Q. What is the role of the Service Management Integrator? 12

A. The role of the Service Management Integrator (“SMI”) is to drive end-to-13

end service delivery in the multi-vendor model, coordinating the activities 14

of the other partners to ensure that all delivery partners work 15

collaboratively to achieve effective end-to-end processes. In addition, the 16

SMI manages the service desk (the help desk for employees). 17

18

HP was selected as the initial SMI following a procurement process in 19

which HP emerged as the most competitive bidder to manage a multiple 20

vendor environment. The term of the SMI arrangement with HP is seven 21

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years, with an option to extend for a further two years. The initial term of 1

the arrangement is longer than the other vendor contracts in the new IS 2

operating model because the SMI is the function that ensures the other 3

providers work collaboratively to achieve effective end-to-end processes. 4

This provides continuity of service integration and process even though 5

other providers may change over time. 6

7

Q. What services are provided by the enterprise services provider? 8

A. The enterprise services delivery partner provides data center services (e.g., 9

servers, data storage), as well as the management of hardware, software, 10

and storage located in data centers that provide security, back-up 11

capability, and disaster recovery services. Ownership and operation of the 12

physical data centers and the infrastructure contained therein has shifted to 13

the service provider. The enterprise services provider is also responsible 14

for client services, such as the provision and support of end user devices 15

(e.g., laptops), and for deploying and maintaining the operating systems 16

and applications that run on those devices. 17

18

One of the advantages of the enterprise services arrangement is 19

consumption-based billing, where National Grid pays only for the 20

resources it utilizes. The enterprise services arrangement allows computer 21

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resources, such as servers and storage, to be rapidly deployed and utilized 1

as they are needed, with payment just for the period utilized. In addition, 2

a virtual desktop service enables a mobile workforce by making 3

applications available remotely. 4

5

Computer Sciences Corporation was selected as the initial enterprise 6

services delivery partner based on a competitive procurement. The initial 7

contract term is five years, given the complexity involved and time 8

required to establish the new environment, with the option for two one-9

year extensions. 10

11

Q. What services are provided by the networks and telecommunications 12

provider? 13

A. The networks and telecommunications delivery partner arrangement 14

provides for managed network service that consolidates National Grid’s 15

Local Area Network (“LAN”), Wide Area Network (“WAN”), telephony, 16

and video and audio conferencing. Under the networks and 17

telecommunications arrangement, National Grid is moving from a multi-18

vendor environment with numerous contracts to a single network solution 19

that will provide improved services and security. 20

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Verizon was selected following a competitive procurement. The initial 1

contract term is five years, with the option for three one-year extensions. 2

This term was selected to allow time to move to the new environment and 3

to operate the equipment for its useful life. 4

5

Q. What services are provided by the internet, collaboration and email 6

provider? 7

A. Internet, collaboration and email (“ICE”) services are hosted infrastructure 8

services for Microsoft product-based email, web conferencing, instant 9

messaging and collaboration tools such as SharePoint. These services are 10

operated on vendor-owned and -hosted infrastructure. The initial contract 11

includes transition to the new vendor-owned service from existing 12

National Grid-owned infrastructure. 13

14

The initial provider of the ICE services is IBM, which was selected 15

following a competitive procurement. The term of the initial agreement is 16

three years, with the option for two one year extensions. This is a swiftly 17

changing technology and service area and the three-year term was 18

considered appropriate to maintain access to technology and service 19

advances. 20

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Q. What services are provided by the managed document services 1

provider? 2

A. The managed document services delivery partner provides a managed 3

support service for existing standard printers and photocopiers and a 4

transition to a refreshed and standardized fleet of print devices enabling 5

increased security for printing, copying, faxing and scanning. Among the 6

new services and capabilities provided under the managed document 7

services arrangement is implementation of a print management system to 8

optimize the numbers of printers and monitor usage, thus reducing 9

National Grid’s carbon footprint. 10

11

Xerox was selected to provide the managed document services service 12

following a competitive procurement. The initial term is five years, with 13

the option for two one-year extensions. 14

15

Q. What services are provided by the application maintenance and 16

delivery providers? 17

A. Application development and maintenance services for National Grid IS 18

(with the exception of critical electricity and gas network systems) are 19

provided by IBM and Wipro. The selected suppliers are accountable for 20

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the full range of application service, including development of new 1

applications as well as for the day-to-day support of existing applications. 2

3

IBM and Wipro were selected through a competitive procurement process. 4

They were deemed best qualified in capacity and capability to deliver the 5

lifecycle services, including innovative techniques and solutions, for their 6

defined set of business applications. The term of the arrangements is five 7

years, with the option for two one-year extensions. The term is designed 8

to balance providing the suppliers with a timeframe sufficient to invest in 9

the relationship and to drive service improvements, with the flexibility for 10

National Grid to take advantage of improved market rates for the service 11

should they occur in the future. 12

13

Q. Please describe how the provision of IS services under these new 14

arrangements benefits Niagara Mohawk customers. 15

A. The third-party delivery partner framework provides, among other 16

things: market based pricing, access to new skills, services, and 17

capabilities, and the flexibility that comes with buying of services rather 18

than assets. 19

20

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Through a competitive procurement process, National Grid IS is able to 1

provide services at costs that are in line with the overall IT industry 2

market, which is becoming ever more sophisticated and competitive. 3

Under the new framework, National Grid has access to skills and 4

capabilities that can be difficult to retain when relying solely on in-house 5

resources. The delivery partners specialize in their respective areas, 6

providing access to leading edge technologies and innovation, as well as 7

to economies of scale in the delivery of these specialized services. To 8

remain aligned with the evolving market for IT services, as the initial 9

contracts expire, National Grid IS will again put these services to 10

competitive bid, thus ensuring the services continue to be delivered at 11

competitive pricing. 12

13

Another significant benefit of the third-party delivery arrangement is the 14

service flexibility provided under the framework where National Grid 15

can purchase IS resources as a service from the vendor on an as-needed 16

basis. Such a feature is key in managing the changing needs of the 17

business and customers. In a major storm situation, in which increased 18

use of service restoration systems puts pressure on performance of those 19

systems, as an example, the enterprise services arrangement allows for 20

increased capacity during the high-use period to ensure adequate system 21

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performance. Another benefit is that as part of the monthly invoicing 1

process, vendors segregate costs by service type and invoice each entity 2

based on its usage. This provides each entity, including Niagara 3

Mohawk, with better cost transparency and improves business decisions 4

regarding the requested services. 5

6

Q. Is the Company proposing to recover costs to achieve for IS 7

Transformation? 8

A. No. The Company is not proposing to recover costs to achieve related to 9

IS Transformation. 10

11

Q. Are there any efficiency and productivity savings associated with IS 12

Transformation? 13

A. Yes. As explained in more detail in the testimony of the Revenue 14

Requirements Panel, IS Transformation was one of many initiatives that 15

contributed to the Company’s US Restructuring Program savings. These 16

savings are fully reflected in the Rate Year, as shown in Exhibit __ 17

(RRP-3), Schedule 48. 18

19

VI. US Foundation Program 20

Q. What is the US Foundation Program? 21

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A. The US Foundation Program is one of the major first steps in a multi-1

year process to update and rationalize National Grid’s system 2

applications. The primary objective of the USFP is the integration of 3

National Grid’s US Human Resources (“HR”), Supply Chain and 4

Finance (Back Office/Enterprise Resource Planning) processes that 5

continue to operate across a patchwork of disparate applications and 6

infrastructure since National Grid’s acquisition of KeySpan in 2007. The 7

USFP will consolidate systems onto a single SAP ERP platform to 8

replace and improve the functionality delivered in the US today by the 9

Oracle and PeopleSoft ERP Suites and associated applications. USFP 10

will enable National Grid to redesign business processes, provide 11

additional functionality and address recommendations from the 12

Commission-directed Management Audit of Niagara Mohawk and 13

Liberty Consulting Group’s independent affiliate relationship and 14

transaction review relating to: 15

• consistent and robust financial/regulatory reporting and 16

business planning capability, and improved controls; 17

• simplification of business processes and the associated 18

systems landscape (e.g., single ERP, fleet, sales tax, fixed 19

asset and time entry systems); 20

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• support for delivery of future Front Office/work management 1

rollout; 2

• a single set of allocation methods available for service 3

company costs to be shared among affiliate companies and 4

separate coding specifically for each overhead/burden type; 5

• treatment of direct assigned service company costs that are 6

directly reported on affiliate company financial ledgers; 7

• consolidation of the US service companies; 8

• automated Delegation of Authority to streamline the process 9

and facilitate control of expenditures; 10

• an integrated investment portfolio and improved project 11

management capabilities to enable work order ownership to 12

become a “cradle to grave” process, with work breakdown 13

structures as well as more accurate reporting of assets and the 14

timely close out of work orders; 15

• enhanced vendor and product functionality and stability; and 16

• one HR system using a single organization structure that 17

provides better workforce reporting. 18

19

Q. Why is the US Foundation Program needed? 20

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A. Following National Grid’s acquisition of KeySpan in 2007, the US 1

business has been challenged in supporting multiple and complex business 2

processes that span multiple and complex technology platforms. The 3

fragmented business processes and systems that exist in the current US 4

Systems landscape result in: 5

• complexity and risk across accounting closes, local and 6

jurisdictional financial and regulatory reporting, financial 7

planning and budgeting, and financial analysis and controls; 8

• multiple HR hierarchies needing significant workarounds to 9

address misalignment between organizational structure and 10

how employees are organized in their respective HR systems; 11

• functions requiring reporting across two ERP Suites (Oracle 12

and PeopleSoft); and 13

• data analysts across all business units using spreadsheets for 14

data consolidation and reporting, introducing additional 15

inefficiencies. 16

17

The USFP is of critical importance in addressing the financial reporting 18

and business efficiency challenges inherent in the multiple processes and 19

systems that currently exist across the US landscape following the 20

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KeySpan merger. Furthermore, it is fundamental to reducing the technical 1

risk associated with operating business critical systems on aged 2

infrastructure that in some cases has limited vendor support and presents 3

an increased risk of failure. 4

5

Q. What are the elements of the US Foundation Program? 6

A. From a systems perspective, the scope of the US Foundation Program is 7

largely the consolidation of the current US ERP Suites, (Oracle Finance 8

and Supply Chain, PeopleSoft Finance and Supply Chain and two 9

instances of PeopleSoft HR), onto a single SAP ERP platform. In 10

addition, the project will: 11

• consolidate time entry applications onto SAP and retire both 12

of the current time entry systems, which are no longer 13

supported by their respective vendors; 14

• consolidate Fleet Management Systems for both Legacy 15

National Grid and Legacy KeySpan onto SAP, resulting in the 16

retirement of two Fleet Anywhere applications; 17

• carry forward Powerplant for accounting, recording, and 18

reporting of fixed assets because of its industry-specific focus 19

and recognition as a “best in breed” application, and 20

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consolidate the current two PowerPlant applications onto a 1

single upgraded PowerPlant platform; 2

• consolidate the Manhattan Warehouse Management System 3

onto SAP; 4

• integrate SAP with National Grid’s current work and asset 5

management systems (Storms, Maximo and Cascade), with 6

improvements to the work order lifecycle that include 7

activities based costing; and 8

• upgrade a number of associated non-SAP applications, 9

including BSI/Tax Factory, Plateau Learning Management 10

System, Reval Treasury Management System, Sabrix Sales 11

and Use Tax and BizApps. 12

13

The Conceptual Application Diagram (“CAD”), attached as Exhibit __ 14

(ISP-2), provides a comprehensive depiction and description of the scope 15

of the USFP. As illustrated in the CAD, the scope of the USFP includes 16

SAP ERP applications (components 1-15, 17-28, 30-31, 85, and 91 in the 17

CAD) and upgrades to new non-SAP system (components 29, 71, 82, 86, 18

and 96 in the CAD). In addition, the SAP ERP applications will 19

interface with legacy applications (components 33-35, 37-60, 62-64, 66-20

69, 72-77, 79-81, 83-84, 87-90, 92-95 in the CAD such as the current 21

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work and asset management systems, Storms, Maximo and Cascade) and 1

third party system applications (shown along the top of the CAD and 2

including interfaces to banks, external vendors, state and federal 3

agencies, and document management providers). Validation of the CAD 4

is an iterative process that identifies the scope of the project. The 5

Development Objects (“RICEFWs”) that are required by the business 6

also provide an indication of the scope of the USFP. RICEFWs 7

associated with the USFP are comprised of Reports (111), Interfaces 8

(190), Conversions (68), Enhancements (151), Forms (44) and 9

Workflows (31). Approximately 595 RICEFWs are planned to be 10

delivered as part of the USFP. 11

12

The integration of SAP with National Grid’s current work and asset 13

management systems (Storms, Maximo and Cascade) provides a further 14

illustrative example of the complex scope of the USFP. A range of major 15

cost and asset information required for financial reporting under the SAP 16

ERP platform, including requisitions for materials, external costs such as 17

contractor spend and fleet usage, internal labor hours, customer 18

contributions and asset installations and retirements are derived from 19

work orders actually produced by National Grid’s current work and asset 20

management systems. As such, the USFP also addresses elements of the 21

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work and asset management system that require replication and 1

integration with the SAP ERP system. 2

3

Q. Why did National Grid select SAP for the US Foundation Program? 4

A. The decision to utilize SAP as the target platform for US systems 5

consolidation was evaluated at numerous points in the history of the effort 6

to consolidate systems. Prior to initiating the US Foundation Program, 7

key decision points on the use of SAP as a target platform occurred: 8

• as National Grid began to finalize KeySpan merger IS 9

integration recommendations (P Projects), with concerns 10

about the long-term viability and fitness for use in an 11

integrated gas and electric operating model, of existing and 12

planned application consolidations; 13

• with the evaluation of various US systems strategy options 14

by IS and the business, culminating in a December 2009 15

US Systems Strategy and Routemap (“Roadmap”), attached 16

as Exhibit __ (ISP-3), validating that SAP would best 17

support the US operating model, address business issues 18

and enable targeted business process capabilities. 19

20

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After the US Foundation Program commenced in early 2010, validation of 1

the scope and proposed SAP design occurred: 2

• under the High Level Design phase of the USFP that 3

identified the process groups, application categories, and 4

legacy systems to be replaced and key interfaces and bolt-5

on applications to the SAP solution; 6

• with the validation of the CAD attached as Exhibit __ 7

(ISP-2), identifying the total scope of any additional 8

functional Development Objects, including reports, 9

interfaces, conversions, enhancements, forms and 10

workflows (“RICEFWs”); 11

• with the revisiting of the Roadmap phasing and 12

assumptions in light of the completion of high level design 13

and initial progress on detailed design; and 14

• as a result of the Liberty Consulting Group report and 15

recommendations in March 2011, which validated 16

convergence onto a single system platform and provided a 17

template against which to validate the proposed SAP 18

design, avoid inconsistencies and fix areas that have 19

undermined data integrity. 20

21

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In early 2011, prior to seeking sanctioning for significant funding for the 1

development and implementation phase of the US Foundation Program, 2

National Grid engaged Capgemini to conduct an independent Benefits 3

Validation, attached as Exhibit __ (ISP-4). The Benefits Validation 4

compared the SAP solution against two potential alternatives 5

(PeopleSoft/Maximo Work and Enterprise Asset Management System and 6

Oracle E Business Suite), providing an evaluation over a ten year 7

timeframe and considering: 8

• the current scope of US Foundation 9

• future integration of Work and Enterprise Asset Management 10

Systems 11

• future integration of Geospatial Information Systems (“GIS”) 12

• a major upgrade within 5 years 13

• ongoing maintenance costs 14

15

In addition, other important considerations that Capgemini took into 16

account in its report that reinforced its view that SAP was the best option 17

included: 18

• Magnitude of Change - the organizational and employee 19

change impact that National Grid would be required to 20

accommodate for each option; 21

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• Technical Risk – whether the product set is commercially 1

available and there is a significant installed utility base from 2

which to draw best practices; 3

• Implementation Risk – whether there is ample supply of skilled 4

resources to draw from in the market place; and 5

• Solution Complexity – the extent to which an option was 6

integrated with an ERP system that requires less custom 7

integration with other best of breed solutions. 8

9

Capgemini’s report concluded that, while other technologies could deliver 10

many of the same business functions, the maturity of the SAP product and 11

the range of potential business capability improvements were beyond 12

those enabled by either of the alternatives considered. 13

14

Q. When does the USFP go into service? 15

A. The planned implementation date for the USFP is October 2012. 16

17

Q. What is the cost of the US Foundation Program? 18

A. The costs for the US Foundation Program are currently estimated at 19

$365.8 million. Of this amount, approximately $282.5 million comprise 20

capital costs, and $83.3 million comprise operating expense. Through 21

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March of 2012, National Grid has invested $172.3 of the total estimated 1

capital cost of $282.5 million. In addition, although, as of the same date, 2

in total, National Grid has incurred $33 million of operation expenses of 3

the total estimated operating costs of $83.3 million through the in-service 4

date of the USFP, the Company is not requesting recovery of what would 5

have been its share of these expenses in this case. 6

7

Because the US Foundation Program is a shared investment, only a 8

portion of the total investment would be allocated to Niagara Mohawk in 9

the form of an annual rent expense as part of the overall IS service rent 10

expense allocated to Niagara Mohawk. The portion of the annual rent 11

expense attributable to the US Foundation Program investment is 12

$11,876,982 million for the electric business and $2,572,446 for the gas 13

business in the Rate Year, as shown in Exhibit __ (RRP-3), Schedule 8. 14

Exhibit __ (RRP-3), Schedule 8 also shows the forecast rent expense for 15

the USFP to Niagara Mohawk for the Data Years. 16

17

Q. Are there incremental costs associated with supporting the USFP 18

after the implementation date? 19

A. Yes, there are incremental costs associated with an Enduring Business 20

Support (“EBS”) Organization after the USFP implementation date that 21

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are incremental to the current support structure reflected in the Historic 1

Test Year. After the USFP go-live, important functions of the EBS will be 2

supporting business functions in use of the new system, designing new 3

processes to take full advantage of the new system, monitoring business 4

controls imbedded in the system, and ensuring compliance with, and 5

prompt response to, regulatory and internal audits. The EBS will begin 6

functioning when responsibility for the system transfers from the project 7

team to the ongoing support organization following the go-live date of 8

October 2012. The EBS will be in place for the entire Rate Year and 9

through the Data Years. 10

11

Q. Were the services to be provided by the Enduring Business Support 12

functions also provided in the Historic Test Year? 13

A. Although the current organizational structure provides some of these 14

proposed services within the IS Process and Systems group, services 15

within the EBS will address the additional system enhancements under 16

the USFP, support knowledge continuity with the design and 17

maintenance of non-technical training (Finance, Supply Chain, HR, etc.), 18

document business solutions and controls, and deliver incremental 19

training as required for new employees and job/role changes. The EBS 20

functions will maintain the integrity and quality of information on the 21

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Page 34 of 47

new systems through the implementation of data governance framework 1

and a centralized group that manages new ways to use reporting tools to 2

support business operations/analytics. These incremental support 3

functions result in operating costs incremental to what was incurred in 4

the Historic Test Year. RRP-11, Workpapers for Exhibit __ (RRP-3), 5

Schedule 31 details the incremental costs associated with these additional 6

support functions. 7

8

Q. What are the costs associated with the incremental EBS staffing 9

requirements in the Rate Year and Data Years? 10

A. As shown in RRP-11, Workpapers for Exhibit __ (RRP-3), Schedule 31, 11

an incremental cost of $3,617,648 relating to 26 additional FTEs to 12

provide the above-mentioned business support functions is needed in the 13

Rate Year. Niagara Mohawk’s allocated share of those costs is 14

$1,063,118 for Niagara Mohawk electric and $181,642 for Niagara 15

Mohawk gas and is included in the Company’s revenue requirement. 16

Niagara Mohawk’s allocated share of these costs in the Data Years is 17

provided RRP-11, Workpapers for Exhibit __ (RRP-3), Schedule 31. 18

19

Q. Are there any efficiency and productivity savings associated with the 20

US Foundation Program? 21

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A. Not directly. As explained in the testimony of the Revenue 1

Requirements Panel, the USFP has enabled certain US Restructuring 2

savings. Those savings are fully reflected in the Rate Year as shown in 3

Exhibit __ (RRP-3), Schedule 48. 4

5

Q. What are the next steps after the implementation of the USFP? 6

A. The SAP for Utilities solution portfolio comprises an integrated set of 7

solution components that tie together with the SAP ERP system, which 8

comprises the base of the USFP. The USFP will provide the foundation 9

for the implementation of the work and asset management components of 10

the SAP solution (“US SAP Front Office”) and other solutions discussed 11

below that will be implemented later as part of the larger IS strategic 12

Roadmap. In addition, with the next phase (“Front Office”), National 13

Grid will evaluate and design the appropriate work management and 14

scheduling applications, field mobile solution and a recommendation on 15

a GIS platform that will complement the overall US field operating 16

processes. In general, the Front Office solution will support the business 17

processes that manage the assets, and plan, manage and execute the work 18

on the transmission and distribution networks. 19

20

21

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Q. What is the timing of the implementation of Front Office? 1

A. National Grid anticipates commencing preliminary planning of the Front 2

Office phase in the Fall of 2012. The complete Front Office solution will 3

not be implemented within the Rate Year or Data Years in this 4

proceeding. Certain components of Front Office are currently anticipated 5

to occur within the Data Years as shown in Exhibit __ (ISP-1) and 6

discussed below. The sequence and timing of the identified components 7

in Exhibit __ (ISP-1) remains subject to the preliminary planning 8

anticipated to begin in the Fall of 2012. The timing of the remainder of 9

the Front Office solution is also subject to analysis on optimal timing and 10

order of components as part of the preliminary planning discussed above. 11

12

Q. Does the Company have a preliminary forecast for the Front Office 13

project costs? 14

A. Yes. The current, preliminary view of the scope of Front Office includes 15

the following projects, which are listed on Exhibit __ (ISP-1): 16

a. US SAP Front Office 17

b. US Mobile Gas & Meter Services Strategic 18

Implementation 19

c. US SAP Minor/Major Application Releases 20

d. US Electric GIS consolidation to strategic platform 21

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e. GIS Integration Program 1

Preliminary cost estimates for these projects are reflected in Exhibit __ 2

(ISP-1); the portion of the annual rent expense derived from these 3

estimates is presented in Exhibit __ (RRP-3), Schedule 8. The 4

preliminary estimates have been developed without the completion of 5

detailed design that produces the conceptual application diagram (“Front 6

Office CAD”). After completion of the Front Office CAD, National Grid 7

will be able to identify the total scope of the Front Office and prepare 8

revised estimates. The Company proposes to update Staff with the scope 9

and forecast as it completes its analysis. As explained earlier, it is not 10

anticipated that the entirety of the Front Office solution will be 11

completed before the end of the Rate Year or Data Years in this case, and 12

the timing of the implementation of the above-mentioned projects could 13

also change based upon the detailed design. 14

15

VII. Cyber Security 16

Q: How is National Grid addressing cyber security? 17

A National Grid IS recognizes the threats that exist regarding unauthorized 18

access to its systems, both those that control critical electric and gas 19

delivery systems, as well as to business systems that contain confidential 20

customer and proprietary Company information. In late 2010, National 21

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Page 38 of 47

Grid IS formed the Digital Risk and Security department, with its primary 1

focus on the protection of National Grid systems and information. In 2

2009, an enterprise-wide security assessment was conducted to determine 3

the current security readiness state, provide a future target security 4

readiness level to meet the increasing demands on National Grid’s digital 5

security, and provide findings and potential impact to the business. The 6

assessment identified key security threats in the areas of risk assessment, 7

security organization, access control, critical electric and gas delivery 8

systems, shared information, and network security. The assessment also 9

included both strategic and tactical recommendations that formed the basis 10

for digital security investments in both the short and long term. The 11

recommendations were organized around a number of major themes: 12

• Identity Access Management – focuses on the process of 13

assigning user 14

accounts, administration of roles and access privileges, periodic 15

review of user rights, control of information access by third 16

parties, authorization and authentication, single sign-on 17

capability, and password/directory management; and addresses 18

compliance with all regulatory and legal obligations. 19

• Critical Delivery System Enhancements – focuses on National 20

Grid’s critical electric and gas delivery systems, including third 21

40


Page 39 of 47

party access; direct communication between critical and non-1

critical systems; and authorization and authentication of devices 2

and encryption. 3

• Data Loss Prevention – focuses on reducing the risk of 4

disclosure of customer information and personnel records, with 5

emphasis on compliance with regulatory and legal requirements. 6

• Full Disk Encryption and Managed End Point Protection – 7

focuses on encryption and end point protection from 8

unauthorized access related to theft or loss of laptops, desktops, 9

servers, and other devices. 10

• Intrusion Detection and Prevention – focuses on protecting 11

networks; reducing the impact of intrusion incidents by 12

initiating timely and appropriate responses to attacks and 13

improving the effectiveness of preventive controls by 14

accelerating the response time to major critical events. 15

• Electronic Discovery – focuses on the identification, collection, 16

and preservation of information in support of business 17

investigations, legal actions, and regulatory requirements. 18

• Security Awareness – focuses on promoting communication 19

within National Grid to ensure awareness of important security 20

41


Page 40 of 47

concerns, promoting strong security technical controls across all 1

business areas, and creating a strong security culture. 2

• Transport Layer Security – focuses on protecting the privacy 3

and integrity of information which, for various business reasons, 4

must be transferred to trusted business partners. 5

6

Q. What projects or new data security initiatives has the Company 7

included in the Rate Year and Data Years? 8

A. The complete list of incremental IS digital risk and security projects 9

included in the Rate Year and Data Year forecasts is provided in Exhibit 10

__ (ISP-1) and Exhibit __ (RRP-3), Schedule 8. 11

12

Q. Please describe the more significant projects included in the Rate 13

Year forecast. 14

A. The more significant projects included in the Rate Year forecast that 15

support the above-mentioned strategic themes for digital security 16

investments are described below. 17

• Identity Management / Access Control for Data Management – 18

With these projects, National Grid IS is addressing the provision 19

of user accounts, including administration of roles and access 20

privileges, periodic review of user rights, control of information 21

42


Page 41 of 47

access by third parties, authorization and authentication, single 1

sign-on, virtualization, and password/directory management. 2

• Data Loss Prevention End Point Fine Grained – National Grid IS 3

is seeking to safeguard sensitive and proprietary information on 4

portable devices such as laptops and mobile telephones. 5

• Incident and Event Management – Under this project, National 6

Grid will focus on the identification, collation, analysis and 7

reporting of security incident data, including the capture of 8

security events from operational systems and dedicated security 9

tools as well as input from external risk and threat assessment 10

sources. Inappropriate definitions of incidents may impact 11

operational functionality and can lead to a reduced ability to 12

distinguish more serious events from problems of less 13

importance. This project will enable a centralized view of 14

security events and provide a system for security incident 15

management. Whereas National Grid currently has distributed 16

security event monitoring through various partners and internal 17

teams, the aims of National Grid IS with this project is a 18

centralized and correlated view, as well as an incident tracking 19

system to speed up the response time, support incident 20

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Page 42 of 47

resolution, and facilitate the regulatory reporting requirements 1

for security incidents. 2

• CNI (Critical National Infrastructure) Separation from Business 3

Local Area Network – CNI infrastructure and applications are 4

crucial to delivering reliable electric and gas service to 5

customers. With this project, National Grid IS seeks to improve 6

controls on unrestricted third-party access to critical systems, 7

and address communication data flow between CNI and non-8

CNI systems, authentication of devices, and encryption. 9

• ESM Server / Desktop Security – The focus of this project is 10

reduction of the threat of foreign software (malware) to the 11

servers and workstations in the network control rooms. The 12

malware targeted can be introduced through peripheral devices 13

or external transmissions, and has the potential to seriously 14

disrupt operations. Security software will prevent any software 15

from executing unless previously approved to run on identified 16

critical devices. 17

18

Q. Please describe the more significant projects included in the Data 19

Year forecasts. 20

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Page 43 of 47

A. The more significant projects included in the Data Years as shown in 1

Exhibit __ (ISP-1) and Exhibit __ (RRP-3), Schedule 8 are described 2

below. 3

• Single Point of Failure – A number of security controls within 4

National Grid were originally implemented with a single-5

threaded design, meaning that failure of that one thread could 6

cause failure of the control. National Grid IS will implement 7

redundancy for key controls in the security architecture. 8

• Digital Risk and Security Program Improvements (Maturity 9

Driven) – A series of strategic and tactical investments will be 10

made to improve National Grid’s security maturity/readiness 11

and capability position. 12

• Digital Risk and Security Program Improvements (Compliance 13

Driven) – This project relates to National Grid’s compliance 14

with critical infrastructure protection requirements of the North 15

American Electric Reliability Corporation and the Northeast 16

Power Coordinating Council, Inc., Payment Card Industry Data 17

Security Standards, and state and federal data privacy 18

requirements. National Grid IS will also address oversight and 19

monitoring to maintain accuracy in compliance and auditing. 20

21

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VIII. Other IS Costs and Investments 1

Q. Please describe the planned investments in the Outage Management 2

System and the Energy Management System. 3

A. The OMS and EMS are described in the testimony of the Electric 4

Infrastructure and Operations Panel. The existing system assets are near 5

the end of their useful lives. In the case of the existing EMS, the vendor 6

of that system is no longer in business, and vendor support and updates are 7

not available. The OMS system has not been updated in many years, and 8

is no longer fully supported by its vendor. However, reliable operation of 9

these systems is important to the operation of the electric system. 10

11

The OMS asset will be implemented and owned by National Grid USA 12

service company as a shared system, providing outage and distribution 13

management services to Niagara Mohawk as well as other National Grid 14

electric utility affiliates in the US. The Service Company will assess the 15

Company its share of the costs of providing those services based on the 16

relevant allocator. The total capital cost of the OMS is estimated to be 17

approximately $48.2 million. OMS is expected to be in service in New 18

York in June 2013, followed with integration to the EMS by the end of 19

2013, and upgraded integration functionality in late 2015/early 2016. 20

Niagara Mohawk’s share of OMS expense beginning in the Rate Year will 21

46


Page 45 of 47

be approximately $3.682 million. Derivation of these costs and the 1

allocation to Niagara Mohawk is addressed in the Revenue Requirement 2

Panel’s Exhibit __ (RRP-3), Schedule 8. 3

4

The new EMS asset will only serve Niagara Mohawk, and therefore will 5

be a direct capital investment by Niagara Mohawk. Total project costs are 6

estimated at $29.7 million, and are described in the testimony of the 7

Electric Infrastructure and Operations Panel. 8

9

Q. Please describe the US Gas and Electric Critical National 10

Infrastructure (“CNI”) Data Center project. 11

A. Under the CNI Data Center Project, National Grid IS will evaluate the 12

condition and maintenance of the seven US CNI Data Center facilities and 13

recommend a strategic plan for hosting CNI applications. CNI Data 14

Centers host control and affiliated systems that are necessary to ensure 15

National Grid’s ability to securely maintain the reliability of its critical 16

electric and gas delivery systems. Increasing use of automation and higher 17

security requirements created a need for a strategic review of how to 18

provide this capability for Niagara Mohawk and across the US business. 19

National Grid IS will report on the condition of the existing facilities, and 20

recommend an optimum number of data center facilities, the level of 21

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Page 46 of 47

resilience and security that is needed for the infrastructure, and the 1

investments in infrastructure capacity and site management and operations 2

that are needed to sustain the resiliency of the centers. 3

4

Preliminary work enabled National Grid IS to identify five strategic 5

options, each using a primary CNI Data Center in each operating area, 6

including Upstate NY. The current options differ on considerations of: 7

• making minimal upgrades to the existing configuration that 8

requires ongoing maintenance of seven sites; 9

• making upgrades to the existing sites and leveraging existing 10

capacity to maximize CNI’s use of the most resilient sites to 11

provide geographic diversity, and to decommission minor CNI 12

Data Centers; 13

• consolidating Downstate New York CNI systems and business 14

groups; and 15

• building out additional space to accommodate dual backups for 16

each CNI system (each CNI system would be hosted in its own 17

region and have a backup in the other two regions). 18

19

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Page 47 of 47

In the CNI Data Center project, National Grid IS will comprehensively 1

evaluate each option, determine the most cost effective solution aligned 2

with the EMS and OMS projects, and implement that solution. 3

4

Q. What is the projected in-service date of the CNI Data Center project? 5

A. The projected in-service date of the CNI Data Center project is April 2014 6

as shown in Exhibit __ (ISP-1). 7

8

Q. What are the projected costs of the CNI Data Center project? 9

A. The CNI Data Center project is estimated to cost approximately $16 10

million, as shown in Exhibit __ (ISP-1). The Company’s rent expense 11

forecast for the CNI Data Center project is shown in Exhibit ___ (RRP-3), 12

Schedule 8. 13

14

Q. Does this conclude your testimony? 15

A. Yes.16

49

Exhibits of

IS Panel


Index of Exhibits Exhibit __ (ISP-1) Planned IS Projects and Investments for the Twelve

Months Ending March 31, 2014, March 31, 2015, and March 31, 2016

Exhibit __ (ISP-2) US Foundation Program Conceptual Application Diagram Exhibit __ (ISP-3) December 2009 US Systems and Strategy Roadmap Exhibit __ (ISP-4) June 29, 2011 SAP Benefits Validation Report Prepared By

Capgemini

50

Exhibit __ (ISP-1)


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INN

/A-N

ERC

CIP

Com

plia

nce

0023

3Ju

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$1,1

55,5

9527

9000

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VP

0845

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Upg

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2Se

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64,1

35$4

64,1

3528

9000

1041

01IN

VP

1224

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A00

233

Oct

-11

84$6

01,5

62$6

01,5

6229

9000

1041

79IN

VP

1242

- D

ECU

S05

0023

1O

ct-1

184

$253

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$253

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3090

0010

4180

INV

P 12

42TB

- K

PI M

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s00

231

Oct

-11

84$6

22,5

92$6

22,5

9231

9000

1040

68IN

VP

1391

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inte

l Life

cycl

e00

601

Sep-

1184

$523

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$523

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3290

0010

4080

INV

P 14

01 -

LAN

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2Se

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27,7

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27,7

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9000

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22IS

P01-

Inte

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lan

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1D

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$1,1

05,7

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3490

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4116

JBC

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Oct

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36,3

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2M

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$402

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$402

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3690

0009

6379

One

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2Ju

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75,4

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War

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3890

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4189

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2O

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$2,1

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3990

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$1,2

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Oct

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P 08

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P 08

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Tran

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$9,7

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Exhibit __ (ISP-1) Page 1 of 5

52

Exhi

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_ (I

SP-1

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of 5

Info

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nsG

as S

CA

DA

Life

span

Ext

ensi

onIN

VP

2495

0020

0Ju

l-12

84$0

$84,

255

$1,2

00,0

00$0

$0$0

$0$1

,284

,255

104

Ope

ratio

nsG

as S

CA

DA

Life

span

Ext

ensi

onIN

VP

2495

0020

0A

pr-1

484

$0$0

$0$7

00,0

00$0

$0$0

$700

,000

105

Ope

ratio

nsG

as S

CA

DA

Life

span

Ext

ensi

onIN

VP

2495

0020

0A

pr-1

584

$0$0

$0$0

$700

,000

$0$0

$700

,000

106

Ope

ratio

nsC

NI (

Crit

ical

Nat

iona

l Inf

rast

ruct

ure)

SC

AD

A -

Secu

rity

enha

ncem

ents

an

INV

P 24

95A

0020

0Ju

l-12

84$0

$52,

588

$0$0

$0$0

$0$5

2,58

810

7O

pera

tions

CN

I (C

ritic

al N

atio

nal I

nfra

stru

ctur

e) S

CA

DA

- G

MS

Telv

ent S

yste

m C

onIN

VP

2495

B00

200

May

-12

84$0

$21,

939

$0$0

$0$0

$0$2

1,93

910

8O

pera

tions

Gas

AM

R M

etre

tek

Syst

em C

onso

lidat

ion

(NY

)IN

VP

2495

C00

395

May

-12

84$5

8,19

1$1

4,67

9$0

$0$0

$0$0

$72,

870

109

Ope

ratio

nsG

AS

Met

rete

k C

onso

lidat

ion

INV

P 24

95D

0039

0D

ec-1

384

$0$0

$35,

000

$0$0

$0$0

$35,

000

110

Serv

ice

Del

iver

ySe

pato

n U

pgra

de H

CB

And

ER

CC

("V

TL")

INV

P 25

2200

382

Sep-

1284

$711

,464

$2,8

95$5

25,6

50$0

$0$0

$0$1

,240

,009

111

F, S

S &

C (B

ack

Off

ice)

US

SAP

ERP

Bac

k O

ffic

eIN

VP

2574

0038

2O

ct-1

212

0$1

36,3

82,0

00$3

4,92

1,45

0$1

11,1

96,5

50$0

$0$0

$0$2

82,5

00,0

0011

2F,

SS

& C

(Fro

nt O

ffic

e)U

S SA

P Fr

ont O

ffic

eIN

VP

2575

0038

9A

pr-1

484

$0$0

$0$2

6,00

0,00

0$5

2,00

0,00

0$3

2,50

0,00

0$1

9,50

0,00

0$1

30,0

00,0

0011

3O

pera

tions

US

Mob

ile G

as &

Met

er S

ervi

ces s

trate

gic

impl

emen

tatio

nIN

VP

2576

0020

0A

pr-1

484

$0$0

$0$1

6,00

0,00

0$3

2,00

0,00

0$2

0,00

0,00

0$1

2,00

0,00

0$8

0,00

0,00

011

4N

etw

ork

Stra

tegy

US

GA

S G

IS c

onso

lidat

ion

INV

P 25

7700

200

May

-13

84$6

09,3

76$3

83,9

17$3

,000

,000

$0$0

$0$0

$3,9

93,2

9311

5N

etw

ork

Stra

tegy

US

Elec

tric

GIS

(Geo

grap

hic

Info

rmat

ion

Syst

em) c

onso

lidat

ion

to st

rate

gIN

VP

2580

0020

3A

pr-1

484

$0$0

$0$4

,000

,000

$11,

000,

000

$2,0

00,0

00$0

$17,

000,

000

116

Cus

tom

erIn

telli

gent

Mai

l Bar

Cod

eIN

VP

2630

0038

8Ju

l-12

84$8

17,3

38$1

83,0

00$6

0,00

0$0

$0$0

$0$1

,060

,338

117

Net

wor

k St

rate

gyG

IS B

usin

ess E

nhan

cem

ents

INV

P 28

2800

233

Apr

-14

84$0

$0$0

$750

,000

$0$0

$750

,000

$1,5

00,0

0011

8O

pera

tions

Rem

ote

Acc

ess t

o D

igita

l Fau

lt R

ecor

ders

Pha

se 2

IN

VP

2830

0023

3Ju

n-13

60$0

$400

,000

$670

,000

$0$0

$0$0

$1,0

70,0

0011

9O

pera

tions

AC

IS –

Alli

ance

Con

tract

s, M

anag

emen

t and

Sup

port

INV

P 28

3200

231

Apr

-13

84$1

44,6

25$1

47,5

15$1

3,00

0$0

$0$0

$0$3

05,1

4012

0O

pera

tions

US

Elec

tric

Dis

tribu

tion

Sust

aini

ng In

vest

men

tsIN

VP

2844

0023

1M

ar-1

584

$0$0

$0$0

$4,0

00,0

00$0

$0$4

,000

,000

121

Ope

ratio

nsU

S El

ectri

c D

istri

butio

n Su

stai

ning

Inve

stm

ents

INV

P 28

4400

231

Mar

-16

84$0

$0$0

$0$0

$4,0

00,0

00$0

$4,0

00,0

0012

2O

pera

tions

US

Elec

tric

Dis

tribu

tion

Syst

em U

pgra

des

INV

P 28

4500

231

Mar

-14

84$0

$0$0

$1,0

00,0

00$0

$0$0

$1,0

00,0

0012

3O

pera

tions

US

Elec

tric

Dis

tribu

tion

Syst

em U

pgra

des

INV

P 28

4500

231

Mar

-15

84$0

$0$0

$0$1

,000

,000

$0$0

$1,0

00,0

0012

4O

pera

tions

US

Elec

tric

Dis

tribu

tion

Syst

em U

pgra

des

INV

P 28

4500

231

Mar

-16

84$0

$0$0

$0$0

$6,0

00,0

00$0

$6,0

00,0

0012

5O

pera

tions

US

Elec

tric

Dis

tribu

tion

Mis

cella

neou

s Sys

tem

Upg

rade

sIN

VP

2846

0039

7A

pr-1

484

$0$0

$0$1

,000

,000

$0$0

$0$1

,000

,000

126

Ope

ratio

nsU

S El

ectri

c D

istri

butio

n M

isce

llane

ous S

yste

m U

pgra

des

INV

P 28

4600

397

Apr

-15

84$0

$0$0

$0$1

,000

,000

$0$0

$1,0

00,0

0012

7C

usto

mer

US

EPM

(Ene

rgy

Portf

olio

Man

agem

ent)

Unp

lann

ed P

roje

cts -

Ann

ual C

aIN

VP

2855

0023

9M

ar-1

484

$0$0

$0$1

,000

,000

$0$0

$0$1

,000

,000

128

Cus

tom

erU

S EP

M (E

nerg

y Po

rtfol

io M

anag

emen

t) U

npla

nned

Pro

ject

s - A

nnua

l Ca

INV

P 28

5500

239

Apr

-15

84$0

$0$0

$0$1

,000

,000

$0$0

$1,0

00,0

0012

9C

usto

mer

US

EPM

(Ene

rgy

Portf

olio

Man

agem

ent)

Rec

urrin

g A

nnua

l App

licat

ion

RIN

VP

2856

G12

00M

ar-1

484

$0$0

$0$1

,000

,000

$0$0

$0$1

,000

,000

130

Cus

tom

erU

S EP

M (E

nerg

y Po

rtfol

io M

anag

emen

t) R

ecur

ring

Ann

ual A

pplic

atio

n R

INV

P 28

56G

1200

Apr

-15

84$0

$0$0

$0$1

,000

,000

$0$0

$1,0

00,0

0013

1O

pera

tions

Impl

emen

tatio

n of

NER

C C

IP C

yber

Sta

ndar

ds to

EF

Bar

rett

PS.

INV

P 28

58G

1200

Dec

-13

84$0

$0$2

50,0

00$3

50,0

00$0

$0$0

$600

,000

132

Net

wor

k St

rate

gyIm

plem

enta

tion

of N

ERC

CIP

Cyb

er S

tand

ards

to P

ort J

effe

rson

PS.

INV

P 28

59G

1200

Dec

-13

84$0

$0$2

50,0

00$3

50,0

00$0

$0$0

$600

,000

133

Ope

ratio

nsN

orth

port

NER

C C

IP Im

prov

emen

tsIN

VP

2860

G12

00M

ar-1

384

$0$0

$250

,000

$0$0

$0$0

$250

,000

134

Net

wor

k St

rate

gyC

onso

lidat

ion

of M

eter

Inve

ntor

y an

d A

sset

Sys

tem

sIN

VP

2863

0020

0M

ar-1

484

$0$0

$0$2

,835

,000

$0$0

$0$2

,835

,000

135

Net

wor

k St

rate

gyG

IS D

ata

Con

vers

ion

and

Ass

et D

ata

Cle

anup

- U

S Sy

stem

Stra

tegy

Rea

diIN

VP

2864

0039

5A

pr-1

484

$0$0

$4,9

08,0

00$0

$0$0

$0$4

,908

,000


53

Exhi

bit _

_ (I

SP-1

)Pa

ge 3

of 5

Info

rmat

ion

Serv

ices

(IS)

Pro

ject

s

IS E

xec

Inve

stm

ent

Nam

eIN

VP

#B

ill P

ool

In S

ervi

ce

Dat

eA

mor

tiza

tion

P

erio

dIn

cep

tion

to

Dat

e $

FY

12(J

an-M

ar 1

2)F

Y13

(12/

13)

FY

14(1

3/14

)F

Y15

(14/

15)

FY

16(1

5/16

)F

Y17

(16/

17)

Tot

al U

S S

pen

d

136

Ope

ratio

nsU

S G

as U

npla

nned

Pro

ject

s - A

nnua

l Cap

ex N

orm

als

INV

P 28

6800

200

Mar

-14

84$0

$0$0

$500

,000

$0$0

$0$5

00,0

0013

7O

pera

tions

US

Gas

Unp

lann

ed P

roje

cts -

Ann

ual C

apex

Nor

mal

sIN

VP

2868

0020

0M

ar-1

584

$0$0

$0$0

$1,0

00,0

00$0

$0$1

,000

,000

138

Ope

ratio

nsU

S G

as U

npla

nned

Pro

ject

s - A

nnua

l Cap

ex N

orm

als

INV

P 28

6800

200

Mar

-16

84$0

$0$0

$0$0

$1,0

00,0

00$0

$1,0

00,0

0013

9O

pera

tions

US

Gas

Rec

urrin

g A

nnua

l App

licat

ion

Ref

resh

- A

nnua

l Sys

tem

Hea

lthIN

VP

2869

0020

0M

ar-1

484

$0$0

$0$1

,000

,000

$0$0

$0$1

,000

,000

140

Ope

ratio

nsU

S G

as R

ecur

ring

Ann

ual A

pplic

atio

n R

efre

sh -

Ann

ual S

yste

m H

ealth

INV

P 28

6900

200

Mar

-15

84$0

$0$0

$0$1

,000

,000

$0$0

$1,0

00,0

0014

1O

pera

tions

US

Gas

Rec

urrin

g A

nnua

l App

licat

ion

Ref

resh

- A

nnua

l Sys

tem

Hea

lthIN

VP

2869

0020

0M

ar-1

684

$0$0

$0$0

$0$1

,000

,000

$0$1

,000

,000

142

Ope

ratio

nsU

S Fr

ont O

ffic

e SA

P R

efre

shIN

VP

2870

0038

8M

ar-1

684

$0$0

$0$0

$0$3

,000

,000

$0$3

,000

,000

143

Ope

ratio

nsU

S M

eter

Ass

et S

yste

m R

efre

shIN

VP

2873

0038

8M

ar-1

684

$0$0

$0$0

$0$2

,000

,000

$2,0

00,0

00$4

,000

,000

144

Tran

smis

sion

Infr

astru

ctur

e U

pgra

des (

rout

ers/

switc

hes/

firew

alls

/ser

vers

/Wor

ksta

tions

)IN

VP

2881

0023

3A

pr-1

484

$0$3

0,24

6$5

0,00

0$1

00,0

00$0

$0$0

$180

,246

145

Tran

smis

sion

Infr

astru

ctur

e U

pgra

des (

rout

ers/

switc

hes/

firew

alls

/ser

vers

/Wor

ksta

tions

)IN

VP

2881

0023

3A

pr-1

584

$0$0

$0$0

$750

,000

$0$0

$750

,000

146

Tran

smis

sion

PSP

Phys

ical

Acc

ess l

oggi

ng sy

stem

impl

emen

tatio

n (N

ew re

quire

men

ts d

INV

P 28

8800

233

Mar

-13

84$0

$0$1

00,0

00$0

$0$0

$0$1

00,0

0014

7Tr

ansm

issi

onSi

ngle

Doc

umen

t, C

hang

e, a

nd C

yber

Ass

et P

latfo

rmIN

VP

2889

0023

7M

ar-1

384

$0$0

$275

,000

$275

,000

$0$0

$0$5

50,0

0014

8Tr

ansm

issi

onU

S Tr

ansm

issi

on R

ecur

ring

Ann

ual A

pplic

atio

n R

efre

sh -

Ann

ual S

yste

m

INV

P 28

9500

233

Mar

-16

84$0

$0$0

$0$0

$1,0

00,0

00$1

,000

,000

$2,0

00,0

0014

9Tr

ansm

issi

onEl

ectro

nic

Logg

ing

for C

ontro

l Roo

m N

E/N

YIN

VP

2897

0038

2M

ar-1

384

$0$0

$0$2

00,0

00$0

$0$0

$200

,000

150

Serv

ice

Del

iver

yU

S G

as &

Ele

ctric

CN

I (C

ritic

al N

atio

nal I

nfra

stru

ctur

e) D

ata

Cen

treIN

VP

2909

0024

0A

pr-1

484

$0$0

$8,0

00,0

00$8

,000

,000

$0$0

$0$1

6,00

0,00

015

1W

eb S

olut

ions

Intra

net W

eb S

ite S

ervi

ce D

evel

opm

ent

INV

P 29

3800

382

Apr

-13

84$0

$0$5

62,5

00$0

$0$0

$0$5

62,5

0015

2W

eb S

olut

ions

Intra

net W

eb S

ite S

ervi

ce D

evel

opm

ent

INV

P 29

3800

382

Apr

-14

84$0

$0$0

$375

,000

$0$0

$0$3

75,0

0015

3W

eb S

olut

ions

Inte

rnet

Web

Site

Ser

vice

Dev

elop

men

tIN

VP

2939

0038

2M

ar-1

484

$0$0

$0$7

50,0

00$0

$0$0

$750

,000

154

Web

Sol

utio

nsIn

tern

et W

eb S

ite S

ervi

ce D

evel

opm

ent

INV

P 29

3900

382

Mar

-16

84$0

$0$0

$0$0

$750

,000

$0$7

50,0

0015

5F,

SS

& C

Ris

k M

anag

men

t Sys

t IN

VP

2940

0038

2A

ug-1

384

$192

,037

$0$1

,149

,000

$125

,000

$0$0

$0$1

,466

,037

156

F, S

S &

CU

S SA

P M

inor

/Maj

or A

pp R

elea

ses (

Cap

ex)

INV

P 29

4700

382

Apr

-14

84$0

$0$0

$1,0

00,0

00$0

$0$0

$1,0

00,0

0015

7F,

SS

& C

US

SAP

Min

or/M

ajor

App

Rel

ease

s (C

apex

)IN

VP

2947

0038

2A

pr-1

584

$0$0

$0$0

$1,0

00,0

00$0

$0$1

,000

,000

158

Web

Sol

utio

nsM

obile

Acc

ess

INV

P 29

5000

382

Apr

-14

84$0

$0$0

$300

,000

$750

,000

$0$7

50,0

00$1

,800

,000

159

F, S

S &

CLe

gal H

old

Impl

emen

tatio

nIN

VP

2951

0038

2A

pr-1

384

$0$0

$500

,000

$0$0

$0$0

$500

,000

160

F, S

S &

CD

ocum

ent M

anag

emen

t Sys

tem

(US)

INV

P 29

5600

388

Apr

-14

84$0

$0$1

50,0

00$0

$0$0

$0$1

50,0

0016

1C

usto

mer

Cus

tom

er E

nerg

y So

lutio

ns -

CR

M (C

usto

mer

Rel

atio

nshi

p M

anag

emen

t)IN

VP

2960

0038

8M

ar-1

484

$0$0

$0$3

,000

,000

$0$0

$0$3

,000

,000

162

Dig

ital R

isk

& S

ecur

ityD

ata

Loss

Pre

vent

ion

End

Poin

t Fin

e G

rain

ed (E

PS)

INV

P 29

6600

382

Mar

-13

84$0

$0$1

,995

,000

$0$0

$0$0

$1,9

95,0

0016

3D

igita

l Ris

k &

Sec

urity

ESM

Ser

ver/D

eskt

op S

ecur

ity (E

PS) -

CN

IIN

VP

2967

0038

2M

ar-1

484

$0$0

$0$9

90,0

00$0

$0$0

$990

,000

164

Dig

ital R

isk

& S

ecur

ityD

igita

l Rig

hts M

anag

emen

t (SI

)IN

VP

2968

0038

2M

ar-1

484

$0$0

$0$3

80,0

00$0

$0$0

$380

,000

165

Dig

ital R

isk

& S

ecur

ityTa

pe &

Sto

rage

Enc

rypt

ion

(SI)

INV

P 29

6900

382

Mar

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56

Exhibit __ (ISP-2)


Exhibit __ (ISP-2)

US Foundation Program Conceptual Application Diagram

57

SAP

FIN

AN

CE

CO

FI

Lega

cy S

yste

ms

Inte

rface

s

Con

cept

ual A

pplic

atio

n D

iagr

am (C

AD

) –B

uild

& U

nit T

est F

inal

Ver

sion

30. S

AP

BW

29. B

SI/

PY T

ax

Fact

ory

6. C

ash

Mgm

t /B

anks

/ Tr

easu

ry

28. T

ime

Eval

uatio

n

24. P

ayro

ll

13. M

ater

ials

M

anag

emen

t

22. N

on-U

tility

B

illin

g21

. MD

MC

usto

mer

M

aste

r Dat

a

SAP

SD

Third

Par

ty In

terfa

ces

3. C

ost

Elem

ent

Acc

ount

ing

2. C

ost C

ente

r A

ccou

ntin

g

5. P

rofit

Cen

ter

Acc

ount

ing

4. In

tern

al

Ord

ers

10.P

roje

ct

Syst

ems

9. A

ccou

nts

Paya

ble

1. G

ener

al

Ledg

er

Vend

ors

E. J

. War

d

Flee

t W

arra

nty

Ban

ks

PR /

Ben

efits

Surv

eys

Stat

e G

ovFe

d G

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PHH

NTS

HC

L

Doc

umen

t M

anag

emen

t

LEX

86. R

eval

27. C

ATS

/Tim

e en

try

US

Fou

ndat

ion

Pro

gram

Sco

pe 56. G

PCS

77. R

emed

y

80. S

afet

y /

IMS

72. P

AIR

S

73. P

avin

g

TSA

62. M

axim

o

83. S

torm

s

71.

Pow

erPl

ant

68. M

MA

79. E

TRM

67. O

pen

Text

75.

Prim

aver

a

51. E

MIT

57. G

SHO

P

33. A

CIS

55. E

PIQ

81. S

EAL

53. E

MS

59. H

RM

I

58. H

R1

60. L

DA

P

76. R

AC

F

52. E

mer

genc

y Pr

epar

edne

ss64

. Med

ical

D

B

74. P

ost &

B

id

38.B

usin

ess

Obj

ects

49. D

SM

45. C

SA

41. C

asca

de

40. C

AS

44. C

RIS

42. C

CH

34.

Adv

anta

ge

39. C

arou

sel

54. E

OER

35. A

dobe

43.C

MS

Web

47.

Cus

tom

er

I&A

48. D

iam

ond

37. A

MA

G

50. D

W63

. MD

SI66

. ON

YX69

. NA

KIS

A

31. S

AP

BPC

70. P

late

au

SAP

HC

M

12. W

areh

ouse

M

anag

emen

t11

. Pla

nt

Mai

nten

ance

18. S

uppl

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Rel

atio

nshi

p M

anag

emen

t

7. R

egul

ator

y R

epor

ting

8. N

on U

tility

A

ccou

nts

Rec

eiva

bles

19. M

DM

C

atal

og

SAP

Supp

ly

Cha

in /

P2P

20. P

urch

asin

g (E

CC

)

15. T

rave

l &

Expe

nse

17. F

leet

M

anag

emen

t

14. I

nven

tory

M

anag

emen

t

46. C

SS

Pro-

Unl

imite

d

Hub

woo

85. S

uppl

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elf

Serv

ice

(SU

S)

87.

Act

ive

Dire

ctor

y

Rig

ht

Now

89. U

I Pl

anne

r90

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H

yper

ion

82. S

abrix

In S

cope

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imite

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enef

its

SAP

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ucce

ss

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l

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CD

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App

s

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rade

d of

new

non

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syst

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nd in

terfa

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in s

cope

95.

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p Ta

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58

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

1

The

cent

ral t

ask

of G

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ccou

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g is

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rovi

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com

preh

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ve p

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re fo

r ext

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l acc

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and

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.

Rec

ordi

ng a

ll bu

sine

ss tr

ansa

ctio

ns (p

rimar

y po

stin

gs a

s w

ell a

sse

ttlem

ents

from

inte

rnal

acc

ount

ing)

in th

e

syst

em th

at is

fully

inte

grat

ed w

ith a

ll th

e ot

her o

pera

tiona

l are

as o

f a c

ompa

ny e

nsur

es th

at th

e ac

coun

ting

data

is a

lway

s co

mpl

ete

and

accu

rate

.

For t

he U

SFP

, the

new

Gen

eral

Led

ger w

ill b

e im

plem

ente

d. T

he n

ew G

/L p

rovi

des

a un

ified

stru

ctur

e th

at

incl

udes

indi

vidu

al le

dger

s, s

uch

as th

e co

st-o

f-sal

es le

dger

, pro

fit c

ente

r acc

ount

ing,

and

the

cons

olid

atio

n

stag

ing

ledg

er. A

s a

resu

lt, it

spe

eds

reco

ncili

atio

n, e

nsur

es tr

ansp

aren

cy a

nd a

udit-

abili

ty, a

nd e

nabl

es b

oth

inte

rnal

and

ext

erna

l rep

ortin

g re

quire

men

ts.

This

“New

”Gen

eral

Led

ger S

uppo

rts:

•Leg

al re

quire

men

ts

•Man

agem

ent a

nd s

egm

ent r

epor

ting

•Ext

ensi

bilit

y by

indu

strie

s

•Ext

ensi

bilit

y by

cus

tom

ers

•Bal

ance

d bo

ok b

y an

y di

men

sion

•Par

alle

l set

s of

boo

ks

•Fas

t clo

se

•TC

O re

duct

ion

•Inte

rnat

iona

l acc

ount

ing

stan

dard

s

•Com

plia

nce

and

trans

pare

ncy

1. G

ener

al

Ledg

er


59

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

2

2. C

ost C

ente

r A

ccou

ntin

gC

ost C

ente

rs a

re b

asic

ally

div

isio

ns b

y w

hich

cos

ts a

re re

cord

ed a

s in

curr

ed d

urin

g th

e co

mpa

ny o

pera

tions

.

By

assi

gnin

g th

ese

deta

iled

cost

s to

cos

t cen

ters

, man

ager

s ca

n co

ntro

l cos

ts th

at a

re a

ssig

ned

to th

em.

Cos

t Cen

ter A

ccou

ntin

gpr

ovid

es in

form

atio

n on

the

cost

s in

curre

d by

the

busi

ness

(ope

ratio

ns,

adm

inis

tratio

n, c

entra

l ser

vice

s, e

tc.).

With

in S

AP

, the

abi

lity

exis

ts to

ass

ign

Cos

t Cen

ters

to d

epar

tmen

ts a

nd /o

r

Man

ager

s re

spon

sibl

e fo

r cer

tain

are

as o

f the

bus

ines

s as

wel

l as

func

tiona

l are

as w

ithin

you

r org

aniz

atio

n. C

ost

Cen

ters

can

be

crea

ted

for s

uch

func

tiona

l are

as a

s M

arke

ting,

Pur

chas

ing,

Hum

an R

esou

rces

, Fin

ance

,

Faci

litie

s, In

form

atio

n S

yste

ms,

Adm

inis

trativ

e S

uppo

rt,Le

gal,

Shi

ppin

g/R

ecei

ving

, or e

ven

Qua

lity

. Som

e of

the

bene

fits

of C

ost C

ente

r Acc

ount

ing

:

(1)

Man

ager

s ca

n se

t Bud

get /

Cos

t Cen

ter t

arge

ts;

(2)

Cos

t Cen

ter v

isib

ility

of f

unct

iona

l dep

artm

ents

/are

as o

f you

r bus

ines

s;

(3)

Pla

nnin

g (p

lan

vs a

ctua

l ana

lysi

s)

(4)

Ava

ilabi

lity

of C

ost a

lloca

tion

met

hods

;

(5)

Ass

essm

ents

/Dis

tribu

tion

of c

osts

to o

ther

cos

t obj

ects

.


60

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

3

3. C

ost E

lem

ent

Acc

ount

ing

Ent

ry a

nd o

rgan

izat

ion

of c

osts

incu

rred

dur

ing

a se

ttlem

ent p

erio

d. It

is th

us n

ot a

n ac

coun

ting

syst

em a

s

such

, but

rath

er a

det

aile

d re

cord

ing

of d

ata

that

form

s th

e ba

sis

for c

ost a

ccou

ntin

g.

The

Cos

t Ele

men

t Acc

ount

ing

com

pone

nt p

rovi

des

info

rmat

ion

whi

chin

clud

es th

e co

sts

and

reve

nue

for a

n

orga

niza

tion.

The

se p

ostin

gs a

re a

utom

atic

ally

upd

ated

from

FI (F

inan

cial

Acc

ount

ing)

to C

O (C

ontro

lling

). Th

e

cost

ele

men

ts a

re th

e ba

sis

for c

ost a

ccou

ntin

g an

d en

able

s th

e U

ser t

he a

bilit

y to

dis

play

cos

ts fo

r eac

h of

the

acco

unts

that

hav

e be

en a

ssig

ned

to th

e co

st e

lem

ent.

Exa

mpl

es o

f acc

ount

s th

at c

an b

e as

sign

ed a

re:

•Cos

t Cen

ters

•Int

erna

l Ord

ers

•WB

S(w

ork

brea

kdow

n st

ruct

ures

).

Cos

t Ele

men

ts a

re b

asic

ally

car

riers

of c

osts

. P

rimar

y co

st e

lem

ents

are

like

mat

eria

l cos

ts, p

erso

nnel

cos

ts,

ener

gy c

osts

, etc

. with

an

exis

ting

corr

espo

ndin

g G

L ac

coun

t in

FI (a

s op

pose

d to

a C

ost C

ente

r whi

ch is

basi

cally

a d

ivis

ion)

.

Sec

onda

ry c

ost e

lem

ents

are

like

pro

duct

ion

cost

s, m

ater

ialo

verh

eads

, pro

duct

ion

over

head

s. T

hese

are

crea

ted

and

mai

ntai

ned

only

in C

O. T

hese

are

use

d in

inte

rnal

cos

t allo

catio

ns, o

verh

ead

calc

ulat

ions

, set

tlem

ent

trans

actio

ns a

nd d

o no

t flo

w to

Fin

ance

.


61

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

4

4. In

tern

al

Ord

ers

Inte

rnal

Ord

ers

prov

ide

a m

eans

of t

rack

ing

cost

s of

a s

peci

fic jo

b , s

ervi

ce, o

r tas

k. In

tern

al O

rder

s ar

e us

ed a

s a

met

hod

to c

olle

ct c

osts

and

bus

ines

s tra

nsac

tions

rela

ted

to th

ejo

b, ta

sk, o

r ser

vice

. Thi

s le

vel o

f mon

itorin

g ca

n be

very

det

aile

d bu

t allo

ws

man

agem

ent t

he a

bilit

y to

revi

ew In

tern

al O

rder

act

ivity

for b

ette

r-dec

isio

n m

akin

g

purp

oses

.

Follo

win

g ar

e so

me

exam

ples

:

•Mon

itorin

g th

e co

sts

of s

hort-

term

jobs

•Mon

itorin

g th

e co

sts

and

reve

nues

of a

spe

cific

ser

vice

•Ong

oing

cos

t con

trol

•Inte

rnal

ord

ers

can

be d

ivid

ed in

to th

e fo

llow

ing

cate

gorie

s:

•Ove

rhea

d or

ders

-Fo

r sho

rt-te

rm m

onito

ring

of th

e in

dire

ct c

osts

aris

ing

from

jobs

. The

y ca

n al

so b

e

used

for c

ontin

uous

mon

itorin

g of

sub

area

s of

indi

rect

cos

ts. O

verh

ead

orde

rs c

an c

olle

ct p

lan

and

actu

al c

osts

inde

pend

ently

of o

rgan

izat

iona

l cos

t cen

ter s

truct

ures

and

bus

ines

s pr

oces

ses,

ena

blin

g

cont

inuo

us c

ost c

ontro

l in

the

ente

rpris

e.

•Inve

stm

ent o

rder

s -M

onito

r inv

estm

ent c

osts

that

can

be

capi

taliz

ed a

nd s

ettle

d to

fixed

ass

ets.

•Acc

rual

ord

ers

-Mon

itor p

erio

d-ba

sed

accr

ual b

etw

een

expe

nses

pos

ted

in F

inan

cial

Acc

ount

ing

and

accr

ual c

osts

in C

ontro

lling

.

•Ord

ers

with

reve

nues

-M

onito

r the

cos

ts a

nd re

venu

es a

risin

g fro

m a

ctiv

ities

for p

artn

ers

outs

ide

the

orga

niza

tion,

or f

rom

act

iviti

es n

ot b

elon

ging

to th

e co

re b

usin

ess

of th

e or

gani

zatio

n.


62

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

5

5. P

rofit

Cen

ter

Acc

ount

ing

Pro

fit C

ente

r is

an o

rgan

izat

iona

l uni

t whi

ch is

par

t of t

he G

rid C

ode

Blo

ck.

In a

ccou

ntin

g it

refle

cts

a

man

agem

ent-o

rient

ed s

truct

ure

of th

e or

gani

zatio

n fo

r the

pur

pose

of i

nter

nal c

ontro

l. O

pera

ting

resu

lts fo

r pro

fit

cent

ers

can

be a

naly

zed

usin

g ei

ther

the

cost

-of-s

ales

app

roac

h or

the

perio

d ac

coun

ting

appr

oach

. By

anal

yzin

g

the

fixed

cap

ital a

s w

ell,

you

can

expa

nd p

rofit

cen

ters

for u

seas

inve

stm

ent c

ente

rs.

Pro

fit C

ente

r Acc

ount

ing

prov

ides

a c

ompr

ehen

sive

pic

ture

for e

xter

nal a

ccou

ntin

g an

d m

anag

emen

t

acco

untin

g. It

reco

rds

all b

usin

ess

trans

actio

ns (p

rimar

y po

stin

gs a

s w

ell a

s se

ttlem

ents

from

inte

rnal

acc

ount

ing)

in th

e sy

stem

that

is fu

lly in

tegr

ated

with

all

the

othe

r ope

ratio

nal a

reas

of t

he c

ompa

ny to

ens

ure

that

the

acco

untin

g da

ta is

alw

ays

com

plet

e an

d ac

cura

te.

Pro

fit C

ente

rs c

an b

e se

t-up

to id

entif

y pr

oduc

t lin

es, d

ivis

ions

, geo

grap

hica

l reg

ions

, offi

ces,

pro

duct

ion

site

s

or b

y fu

nctio

ns.

Pro

fit C

ente

rs a

re u

sed

for I

nter

nal C

ontro

l pur

pose

s en

ablin

g m

anag

emen

tth

e ab

ility

to re

view

area

s of

resp

onsi

bilit

y w

ithin

the

Grid

org

aniz

atio

n.

At U

SFP

, Pro

fit C

ente

rs a

re d

efin

ed a

s “li

nes

of b

usin

ess”

whi

ch is

alig

ned

with

seg

men

t in

the

SA

P

Org

aniz

atio

nal H

iera

rchy

stru

ctur

e.


63

6

6. C

ash

Mgm

t /B

anks

/ Tr

easu

ry

This

incl

udes

the

man

agem

ent o

f ban

k m

aste

r dat

a, c

ash

bala

nce

man

agem

ent (

chec

k an

d bi

ll of

exc

hang

e

man

agem

ent),

and

the

crea

tion

and

proc

essi

ng o

f inc

omin

g an

d ou

tgoi

ng p

aym

ents

. It i

s po

ssib

le to

free

ly d

efin

e

all c

ount

ry-s

peci

fic c

hara

cter

istic

s, s

uch

as th

e sp

ecifi

catio

ns fo

r man

ual a

nd e

lect

roni

c pa

ymen

t pro

cedu

res,

paym

ent f

orm

s, o

r dat

a m

edia

.

For t

he U

SFP

, we

will

be

dete

rmin

ing

wha

t com

pone

nts

liste

dbe

low

will

be

impl

emen

ted

to s

uppo

rt al

l the

proc

esse

s (Q

uote

to C

ash

for n

on-u

tility

bill

ing;

Pro

cure

to P

ay; B

udge

t to

Clo

se; S

uppl

y C

hain

with

Fle

et; H

CM

)

as tr

easu

ry /

cash

man

agem

ent i

s in

volv

ed in

all

aspe

cts

of d

aily

Grid

act

iviti

es.

Com

pone

nts

of th

e fo

llow

ing

appl

icat

ions

/ co

mpo

nent

s of

Tre

asur

y ar

e de

emed

to b

e in

sco

pe a

t som

e le

vel,

the

leve

l to

be d

eter

min

ed d

urin

g

Det

ail D

esig

n:

SA

P C

ash

and

Liqu

idity

Man

agem

ent

Hel

ps m

onito

r and

man

age

cash

flow

and

liqu

idity

G

ener

ates

com

preh

ensi

ve a

nd ti

mel

y ca

sh fo

reca

sts

and

plan

s S

AP

In-H

ouse

Cas

h E

nabl

es c

entra

lized

con

trol o

f ban

king

bal

ance

s, c

ash

man

agem

ent,

and

paym

ents

R

educ

es c

osts

of i

nter

-uni

t pay

men

ts, t

rans

fers

, and

ban

k fe

es

SA

P T

reas

ury

and

Ris

k M

anag

emen

t M

odel

s ris

k sc

enar

ios

and

exec

utes

miti

gatio

n st

rate

gies

R

educ

es th

e or

gani

zatio

n's

finan

cial

risk

leve

ls a

nd e

nsur

es re

gula

tory

com

plia

nce

AP

Inte

grat

ion

Pac

kage

for S

WIF

T E

nabl

es d

irect

con

nect

ion

to S

WIF

Tnet

, the

sec

ure

bank

pay

men

ts n

etw

ork

Red

uces

com

plex

ity b

y pr

ovid

ing

a si

ngle

poi

nt o

f con

nect

ivity

to m

ultip

le b

anks

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s


64

7. R

egul

ator

y R

epor

ting

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

7

SAP

cont

ains

an

Util

ities

Indu

stry

Sol

utio

ns m

odul

e (IS

-U/F

ERC

) tha

t fac

ilitat

es th

e tra

nsla

tion

of th

e ne

eded

fina

ncia

l

info

rmat

ion

from

a n

atur

al a

ccou

nt to

a F

ERC

bas

ed a

ccou

nt u

sing

a m

appi

ng a

nd tr

ace

tabl

e to

sup

port

the

prep

arat

ion

of

the

FER

C F

orm

-1 &

60.

Pro

babl

y 80

-90%

of t

he w

ork

conf

igur

ing

the

IS-U

/FER

C m

odul

e oc

curs

with

in th

e FI

and

CO

mod

ules

, but

out

side

of t

he F

ERC

mod

ule;

suc

h w

ork

mai

nly

cons

ists

of m

appi

ng th

e co

sts

repo

rted

to F

ERC

thro

ugh

SAP’

s

Con

trollin

g (C

O) m

odul

e vi

a pr

imar

y co

st e

lem

ents

and

cos

t obj

ects

. D

ue to

this

relia

nce

on C

O a

ctiv

ities

for t

he m

ajor

ity o

f

FER

C c

onfig

urat

ion,

FER

C re

quire

men

ts m

ust b

e ad

dres

sed

early

inth

e pr

ojec

t, ty

pica

lly a

t the

sam

e tim

e C

O

requ

irem

ents

are

bei

ng d

eter

min

ed.

Afte

r the

CO

des

ign

has

bee

n in

itiat

ed, i

t mus

t con

tinua

lly b

e co

mpa

red

to th

e FE

RC

desi

gn.

SAP’

s IS

-U/F

ERC

find

s al

l bal

ance

s in

the

Fina

ncia

ls a

nd C

ontro

lling

mod

ules

map

s th

em to

regu

lato

ry a

ccou

nts.

It

will

popu

late

thes

e FE

RC

acc

ount

s on

ly if

eve

ry b

alan

ce in

FI a

nd C

O c

an b

e tra

ced

to a

FER

C a

ccou

nt.

This

saf

egua

rd

mak

es s

ure

that

all

bala

nces

/cos

ts a

re a

ccou

nted

for,

but u

nder

lines

the

need

for t

he F

ERC

gro

up to

wor

k w

ith th

e FI

and

CO

dep

artm

ents

as

early

as

poss

ible

.

•Nat

iona

l Grid

has

ele

cted

to re

cord

all

finan

cial

tran

sact

ions

in

acco

rdan

ce w

ith IF

RS

repo

rting

sta

ndar

ds.

•FER

C M

odul

e w

ill tra

nsla

te fr

om N

atur

al to

FER

C A

ccou

nt o

n pe

riodi

c ba

sis

•Bus

ines

s In

tellig

ence

use

d fo

r Reg

ulat

ory

Rep

ortin

g An

alys

is (

Rat

e C

ase

Supp

ort )

•The

“as

is “

at N

atio

nal G

rid is

to re

cord

tran

sact

ions

by

FER

C A

ccou

nt b

ased

on

GAA

P

•The

mod

ule

is u

tiliz

ed to

sup

port

finan

cial

sta

tem

ent p

repa

ratio

n ba

sed

on a

FER

C c

hart

of a

ccou

nts

•The

func

tion

of th

e re

gula

tory

repo

rting

mod

ule

is to

ass

ign

alla

mou

nts

in n

atur

al G

L ac

coun

ts to

regu

lato

ry G

L ac

coun

ts.

Bala

nce

shee

t, re

venu

e, a

nd s

ome

expe

nse

acco

unts

are

map

ped

dire

ctly

to th

e co

rresp

ondi

ng re

gula

tory

acc

ount

.

•Oth

er S

AP e

xpen

se a

ccou

nts

like

O&M

are

ass

igne

d to

regu

lato

ry a

ccou

nts

base

d on

the

tabl

e cr

iteria

def

ined

in th

e

regu

lato

ry re

porti

ng m

odul

e. T

his

logi

c ge

nera

lly u

ses

the

SAP

expe

nse

acco

unts

com

bine

d w

ith th

e co

st o

bjec

ts in

the

SAP

CO

mod

ule

(e.g

., or

ders

, WBS

ele

men

t, co

st c

ente

r) to

ass

ign

the

regu

lato

ry a

ccou

nts.

The

regu

lato

ry re

porti

ng

proc

ess

will

incl

ude

map

ping

all

amou

nts

in th

e ch

art o

f acc

ount

s to

regu

lato

ry g

ener

al le

dger

acc

ount

s.


65

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

8

8. N

on U

tility

A

ccou

nts

Rec

eiva

bles

Rec

ords

and

man

ages

mis

cella

neou

s cu

stom

er b

illin

g ac

coun

ting

data

via

the

Acc

ount

s R

ecei

vabl

e (A

R)

com

pone

nt. C

onne

cts

AR

dire

ctly

to th

e G

/L u

sing

a s

peci

al re

conc

iliat

ion

acco

unt.

•The

Acc

ount

s R

ecei

vabl

eap

plic

atio

n co

mpo

nent

reco

rds

and

man

ages

acc

ount

ing

data

for a

ll no

n-ut

ility

cust

omer

s at

Grid

.

•A

ll po

stin

gs (

invo

ices

and

cas

h) in

Acc

ount

s R

ecei

vabl

e w

ill a

lso

be re

cord

ed d

irect

ly in

the

Gen

eral

Ledg

er. D

iffer

ent G

/L a

ccou

nts

are

upda

ted

depe

ndin

g on

the

trans

actio

n in

volv

ed (f

or e

xam

ple,

rece

ivab

les,

dow

n pa

ymen

ts, a

nd b

ills

of e

xcha

nge)

.

•The

sys

tem

con

tain

s a

rang

e of

tool

s th

at y

ou c

an u

se to

mon

itor o

pen

item

s, s

uch

as a

ccou

nt a

naly

ses,

alar

m re

ports

, due

dat

e lis

ts, a

nd a

flex

ible

dun

ning

pro

gram

.

•Inc

omin

g pa

ymen

ts c

an b

e as

sign

ed to

due

rece

ivab

les

usin

g us

er-fr

iend

ly s

cree

n fu

nctio

ns o

r by

elec

troni

c

mea

ns, s

uch

as E

DI.

The

paym

ent p

rogr

am c

an a

utom

atic

ally

car

ry o

ut d

irect

deb

iting

and

dow

n pa

ymen

ts. T

here

are

a ra

nge

of to

ols

avai

labl

e fo

r doc

umen

ting

the

trans

actio

ns th

at o

ccur

in A

ccou

nts

Rec

eiva

ble,

incl

udin

g ba

lanc

e lis

ts, j

ourn

als,

bala

nce

audi

t tra

ils, a

nd o

ther

sta

ndar

d re

ports

. Whe

n dr

awin

g up

fina

ncia

l sta

tem

ents

, the

item

s in

fore

ign

curr

ency

are

reva

lued

, cus

tom

ers

who

are

als

o ve

ndor

s ar

e lis

ted,

and

the

bala

nces

on

the

acco

unts

are

sor

ted

by re

mai

ning

life. A

ccou

nts

Rec

eiva

ble

is n

ot m

erel

y on

e of

the

bran

ches

of a

ccou

ntin

g th

at fo

rms

the

basi

s of

ade

quat

e an

d or

derly

acco

untin

g. It

als

o pr

ovid

es th

e da

ta re

quire

d fo

r effe

ctiv

e cr

edit

man

agem

ent,

(as

a re

sult

of it

s cl

ose

inte

grat

ion

with

the

Sal

es a

nd D

istri

butio

n co

mpo

nent

), as

wel

l as

impo

rtant

info

rmat

ion

for t

he o

ptim

izat

ion

of li

quid

ity p

lann

ing,

(thro

ugh

its li

nk to

Cas

h M

anag

emen

t).


66

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

9

9. A

ccou

nts

Paya

ble

Acc

ount

s P

ayab

le re

cord

s an

d m

anag

es v

endo

r acc

ount

ing

data

, con

nect

ing

dire

ctly

with

oth

er c

ompo

nent

s

of S

AP

suc

h as

G/L

usi

ng a

spe

cial

reco

ncili

atio

n ac

coun

t, C

ash

Man

agem

ent,

Pur

chas

ing,

etc

.

Invo

ices

from

ven

dors

are

pos

ted

n A

ccou

nts

Pay

able

., an

d al

l int

egra

ted

trans

actio

ns a

re a

utom

atic

ally

upda

ted

(suc

h as

FI,

CO

, Pro

ject

s, T

reas

ury,

Cas

h M

anag

emen

t, et

c.).

Fro

m th

ere,

the

data

is s

orte

d by

ven

dor

and

mad

e av

aila

ble

to o

ther

are

as s

uch

as th

e pu

rcha

sing

sys

tem

.Whe

n yo

u po

st d

ata

in A

ccou

nts

Pay

able

, the

syst

em c

reat

es a

doc

umen

t and

pas

ses

the

data

ent

ered

to th

e ge

nera

l led

ger.

Gen

eral

ledg

er a

ccou

nts

are

then

upda

ted

acco

rdin

g to

the

trans

actio

n co

ncer

ned

(pay

able

, dow

n pa

ymen

t, an

d so

on)

.

Sin

ce th

e in

divi

dual

app

licat

ions

(gen

eral

ledg

er a

nd s

ub-le

dger

s) a

ll ex

chan

ge d

ata,

indi

vidu

al b

usin

ess

trans

actio

ns o

nly

have

to b

e en

tere

d on

ce. P

ostin

gs a

re a

utom

atic

ally

trig

gere

d fro

m th

e op

erat

ive

trans

actio

ns in

Acc

ount

s P

ayab

le. I

nvoi

ce v

alue

s ar

e pr

ovid

ed fo

r cas

h m

anag

emen

t, in

ord

er to

opt

imiz

e liq

uidi

ty p

lann

ing.

SA

P p

rovi

des

two

varia

nts

for c

arry

ing

out b

usin

ess

trans

actio

nsin

Acc

ount

s P

ayab

le:

The

syst

em c

arrie

s ou

t con

sist

ency

che

cks

befo

re s

avin

g th

eda

ta. W

hen

the

debi

ts e

qual

the

cred

its, a

nd th

e

data

is c

ompl

ete,

the

docu

men

t is

post

ed.

If er

rors

exi

st, t

he d

ata

is n

ot s

aved

, and

the

syst

em p

ropo

ses

adju

stm

ents

.

The

syst

em u

pdat

es th

e do

cum

ent f

ile a

nd th

e G

/L a

ccou

nt b

alan

ces.

Thi

s is

par

t of t

he a

utom

ated

mat

chin

g

and

appr

oval

pro

cess

(tw

o, th

ree,

or f

our-w

ay m

atch

ing

proc

ess)

. Th

is is

als

o in

tegr

ated

with

SR

M –

SU

S.


67

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

10

10. P

roje

ct

Syst

ems

Mon

itors

pre

cise

pla

nnin

g of

the

deta

iled

activ

ities

invo

lved

in b

oth

larg

e an

d sm

all s

cale

pro

ject

s. E

nsur

es

that

the

proj

ect i

s ex

ecut

ed e

ffici

ently

, on

time,

and

with

in b

udge

t –by

ens

urin

g th

at th

e re

quire

d re

sour

ces

and

fund

s ar

e av

aila

ble

as a

nd w

hen

need

ed.

SA

P P

roje

ct S

yste

ms

will

be

inte

grat

ed w

ith P

ower

Pla

nt.

The

proc

esse

s of

bud

get,

plan

ning

, and

repo

rting

on

proj

ects

will

be

man

aged

in P

ower

Pla

nt a

nd S

AP

Pro

ject

Sys

tem

s. B

ased

on

the

inte

grat

ion

of P

roje

ct S

yste

ms

and

Grid

bus

ines

s pr

oces

ses

the

follo

win

g co

mpo

nent

s w

ill b

e in

sco

pe fo

r thi

s ph

ase

of th

e pr

ojec

t. W

ith th

e

impl

emen

tatio

n of

the

Grid

Fro

nt O

ffice

in th

e ne

xt p

hase

the

use

of o

ther

Pro

ject

Sys

tem

s de

taile

d sc

hedu

ling

and

plan

ning

com

pone

nts

may

incr

ease

. Le

vel o

f use

of t

hese

obj

ects

will

be

dete

rmin

ed d

urin

g de

taile

d de

sign

.

SA

P P

roje

ct D

efin

ition

Hig

h le

vel w

ay o

f ide

ntify

ing

the

type

of p

roje

ct.

Driv

es a

spec

ts o

f the

low

er le

vel d

ata

(WB

S) u

se a

nd id

entif

y or

gani

zatio

nal i

nfor

mat

ion

.S

AP

Wor

k B

reak

dow

n S

truct

ure

(WB

S)

Rep

rese

nts

an in

divi

dual

pro

ject

as

a w

hole

or p

art o

f a p

roje

ctth

at c

an b

e su

bdiv

ided

.U

sed

to s

et a

nd p

erfo

rm a

naly

sis

of b

udge

t and

pla

nned

cos

t, re

venu

e, a

nd p

erfo

rm o

vera

ll pr

ojec

t pl

anni

ng a

nd m

anag

emen

t .Th

ere

will

be

a di

rect

tie

betw

een

the

Pow

erP

lant

Fun

ded

Pro

ject

and

the

SA

P W

BS

Ele

men

tS

AP

Pla

nt M

aint

enan

ce In

tegr

atio

nW

ork

Ord

ers

are

requ

ired

to b

e as

sign

ed to

a F

unde

d P

roje

ct in

Pow

erP

lant

and

a W

BS

Ele

men

t in

SA

P.

For m

ore

info

rmat

ion

on w

ork

orde

r pro

cess

es s

ee n

ext s

lide

on P

lant

Mai

nten

ance

.


68

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

11

11. P

lant

M

aint

enan

ceE

nabl

es e

ffici

ent p

lann

ing

of p

rodu

ctio

n an

d ge

nera

tion

sche

dule

s an

d ab

ility

for c

ompa

nies

to p

erfo

rm

deta

iled

asse

t man

agem

ent.

Sup

ports

cos

t-effi

cien

t mai

nten

ance

met

hods

, suc

h as

risk

-bas

ed m

aint

enan

ce o

r

prev

entiv

e m

aint

enan

ce, a

nd p

rovi

des

com

preh

ensi

ve o

utag

e pl

anni

ng a

nd w

ork

orde

r life

cycl

e m

anag

emen

t.

SA

P P

lant

Mai

nten

ance

will

be

utili

zed

to s

uppo

rt w

ork

man

agem

ent a

nd fi

nanc

e re

late

d pr

oces

ses.

Pla

nt

Mai

nten

ance

will

inte

grat

e w

ith S

torm

s, M

AXI

MO

, and

Pow

erP

lant

to s

uppo

rt re

late

d pr

oces

ses

of W

ork

Ord

er

Life

cycl

e, In

vent

ory

Man

agem

ent,

Tim

e M

anag

emen

t, an

d w

ill b

e th

e di

rect

rece

iver

of a

ll co

sts

asso

ciat

ed w

ith

the

wor

k pe

rform

ed.

With

the

impl

emen

tatio

n of

the

Grid

Fro

nt O

ffice

in th

e ne

xt p

hase

the

use

of o

ther

Pla

nt

Mai

nten

ance

func

tiona

lity

will

incr

ease

. Le

vel o

f use

of t

hese

obj

ects

will

be

dete

rmin

ed d

urin

g de

taile

d de

sign

.

SA

P W

ork

Ord

er Use

d fo

r det

aile

d pl

anni

ng a

nd s

ched

ulin

g of

act

iviti

es, m

ater

ials

, and

cos

t ass

ocia

ted

with

wor

k

to b

e pe

rform

ed. Use

d to

cap

ture

act

ual c

ost o

f mat

eria

l, tim

e, a

nd a

ll ac

tiviti

es a

ssoc

iate

d w

ith th

e w

ork

perfo

rmed

.

SA

P W

ork

Ord

er In

tegr

atio

n

Wor

k or

ders

in th

is p

hase

of t

he p

roje

ct w

ill b

e cr

eate

d ba

sed

on th

e cr

eatio

n of

wor

k or

ders

in

Sto

rms,

MA

XIM

O, a

nd P

ower

Pla

nt.

Est

imat

es o

f wor

k, m

ater

ials

, and

oth

er d

ata

from

Sto

rms,

MA

XIM

O, a

nd P

ower

Pla

nt w

ill b

e se

nt

to S

AP

.

Cos

ts w

ill b

e ap

plie

d to

the

SA

P w

ork

orde

r and

then

sen

t to

Pow

erP

lant

to p

erfo

rm c

ost


69

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

12. W

areh

ouse

M

anag

emen

tW

areh

ouse

man

agem

ent e

ffici

ently

man

ages

mat

eria

ls a

nd p

roce

sses

in a

com

plex

war

ehou

se e

nviro

nmen

t.

Goo

ds m

ovem

ents

and

all

logi

stic

pro

cess

es w

ithin

the

war

ehou

se a

re p

lann

ed a

nd e

xecu

ted

effe

ctiv

ely.

Thi

s

incl

udes

con

firm

ing

war

ehou

se o

rder

s vi

a th

e de

skto

p or

usi

ng ra

dio

frequ

ency

, as

wel

l as

the

optio

nal p

roce

sses

of s

lotti

ng, w

areh

ouse

rear

rang

emen

t, re

sour

ce m

anag

emen

t, la

borm

anag

emen

t and

mon

itorin

g.

The

SA

P W

areh

ouse

Man

agem

ent (

WM

) app

licat

ion

prov

ides

flex

ible

, aut

omat

ed s

uppo

rt to

ass

ist i

n

proc

essi

ng a

ll go

ods

mov

emen

ts a

nd in

mai

ntai

ning

cur

rent

sto

ck in

vent

orie

s in

the

war

ehou

sing

com

plex

.

Grid

will

:

•Def

ine

and

man

age

com

plex

war

ehou

sing

stru

ctur

es

•O

ptim

ize

mat

eria

l flo

w u

sing

adv

ance

d pu

t-aw

ay a

nd p

icki

ng te

chni

ques

•P

roce

ss g

oods

rece

ipts

, goo

ds is

sues

and

sto

ck tr

ansf

ers

quic

kly

and

easi

ly

Alth

ough

it is

pos

sibl

e fo

r you

to m

anag

e w

areh

ouse

inve

ntor

ies

usin

g th

e In

vent

ory

Man

agem

ent (

IM)

appl

icat

ion

com

pone

nt, t

he p

rimar

y di

ffere

nce

betw

een

man

agin

g st

ock

in W

M a

nd in

IM is

that

in IM

, the

sys

tem

can

only

dis

play

the

tota

l sto

ck o

f a m

ater

ial f

or a

sto

rage

loca

tion.

WM

, on

the

othe

r han

d, o

ffers

the

capa

bilit

y to

man

age

stoc

k qu

antit

ies

in e

ach

indi

vidu

al s

tora

ge b

in in

hig

hly

com

plex

sto

rage

faci

litie

s. G

rid w

ill o

ptim

ize

the

use

of a

ll st

orag

e bi

ns

The

War

ehou

se M

anag

emen

t app

licat

ion

is fu

lly in

tegr

ated

into

the

SA

P E

CC

sys

tem

. Tra

nsac

tions

that

are

initi

ated

in o

ther

SA

P c

ompo

nent

s re

sult

in c

orre

spon

ding

task

s in

WM

whi

ch a

ctiv

ate

the

actu

al p

hysi

cal

trans

fers

with

in th

e w

areh

ouse

.

12


70

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

13. M

ater

ials

M

anag

emen

tM

ater

ials

Man

agem

ent i

s th

e m

ain

inte

grat

ion

poin

t for

Pro

cure

men

t, W

ork

Ord

er In

vent

ory,

Pro

ject

s, e

tc. T

he

Mat

eria

l Mas

ter c

onta

ins

info

rmat

ion

on a

ll th

e m

ater

ials

pro

cure

d, u

tiliz

ed, o

r pro

duce

d, s

tore

d, a

nd /o

r sol

d. I

t is

the

com

pany

's c

entra

l sou

rce

for r

etrie

ving

mat

eria

l-spe

cific

dat

a th

at i

s st

ored

in th

e in

divi

dual

mat

eria

l mas

ter

reco

rds.

The

mat

eria

l mas

ter i

s us

ed a

cros

s S

AP

com

pone

nts

(Pro

cure

men

t, In

vent

ory,

Sal

es, W

ork

Ord

er

Man

agem

ent,

and

inte

grat

ed w

ithin

SR

M C

atal

ogs,

etc

.). T

he in

tegr

atio

n of

all

mat

eria

l dat

a in

a s

ingl

e da

taba

se

obje

ct e

limin

ates

redu

ndan

t dat

a st

orag

e.

13


71

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s14

. Inv

ento

ry

Man

agem

ent

All

trans

actio

ns th

at b

ring

abou

t a c

hang

e in

sto

ck a

re e

nter

ed re

al ti

me,

sto

ck u

pdat

es a

s w

ell a

s fin

anci

al

upda

tes

are

mad

e re

al ti

me.

Mat

eria

ls a

re m

anag

ed r

eal t

ime,

bot

h qu

antit

ies

and

valu

es, a

nd s

ub-le

dger

s ar

e

auto

mat

ical

ly k

ept i

n sy

nc w

ith F

inan

cial

pos

tings

.

•G

oods

Mov

emen

ts a

re c

arrie

d ou

t –pi

ckin

g, p

acki

ng, s

hipp

ing,

rece

ivin

g, e

tc.

•V

alua

tions

of i

nven

tory

•S

peci

al s

tock

han

dlin

g

•C

onsi

gnm

ent

Inve

ntor

y M

anag

emen

t is

inte

grat

ed w

ith a

ll th

e ot

her S

AP

com

pone

nts,

suc

h as

ava

ilabi

lity

chec

king

,

plan

ned

re-o

rder

ing,

pur

chas

ing,

del

egat

ion

of a

utho

rity

auto

mat

ed a

ppro

vals

, etc

.

14


72

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s15

. Tra

vel &

Ex

pens

eS

AP

Tra

vel M

anag

emen

t acc

ompa

nies

all

the

proc

esse

s in

volv

ed in

han

dlin

g tri

ps. I

t pro

vide

s in

tegr

ated

func

tions

and

links

thes

e to

the

settl

emen

t, ta

xatio

n an

d pa

ymen

t pro

cess

es. T

rave

l man

agem

ent c

over

s th

e re

ques

t, pl

anni

ng

and

book

ing

of tr

ips,

as

wel

l as

the

settl

emen

t of t

rave

l exp

ense

s an

d th

e tra

nsfe

r of s

ettle

men

t res

ults

to o

ther

busi

ness

func

tion

area

s. T

he in

tegr

atio

n of

SA

P T

rave

l Man

agem

ent g

uara

ntee

s th

e be

nefit

s of

syn

ergi

es th

at

incr

ease

effi

cien

cy a

nd re

duce

pro

cess

cos

ts.

15


73

16

17. F

leet

M

anag

emen

tTh

e S

AP

Fle

et S

olut

ion

is b

ased

on

the

intri

nsic

inte

grat

ion

of s

ever

al S

AP

mod

ules

: P

lant

Mai

nten

ance

,

Mat

eria

ls M

anag

emen

t, P

rocu

rem

ent,

Fina

nce,

Con

trolli

ng, e

tc…

The

Flee

t Sol

utio

n co

ntai

ns a

ll th

e to

ols

to

man

age

Flee

t tas

ks fr

om in

itial

veh

icle

spe

cific

atio

n an

d pr

ocur

emen

t thr

ough

the

entir

e V

ehic

le L

ife-C

ycle

.

This

ena

bles

flee

t man

agem

ent p

roce

ssin

g in

a s

ingl

e fo

rmat

with

dire

ct a

nd im

med

iate

inte

grat

ion

to N

atio

nal

Grid

sys

tem

s w

ith d

irect

logi

stic

s an

d fin

anci

al d

ata

flow

sup

porti

ng th

e pr

imar

y Fl

eet M

anag

emen

t goa

l of

faci

litat

ing

proc

esse

s su

ch a

s:

1)V

ehic

le R

epla

cem

ents

2)V

ehic

le P

rocu

rem

ent

3)V

ehic

le C

orre

ctiv

e M

aint

enan

ce4)

Veh

icle

Pre

vent

ive

Mai

nten

ance

5)Fl

eet T

echn

icia

n Ti

me

Con

firm

atio

ns6)

Veh

icle

Fue

ling

& B

ulk

Fuel

Pro

cure

men

t7)

PC

AR

D in

tegr

atio

n to

Fle

et M

aint

enan

ce W

ork

Ord

ers

8)W

arra

nty

Rei

mbu

rsem

ent P

roce

ssin

g9)

Flee

t Man

agem

ent R

epor

ting

10)L

OB

Veh

icle

Ava

ilabi

lity

Rep

ortin

g

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s


74

17

18. S

uppl

ier

Rel

atio

nshi

p M

anag

emen

t

The

SA

P S

uppl

ier R

elat

ions

hip

Man

agem

ent (

SA

P S

RM

) app

licat

ion

is b

uilt

on th

e S

AP

Net

Wea

ver

tech

nolo

gy p

latfo

rm, e

nabl

ing

mul

tiple

leve

ls o

f sup

plie

rs, p

artn

ers,

and

man

ufac

ture

rs to

wor

k to

geth

er o

n a

fully

inte

grat

ed s

ourc

e-to

-pay

pro

cess

.

SA

P S

RM

ena

bles

key

bus

ines

s pr

oces

ses,

incl

udin

g: p

rocu

re to

pay

, cat

alog

man

agem

ent,

cent

raliz

ed

sour

cing

, cen

traliz

ed c

ontra

ct m

anag

emen

t, su

pplie

r col

labo

ratio

n, s

uppl

ier e

valu

atio

n, e

tc.

This

will

ena

ble

smoo

ther

, lea

ner p

roce

sses

with

in p

rocu

re to

pay

suc

h as

:1)

Req

uisi

tioni

ng o

f goo

ds a

nd s

ervi

ces

2)M

anag

ing

purc

hase

ord

ers

3)A

ppro

ving

with

ele

ctro

nic

wor

kflo

w a

ppro

vals

util

izin

g th

e U

SFP

Del

egat

ion

of A

utho

rity

4)C

onfir

min

g go

ods

rece

ipt o

r ser

vice

ent

ry s

heet

s5)

Man

agin

g ca

talo

gs6)

Cen

traliz

ed S

ourc

ing

7)C

entra

lized

con

tract

man

agem

ent,

8)S

uppl

ier c

olla

bora

tion,

9)S

uppl

ier e

valu

atio

n10

)Aut

omat

ed in

voic

e en

try11

)A/P

aut

omat

ion

of in

voic

e ap

prov

als

12)A

bilit

y to

take

dis

coun

ts fo

r bes

t pay

men

t ter

ms.

SR

M a

lso

incl

udes

a c

ompo

nent

, SU

S (S

uppl

ier S

elf S

ervi

ces)

, whi

ch i

s a

host

ed s

olut

ion

for s

uppl

iers

that

prov

ides

the

infra

stru

ctur

e fo

r rea

l-tim

e el

ectro

nic

exch

ange

of b

usin

ess

docu

men

ts s

uch

as P

urch

ase

Ord

ers,

Pur

chas

e O

rder

Res

pons

e/A

ckno

wle

dgem

ent,

Goo

ds C

onfir

mat

ion

or S

ervi

ce E

ntry

She

ets

and

Invo

ices

.

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

19. M

DM

C

atal

ogM

DM

(Mas

ter D

ata

Man

agem

ent )

is a

requ

ired

tech

nolo

gy c

ompo

nent

to s

uppo

rt an

d m

anag

e in

tern

al c

atal

ogs

in

SR

M..


75

18

20. P

urch

asin

g P

urch

asin

g is

a c

ompo

nent

of M

ater

ials

Man

agem

ent (

MM

). M

M P

urch

asin

g co

mpo

nent

incl

ude:

Ext

erna

l

proc

urem

ent o

f mat

eria

ls a

nd s

ervi

ces;

Det

erm

inat

ion

of p

ossi

ble

sour

ces

of s

uppl

y fo

r a re

quire

men

t ide

ntifi

ed

by th

e m

ater

ials

pla

nnin

g an

d co

ntro

l sys

tem

or a

risin

g di

rect

lyw

ithin

a u

ser d

epar

tmen

t; M

onito

ring

of d

eliv

erie

s

from

and

invo

ice

mat

chin

g an

d pa

ymen

t app

rova

ls to

ven

dors

.

This

is fu

lly in

tegr

ated

with

Sup

plie

r Rel

atio

nshi

p M

anag

emen

t (S

RM

) and

Sup

plie

r Sel

f Ser

vice

(SU

S).

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s


76

19

21. M

DM

Cus

tom

er

Mas

ter D

ata

MD

M (M

aste

r Dat

a M

aint

enan

ce) f

or C

usto

mer

s is

a c

ompo

nent

of S

AP

that

sup

ports

the

man

agem

ent o

f

cust

omer

s ac

ross

mul

tiple

lega

cy s

yste

ms,

acr

oss

mul

tiple

line

s of

bus

ines

s, a

cros

s le

gal e

ntiti

es, e

tc.

The

cust

omer

s ar

e m

aste

r rec

ords

in S

AP

that

are

util

ized

in S

ales

&D

istri

butio

n fo

r sel

ling

and

Fina

nce

for p

ostin

g of

reve

nues

and

rece

ipts

.

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

22. N

on-U

tility

B

illin

gB

illin

g re

pres

ents

the

final

pro

cess

ing

stag

e fo

r a b

usin

ess

trans

actio

n in

Sal

es a

nd D

istri

butio

n. It

incl

udes

the

crea

tion

of In

voic

es b

ased

on

deliv

erie

s or

ser

vice

s (w

ork

orde

r int

egra

tion)

; cre

dit a

nd d

ebit

mem

os ;

pro

form

a

invo

ices

, etc

., an

d au

tom

ated

tran

sfer

of b

illin

g da

ta to

Fin

anci

al A

ccou

ntin

g (F

I) an

d C

ontro

lling

(CO

). T

he U

SFP

scop

e in

clud

es:

•C

usto

mer

Ser

vice

pric

ing;

det

erm

ine

pric

e of

ser

vice

•C

usto

mer

Ser

vice

bill

ing:

gen

erat

e bi

lls b

ased

on

quot

atio

nsof

ser

vice

or f

lat r

ate

•S

ales

doc

umen

ts: g

ener

ate

sale

s or

ders

for s

ervi

ces

•S

ales

Invo

ice:

gen

erat

e in

voic

es b

ased

on

bills

.


77

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

ES

S -

Em

ploy

ee S

elf S

ervi

ce is

a w

eb e

nabl

ed to

ol u

sed

by e

mpl

oyee

s to

upd

ate

thei

r ow

n da

ta –

nam

e an

d

addr

ess,

pay

roll

data

, etc

.

MS

S –

Man

ager

Sel

f Ser

vice

is a

web

ena

bled

tool

use

d by

Man

ager

s to

app

rove

, mon

itor a

nd re

port

empl

oyee

activ

ities

with

in th

eir d

omai

n.

For t

he N

atio

nal G

rid, E

SS

and

MS

S w

ill b

e ut

ilize

d la

rgel

yto

sup

port

Tim

e M

anag

emen

t (E

ntry

, App

rova

ls,

etc)

. W

e w

ill b

e de

term

inin

g w

hat a

dditi

onal

sta

ndar

d de

liver

ed E

SS

/MS

S fu

nctio

nalit

y fro

m c

ompo

nent

s lis

ted

belo

w w

ill b

e im

plem

ente

d to

sup

port

HC

M p

roce

sses

in g

ener

al. T

he fo

llow

ing

ES

S/M

SS

com

pone

nts

are

deem

ed to

be

in s

cope

at s

ome

leve

l, th

e le

vel t

o be

det

erm

ined

dur

ing

Det

ail D

esig

n:

SA

P E

SS

Acc

essi

ng g

ener

al in

form

atio

n su

ch a

s ad

dres

s or

oth

er c

onta

ct d

etai

ls, o

r per

sona

l dat

a

Mon

itorin

g c

ompe

nsat

ion

info

rmat

ion

such

as

pays

tubs

, W-2

info

rmat

ion,

W-4

exe

mpt

ion,

etc

.

Mai

ntai

ning

Ban

k D

etai

ls (c

heck

and

EFT

S in

form

atio

n)

Ver

ifica

tion

of e

mpl

oym

ent

Tim

e E

ntry

(Abs

ence

s an

d A

ttend

ance

s)

Trav

el a

nd E

xpen

se E

ntry

SA

P M

SS Tim

e E

ntry

and

App

rova

l

DO

A A

ppro

vals

(inc

ludi

ng T

rave

l and

Exp

ense

)

Initi

atin

g/M

anag

ing

Pro

mot

ions

and

Tra

nsfe

rs

Vie

win

g Te

am M

embe

rs (H

eadc

ount

)20


78

21

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

sTh

is c

ompo

nent

allo

ws

you

to p

roce

ss p

ayro

ll fo

r em

ploy

ees,

usi

ng d

ata

from

SA

P P

erso

nnel

Adm

inis

tratio

n an

d B

enef

its u

nder

a w

ide

varie

ty o

f con

figur

atio

ns. T

he S

AP

Pay

roll

syst

em a

lso

offe

rs a

num

ber o

f sta

ndar

d pa

yrol

l re

ports

. The

Tax

Rep

orte

r com

pone

nt a

llow

s yo

u to

gen

erat

e al

l sta

tuto

ry s

tate

and

fede

ral t

ax fo

rms,

suc

h as

SU

I an

d W

-2s.

Lis

ted

belo

w a

re S

AP

Pay

roll’

s m

ain

feat

ures

:

C

alcu

late

Gro

ss P

ay

R

ead

empl

oyee

dat

a fo

r pay

rate

and

add

ition

al p

ay o

r ded

uctio

ns

R

ead

time

and

leav

e da

ta

C

alcu

late

Net

Pay

C

alcu

late

tax

amou

nts

(usi

ng B

SI T

ax F

acto

ry)

R

etro

-cal

cula

tions

for p

ast p

ay p

erio

ds in

clud

ing

dedu

ctio

ns &

tax

adju

stm

ents

Tr

ack

and

man

age

empl

oyee

gar

nish

men

t

Fi

nal P

ay P

roce

ssin

g

G

ener

ate

dire

ct d

epos

its

C

reat

e 3r

d pa

rty re

mitt

ance

s

G

ener

ate

earn

ings

sta

tem

ents

C

reat

e le

gal r

epor

ting

Po

st to

fina

ncia

l acc

ount

ing/

cont

rollin

g in

clud

ing

mon

th-e

nd a

ccru

als

Tr

ansf

er to

Fin

anci

als

and

Con

trollin

g

Au

dit f

inan

cial

pos

ting

resu

lts

R

evie

w la

bor c

osts

at o

rg u

nit l

evel

and

agg

rega

te le

vels

Pe

rform

per

iod-

end

clos

ing

activ

ities

24. P

ayro

ll


79

22

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

The

orga

niza

tion

of e

mpl

oyee

s, th

eir a

ssig

ned

role

s an

d hi

erar

chic

al re

spon

sibi

litie

s (r

epor

ting

stru

ctur

e) is

dep

icte

d by

Org

aniz

atio

nal M

anag

emen

t (O

M).

OM

can

als

o be

util

ized

for:

Func

tiona

l and

/or l

ocat

ion

rela

ted

hier

arch

y (d

epar

tmen

t to

depa

rtmen

t, lin

e of

bus

ines

s, e

tc)

Secu

rity

Infra

stru

ctur

e

Com

plia

nce

Rep

ortin

g

Wor

kflo

ws

(incl

udin

g D

eleg

atio

n of

Aut

horit

y)

Hea

dcou

ntin

g

The

follo

win

g O

rgan

izat

iona

l Man

agem

ent c

ompo

nent

s ar

e de

emed

tobe

in s

cope

at s

ome

leve

l, th

e le

vel t

o be

det

erm

ined

durin

g D

etai

l Des

ign:

SAP

Org

aniz

atio

nal O

bjec

ts

Org

aniz

atio

nal U

nit –

a de

partm

ent o

r oth

er c

usto

mer

def

ined

bus

ines

s ar

ea

Cos

t Cen

ter –

an o

bjec

t ow

ned

and

mai

ntai

ned

by F

inan

ce, b

ut u

sed

by H

CM

to li

nk to

Org

aniz

atio

nal U

nits

or P

ositi

ons

Posi

tion

-a p

ositi

on is

hel

d by

an

empl

oyee

Job-

a gr

oupi

ng o

f Pos

ition

s w

ith c

omm

on e

lem

ents

suc

h as

gra

des,

ban

ds, s

alar

y ra

nges

, etc

.

Job

Fam

ily –

a gr

oupi

ng o

f lik

e Po

sitio

ns

SAP

Obj

ect A

ttrib

utes

Iden

tific

atio

n of

man

ager

ial p

ositi

ons

and

DO

A lim

its

Equa

l Opp

ortu

nity

and

Affi

rmat

ive

Actio

n Id

entif

iers

Ente

rpris

e an

d Pe

rson

nel S

truct

ure

info

rmat

ion

(HR

def

ined

“bui

ldin

g bl

ocks

”)

Em

ploy

ee H

ome

Cos

t Cen

ter i

nfor

mat

ion


80

23

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

The

Per

sonn

el A

dmin

istra

tion

task

s ap

plic

atio

n co

mpo

nent

, man

ages

all

func

tions

ass

ocia

ted

with

an

empl

oyee

from

hire

to re

tire.

Em

ploy

ee d

ata

is a

lway

s co

untry

spe

cific

, driv

en in

par

t by

the

uniq

ue re

gula

tory

and

legi

slat

ive

requ

irem

ents

from

cou

ntry

to c

ount

ry.

This

com

pone

nt is

tigh

tly in

tegr

ated

with

all

othe

r HR

com

pone

nts.

Per

sonn

el A

dmin

istra

tion

is u

tiliz

ed fo

r Tr

acki

ng e

mpl

oyee

spe

cific

dat

a th

roug

hout

the

empl

oym

ent l

ife c

ycle

Pay

roll

Cal

cula

tion

and

Pay

men

tS

ecur

ity In

frast

ruct

ure

Com

plia

nce

Rep

ortin

g H

eadc

ount

ing

Pos

ting

HC

M c

osts

to th

e Fi

nanc

e G

ener

al L

edge

r

The

follo

win

g P

erso

nnel

Adm

inis

tratio

n co

mpo

nent

s ar

e de

emed

to b

e in

sco

pe a

t som

e le

vel,

the

leve

l to

be

dete

rmin

ed d

urin

g D

etai

l Des

ign:

SA

P P

erso

nnel

Act

ions

and

/or t

rack

ed in

form

atio

nH

ires

Reh

ires

Tran

sfer

s or

Pro

mot

ion

Pay

Cha

nges

Leav

es o

f Abs

ence

D

eath

of a

n em

ploy

ee (

Sur

vivo

r tra

ckin

g if

appl

icab

le)

Ret

irem

ent

Term

inat

ions

Mai

ntai

ning

elig

ibili

ty a

nd o

ther

indi

cativ

e da

ta (s

ervi

ce, l

ocat

ion,

age

, uni

on p

rovi

sion

s, e

tc)

Dis

cipl

inar

y an

d G

rieva

nce

track

ing


81

24

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s27

. CA

TS /

Tim

e En

try

The

SA

P C

ross

-App

licat

ion

Tim

e S

heet

(CA

TS) i

s yo

ur s

ingl

e po

int o

f ent

ry fo

r all

busi

ness

pro

cess

es

requ

iring

info

rmat

ion

on e

mpl

oyee

s’ac

tiviti

es. U

tiliz

ing

a ce

ntra

l tim

e an

d da

ta e

ntry

met

hod

acro

ss th

e en

terp

rise

mea

ns e

nsur

ing

info

rmat

iona

l int

egrit

y an

d in

crea

sing

ope

ratio

nal e

ffici

enci

es.

Dat

a co

llect

ed th

roug

h a

dive

rse

rang

e of

inte

ract

ion

tech

nolo

gies

is m

ade

avai

labl

e in

man

y m

odul

es o

f

SA

P th

roug

h C

ATS

. A fr

ont-e

nd d

ata

colle

ctio

n so

lutio

n fo

r CA

TS e

nsur

es th

at th

e da

ta p

asse

d ac

ross

your

ent

erpr

ise

is a

ccur

ate.

Pre

cise

wor

kfor

ce d

ata

in y

our b

usin

ess

syst

ems

will

stre

amlin

e bu

sine

ss

proc

esse

s an

d fa

cilit

ate

the

accu

rate

cal

cula

tion

of p

ayro

ll.

Fo

nt e

nd d

evic

es/ m

etho

ds in

put d

ata

into

CA

TS

N

atio

nal G

rid’s

cur

rent

ly u

sed

MD

SI d

evic

e

P

orta

l: E

nter

ed o

n E

SS

/ A

ppro

ved

on M

SS

D

irect

ly o

n S

AP

EC

C u

sing

tran

sact

ion

code

C

ATS

Pro

cess

Ti

me

entry

for o

ne o

r mor

e pe

rson

s

R

elea

se fo

r App

rova

l and

App

rova

l pro

cess

are

can

be

optio

ns

Tr

ansf

er C

ATS

dat

a to

HR

(Abs

ence

, Atte

ndan

ce, R

emun

erat

ion)

Tr

ansf

er C

ATS

S to

CO

(Sen

der &

Rec

eive

r cos

t cen

ter a

nd a

lloca

tion

activ

ity)


82

25

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

28. T

ime

Eval

uatio

nTi

me

eval

uatio

n ev

alua

tes

the

atte

ndan

ce a

nd a

bsen

ce ti

mes

that

hav

e be

en re

cord

ed fo

r or b

y yo

ur e

mpl

oyee

s. T

he

syst

em u

ses

the

resu

lts o

f tim

e ev

alua

tion

to fo

rm ti

me

bala

nces

and

time

wag

e ty

pes,

and

to u

pdat

e at

tend

ance

and

abse

nce

quot

as, b

ased

on

rule

s an

d co

nfig

urat

ion

defin

ed fo

r var

ious

labo

r gro

ups/

empl

oyee

s. L

iste

d be

low

are

SAP

Tim

e

Eval

uatio

n’s

mai

n fe

atur

es:

Ti

me

Entry

cap

ture

d fro

m v

ario

us s

ourc

es

C

ross

-App

licat

ion

Tim

e Sh

eets

(CAT

S)

SA

P EC

C T

ime

Man

ager

’s W

ork

Plac

e

Po

rtal E

SS /

Appr

oved

on

MS

S

M

obile

Dev

ices

and

oth

er

C

alcu

latio

n of

stra

ight

tim

e an

d va

rious

OT

hour

s ba

sed

on e

mpl

oyee

s w

ork

sche

dule

and

rule

s fo

r con

figur

ed e

mpl

oyee

grou

ping

s

U

sing

Pul

ic H

olid

ay C

alen

dar,

Wor

k sc

hedu

le,

conf

igur

ed u

nion

con

tract

rule

s ba

sed

on e

mpl

oyee

gro

upin

gs

C

alcu

late

s Au

tom

atic

Lea

ve a

ccru

als

and

dedu

ctio

ns

U

sing

spe

cifie

d co

nfig

ured

leav

e ac

crua

l rul

es fo

r diff

eren

t em

ploy

ee g

roup

ings

R

etro

activ

e en

tere

d tim

e is

aut

omat

ical

ly p

icke

d up

to S

AP P

ayro

ll fo

r pro

cess

ing

and

upda

ting

empl

oyee

’s p

ay

St

anda

rd T

ime

Shee

ts a

nd o

ther

tim

e re

ports

ava

ilabl

e


83

26

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

29. B

SI/ T

ax

Fact

ory

BS

I Tax

Fact

ory™

offe

rs th

e m

ost c

ompr

ehen

sive

and

cos

t effe

ctiv

e pa

yrol

l tax

sol

utio

n in

the

indu

stry

.

C

alcu

late

em

ploy

ee a

nd e

mpl

oyer

-pai

d ta

xes

incl

udin

g w

ithho

ldin

g, u

nem

ploy

men

t and

dis

abilit

y

Su

ppor

t cov

erag

e fo

r U.S

. fed

eral

, sta

te, a

nd lo

cal t

ax ju

risdi

ctio

ns

El

imin

ate

the

burd

en o

f tra

ckin

g re

gula

tory

rule

s

In

tegr

ates

with

SAP

pay

roll,

def

erre

d in

com

e or

hum

an re

sour

ces

syst

em

In

crea

ses

prod

uctiv

ity a

nd re

duce

s ov

eral

l cos

ts

En

sure

com

plia

nce

with

tax

regu

latio

ns

Sc

alab

le to

com

pany

siz

e

30. S

AP

BW

31. S

AP

BPC

SA

P B

W -

SA

P’s

Bus

ines

s In

form

atio

n W

areh

ouse

(BW

) pro

vide

s a

com

plet

e in

form

atio

n fa

ctor

y so

lutio

n. B

W

is th

e ce

ntra

l com

pone

nt in

the

SA

P s

uite

of a

pplic

atio

ns w

ith a

n ad

ded

adva

ntag

e of

bei

ng a

sof

twar

e pa

ckag

e

that

can

be

used

in b

oth

SA

P a

nd n

on-S

AP

env

ironm

ents

. Thi

s sy

stem

app

roac

h co

nsol

idat

es th

e ex

tern

alan

d

the

inte

rnal

sou

rces

of d

ata

into

a s

ingl

e re

posi

tory

and

pro

vide

s pr

econ

figur

ed d

ata

that

aid

s th

e or

gani

zatio

ns

and

ente

rpris

es in

dea

ling

with

the

data

man

agem

ent a

nd a

rchi

ving

.

SA

P B

PC

-S

AP

Bus

ines

sObj

ects

Pla

nnin

g an

d C

onso

lidat

ion

(BP

C) a

pplic

atio

n un

ifies

and

stre

amlin

es th

e

plan

ning

, bud

getin

g, fo

reca

stin

g an

d co

nsol

idat

ion

proc

ess.


84

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

33. A

CIS

NG

: Aut

omat

ed C

ontra

ctor

Inv

oice

Sys

tem

. Con

tract

and

Invo

icin

gS

yste

m fo

r NG

Ele

ctric

Dis

tribu

tion

and

NG

Veg

etat

ion

Man

agem

ent P

asse

s ap

prov

ed in

voic

es in

to S

AP

for p

aym

ent.

RIC

EFW

: Y

es

34. A

dvan

tage

NG

: R

hode

Isla

nd G

as R

etai

l Bill

ing

syst

em –

will

be

repl

aced

by

CS

S

35. A

dobe

NG

/KS

E:

Ado

be In

tera

ctiv

e Fo

rms

for C

usto

mer

/Invo

ice

Req

uest

s. R

educ

es th

e ne

ed fo

r man

ual p

roce

ssin

g an

d

incr

ease

s ap

prop

riate

leve

ls o

f con

trols

. To

day

thes

e re

ques

ts a

re m

ade

thro

ugh

a ha

rd c

opy

requ

est f

orm

and

a

bill

is th

en m

anua

lly c

reat

ed in

Mis

c B

illin

g us

ing

the

info

rmat

ion

on th

e fo

rm in

Peo

ples

oft.

27

NG

/KS

E:

Faci

lity

Intru

sion

Det

ectio

n (E

nter

pris

e W

ide)

, Fac

ility

Acc

ess

Con

trol (

Ent

erpr

ise

Wid

e), V

ideo

Sur

veill

ance

(E

nter

pris

e W

ide)

Sec

urity

sys

tem

-no

t sur

e if

need

ed s

ince

Dia

mon

d is

als

o on

the

list.

Thi

s

wou

ld b

e fo

r em

ploy

ee d

ata

so th

at th

e ap

prop

riate

sec

urity

can

be

assi

gned

. Th

ere

is n

o m

odul

e w

ithin

SA

P th

at

allo

ws

for d

eter

min

ing

secu

rity

acce

ss fo

r bad

ges.

Will

bot

h be

requ

ired

in th

e fu

ture

? A

bsol

utel

y Y

ES

-if

this

was

goi

ng to

be

cons

olid

ated

with

Dia

mon

d –

Dia

mon

d w

ould

lik

ely

be c

onso

lidat

ed in

to A

MA

G.

37. A

MA

G


85

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

38.B

usin

ess

Obj

ects

NG

: U

sed

for r

epor

ting

–D

ATA

MA

RT

40. C

AS

KS

E :

Lon

g Is

land

Pow

er A

utho

rity

(LIP

A) a

nd L

ong

Isla

nd G

as (L

IG) R

etai

l Com

mod

ity B

illin

g S

yste

mC

usto

mer

Acc

ount

ing

Sys

tem

-C

ore

syst

em u

sed

to m

anag

e cu

stom

ers’

(res

iden

tial,

com

mer

cial

, ind

ustri

al)

finan

cial

, ser

vice

and

con

tact

exp

erie

nce,

incl

udin

g ac

coun

ts, b

illin

g, p

aym

ent,

and

cred

it an

d co

llect

ions

tra

nsac

tions

(inc

ludi

ng a

ll re

venu

e re

porti

ng),

as w

ell a

s cu

stom

er p

artic

ipat

ion

in re

gula

ted

(low

inco

me,

spe

cial

ne

eds,

etc

.) pr

ogra

ms/

serv

ices

, cus

tom

er a

nd m

arke

ter p

artic

ipat

ion

in re

tail

choi

ce, a

nd c

ompa

ny d

iscr

etio

nary

an

d m

arke

ting

prog

ram

s/in

itiat

ives

for g

as o

nly

cust

omer

s on

Lon

g Is

land

and

und

er th

e S

MA

to L

ong

Isla

nd

Pow

er A

utho

rity’

s el

ectri

c on

ly c

usto

mer

s. I

nclu

des

Gas

& E

lect

ric B

illin

g, C

olle

ctio

ns, C

harg

e O

ffs, D

epos

its,

Cor

resp

onde

nce,

etc

.

39. C

arou

sel

NG

: A

pplic

atio

n th

at is

in th

e w

areh

ouse

.

28

42. C

CH

KS

E: C

ontra

ctor

Cha

rges

: C

onta

ins

a re

posi

tory

of c

onst

ruct

ion

cont

ract

s de

fined

by

the

clie

nt a

rea,

whi

ch a

re

used

to p

rice-

out a

ctua

l con

stru

ctio

n w

ork.

Afte

r the

app

ropr

iate

app

rova

ls h

ave

been

mad

e, c

ost d

ata

is p

asse

d

to th

e ac

coun

ts p

ayab

le s

yste

m fo

r pay

men

t. O

nly

supp

orts

Lon

g Is

land

and

New

Yor

k G

as.

41. C

asca

deN

G :

Ass

et M

anag

emen

t & M

aint

enan

ce M

anag

emen

t sys

tem

for E

lect

ric S

ubst

atio

n, H

VD

C, R

elay

& T

elec

omm

A

sset

s


86

29

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

44. C

RIS

KS

E:

NY

C G

as C

usto

mer

Bill

ing.

Cus

tom

er R

elat

ed In

form

atio

n S

yste

m -

Cor

e sy

stem

use

d to

man

age

cust

omer

s’(re

side

ntia

l, co

mm

erci

al,

indu

stria

l) fin

anci

al, s

ervi

ce a

nd c

onta

ct e

xper

ienc

e, in

clud

ing

acco

unts

, bill

ing,

pay

men

t, an

d cr

edit

and

colle

ctio

ns

trans

actio

ns (i

nclu

ding

all

reve

nue

repo

rting

), an

d fie

ld s

ervi

ce o

rder

s, a

s w

ell a

s cu

stom

er p

artic

ipat

ion

in

regu

late

d (lo

w in

com

e, s

peci

al n

eeds

, etc

.) pr

ogra

ms/

serv

ices

, cus

tom

er a

nd m

arke

ter p

artic

ipat

ion

in re

tail

choi

ce

, as

wel

l as

com

pany

dis

cret

iona

ry a

nd m

arke

ting

prog

ram

s/in

itiat

ives

for g

as o

nly

cust

omer

s in

thre

e re

gula

tory

and

6 fra

nchi

se a

reas

of n

ew Y

ork

(Bro

okly

n, Q

ueen

s, a

nd S

tate

n Is

land

), M

assa

chus

etts

(Bos

ton

Gas

, Col

onia

l

Cap

e, C

olon

ial L

owel

l and

Ess

ex G

as fr

anch

ises

), an

d E

nerg

y no

rth (n

ew H

amps

hire

) fra

nchi

se.

Kee

ps tr

ack

of a

ll

cust

omer

attr

ibut

es, i

nclu

ding

ser

vice

ord

ers,

cas

h, c

redi

t, bi

lling

, and

met

er re

adin

g.

43. C

MS

Web

NG

/ K

SE

: R

etire

e M

edic

al D

rug

–E

nrol

lmen

t –E

mpl

oyee

Dat

a.

Ret

iree

Med

ical

is h

andl

ed o

utsi

de o

f SA

P a

nd

this

will

pro

vide

em

ploy

ee in

dica

tive

data

in o

rder

to d

eter

min

eth

e en

rollm

ent i

nto

the

drug

pla

n fo

r ret

irees

.

Ben

efits

is o

ut o

f sco

pe fo

r SA

P.

Che

ck to

see

if th

is in

clud

es K

SE

? P

er, B

ill G

eer’s

RIC

EFW

list

, it i

s lis

ted

as a

mus

t hav

efo

r KS

E


87

30

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

47. C

usto

mer

I&

AK

SE

: C

usto

mer

Insi

ght a

nd A

naly

tics

Em

ploy

ee d

ata

extra

ct

48. D

iam

ond

NG

: H

R B

adge

ext

ract

dow

nloa

d . T

his

wou

ld b

e fo

r em

ploy

ee d

ata

so th

at th

e ap

prop

riate

sec

urity

can

be

assi

gned

. Th

ere

is n

o m

odul

e w

ithin

SA

P th

at a

llow

s fo

r det

erm

inin

g se

curit

y ac

cess

for b

adge

s.

46. C

SSN

G:

Full

billi

ng a

pplic

atio

n in

clud

ing

upst

ate

New

Yor

k an

d M

ass

Ele

ctric

, and

soo

n to

be

for L

ong

Isla

nd G

as

(rep

laci

ng A

dvan

tage

)

45. C

SAN

G:

Mar

ket B

illin

g S

yste

m (c

ompo

nent

of C

SS

). Th

e C

usto

mer

Ser

vice

Sys

tem

(CS

S/C

SA

) is

used

to fe

ed

paym

ent E

DI-8

20 A

CH

pay

men

t file

for E

SC

O in

voic

es to

SA

P A

/P.

SA

P A

/P w

illth

en is

sue

the

paym

ents

to th

e E

nerg

y S

ervi

ce C

ompa

ny p

er a

gree

d up

on c

ontra

ct a

nd R

egul

ator

y ru

les.

All

ES

CO

pro

vide

rs a

re p

aid

elec

troni

cally

.


88

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

50. D

WK

SE

: D

ata

War

ehou

se.

Ther

e ar

e ap

prox

imat

ely

22 d

ata

war

ehou

sein

stan

ces.

For

exa

mpl

e, D

W_C

CH

,

DW

_Col

lect

ions

,

DW

_Eng

, DW

_GE

BB

, DW

_GLA

CT,

DW

_MD

SI_

EL,

DW

_MD

SI_

Gas

, DW

_Met

rics,

DW

_MY

Quo

tes,

DW

_ON

YX,

DW

_PS

,

DW

_RN

S, D

W_S

LS_I

NV

ST,

DW

_SO

M, D

W_S

uppl

yCha

in, D

W_I

EM

DM

, DW

_IS

O,D

W_L

ipaf

dm, D

W_R

TBco

st,

DW

_NC

S,

DW

_Pro

ject

s,

Mic

ro S

trate

gy T

echn

olog

y

(Lab

or d

ata

war

ehou

se?)

Lab

or e

xtra

ct, O

T an

d pa

y da

ta.

31

49. D

SM

NG

: D

MS

is D

eman

d S

ide

Man

agem

ent (

DS

M )a

llow

s m

anag

emen

t of M

A, N

H a

nd R

I Sta

te re

gula

ted

ener

gy

effic

ienc

y pr

ogra

ms,

trac

king

pro

gram

impl

emen

tatio

n w

orkf

low

, con

stru

ctio

n tra

ckin

g, re

cycl

ing

vend

ors

and

clie

nt/v

endo

r pay

men

ts th

roug

h P

eopl

esof

t. S

uppo

rt fo

r reg

ulat

ory

repo

rting

.


89

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

53. E

MS

KS

E:

EM

S -

Ene

rgy

Man

agem

ent S

yste

m u

sed

by E

lect

ric S

yste

m O

pera

tors

to m

onito

r and

con

trol L

IPA

's

elec

tric

syst

em. T

he E

MS

sup

ports

Sup

ervi

sory

Con

trol a

nd D

ata

Acq

uisi

tion

(SC

AD

A),

Gen

erat

or D

ispa

tch

and

Con

trol (

GD

C),

Pow

er S

yste

m A

naly

sis

func

tions

, Loa

d S

hed

and

VO

ltage

CO

ntro

l, an

d a

DIs

patc

her T

rain

ing

Sim

ulat

or.

Inte

rface

Id

532

–da

ta e

xtra

ct

32

51. E

MIT

52. E

mer

genc

y Pr

epar

edne

ss

NG

: E

lect

ric M

eter

Sys

tem

is a

n in

vent

ory

and

track

ing

of e

lect

ric m

eter

s. T

his

syst

em in

terfa

ces

to P

ower

Pla

nt,

CS

S &

CIS

.

KS

E: S

trohl

Sys

tem

s (L

DR

PS

) sof

twar

e -

Sof

twar

e us

ed to

cre

ate

and

prin

t bus

ines

s co

ntin

uity

pla

ns fo

r the

orga

niza

tion.

Inc

lude

s di

sast

er re

cove

ry p

lann

ing,

reso

urce

s, lo

catio

ns, a

nd o

ther

per

tinen

t inf

orm

atio

n in

the

time

of c

risis

.


90

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

56. G

PCS

Glo

bal P

erfo

rman

ce C

ompe

nsat

ion

-Man

agem

ent

Per

form

ance

and

Com

pens

atio

n to

ol. U

sed

for m

anag

emen

t

empl

oyee

s fo

r per

form

ance

revi

ew p

roce

ss a

nd to

det

erm

ine

com

pens

atio

n, b

onus

, sto

ck o

ptio

ns.

The

SA

P

Ent

erpr

ise

Com

pens

atio

n M

anag

emen

t and

Per

form

ance

Man

agem

ent M

odul

e is

out

sco

pe.

33

54. E

OER

KS

E:

Intra

net b

ased

em

erge

ncy

rest

orat

ion

assi

gnm

ents

, has

sub

sta

tion

rost

ers

and

map

s. T

he E

OE

R s

yste

m

prov

ides

Ele

ctric

Ser

vice

with

the

abili

ty to

mai

ntai

n in

form

atio

n fo

r the

Em

erge

ncy

Res

pons

e P

roce

dure

use

d

durin

g hu

rrica

nes

and

ice

stor

ms.

Mai

nfra

me

base

d em

erge

ncy

rest

orat

ion.

Con

tain

s ro

ster

and

sub

stat

ion

data

for r

epor

ting.

Mos

t of d

ata

and

func

tiona

lity

exis

ts in

intra

net a

pplic

atio

n bu

t som

e re

porti

ng s

till d

one

from

this

dat

a.

Ele

ctric

Ope

ratio

ns E

mer

genc

y R

espo

nse

55. E

PIQ

NG

: A

uctio

ning

web

app

licat

ion

for i

nves

tmen

t rec

over

y to

be

inte

grat

ed to

SA

P S

D


91

34

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

60. L

DA

PK

SE

: Use

r Aut

hent

icat

ion

/ Sin

gle

sign

on

Em

ploy

ee s

ign

on v

alid

atio

n. L

DA

P v

erifi

es th

at th

e pe

rson

logs

on h

as th

e ap

prop

riate

sec

urity

. Th

ere

is n

o

mod

ule

with

in S

AP

to d

o th

is ty

pe o

f ver

ifica

tion.

58. H

R1

KS

E/N

G: O

rg h

iera

rchy

for a

ppro

val i

n H

R1

–le

gacy

sys

tem

requ

iring

an

inte

ract

ive

form

59. H

RM

IK

SE

/NG

/UK

: In

terfa

ce to

HR

MI b

usin

ess

obje

cts

for r

emov

al H

R R

epor

ting.

Em

ploy

ee d

ata,

HR

MI t

able

s fo

r rep

ortin

g

UK

Inte

rface

–co

mbi

ning

UK

and

US

dat

a

57. G

SHO

PN

G:

Gas

Met

er S

yste

m is

an

inve

ntor

y an

d tra

ckin

g of

gas

met

ers.

Thi

s sy

stem

inte

rface

s to

Pow

erP

lant

, CS

S &

CIS

.


92

35

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

62. M

axim

oK

SE

: 5

Inst

ance

s -

Max

imo

Cor

pora

te:

Cor

pora

te in

stan

ce to

faci

litat

e O

racl

e in

tegr

atio

n.

Max

imo

T&D

: T&

D W

ork

Man

agem

ent f

or e

lect

ric/G

as L

I & N

YC

Max

imo

(Fac

ilitie

s): B

uild

ing

Mai

nten

ance

Sys

tem

MA

XIM

O (G

enco

, Sub

Sta

tion,

LN

G):

Fos

sil P

lant

s, L

NG

Pla

nts,

Sub

stat

ion

Mai

nten

ance

Sys

tem

Max

imo

NE

: N

E G

as W

ork

Man

agem

ent

KS

E:

Cor

pora

te in

stan

ce to

faci

litat

e O

racl

e in

tegr

atio

n., i

s al

so in

dica

ted

to b

e re

tired

on

the

Appl

icat

ions

Inte

rface

Dat

a w

ith L

egac

y D

efin

ition

s.


93

36

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

63. M

DSI

KS

E:

3 In

stan

ces

-

MD

SI E

lect

ric:

Fiel

d D

ata

Cap

ture

Sys

tem

(FD

C) u

sed

by L

IPA

cre

ws

Prio

ritiz

es a

nd D

ispa

tche

s jo

b to

mob

ile

devi

ces

via

Ver

izon

's C

DM

A c

omm

unic

atio

ns n

etw

ork

Ther

e is

an

offic

e co

mpo

nent

(Win

Dis

p) a

nd a

fiel

d

com

pone

nt (M

obile

Pen

App

l).

MD

SI G

as:

Fiel

d D

ata

Cap

ture

Sys

tem

(FD

C)u

sed

by N

Y &

LI g

as c

rew

s. P

riorit

izes

and

Dis

patc

hes

job

to m

obile

devi

ces

via

Ver

izon

's C

DM

A c

omm

unic

atio

ns n

etw

ork.

Ther

e is

an

offic

e co

mpo

nent

(Win

Dis

p) a

nd a

fiel

d

com

pone

nt (M

obile

Pen

App

l).

MD

SI N

E:

Fiel

d D

ata

Cap

ture

Sys

tem

(FD

C)u

sed

by N

E g

as c

rew

s. P

riorit

izes

and

Dis

patc

hes

job

to m

obile

devi

ces

via

Ver

izon

's C

DM

A c

omm

unic

atio

ns n

etw

ork.

Ther

e is

an

offic

e co

mpo

nent

(Win

Dis

p) a

nd a

fiel

d

com

pone

nt (M

obile

Pen

App

l).

Tim

e en

try to

CA

TS. T

his

is a

Tim

e E

ntry

sys

tem

that

will

con

tinue

to b

e ut

ilize

d by

em

ploy

ees.

The

time

ente

red

will

be

uplo

aded

into

SA

P fo

r Tim

e E

valu

atio

n an

d P

ayro

ll us

e.


94

37

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

65. M

edic

are

Med

icar

e D

cha

nges

(CM

S w

ebsi

te in

itiat

es).

R

etire

e M

edic

al is

han

dled

out

side

of S

AP

and

this

will

pro

vide

empl

oyee

indi

cativ

e da

ta in

ord

er to

det

erm

ine

the

enro

llmen

t int

o th

e dr

ug p

lan

for r

etire

es.

Lim

ited

Ben

efits

are

in

scop

e fo

r SA

P.

(i.e.

Life

Insu

ranc

e)

66. O

NYX

NG

: ON

YX

is a

Cus

tom

er R

elat

ions

hip

Man

agem

ent (

CR

M) a

pplic

atio

nbu

ilt o

n M

icro

soft

Win

dow

s an

d W

eb

appl

icat

ion

tech

nolo

gies

. Ony

x C

orpo

ratio

n is

the

deve

lope

r of t

his

softw

are.

Ony

x is

a s

ales

forc

e au

tom

atio

n

softw

are

pack

age

used

by

Gas

Sal

es &

Mar

ketin

g to

trac

k sa

les

lead

s an

d cr

eate

Max

imo

wor

k or

ders

for n

ew g

as

serv

ice

inst

alla

tions

. Ony

x in

terfa

ces

to M

axim

o an

d S

AP

SD

.

64.

Med

ical

DB

Med

ical

App

licat

ion

–Tr

acks

inci

dent

s on

em

ploy

ees

–us

ed b

y th

e S

afet

y an

d H

ealth

Ser

vice

s gr

oups

. It

is u

sed

for t

he in

put a

nd tr

acki

ng o

f Med

ical

exa

ms,

Med

ical

Dic

tatio

n, v

ario

us h

ealth

exa

m t

estin

g (A

udio

, etc

) Dru

g an

d

Alc

ohol

func

tiona

lity

incl

udes

Dru

g S

pins

and

follo

w-u

p.


95

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

67. O

pen

Text

NG

–D

ocum

ent m

anag

emen

t sys

tem

68. M

MA

KS

E:

Han

d H

eld

App

licat

ion

for t

he S

tore

Roo

ms

69. N

AK

ISA

Suc

cess

ion

Pla

nnin

g To

ol –

The

UK

is c

urre

ntly

util

izin

g N

AK

ISA

to d

o th

eir s

ucce

ssio

n pl

anni

ng.

SA

P C

aree

r

and

Suc

cess

ion

Pla

nnin

g to

ol w

as d

eter

min

ed to

be

out o

f sco

pe s

ince

the

UK

has

alre

ady

impl

emen

ted

NA

KIS

A

and

the

US

is c

urre

ntly

pro

vidi

ng a

feed

. Th

is is

an

outb

ound

inte

rface

onl

y.

Rao

will

che

ck m

ay h

ave

to s

end

in C

hang

e re

ques

t as

it is

sho

wn

as s

houl

d ha

ve /

not m

ust h

ave

38


96

39

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

71.

Pow

erPl

ant

NG

& K

SE

: P

lant

Acc

ount

ing

uses

Pow

erP

lant

to m

anag

e pr

ojec

t cos

t acc

ount

ing

and

the

finan

cial

life

cyc

le o

f all

NG

US

A's

ass

ets.

The

re is

a k

ey in

terfa

ce b

etw

een

Pow

erP

lant

and

Sto

rms

& M

axim

o, w

here

Pow

erP

lant

prov

ides

new

Wor

k O

rder

num

bers

.

Pow

erP

lant

Sui

te:

Pow

erTa

x: T

ax d

epre

ciat

ion

and

defe

rred

tax

syst

em fo

r the

util

ity in

dust

ry. D

efer

red

taxe

s ar

e m

aint

aine

d fo

r

defe

rral a

ccou

ntin

g an

d FA

S10

9 lia

bilit

y ac

coun

ting.

Pow

erTa

x pr

oces

ses

tax

depr

ecia

tion,

boo

k ta

x ba

sis

reco

ncili

atio

n, a

nd d

efer

red

inco

me

taxe

s.

Pro

perty

Tax:

Use

d to

cal

cula

te R

eal E

stat

e pr

oper

ty ta

x an

d ve

rify

inco

min

g re

al e

stat

e ta

x bi

lls. W

ill a

lso

repl

ace

PTA

RS

to s

uppo

rt N

Y's

Pro

perty

Tax

Cha

lleng

e pr

ogra

m.

70. P

late

auLe

arni

ng S

olut

ion

Dat

abas

e to

trac

k/en

roll

in c

lass

es.

Pla

teau

will

be

the

LSO

tool

for

trac

king

edu

catio

n. S

AP

does

pro

vide

a le

arni

ng to

ol (L

SO

) and

a g

ap a

naly

sis

has

been

con

duct

ed.


97

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

72. P

AIR

SN

G:

The

appl

icat

ion

is u

sed

for i

ncid

ent r

epor

ting

and

perfo

rman

ce m

etric

ana

lysi

s. S

imila

r to

the

# 80

Inci

dent

Man

agem

ent S

yste

m (K

SE

)

73. P

avin

gK

SE

: P

avin

g -K

SE

: Tr

acks

and

reco

rds

the

pavi

ng re

ques

ts th

at a

re a

ssoc

iate

d to

gas

con

stru

ctio

n an

d

mai

nten

ance

wor

k in

NY

C &

LI.

Con

tract

s ar

e de

fined

and

item

s ar

e pr

iced

-out

for e

ach

wor

k or

der.

Onc

e

appr

oved

, pay

men

t req

uest

s ar

e pa

ssed

to th

e A

ccou

nts

Pay

able

ora

ccru

als

are

pass

ed to

Fin

ance

.

NG

: P

avin

g D

B, P

ave

See

d R

esto

ratio

n: R

esto

ratio

n on

ly -

track

s w

hat w

ork

need

s to

be

done

in a

n E

xcel

spre

adsh

eet.

Invo

icin

g an

d ac

crua

ls a

re d

one

man

ually

.

NG

: Pav

ing

RI:

An

Acc

ess

appl

icat

ion

that

reco

rds

perti

nent

des

crip

tive

data

for s

treet

and

sid

ewal

k re

stor

atio

n.

Mos

t im

port

is th

e pa

ving

con

tract

or n

ame

and

code

, and

the

dim

ensi

ons

of th

e ar

ea to

be

pave

d an

d th

e m

ater

ial

used

. Whe

n an

invo

ice

is re

ceiv

ed fr

om th

e co

ntra

ctor

it is

reco

ncile

d ag

ains

t the

dat

abas

e an

d a

repo

rt is

sen

t to

Acc

ount

s P

ayab

le. I

nvoi

cing

and

acc

rual

s ar

e do

ne m

anua

lly.

40


98

41

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

74. P

ost &

Bid

Job

bidd

ing.

Uni

on b

ased

job

pos

tings

for l

ocal

97.

List

ed a

s co

uld

have

–ne

ed a

cha

nge

cont

rol r

eque

st –

if th

is is

a m

ust h

ave

75. P

rimav

era

KS

E/ N

G:

Pro

ject

Pla

nnin

g &

Sch

edul

ing

Tool

Nee

d to

sen

d E

mpl

oyee

dat

a –

to P

rimav

era

goin

g in

to E

CC

for c

apita

l pla

nnin

g P

ower

plan

t

P6

wou

ld g

o in

to S

AP

–w

aitin

g fo

r the

GD

app

rova

l –th

en d

eter

min

e if

we

have

iden

tifie

d al

l int

erfa

ces.

Wor

king

Pla

n To

ol. N

atio

nal G

rid h

as a

requ

irem

ent f

or a

tool

toco

llate

pro

ject

repo

rting

bot

h w

ithin

the

busi

ness

, and

acr

oss

Alli

ance

Par

tner

s. P

rimav

era,

a p

roje

ct m

anag

emen

t too

l is

used

to

achi

eve

this

pur

pose

.


99

42

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

76. R

AC

FN

G/K

SE

: M

ainf

ram

e se

curit

y sy

stem

to a

cces

s E

mpl

oyee

dat

a fo

r lim

iting

mai

nfra

me

syst

em a

cces

s. D

eter

min

es

if th

e em

ploy

ee is

allo

wed

acc

ess

to th

eir c

urre

nt m

ainf

ram

e sy

stem

s. T

here

is n

o m

odul

e w

ithin

SA

P th

at a

llow

s

for d

eter

min

ing

secu

rity

acce

ss fo

r the

mai

nfra

me

syst

ems.

No

inte

rface

to o

r fro

m S

AP

?? D

oesn

’t ge

t HR

dat

a to

day

so d

on’t

thin

k so

.

77. R

emed

yN

G/K

SE

: S

ervi

ce d

esk

softw

are

-m

anag

es T

roub

le T

icke

ts a

nd IT

ass

ets

Em

ploy

ee d

ata

to R

emed

y is

the

syst

em c

urre

ntly

in u

se b

yN

atio

nal G

rid to

trac

k is

sues

whe

n em

ploy

ees

call

into

the

help

des

k. T

he S

AP

mod

ule

was

nev

er in

sco

pe. I

S A

sset

man

agem

ent t

ool.

78. R

ight

Now

This

is a

Hos

ted

3rd

Par

ty a

pplic

atio

n so

it w

as m

oved

to a

gra

y bo

x –

per G

lenn

Mal

linso

n. T

DC

use

s it

for t

heir

track

ing

and

esca

late

issu

es.

Req

uire

s th

e lis

t of e

mpl

oyee

s w

ith p

ertin

ent d

ata.

The

SA

P m

odul

e w

as n

ever

in

scop

e.


100

43

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

79. R

MS

Nuc

leus

/ B

eing

re

plac

ed b

y ET

RM

NG

/KS

E:

The

risk

syst

em (N

ucle

us, A

naly

tics,

Wea

ther

Del

ta a

nd re

late

d in

terfa

ces)

sup

ports

hed

ging

act

iviti

es

(fina

ncia

l der

ivat

ives

) an

d th

e pu

rcha

se/s

ale

of p

hysi

cal c

omm

oditi

es.

The

sys

tem

is u

sed

for f

inan

cial

repo

rting

,

invo

icin

g, d

eter

min

ing

cost

of g

as. A

s of

Jan

. 200

6 N

ucle

us is

use

d to

cap

ture

all

LI a

nd N

Y p

hysi

cal g

as

trans

porta

tion

and

to p

erfo

rm m

onth

end

set

tlem

ent.

App

licat

ion

to m

onito

r ris

k &

exp

osur

e in

com

mod

ity tr

adin

g

syst

ems.

RM

S (S

tart)

em

ploy

ee d

ata,

KS

-Abs

and

cla

ims

man

agem

ent.

SA

P M

odul

e is

not

in s

cope

.

ETR

M –

Ele

ctro

nic

Ris

k M

anag

emen

t

Sin

ce it

won

’t be

read

y un

til N

ovem

ber 2

011,

is th

is in

sco

pe fo

r us

to in

terfa

ce to

.

80. S

afet

y / I

MS

NG

/KS

E:

Mon

thly

hou

rs w

orke

d, d

ept d

ata

hier

arch

y –

now

glo

bal


101

44

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

81. S

EAL

NG

: S

EA

L (S

torm

Em

erge

ncy

Ass

ignm

ent L

ist)

-Cap

ture

s st

orm

trai

ning

dat

a us

ed fo

r ass

ignm

ents

on

stor

ms

-int

erfa

ces

with

SA

P E

mer

genc

y re

stor

atio

n –

Req

uire

s Tr

aini

ng re

cord

s ex

tract

and

em

ploy

ee e

xtra

ct.

82. S

abrix

Sal

es &

Use

Tax

Sys

tem

–re

plac

ing

curr

ent S

TS


102

45

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

83. S

torm

sN

G:

Trac

k cu

stom

er o

rder

s an

d pr

ojec

ts, r

epor

t on

stat

uses

, PS

Cre

porti

ng, p

erfo

rman

ce re

porti

ng, E

SC

O's

,

GS

O's

, Pal

's, M

eter

Ord

ers

and

mis

cella

neou

s or

ders

. In

clud

es b

oth

capi

tal a

nd m

aint

enan

ce (l

imite

d ca

pabi

lity)

wor

k fo

r Ele

ctric

and

Gas

.

Isch

edul

er p

rovi

des

sche

dulin

g ca

pabi

lity.

84. S

ucce

ss

Ente

rpris

eS

ucce

ss E

nter

pris

e is

a p

roje

ct e

stim

atin

g to

ol th

at w

ill in

terfa

ce w

ith P

ower

Pla

nt fo

r Pla

nnin

g da

ta.


103

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

85. S

uppl

ier

Self

Serv

ice

(SU

S)

SU

S is

the

cent

ral c

ompo

nent

for t

he S

uppl

ier E

nabl

emen

t sce

nario

in S

RM

. Sup

plie

r Ena

blem

ent c

onsi

sts

of

Doc

umen

t Exc

hang

e, S

uppl

ier N

etw

ork,

Sup

plie

r Por

tal a

nd S

uppl

ier C

olla

bora

tion.

SU

S is

a s

olut

ion

that

re

duce

s th

e co

sts

of p

rocu

rem

ent c

ycle

s by

impr

ovin

g th

e ex

chan

ge o

f bus

ines

s do

cum

ents

and

sho

rteni

ng th

e tim

e it

take

s to

pro

cess

the

cont

ent o

f the

se d

ocum

ents

.

86. R

eval

NG

/KS

E:

Glo

bal T

reas

ury

Wor

k S

tatio

n -

help

s dr

ive

inte

grat

ion,

aut

omat

ion,

vis

ibili

ty a

nd c

olla

bora

tion

whi

le a

lso

offe

ring

mod

elin

g an

d an

alys

is to

ols

to h

elp

man

age

risk,

max

imiz

e liq

uidi

ty, a

nd d

rive

grow

th.

46


104

47

87.

Act

ive

Dire

ctor

y

File

Shar

e

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

used

for a

ctiv

e di

rect

ory

listin

g fo

r HR

)

NG

#6

32 -

Em

ploy

ee d

irect

ory

look

up

and

cont

rols

acc

ess

to a

pplic

atio

ns.

NG

/KS

E:

Ris

k M

anag

emen

t & E

nerg

y Tr

adin

g so

ftwar

e -t

he A

llegr

o 8

plat

form

man

ages

NG

RID

’s p

ower

, nat

ural

gas

,

lique

fied

natu

ral g

as (L

NG

), na

tura

l gas

liqu

ids

(NG

L) a

nd re

new

able

s tra

ding

ope

ratio

ns in

the

Uni

ted

Sta

tes.

Alle

gro

supp

orts

all

aspe

cts

of N

GR

ID’s

mul

ti-co

mm

odity

bus

ines

s, in

clud

ing

deal

cap

ture

, pro

cure

men

t,

sche

dulin

g, ri

sk a

nd c

redi

t man

agem

ent,

repo

rting

and

invo

icin

g.

(not

on

CA

D, b

ut o

n la

ndsc

ape

–us

ed fo

r act

ive

dire

ctor

y lis

ting)

–th

is is

Mid

dlew

are

softw

are

not a

n ap

plic

atio

n

#885

Per

form

ance

App

rais

al e

xtra

ct -

88.A

llegr

o

Flee

t Veh

icle

Em

ploy

ee fu

el c

ard

pin

num

ber a

ssig

nmen

t. P

er M

icha

el R

obin

ette

-The

fuel

car

ds w

ill n

ow b

e as

sign

ed to

the

vehi

cle

and

not t

he e

mpl

oyee

and

that

the

info

rmat

ion

will

be

stor

ed in

the

equi

pmen

t rec

ord

and

not i

n H

R.

So

this

item

will

no

long

er b

e ap

plic

able

goi

ng fo

rwar

d.


105

48

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

89. U

I Pla

nner

NG

/KS

E:

Stra

tegi

c R

egul

ator

y To

ol -

Use

d fo

r Rat

e C

ase

Ana

lysi

s in

the

US

UI P

lann

er c

urre

ntly

take

s da

ta o

ut o

f Peo

pleS

oft a

nd H

yper

ion.

90. U

K H

yper

ion

NG

/KS

E:

Cor

pora

te in

stan

ce o

f Hyp

erio

n. T

here

are

two

occu

renc

es o

f Hyp

erio

n. T

his

inst

ance

is u

sed

as th

e

stra

tegi

c fin

anci

al c

onso

lidat

ion

tool

for N

atio

nal G

rid a

t a c

orpo

rate

gro

up le

vel.

Thi

s sy

stem

will

be

requ

este

d

until

the

mul

tiple

ER

P s

yste

ms

used

glo

bally

are

repl

aced

with

asi

ngle

glo

bal E

RP

.

Hub

woo

NG

/KS

E:

Hos

ted

Ser

vice

–E

xter

nal C

atal

og

91. L

imite

d B

enef

itsN

G/K

SE

: mos

tly fo

r Life

Insu

ranc

e/Im

pute

d In

com

e, S

tock

Pur

chas

e, a

nd p

ossi

bly

som

e m

acro

leve

l elig

ibili

ty fo

r

the

new

Pen

sion

ven

dor

92. S

iebe

lK

SE

: Th

ere

are

thre

e oc

curre

nces

of S

iebe

l (C

RM

, KE

D &

LIP

A).

CR

M a

llow

s E

lect

ric M

arke

ting

to tr

ack

cust

omer

con

tact

info

, lea

ds, a

nd p

rogr

am p

artic

ipat

ion

.

KE

D a

llow

s K

eyS

pan

(KS

E) c

usto

mer

s to

per

form

var

ious

sel

f acc

ount

ser

vice

s on

line

on th

e w

eb

(eS

ervi

ce).

Lic

ense

d fo

r 80

conc

urre

nt u

sers

.

LIP

A a

llow

s LI

PA

cus

tom

ers

to p

erfo

rm v

ario

us s

elf a

ccou

nt s

ervi

ces

on th

e w

eb (e

Ser

vice

).

Lice

nsed

for 8

0 co

ncur

rent

eS

ervi

ce u

sers

.


106

49

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

93. C

DR

KS

E:

The

CD

R (C

all D

etai

l Rep

ortin

g) s

yste

m p

erfo

rms

the

func

tion

of p

rovi

ding

det

aile

d ch

arge

back

to th

e

dow

nsta

te le

gacy

Key

Spa

n O

rgan

izat

ions

by

Ora

cle

Pro

ject

/Act

ivity

for t

he d

eskt

op c

arrie

r cha

rges

. Th

ese

char

ges

are

inte

rface

d to

Ora

cle

Pro

ject

s ea

ch m

onth

(RIC

EFW

Inte

rface

ID 5

05).

CD

R ru

ns a

n al

gorit

hm to

calc

ulat

e th

e ca

rrie

r cha

rges

by

desk

top

phon

e ba

sed

on a

rate

per

min

ute.

It u

tiliz

es d

ata

that

it c

aptu

res

for e

very

call,

by

ever

y ex

tens

ion

from

the

dow

nsta

te T

elep

hone

sys

tem

s pl

us th

e as

soci

ated

acc

ount

ing

info

rmat

ion

linke

d

to e

ach

desk

top

phon

e th

at it

rece

ives

thro

ugh

an in

terfa

ce fr

omR

emed

y. R

emed

y re

ceiv

es th

e de

faul

t acc

ount

ing

for e

ach

empl

oyee

from

a d

aily

inte

rface

with

KS

Peo

pleS

oft H

R (R

ICE

FW In

terfa

ce ID

612

) and

atta

ches

it to

the

asse

t reg

istry

ass

ocia

ted

with

eac

h em

ploy

ee re

cord

.

KS

E –

Per

mits

Sys

tem

–N

Y:

Trac

ks a

nd re

cord

s co

nstru

ctio

n pe

rmit

requ

ests

that

are

ass

ocia

ted

to g

as

cons

truct

ion

and

mai

nten

ance

wor

k. A

dire

ct li

nk to

NY

C D

OT

exis

ts fo

r req

uest

ing

and

rece

ivin

g pe

rmit

data

.

Func

tions

for t

rack

ing

perm

it co

sts

are

incl

uded

.

94. P

RM

95. C

orpT

axC

orpT

ax S

oftw

are

solu

tion

to b

e us

ed b

y th

e Ta

x D

epar

tmen

t to

calc

ulat

e th

e m

onth

ly T

ax p

rovi

sion

and

to a

ssis

t

in th

e pr

epar

atio

n of

the

Cor

pora

te In

com

e Ta

x R

etur

n.

96. B

izA

pps

Biz

App

s S

oftw

are

solu

tion

to b

e us

ed in

con

junc

tion

with

P-C

ard

Sol

utio

n -

prov

ides

reco

ncili

atio

n to

ols

and

valid

atio

ns.


107

50

Hig

h Le

vel D

efin

ition

s of

CA

D C

ompo

nent

s

PR /

Ben

efits

List

of T

hird

Par

ty In

terfa

ces:

AFL

AC

NB

T (S

bond

s)

BO

NY

(Sto

ck P

urch

ase)

AD

P

Cer

idia

n (F

SA

Mgm

t)H

SB

C

CN

AH

yatt

Lega

l

Futu

re A

ssoc

iate

s (L

TD fo

r Loc

al 1

01)

Moo

re –

W2

Hay

Gro

upG

PC

S (M

gmt C

ompe

nsat

ion)

John

Han

cock

(LTC

for K

S)

Bar

nett

Ass

ocia

tes

Med

icar

e (M

edic

are

Dru

g)

Mer

cer (

H &

W In

sura

nce)

Met

Life

(Life

, Hom

e, A

uto

Insu

ranc

e)

Mat

rix

Pw

ater

hous

e

T. R

owe

Pric

e

Sca

rbor

ough

Alli

ance

(Uni

on)

Van

guar

d (4

01K

Sav

ings

)

Wat

son

Wya

tt (P

ensi

on)

Pen

sion

Pat

h

Cha

se (C

heck

Rec

on)


108

Exhibit __ (ISP-3)


Exhibit __ (ISP-3)

December 2009 US Systems and Strategy Roadmap

109

Dec

embe

r 200

9 v1

.0

US

Syst

ems

Stra

tegy

and

Rou

tem

apFi

nal R

epor

t


110

-2-

Con

tent

s

Exe

cutiv

e S

umm

ary

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

Dep

loym

ent S

cena

rio A

naly

sis

App

licat

ion

Mig

ratio

n Im

pact

Ana

lysi

s

Gov

erna

nce

Rou

tem

apIn

itiat

ives

Indi

cativ

e Fi

nanc

ial I

mpa

cts

Bur

ning

Pla

tform

App

licat

ions

App

endi

x


111

-3-

Obj

ectiv

es a

nd O

utco

mes

D

evel

opm

ent o

f stra

tegi

c co

nsid

erat

ions

and

bus

ines

s im

pera

tives

P

riorit

ized

bus

ines

s ca

pabi

litie

s re

quire

d to

add

ress

bu

sine

ss im

pera

tives

and

top

prio

ritie

s

S

trate

gy fo

r del

iver

ing

Bac

k O

ffice

, Cus

tom

er, F

ront

O

ffice

, Mob

ile a

nd D

ispa

tch

capa

bilit

ies

to G

as a

nd

Ele

ctric

LoB

s

U

S S

yste

ms

Stra

tegy

rout

emap

–in

itiat

ives

, sco

pe a

nd

sequ

ence

E

stim

ated

cos

t im

pact

s of

the

rout

emap

G

loba

l pro

ject

gov

erna

nce

& d

esig

n au

thor

ity fr

amew

ork

to fa

cilit

ate

deci

sion

-mak

ing

for t

he ro

utem

apan

d ba

ck

offic

e pr

ogra

m

D

evel

op U

S S

yste

ms

Stra

tegy

and

rout

emap

driv

en b

y N

atio

nal G

rid’s

bus

ines

s st

rate

gy a

nd p

riorit

ies

D

evel

op h

igh-

leve

l cos

t est

imat

es fo

r the

rout

emap

Id

entif

y an

d in

tegr

ate

impa

cts

of th

e ro

utem

apw

ith

curr

ent

IS in

vest

men

t pla

n an

d pr

ojec

ted

oper

atio

nal

spen

d

Obj

ectiv

esO

utco

mes


112

-4-

Key

Mes

sage

s

Th

e U

S s

trate

gic

rout

emap

wor

k ha

s en

gage

d ex

tens

ivel

y ac

ross

the

busi

ness

Th

ere

is b

road

agr

eem

ent o

n bo

th th

e bu

sine

ss is

sues

and

the

prio

ritie

s–

Back

offi

ce n

eeds

to b

e ur

gent

ly a

ddre

ssed

–R

hode

Isla

nd g

as h

as s

igni

fican

t cus

tom

er is

sues

and

ver

y lim

ited

IT to

ols

for A

sset

and

Wor

k m

anag

emen

t–

The

Gas

bus

ines

s ha

s a

high

ly fr

agm

ente

d se

t of I

T so

lutio

ns th

at is

inhi

bitin

g bu

sine

ss p

erfo

rman

ce–

The

Ele

ctric

bus

ines

s is

alre

ady

cons

olid

ated

(with

exc

eptio

n of

LIPA

) and

look

ing

long

er te

rm fo

r fur

ther

effi

cien

cies

fro

m s

yste

m c

hang

es–

Cus

tom

er a

nd m

arke

ts a

re im

pact

ed b

y ha

ving

mul

tiple

cus

tom

er p

latfo

rms,

par

ticul

arly

with

gas

cus

tom

ers

A

num

ber o

f bus

ines

s ca

pabi

lity

deliv

ery

scen

ario

s ha

ve b

een

deve

lope

d w

ith a

pre

ferre

d sc

enar

io

iden

tifie

d

Th

e E

xecu

tive

are

invi

ted

to s

uppo

rt th

e fu

rther

dev

elop

men

t of t

he p

refe

rred

scen

ario

and

the

impl

icat

ions

and

cho

ices

that

it p

rese

nts.

Th

e pl

anni

ng a

nd m

obilis

atio

nfo

r the

US

Bac

k O

ffice

Pro

gram

me

is u

nder

way

. A S

anct

ion

Pap

er fo

r th

e ne

xt p

hase

of d

esig

n w

ill be

pre

sent

ed in

Dec

embe

r with

the

prog

ram

me

com

men

cing

in J

anua

ry

2010

.


113

-5-

Our

wor

k re

flect

s a

colla

bora

tive

proc

ess

that

invo

lved

the

busi

ness

from

initi

al

exec

utiv

e in

terv

iew

s th

roug

h ex

tens

ive

func

tiona

l tea

m a

naly

sis

Step

1 -

Und

erst

and

NG

Str

ateg

ic D

irect

ion

–U

nder

stan

d st

rate

gic

cons

ider

atio

ns &

de

velo

p bu

sine

ss im

pera

tives

–D

efin

e bu

sine

ss c

apab

ilitie

s–

Pro

file

curre

nt N

G IS

env

ironm

ent

–D

efin

e B

ack

Offi

ce s

cope

Step

2 –

IT Im

plic

atio

ns &

App

licat

ion

Arc

hite

ctur

e

–D

evel

op ta

rget

app

licat

ion

arch

itect

ure

–D

efin

e ke

y m

anag

emen

t dec

isio

ns /

depl

oym

ent s

cena

rios

–D

evel

op IS

impl

icat

ions

for e

ach

scen

ario

Step

3 –

Def

ine

Initi

ativ

es a

nd A

lign

–P

erfo

rm g

ap a

naly

sis

betw

een

exis

ting

initi

ativ

es a

nd re

quire

d ca

pabi

litie

s–

Dev

elop

ini

tiativ

es to

add

ress

the

gaps

–D

evel

op B

ack

Offi

ce s

anct

ion

pape

r

Step

4 -

Rou

tem

apan

d C

omm

unic

atio

n –

Dev

elop

dep

loym

ent r

oute

map

–R

evie

w th

e de

ploy

men

t rou

tem

apw

ith k

ey

stak

ehol

ders

Oct

‘09

Sep

‘09

Aug

’09

Toda

y

Mile

ston

e

Rou

tem

ap

Gro

up

Exec

Maj

or P

roje

ct A

ctiv

ities


114

-6-

Key

The

mes

U

S b

usin

ess

com

plex

ity is

hig

h–

Mul

ti-st

ate,

mul

ti-bu

sine

ss–

23 o

pera

ting

com

pani

es–

Ove

rlapp

ing

LOB

sup

port

rela

tions

hips

–Ba

lanc

ing

geog

raph

ic a

nd L

OB

man

agem

ent f

ocus

P

ost M

erge

r int

egra

tion

was

not

fully

com

plet

ed–

Mul

tiple

way

s of

doi

ng th

ings

(pro

cess

es) a

nd a

ssoc

iate

d IT

sys

tem

s–

Sign

ifica

nt is

sues

with

get

ting

key

man

agem

ent r

epor

ting

info

rmat

ion

(dat

a)

R

egul

ator

y ag

enda

is in

crea

sing

in c

ompl

exity

and

freq

uenc

y

W

e ne

ed to

get

goi

ng w

ith b

ack

offic

e

S

ever

al IT

sys

tem

s ar

e ol

d, u

nsup

porte

d an

d in

nee

d of

upg

rade

or r

epla

cem

ent

G

as is

sues

are

mor

e pr

essi

ng th

an E

lect

ric

In

tere

st is

get

ting

LOB

syn

ergi

es fi

rst,

then

cro

ss L

OB

syn

ergi

es (a

nd fi

xing

crit

ical

func

tions

in p

aral

lel)

Le

vera

ge a

nd le

arn

from

the

UK


115

-7-

The

exec

utiv

e in

terv

iew

s al

so id

entif

ied

a hi

erar

chy

of b

usin

ess

prio

ritie

s

Gas

Ass

et a

nd W

ork

Man

agem

ent

Elec

tric

A

sset

and

Wor

k M

anag

emen

tB

ack

Offi

ce

Cus

tom

er

RI G

asLI

Gas

LIPA

Gas

GIS

NY/

NE

Elec

tO

ther

KS

Gas

Hig

hest

Low

est

TBD

Bac

k O

ffice

Elim

inat

e cu

rrent

bus

ines

s ris

ks re

gard

ing

finan

cial

/ re

gula

tory

repo

rting

P

rovi

de re

quire

d in

form

atio

n to

effe

ctiv

ely

man

age

the

busi

ness

M

ost c

ritic

al n

eed

W

ill be

the

first

are

a to

des

ign

and

impl

emen

t

Oth

er p

aral

lel w

ork

scop

e sh

ould

not

impa

ct th

e ab

ility

to d

eliv

er b

ack

offic

e

Elec

tric

GIS

Cus

tom

er

Stra

tegy

is to

pro

vide

lead

ing

cust

omer

ser

vice

th

roug

h st

anda

rdis

edpr

oces

ses

and

cons

olid

atio

n of

cu

stom

er s

yste

ms

onto

com

mon

pla

tform

A

ddre

ssin

g G

as C

usto

mer

issu

es in

Rho

de Is

land

is

criti

cal a

nd m

ay ru

n in

par

alle

l with

Bac

k O

ffice

with

an

y sc

enar

io

Reg

ulat

ory

ince

ntiv

es c

ontri

bute

to n

eed

for L

I Gas

m

igra

tion

Cus

tom

er L

IPA

D

ecis

ion

need

ed o

n w

heth

er to

m

igra

te L

IPA

Cus

tom

ers

(dep

endi

ng o

n co

ntra

ct re

new

al).

GIS

G

as c

onso

lidat

ion

of G

IS p

latfo

rm p

art o

f AW

M

alig

nmen

t

Furth

er la

yer o

f bu

sine

ss e

ffici

enci

es th

roug

h st

anda

rdis

atio

nof

a G

IS p

latfo

rm a

cros

s G

as

and

Ele

ctric

Tim

ing

of a

com

mon

pla

tform

rollo

ut s

houl

d co

inci

de w

ith F

ront

Offi

ce e

nhan

cem

ents

Elec

tric

Fro

nt O

ffice

Im

plem

entin

g tra

nsfo

rmat

ion

B

enef

iting

from

inte

grat

ed to

olse

t with

ex

cept

ion

of L

IPA

(pen

ding

MSA

de

cisi

ons)

Fu

rther

effi

cien

cy fr

om s

yste

m c

hang

es

and

inte

grat

ion

with

gas

a lo

nger

term

ob

ject

ive

N

eeds

are

less

crit

ical

than

Gas

and

pr

opos

ed to

be

deliv

ered

late

r in

the

rele

ase

cycl

e of

eac

h sc

enar

ioB

usin

ess

capa

bilit

y de

ploy

men

t prio

rity

Gas

Fro

nt O

ffice

S

trate

gy is

to e

nabl

e co

mm

on p

roce

sses

acr

oss

the

busi

ness

for e

ffici

ency

and

impr

oved

cus

tom

er

perfo

rman

ce

Exte

nded

and

com

mon

mob

ile s

olut

ion

need

ed to

im

prov

e pe

rform

ance

in M

eter

Ser

vice

s

Ena

ble

com

mon

fron

t offi

ce p

roce

sses

C

aptu

re fu

ture

syn

ergi

es a

cros

s ga

s an

d el

ectri

c th

roug

h sy

stem

s an

d da

ta

Leve

rage

UK

GFO

exp

erie

nce

A

fter b

ack

offic

e, G

as h

as n

ext m

ost s

igni

fican

t nu

mbe

r of p

ain

poin

ts a

nd c

ritic

al n

eeds


116

-8-

RI/G

DG

as

Dis

trib

utio

n

NG

/GD

Gas

D

istr

ibut

ion

NG

/ED

Elec

tric

D

istr

ibut

ion

NG

/ET

Tran

smis

sion

KS/

GD

Gas

D

istr

ibut

ion

Cus

tom

erC

SS

Wor

k M

anag

emen

tS

AP

Ass

et

Man

agem

ent

SA

P

Bac

k O

ffice

SC/F

I/HR

SA

P/P

ower

Pla

nt

GIS

ES

RI

OU

TAG

E-

-A

BB

-

Fiel

d D

ispa

tch/

M

obile

SyC

lo/ C

lickS

W

LIPA

*TB

D –

Pend

ing

Con

trac

tual

Dec

isio

ns

KS/

Gen

Key

Span

G

ener

atio

n

CA

S-

MA

XIM

O

MA

XIM

O

SA

P/P

ower

Pla

nt

ES

RI

-

CA

RE

SG

OM

S

MD

SI

-

Targ

et A

pplic

atio

n A

rchi

tect

ure

–M

igra

tion

to S

tand

ards

As

a re

sult,

ther

e is

gen

eral

con

sens

us a

roun

d th

e en

d-st

ate

targ

et a

pplic

atio

n ar

chite

ctur

e th

at w

ill d

eliv

er th

e ca

pabi

litie

s ne

eded

by

the

busi

ness


117

-9-

The

depl

oym

ent r

oute

map

strik

es a

bal

ance

bet

wee

n m

axim

izin

g bu

sine

ss v

alue

and

m

anag

ing

impl

emen

tatio

n ris

k/co

st

Func

tiona

l Sco

peStra

tegi

c C

onsi

dera

tions

Bus

ines

s Va

lue

Impl

emen

tatio

n R

isk

Cos

t

Dec

isio

n

Pre

ssur

e to

Incr

ease

Sco

peP

ress

ure

to R

educ

e S

cope

Max

imiz

e sp

eed

to v

alue

giv

en

the

cons

train

ts o

f dep

loym

ent

The

rout

emap

sets

a s

trat

egic

dire

ctio

n. E

ach

maj

or re

leas

e w

ill b

e ap

prov

ed b

efor

e ex

ecut

ion.


118

-10

-

We

redu

ced

seve

ral s

cena

rios

to fo

ur b

est a

ltern

ativ

es a

nd a

re re

com

men

ding

one

Initi

al s

et o

f 7

scen

ario

s

65

47

1 1A3

2A3

41

1A2

2A

41

2

56

31A

23

4

2

2A1

2

4

Itera

tion

1Ite

ratio

n 2

Itera

tion

3

Sc

enar

ios

cove

red

rang

e fro

m v

ery

larg

e sc

ope

(“bi

g ba

ng”)

to B

ack

Offi

ce o

nly

(for f

irst

rele

ase)

Sc

enar

io 5

was

elim

inat

ed

due

to e

xces

sive

com

plex

ity

Scen

ario

6 w

as e

limin

ated

du

e to

add

ress

ing

cust

omer

is

sues

too

late

in th

e re

leas

e cy

cle

El

imin

ated

an

optio

n th

at

impl

emen

ted

disp

atch

and

mob

ile

capa

bilit

ies

early

in c

ycle

(to

o m

uch

com

plex

ity v

ersu

s va

lue)

El

imin

ated

a la

rge

scop

e sc

enar

io

(full

Gas

rollo

ut in

par

alle

l with

Bac

k O

ffice

) due

to b

usin

ess

riskR

efin

emen

ts to

a fe

w o

f the

bas

e sc

enar

ios

that

rem

aine

d

Adde

d ne

w s

cena

rio th

at h

ad a

C

usto

mer

and

FO

pilo

t for

Gas

in

para

llel w

ith B

ack

Offi

ce The

rem

aini

ng s

cena

rios

wer

e fu

rther

ev

alua

ted

and

anal

yzed

to b

ette

r ass

ess:

Sp

ecifi

c bu

sine

ss/tr

ansa

ctio

n im

pact

s

IT c

ompl

exiti

es in

volv

ed

Stra

nded

/thr

ow a

way

cos

ts

Indi

cativ

e co

sts

Pref

erre

d


119

-11

-

Four

prim

ary

scen

ario

s w

ere

cons

ider

ed .

. .

Scen

ario

Nam

e:B

ack

Offi

ce F

ocus

R

elea

se 1

-Ba

ck O

ffice

Onl

y

Rel

ease

2 -

Gas

Fro

nt O

ffice

and

Cus

tom

er

Rel

ease

3 -

Elec

tric

Fron

t Offi

ce a

nd L

IPA

Elec

tric

Cus

tom

er

Scen

ario

Nam

e:Fu

lly In

tegr

ated

Pilo

t in

Rho

de Is

land

and

Lo

ng Is

land

Gas

Cus

tom

er

Rel

ease

1 -

Back

Offi

ce; G

as F

ront

Offi

ce a

nd C

usto

mer

(Rho

de

Isla

nd) a

nd L

ong

Isla

nd G

as C

usto

mer

R

elea

se 2

–G

as F

ront

Offi

ce a

nd C

usto

mer

for R

est o

f Geo

grap

hies

R

elea

se 3

–El

ectri

c Fr

ont O

ffice

and

LIP

A El

ectri

c C

usto

mer

Scen

ario

Nam

e:Fu

lly In

tegr

ated

Pilo

t in

Rho

de Is

land

R

elea

se 1

-Ba

ck O

ffice

; Rho

de Is

land

Gas

Fro

nt O

ffice

and

C

usto

mer

R

elea

se 2

–G

as F

ront

Offi

ce a

nd C

usto

mer

For

Res

t of

Geo

grap

hies

R

elea

se 3

–El

ectri

c Fr

ont O

ffice

and

LIP

A El

ectri

c C

usto

mer

Scen

ario

Nam

e:Pa

ralle

l Cus

tom

er

Rel

ease

1a

–Ba

ck O

ffice

R

elea

se 1

b –

Rho

de Is

land

Gas

Cus

tom

er in

Par

alle

l with

R1a

R

elea

se 2

-G

as F

ront

Offi

ce S

tarti

ng w

ith R

I Pilo

t

Rel

ease

3 -

Elec

tric

Fron

t Offi

ce

Rel

ease

4 –

Rem

aind

er o

f Gas

Cus

tom

ers

and

LIPA

Ele

ctric

Scen

ario

2A

Scen

ario

4

Scen

ario

1Sc

enar

io 2

R-1

R-2

R-3

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

t

R-1

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

t

RI

Gas

FO

*

RI G

as

Cus

t

LI

Gas

C

ust

R-1

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

tR

I G

as

FO*

RI G

as

Cus

t

BO

Elec

FO*

RI G

as

Cus

t

R-3

R-3

R-3

R-2

R-2

R-2

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

R-4

R-1

Gas

Cus

tEl

ecC

ust

RI

Pilo

t* G

as

FO*

*Not

e: F

ront

Offi

ce in

clud

es a

sset

, wor

k, d

ispa

tch

and

mob

ile in

all s

cena

rios


120

-12

-

. . .

And

sce

nario

4 h

ad th

e be

st b

alan

ce o

f val

ue, r

isk

and

cost

Scen

ario

Ana

lysi

s: V

alue

-Ris

k-C

ost S

corin

g

S

cena

rios

2 an

d 2A

incr

ease

del

iver

y ris

k by

exp

andi

ng s

cope

of i

nitia

l Bac

k O

ffice

S

cena

rio 2

A h

as th

e hi

ghes

t val

ue b

ut re

quire

s si

gnifi

cant

ear

lycu

stom

er in

vest

men

t

S

cena

rio 4

del

iver

s hi

gher

val

ue th

an s

cena

rio 1

by

addr

essi

ng h

igh

prio

rity

cust

omer

issu

es

S

cena

rio 4

giv

es m

ore

scop

e fo

r opt

imis

ing

deliv

ery

prog

ram

me

byde

coup

ling

cust

omer

stra

nd


121

-13

-

US

Syst

ems

Rou

tem

ap:

Our

Vie

w –

Sequ

entia

l Wor

k St

ream

s*

Des

ign

Plan

ning

&

Mob

ilisa

tion

Des

ign

2013

2012

Q4

Q3

Q2

Q1

Q4

Q3

Q2

Q1

2014

Des

ign

Q4

Q3

Des

ign

Des

ign

Des

ign

Des

ign RI G

as A

dvan

tage

Mig

ratio

n to

CSS

RI G

as F

ront

Offi

ceR

emai

nder

Gas

Fro

nt

Offi

ce

Elec

tric

parti

cipa

tion

in G

as F

O D

esig

n

LI G

as C

AS M

igra

tion

to C

SS

Bac

k O

ffice

Go-

live

Dat

e pe

ndin

g ev

alua

tion

of b

usin

ess

and

regu

lato

ry c

onst

rain

ts

Rel

ease

1

Rel

ease

2

Rel

ease

3

Rel

ease

4

*Not

e: R

oute

map

base

d on

Sce

nario

4

Con

firm

:Lon

g-te

rm

Stra

tegi

c C

usto

mer

S

olut

ion

for C

RIS

and

C

SS

(con

side

ring

Smar

t G

rid p

ilot o

utco

mes

, etc

.)

2009

2010

2011

SM

AR

T P

ilots

CR

IS M

igra

tion

Gas

GIS

con

verg

ence

Rel

ated

act

iviti

es th

at n

eed

to c

ontin

ue

C

usto

mer

Age

nt D

esk

Top

G

loba

l Web

for c

usto

mer

sel

f ser

vice

Rel

ated

act

iviti

es th

at n

eed

to s

top

R

hode

Isla

nd A

dvan

tage

upg

rade

Act

iviti

es th

at n

eed

to b

e in

itiat

ed

Ad

vant

age

and

LCD

M d

ecom

mis

sion

ing

El

ectri

c Sm

allw

orld

upg

rade

E

SR

I con

verg

ence

pla

ns fo

r Gas

M

obile

exp

ansi

on/m

igra

tion

plan

s

C

ritic

al S

yste

ms

repl

acem

ent n

eeds

Impa

ct o

f Pre

ferr

ed S

cena

rio -

Prel

imin

ary

Ass

essm

ent

Elec

tric

Cus

tom

er

Bac

k O

ffice

Gas

Fro

nt O

ffice

(Wor

k, A

sset

, GIS

, Dis

patc

h, M

obile

)

Elec

tric

Fro

nt O

ffice

(Wor

k, A

sset

, GIS

, Dis

patc

h, M

obile

)

Gas

Cus

tom

er

Pot

entia

l ear

ly c

omm

on m

obile

Full

asse

ssm

ent o

f cu

rrent

pro

ject

s to

be

com

plet

ed

Des

ign

end

Go-

live

Inte

rmed

iate

mile

ston

e


122

-14

-

Cap

abili

ties

-Str

ateg

ic

Man

agem

ent /

Reg

ulat

ory

Rep

ortin

g

Cap

abili

ties

-Ope

ratio

ns

Flee

t

Gas

fron

t offi

ce

Elec

tric

front

offi

ce

Cus

tom

er

Cap

abili

ties

-Ris

k

Fina

nce

H

R/P

ayro

ll

Supp

ly c

hain

The

road

map

’s in

itial

focu

s w

ill b

e to

lay

a fo

unda

tion

that

can

be

built

upo

n ov

er ti

me

M

eets

bas

ic b

usin

ess/

cust

omer

nee

ds

Red

uces

/elim

inat

es b

usin

ess

risk

Au

tom

ates

tran

sact

iona

l pro

cess

es

En

able

s pr

oduc

tivity

impr

ovem

ents

Ex

tend

s se

rvic

e of

ferin

gsIn

crea

ses

cust

omer

sat

isfa

ctio

n an

d

build

s cu

stom

er lo

yalty

En

hanc

es b

usin

ess

flexi

bilit

y

C

reat

es n

ew b

usin

ess

valu

e

Allo

ws

entry

/exi

t fro

m

mar

kets

/bus

ines

ses

Ac

hiev

es o

pera

tiona

l exc

elle

nce

Value

Foun

datio

n

Ope

ratio

nal/

Enha

nced

Stra

tegi

c/A

dvan

ced


123

-15

-

US

Syst

ems

Rou

tem

ap:

Bus

ines

s C

apab

ility

Rel

ease

Pla

n Deg

ree

of E

nabl

emen

t

Key

Pr

ogra

ms

and

Initi

ativ

es

Elec

tric

C

apab

ility

En

able

men

t

2010

Gas

C

apab

ility

En

able

men

t

2011

2012

2013

2014

Back Office

Gas Front Office

Gas Customer

Reporting

Back Office

Electric Front Office

Reporting

Gas Front Office

Gas Customer


Gas Front Office



B

ack

Offi

ce

Des

ign

S

tart

of b

ack

offic

e de

taile

d de

sign

&

test

ing

M

igra

tion

of

Rho

de Is

land

cu

stom

ers

from

A

dvan

tage

to

CS

S

“G

o Li

ve”f

or b

ack

offic

e S

AP

sys

tem

in o

ne

rele

ase

(2nd

half

of 2

011)

D

eliv

ery

of B

ack

Offi

ce

repo

rting

/ana

lytic

al

capa

bilit

ies

–fin

anci

al

and

regu

lato

ry

Del

iver

y of

Cus

tom

er

repo

rting

/ana

lytic

al

capa

bilit

ies

–R

hode

Is

land

Gas

and

Ele

ctric

M

igra

tion

of L

ong

Isla

nd

Gas

cus

tom

ers

from

CA

S

to C

SS

D

eliv

ery

of C

usto

mer

re

porti

ng/a

naly

tical

ca

pabi

litie

s –

Long

Isla

nd

Gas

and

Ele

ctric

M

igra

tion

of G

as

cust

omer

s (r

emai

ning

ge

ogra

phie

s) fr

om C

RIS

to

CS

S

“Go

Live

”for

Gas

Fro

nt

Offi

ce in

Rho

de Is

land

D

eliv

ery

of G

as F

ront

O

ffice

repo

rting

/ana

lytic

al

capa

bilit

ies

“G

o Li

ve”f

or G

as F

ront

O

ffice

(rem

aini

ng

geog

raph

ies)

D

eliv

ery

of E

lect

ric F

ront

O

ffice

repo

rting

/ana

lytic

al

capa

bilit

ies

“G

o Li

ve”f

or E

lect

ric

Fron

t Offi

ce

Reporting Reporting

Reporting Reporting

Reporting

Back Office

Gas Customer

Back Office

Gas Front Office

Reporting

Gas Customer

Back Office

Back Office

Back Office

Back Office


124

-16

-

Impl

emen

ting

the

rout

emap

over

tim

e w

ill le

ad to

a fu

lly in

tegr

ated

ope

ratin

g m

odel

Back

Offi

ceC

usto

mer

Gas

Elec

tric

Lead

ersh

ipLe

vel 1

:En

terp

rise-

wid

e IT

En

able

men

t

Lead

ersh

ip

Leve

l 3:

Indi

vidu

al C

apab

ility

Enab

lem

ent

Lead

ersh

ipLe

vel 2

:Bu

sine

ss

Func

tiona

l En

able

men

t

Billi

ng

Cre

dit/C

olle

ctio

ns

Mar

ketin

g/S

ales

Cus

tom

er S

ervi

ce

Sup

ply

Cha

in

Rep

ortin

g

Fina

nce

HR

Wor

k M

gmt.

Ass

et M

gmt.

GIS

Mob

ile/D

ispa

tch

Valu

e C

reat

ion

Opp

ortu

nity

TodayImplemented Roadmap

IT E

nabl

ed

Bus

ines

s P

erfo

rman

ce

Wor

k M

gmt.

Ass

et M

gmt.

GIS

Mob

ile/D

ispa

tch


125

-17

-

Stan

dard

ized

dat

a su

ppor

ts th

e bu

sine

ss b

asic

s fo

r effe

ctiv

ely

and

effic

ient

ly ru

nnin

g th

e in

tern

al c

ore

proc

esse

s an

d pr

oduc

ing

requ

ired

exte

rnal

repo

rtin

g/in

form

atio

n

The

end

resu

lt is

elim

inat

ion

of s

igni

fican

t com

plex

ity a

cros

s th

e bu

sine

ss a

nd g

reat

ly re

duce

d w

ork.

Ass

et T

rack

ing,

Mai

nten

ance

Wor

k S

ched

ulin

g , D

ispa

tch

Pro

cure

men

t, In

vent

ory

Tale

nt M

anag

emen

t

HR

Ser

vice

s

Fina

nce

Clo

ses

and

Sta

tem

ents

Cha

rt of

Acc

ount

s


126

Dep

loym

ent S

cena

rio A

naly

sis


127

-19

-

The

depl

oym

ent r

oute

map

strik

es a

bal

ance

bet

wee

n m

axim

izin

g bu

sine

ss v

alue

and

m

anag

ing

impl

emen

tatio

n ris

k/co

st

Func

tiona

l Sco

peStra

tegi

c C

onsi

dera

tions

Bus

ines

s Va

lue

Impl

emen

tatio

n R

isk

Cos

t

Dec

isio

n

Pre

ssur

e to

Incr

ease

Sco

peP

ress

ure

to R

educ

e S

cope

Max

imiz

e sp

eed

to v

alue

giv

en

the

cons

train

ts o

f dep

loym

ent

The

rout

emap

sets

a s

trat

egic

dire

ctio

n. E

ach

maj

or re

leas

e w

ill b

e ap

prov

ed b

efor

e ex

ecut

ion.


128

-20

-

Four

prim

ary

scen

ario

s w

ere

cons

ider

ed

Scen

ario

Nam

e:B

ack

Offi

ce F

ocus

R

elea

se 1

-Ba

ck O

ffice

Onl

y

Rel

ease

2 -

Gas

Fro

nt O

ffice

and

Cus

tom

er

Rel

ease

3 -

Elec

tric

Fron

t Offi

ce a

nd L

IPA

Elec

tric

Cus

tom

er

Scen

ario

Nam

e:Fu

lly In

tegr

ated

Pilo

t in

Rho

de Is

land

and

Lo

ng Is

land

Gas

Cus

tom

er

Rel

ease

1 -

Back

Offi

ce; G

as F

ront

Offi

ce a

nd C

usto

mer

(Rho

de

Isla

nd) a

nd L

ong

Isla

nd G

as C

usto

mer

R

elea

se 2

–G

as F

ront

Offi

ce a

nd C

usto

mer

for R

est o

f Geo

grap

hies

R

elea

se 3

–El

ectri

c Fr

ont O

ffice

and

LIP

A El

ectri

c C

usto

mer

Scen

ario

Nam

e:Fu

lly In

tegr

ated

Pilo

t in

Rho

de Is

land

R

elea

se 1

-Ba

ck O

ffice

; Rho

de Is

land

Gas

Fro

nt O

ffice

and

C

usto

mer

R

elea

se 2

–G

as F

ront

Offi

ce a

nd C

usto

mer

For

Res

t of

Geo

grap

hies

R

elea

se 3

–El

ectri

c Fr

ont O

ffice

and

LIP

A El

ectri

c C

usto

mer

Scen

ario

Nam

e:Pa

ralle

l Cus

tom

er

Rel

ease

1a

–Ba

ck O

ffice

R

elea

se 1

b –

Rho

de Is

land

Gas

Cus

tom

er in

Par

alle

l with

R1a

R

elea

se 2

-G

as F

ront

Offi

ce S

tarti

ng w

ith R

I Pilo

t

Rel

ease

3 -

Elec

tric

Fron

t Offi

ce

Rel

ease

4 –

Rem

aind

er o

f Gas

Cus

tom

ers

and

LIPA

Ele

ctric

Scen

ario

2A

Scen

ario

4

Scen

ario

1Sc

enar

io 2

R-1

R-2

R-3

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

t

R-1

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

t

RI

Gas

FO

*

RI G

as

Cus

t

LI

Gas

C

ust

R-1

BOG

as

FO*

Gas

C

ust

Elec

FO*

Elec

Cus

tR

I G

as

FO*

RI G

as

Cus

t

BO

Elec

FO*

RI G

as

Cus

t

R-3

R-3

R-3

R-2

R-2

R-2

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

R-4

R-1

Gas

Cus

tEl

ecC

ust

RI

Pilo

t* G

as

FO*

*Not

e: F

ront

Offi

ce in

clud

es a

sset

, wor

k, d

ispa

tch

and

mob

ile in

all s

cena

rios


129

-21

-

Pr

ovid

es B

ack

Offi

ce fu

nctio

nalit

y on

ly

Del

ays

addr

essi

ng c

ritic

al c

usto

mer

issu

es

Req

uire

s si

gnifi

cant

initi

al e

ngag

emen

t of

the

Fron

t Offi

ce G

as a

nd E

lect

ric b

usin

ess

with

del

ayed

real

isat

ion

of c

apab

ilitie

s

Tem

pora

ry d

isco

nnec

t of s

hare

d op

erat

ions

(e

.g.,

met

er s

ervi

ces)

H

as h

igh

num

ber o

f “th

row

aw

ay”

inte

rface

s th

at w

ill ha

ve to

be

redo

ne

Parti

al fo

rfeit

of r

egul

ator

y in

cent

ives

due

to

lack

of i

mpl

emen

ting

new

Cus

tom

er

syst

em in

LI

Scen

ario

1* –

Bac

k O

ffice

Foc

us

#

of A

pplic

atio

ns R

etire

d =

36

#

of In

terfa

ces

Ret

ired

= 14

1

#

Thro

w A

way

Inte

rface

s =

0

Ad

dres

ses

criti

cal f

inan

cial

and

regu

lato

ry

repo

rting

issu

es

H

as s

mal

lest

des

ign

and

impl

emen

tatio

n sc

ope

whi

ch re

duce

s ef

fort

and

risk

Pr

ovid

es E

lect

ric b

usin

ess

time

to

assi

mila

te p

roce

ss a

nd s

yste

m c

hang

es

requ

ired

G

IS s

trate

gy a

nd ti

min

g

#

of A

pplic

atio

ns R

etire

d =

59

#

of In

terfa

ces

Ret

ired

= 14

1

#

Thro

w A

way

Inte

rface

s =

55

#

of A

pplic

atio

ns R

etire

d =

32

#

of In

terfa

ces

Ret

ired

= 1

26

#

Thro

w A

way

Inte

rface

s =

67

R-1

Back

Offi

ceG

as F

ront

O

ffice

Gas

C

usto

mer

Elec

tric

Fron

t Offi

ce

Pros

Con

sK

ey C

onsi

dera

tions

/ D

ecis

ions

R-2

R-3

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

*Not

e: A

ll ap

plic

atio

n an

d in

terfa

ce n

umbe

rs a

re p

relim

inar

y an

d be

ing

furth

er v

alid

ated

for a

ccur

acy.

Som

e of

the

retir

ed in

terfa

ces

may

nee

d to

be

rebu

ilt to

SA

P fo

r fut

ure

rele

ases

.

Ele

ctric

C

usto

mer

(LIP

A)


130

-22

-

La

rger

sco

pe ri

sk th

an S

cena

rio 1

H

igh

num

ber o

f “th

row

aw

ay”i

nter

face

s

Mob

ile in

terfa

ces

with

mul

tiple

Fro

nt O

ffice

sy

stem

s

Con

tinue

to lo

se re

gula

tory

ince

ntiv

e du

e to

la

ck o

f im

plem

entin

g ne

w c

usto

mer

sys

tem

in

Lon

g Is

land

Te

mpo

rary

dis

conn

ect o

f sha

red

oper

atio

ns

(e.g

., m

eter

ser

vice

s)

Gas

bus

ines

s w

ill ha

ve to

pro

vide

si

gnifi

cant

reso

urce

s to

des

ign,

bui

ld, t

est

and

train

peo

ple

for t

he P

ilot,

but w

ill ha

ve

to r

un o

ut o

f tw

o sy

stem

s fo

r som

e tim

e un

til fu

ll Fr

ont O

ffice

and

Cus

tom

er a

re

impl

emen

ted

in tw

o fo

llow

ing

rele

ases

Scen

ario

2* -

Fully

Inte

grat

ed P

ilot i

n R

hode

Isla

nd

Ad

dres

ses

criti

cal f

inan

cial

and

regu

lato

ry

repo

rting

issu

es

Prov

ides

sta

ndar

d Fr

ont O

ffice

and

C

usto

mer

cap

abilit

ies

to m

ost u

rgen

t are

a (R

hode

Isla

nd) i

n fir

st re

leas

e

Miti

gate

s ris

k of

futu

re d

eplo

ymen

t thr

ough

us

e of

a p

ilot

Pr

ovid

es E

lect

ric b

usin

ess

time

to

assi

mila

te p

roce

ss a

nd s

yste

m c

hang

es

requ

ired

G

IS s

trate

gy a

nd ti

min

g

Ab

ility

to m

anag

e a

full

Fron

t Offi

ce a

nd

cust

omer

pilo

t in

para

llel w

ith B

ack

Offi

ce

R-1

Back

O

ffice

Gas

Fro

nt

Offi

ceG

as

Cus

tom

erEl

ectri

c Fr

ont O

ffice

Elec

tric

Cus

tom

erR

I Gas

Fr

ont

Offi

ce

RI

Gas

C

usto

mer

R-3

R-2

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

Pros

Con

sK

ey C

onsi

dera

tions

/ D

ecis

ions

*Not

e:S

ome

of th

e re

tired

inte

rface

s m

ay n

eed

to b

e re

built

to S

AP

for f

utur

e re

leas

es.

Ele

ctric

C

usto

mer

(LIP

A)

#

of A

pplic

atio

ns R

etire

d =

36

#

of In

terfa

ces

Ret

ired

= 14

1

#

Thro

w A

way

Inte

rface

s =

0

#

of A

pplic

atio

ns R

etire

d =

52

#

of In

terfa

ces

Ret

ired

= 13

6

#

Thro

w A

way

Inte

rface

s =

54

#

of A

pplic

atio

ns R

etire

d =

39

#

of In

terfa

ces

Ret

ired

= 13

1

#

Thro

w A

way

Inte

rface

s =

67


131

-23

-

In

crea

sed

busi

ness

, del

iver

y an

d te

chni

cal

risk

com

pare

d w

ith S

cena

rio 1

and

2

Impl

emen

tatio

n co

mpl

exiti

es a

cros

s se

vera

l cu

stom

er s

yste

ms

invo

lved

in m

ovin

g to

a

com

mon

stra

tegi

c pl

atfo

rm fo

r bot

h R

I and

LI

Gas

(CAS

, CR

IS, A

dvan

tage

, CSS

)

Req

uire

s in

itial

Bac

k O

ffice

pro

cess

es a

nd

syst

ems

to c

onsi

der i

nteg

ratio

n of

thre

e se

ts

of b

usin

ess

requ

irem

ents

(RI/L

I, re

mai

nder

of

Gas

, all

of E

lect

ric) –

sign

ifica

nt e

ffort

requ

ired

from

bus

ines

s re

sour

ces

but f

ull

capa

bilit

ies

will

be

dela

yed

La

rges

t im

pact

of t

empo

rary

dis

conn

ects

of

shar

ed o

pera

tions

(e.g

., m

eter

ser

vice

s)

#

of A

pplic

atio

ns R

etire

d =

36

#

of In

terfa

ces

Ret

ired

= 14

1

#

Thro

w A

way

Inte

rface

s =

0

#

of A

pplic

atio

ns R

etire

d =

45

#

of In

terfa

ces

Ret

ired

= 13

2

#

Thro

w A

way

Inte

rface

s =

37

#

of A

pplic

atio

ns R

etire

d =

46

#

of In

terfa

ces

Ret

ired

= 13

5

#

Thro

w A

way

Inte

rface

s =

88

Ad

dres

ses

criti

cal f

inan

cial

and

regu

lato

ry

repo

rting

issu

es

Prov

ides

sta

ndar

d FO

and

cus

tom

er

capa

bilit

ies

to m

ost u

rgen

t are

as (R

I) in

fir

st re

leas

e

Reg

ulat

ory

ince

ntiv

e fro

m m

ovin

g LI

PA

cust

omer

s fro

m C

AS to

ano

ther

cus

tom

er

syst

em

Miti

gate

s ris

k of

futu

re d

eplo

ymen

t thr

ough

us

e of

pilo

ts

Prov

ides

Ele

ctric

bus

ines

s tim

e to

as

sim

ilate

pro

cess

and

sys

tem

cha

nges

re

quire

d

G

IS s

trate

gy a

nd ti

min

g

Ab

ility

to m

anag

e an

eve

n la

rger

sco

pe -

full

Fron

t Offi

ce a

nd C

usto

mer

pilo

ts th

an

Scen

ario

2 in

par

alle

l with

Bac

k O

ffice

R-1

Back

O

ffice

Gas

Fro

nt

Offi

ceG

as

Cus

tom

erEl

ectri

c Fr

ont O

ffice

RI G

as

Fron

t O

ffice

RI

Gas

C

usto

mer

LI Gas

C

usto

mer

R-3

R-2

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

Pros

Con

sK

ey C

onsi

dera

tions

/ D

ecis

ions

*Not

e:S

ome

of th

e re

tired

inte

rface

s m

ay n

eed

to b

e re

built

to S

AP

for f

utur

e re

leas

es.

Ele

ctric

C

usto

mer

(LIP

A)

Scen

ario

2A

* -Fu

lly In

tegr

ated

Pilo

t in

Rho

de Is

land

and

Lon

g Is

land

Gas

Cus

tom

er


132

-24

-

C

reat

es s

igni

fican

t cha

lleng

es in

tegr

atin

g cu

rrent

Fro

nt O

ffice

app

licat

ions

to n

ew B

ack

Offi

ce a

nd c

usto

mer

pla

tform

s/so

lutio

ns

D

elay

in m

igra

ting

non

-Rho

de Is

land

Ele

ctric

an

d G

as c

usto

mer

s to

sam

e pl

atfo

rm

Tem

pora

ry d

isco

nnec

t of s

hare

d op

erat

ions

(e

.g.,

met

er s

ervi

ces)

Si

gnifi

cant

bus

ines

s an

d te

chni

cal c

ompl

exity

re

late

d to

tem

pora

ry G

as p

roce

sses

and

sy

stem

s in

terfa

ces

#

of A

pplic

atio

ns R

etire

d =

18

#

of In

terfa

ces

Ret

ired

= 11

5

#

Thro

w A

way

Inte

rface

s =

0

#

of A

pplic

atio

ns R

etire

d =

46

#

of In

terfa

ces

Ret

ired

= 45

#

Thro

w A

way

Inte

rface

s =

58

#

of A

pplic

atio

ns R

etire

d =

35

#

of In

terfa

ces

Ret

ired

= 12

8

#

Thro

w A

way

Inte

rface

s =

71

Ad

dres

ses

criti

cal f

inan

cial

and

regu

lato

ry

repo

rting

issu

es

Del

iver

s so

lutio

n to

crit

ical

Cus

tom

er

issu

es in

Rho

de Is

land

in p

aral

lel w

ith b

ack

offic

e

Smal

ler a

nd le

ss c

ompl

ex s

cena

rio th

an

Scen

ario

s 2

and

2A

Prov

ides

Ele

ctric

bus

ines

s tim

e to

as

sim

ilate

pro

cess

and

sys

tem

cha

nges

re

quire

d

Pote

ntia

l for

regu

lato

ry in

cent

ive

from

m

ovin

g LI

PA

cust

omer

s fro

m C

AS

to

anot

her c

usto

mer

sys

tem

G

IS s

trate

gy a

nd ti

min

g

D

elay

s in

tegr

atio

n of

evo

lvin

g S

mar

t Grid

ca

pabi

litie

s un

til la

te in

Rel

ease

cyc

le

#

of A

pplic

atio

ns R

etire

d =

28

#

of In

terfa

ces

Ret

ired

= 12

0

#

Thro

w A

way

Inte

rface

s =

14

Elec

tric

Fron

t Offi

ce

Back

Offi

ce

RI G

as C

usto

mer

Gas

Fro

nt O

ffice

R-1

a

R-1

b

R-3

R-2

R-1

Rel

ease

1R

-2R

elea

se 2

R-3

Rel

ease

3R

-4R

elea

se 4

Pros

Con

sK

ey C

onsi

dera

tions

/ D

ecis

ions

*Not

e: S

ome

of th

e re

tired

inte

rface

s m

ay n

eed

to b

e re

built

to S

AP

forf

utur

e re

leas

es.

Ele

ctric

Cus

tom

erG

as C

usto

mer

R-4

Scen

ario

4* -

Para

llel C

usto

mer


133

-25

-

Scen

ario

Ana

lysi

s: V

alue

-Ris

k-C

ost S

corin

g M

odel

Scor

e 5

= G

ood

Scor

e 1

= B

ad


134

-26

-

Cor

e A

ssum

ptio

ns fo

r the

Rou

tem

apTi

mel

ines

Thes

e pl

anni

ng a

ssum

ptio

ns n

eed

to b

e va

lidat

ed a

nd/o

r adj

uste

d to

ens

ure

viab

le ti

mel

ines

are

es

tabl

ishe

d

A

suf

ficie

nt n

umbe

r of p

eopl

e w

ith th

e rig

ht s

kills

will

be a

vaila

ble

thro

ugho

ut th

e pr

opos

ed ro

utem

aptim

elin

e (N

G b

usin

ess

and

IS, 3

rdpa

rty)

R

educ

ing

wor

k st

ream

ove

rlap

low

ers

risk,

but

sig

nific

antly

ext

ends

the

impl

emen

tatio

n tim

e

A

PM

O fu

nctio

n w

ill gu

ide

the

over

all r

oute

map

–C

oord

inat

e w

ork

stre

ams

–En

sure

righ

t res

ourc

es a

re m

obiliz

ed a

nd re

ady

whe

n ne

eded

Th

ere

will

be a

“sin

gle

drop

”of B

ack

Offi

ce c

apab

ilitie

s de

liver

ed (d

etai

led

desi

gn w

ill co

nfirm

this

as

sum

ptio

n)

Fi

nal t

imel

ine

will

refle

ct im

pact

s of

rate

cas

e fil

ing

sche

dule

and

othe

r key

repo

rting

requ

irem

ents

(ana

lysi

s cu

rrent

ly u

nder

way

)

R

esou

rce

plan

ning

ass

umes

a 3

-6 m

onth

sta

bilis

atio

npe

riod

follo

win

g ea

ch re

leas

e “g

o liv

e”da

te

E

lect

ric a

nd G

as w

ill w

ork

join

tly o

n in

itial

pla

nnin

g fo

r Fro

ntO

ffice


135

-27

-

Ther

e m

ay b

e te

mpo

rary

dis

-inte

grat

ion

of s

ome

exis

ting

proc

esse

s / a

pplic

atio

ns in

th

e ou

tline

d sc

enar

ios

–an

d in

terim

sta

ge c

hoic

es to

be

mad

e.

1. W

ork

orde

rs a

re s

hare

d be

twee

n el

ectri

c an

d ga

s on

the

wor

k m

anag

emen

t sup

port

syst

em (S

TOR

MS

/iSch

edul

e) in

Nat

iona

l Grid

(NYS

).

2. S

hare

d m

eter

ser

vice

sys

tem

s M

ITS

/AM

S in

NG

(NYS

) and

AM

S/E

RT/

ME

TRE

TEK

in K

SE(L

I) be

twee

n el

ectri

c an

d ga

s w

ith p

lans

for f

urth

er e

xpan

sion

.

3. S

hare

d R

UD

(Res

iden

tial u

nder

grou

nd d

iggi

ng/d

evel

opm

ent)

pro

cess

on

MAX

IMO

bet

wee

n el

ectri

c an

d ga

s in

KSE

(LI).

4. T

he L

ong

Isla

nd G

as w

ork

man

agem

ent p

roce

ss w

ill be

sep

arat

ed o

ut o

f exi

stin

g K

eySp

an G

as a

pplic

atio

ns a

nd th

e sc

hedu

ling

will

be o

n tw

o w

ork

man

agem

ent s

yste

ms

inst

ead

of o

ne C

WQ

sys

tem

.

5. I

f co

ntra

ctor

man

agem

ent i

s no

t rol

led

out f

or b

oth

lines

of b

usin

ess

at th

e sa

me

time,

the

cont

ract

or m

anag

emen

t will

be o

n tw

o co

ntra

ctor

man

agem

ent s

yste

ms

inst

ead

of o

ne

CC

H s

yste

m.

.

C

erta

in G

as a

nd E

lect

ric p

roce

sses

are

inte

grat

ed in

Ups

tate

NY

and

Long

Isla

nd; m

igra

ting

Gas

to a

new

pla

tform

inde

pend

ent o

f Ele

ctric

may

di

srup

t syn

ergi

es o

n th

ese

com

bine

d pr

oces

ses/

syst

ems.

M

igra

ting

Long

Isla

nd G

as o

nto

a ne

w p

latfo

rm w

ithou

t the

rest

of K

eySp

an w

ill te

mpo

raril

y in

crea

se th

e nu

mbe

r of s

yste

ms

bein

gm

anag

ed b

y Ke

ySpa

n fo

r cer

tain

func

tions

.

Scen

ario

R

I/GD

Gas

D

istr

ibut

ion

NG

/GD

Gas

D

istr

ibut

ion

NG

/ED

Elec

tric

D

istr

ibut

ion

NG

/ET

Tran

smis

sion

KS/

GD

Gas

D

istr

ibut

ion

LIPA

El

ectr

icK

S/G

enK

eySp

an

Gen

erat

ion

Scen

ario

1Ba

ck O

ffice

Foc

us

Scen

ario

2Fu

lly In

tegr

ated

Pilo

t in

RI

Scen

ario

2A

Fully

Inte

grat

ed P

ilot i

n R

I + L

I Gas

Cus

tom

er

Scen

ario

4Pa

ralle

l Cus

tom

er

RU

D 3

MAX

IMO

Wor

k M

anag

emen

t 4 C

WQ

Con

tract

Man

agem

ent 5

CC

H

Wor

k M

anag

emen

t 1 ST

OR

MS/

iSch

edul

e

Met

er S

ervi

ces

2M

ITS/

AMS

Wor

k M

anag

emen

t 1 ST

OR

MS/

iSch

edul

e

Wor

k M

anag

emen

t 1 ST

OR

MS/

iSch

edul

e

Wor

k M

anag

emen

t 1 ST

OR

MS/

iSch

edul

e

Met

er S

ervi

ces

2M

ITS/

AMS

Met

er S

ervi

ces

2M

ITS/

AMS

Met

er S

ervi

ces

2M

ITS/

AMS

Met

er S

ervi

ces

2 A

MS/

ERT/

MET

RET

EK

RU

D 3

MAX

IMO

RU

D 3

MAX

IMO

RU

D 3

MAX

IMO

Met

er S

ervi

ces

2 A

MS/

ERT/

MET

RET

EK

Met

er S

ervi

ces

2 A

MS/

ERT/

MET

RET

EK

Met

er S

ervi

ces

2 A

MS/

ERT/

MET

RET

EK


136

-28

-

No.

App

licat

ion

Nam

e /

Des

crip

tion

Des

crip

tion

Impa

ct o

n bu

sine

ss

Arc

hite

ctur

e/ t

echn

olog

y fit

issu

e

Prod

uctio

n st

abili

ty

Lim

ited

skill

s av

aila

bilit

y

SW v

endo

r su

ppor

t is

sues

Doe

s no

t m

eet

busi

ness

ne

eds

Lim

ited

flexi

bilit

yO

vera

ll Pr

iorit

y

Ope

ratio

nal

Cos

t($

‘000

)

1A

dvan

tage

(aka

-Ban

ner)

-RI

The

purp

ose

of th

is a

pplic

atio

n is

to

mai

ntai

n al

l cus

tom

er in

form

atio

n.

This

sys

tem

is re

ally

the

hub

for a

ll cu

stom

er in

form

atio

n. A

ll of

the

cust

omer

billi

ng, m

eter

read

ing,

ord

er

proc

essi

ng…

..etc

is c

ontro

lled

thro

ugh

this

app

licat

ion.

Hig

h

H

igh

47.8

2N

ucle

us

The

risk

syst

em (N

ucle

us, A

naly

tics,

W

eath

erD

elta

and

rela

ted

inte

rface

s)

supp

orts

hed

ging

act

iviti

es (f

inan

cial

de

rivat

ives

) and

the

purc

hase

/sal

e of

ph

ysic

al c

omm

oditi

es.

The

sys

tem

is

used

for f

inan

cial

repo

rting

, inv

oici

ng,

dete

rmin

ing

cost

of g

as. A

s of

Jan

. 20

06 N

ucle

us is

use

d to

cap

ture

all

LI

and

NY

phys

ical

gas

tran

spor

tatio

n an

d to

per

form

mon

th e

nd s

ettle

men

t. A

pplic

atio

n to

mon

itor r

isk

& e

xpos

ure

in c

omm

odity

trad

ing

syst

ems.

Hig

h

H

igh

780.

5

3TE

STi

me

entry

sys

tem

for N

G U

SH

igh

Hig

h59

.6

4C

AS

-LI

LI G

as a

nd E

lect

ric C

usto

mer

Billi

ngH

igh

H

igh

N/A

5M

axim

o C

orpo

rate

Cor

pora

te in

stan

ce to

faci

litat

e O

racl

e in

tegr

atio

n.H

igh

H

igh

11.2

6M

axim

o N

EN

E G

as W

ork

Man

agem

ent

Hig

h

Hig

h30

1.5

7M

axim

o T&

DT&

D W

ork

Man

agem

ent f

or

elec

tric/

Gas

LI &

NYC

Hig

h

Hig

h65

2.5

8LM

S-N

Y

A T

&D

leak

trac

king

sys

tem

that

re

cord

s th

e lif

e cy

cle

of a

leak

. Fu

nctio

ns in

clud

e w

ork

gene

ratio

n,

wor

k sc

hedu

ling,

PSC

and

inte

rnal

co

mpl

ianc

e re

porti

ng a

nd a

repo

sito

ry

of re

adin

g hi

stor

y.

Hig

h

Hig

h10

6.5

9LM

S-L

ILe

ak M

anag

emen

t Sys

tem

-Lon

g Is

land

Hig

h

Hig

h11

5.8

10P

eopl

eSof

t HR

N

GC

ompl

ete

HR

, Adm

in, b

enef

its –

NG

Hig

h

Hig

h10

41.9

We

iden

tifie

d 38

bur

ning

pla

tform

app

licat

ions

-10

of t

hese

are

hig

h pr

iorit

y to

ad

dres

s an

d m

ost w

ill b

e m

igra

ted

as th

e ch

osen

sce

nario

is im

plem

ente

d


137

Bus

ines

s Im

pera

tives

and

Cap

abili

ties


138

-30

-

Stra

tegi

c C

onsi

dera

tions

/ B

usin

ess

Impe

rativ

es

Po

rtfo

lio M

anag

emen

t:C

reat

e a

portf

olio

of b

usin

esse

s th

at c

onsi

sten

tly d

eliv

er s

com

pellin

g IR

R p

erfo

rman

ce.

Div

est a

nd a

cqui

re a

s ne

cess

ary

C

usto

mer

: Cre

ate

indu

stry

lead

ing

cust

omer

sat

isfa

ctio

n by

opt

imiz

ing

the

cust

omer

exp

erie

nce

with

in a

nd a

cros

s G

as a

nd E

lect

ric

R

ate

Filin

gs /

Rev

enue

: Opt

imiz

e th

e ef

fect

iven

ess

and

effic

ienc

y of

rate

filin

gs–

Effi

cien

cy/p

rodu

ctiv

ity :

Rat

e fil

ing

cycl

e im

prov

emen

t, C

ost a

lloca

tion

capa

bilit

ies,

Wor

k pr

oduc

tivity

to p

repa

re a

cas

es–

Effe

ctiv

enes

s; R

egul

ator

y R

elat

ions

hips

, Qua

lity

of in

form

atio

n,st

rate

gic

timin

g of

filin

gs, p

eopl

e sk

ills

R

elia

bilit

y &

Saf

ety:

Impr

ove

relia

bilit

y le

vels

and

saf

ety

leve

ls

C

ompl

ianc

e: O

ptim

ize

Reg

ulat

ory

and

Fina

ncia

l Com

plia

nce

incl

udin

g IF

RS

com

plia

nce

alig

nmen

t with

GAA

P–

Effi

cien

t, au

dits

, reg

ulat

ory

revi

ews

–S

tabl

e cr

edit

ratin

gs–

Ban

king

/ B

ond

cove

nant

s

O

pera

ting/

Man

agem

ent:

Driv

e ef

fect

iven

ess

and

effic

ienc

y th

roug

h a

LOB

stru

ctur

e an

d co

mm

on o

pera

ting

mod

el.

–Le

vera

ge c

omm

on w

hene

ver p

ossi

ble.

–

Est

ablis

h tra

nspa

renc

y to

cos

t and

ope

ratio

nal d

ata

to s

uppo

rt ef

fect

ive

man

agem

ent a

nd c

ontin

uous

impr

ovem

ent

–O

pera

tiona

l effe

ctiv

enes

s an

d ef

ficie

ncy

thro

ugh

com

mon

pro

cess

,sta

ndar

diza

tion

and

polic

ies

to e

nabl

e th

e op

erat

ing

mod

el

Pe

ople

: Effi

cien

tly s

ourc

e, tr

ack

and

deve

lop

tale

nt to

sup

port

the

busi

ness

’abi

lity

to o

pera

te a

nd d

eliv

er s

ervi

ces

C

ost:

Con

side

r alte

rnat

ive

Sour

cing

to c

reat

e m

ore

varia

ble

cost

s an

d ta

ke a

dvan

tage

of s

cale

C

apita

l Man

agem

ent:

Opt

imiz

e C

apita

l Inv

estm

ents

to m

aint

ain/

enha

nce

relia

bilit

y an

dpl

an fi

nanc

ial p

roje

ctio

ns a

nd p

erfo

rman

ce m

etric

s

A

sset

& W

ork

Man

agem

ent:

Opt

imiz

e ut

ilizat

ion/

perfo

rman

ce, t

rans

ition

and

repl

acem

ent o

f ass

ets

and

enab

le e

ffici

ent,

seam

less

del

iver

y of

w

ork

in th

e fie

ld

Fu

ndin

g A

ltern

ativ

es: E

ffect

ivel

y le

vera

ge re

gula

tory

and

fede

ral o

ptio

ns fo

r fur

ther

cap

ital i

nves

tmen

ts (e

.g. S

mar

t Grid

, Ene

rgy

Effic

ienc

y,

Alte

rnat

ive

Ener

gy, e

tc.)

Thes

e st

rate

gic

bus

ines

s im

pera

tives

and

driv

ers

wer

e de

velo

ped

from

the

exec

utiv

e in

terv

iew

s an

d us

ed to

dev

elop

the

targ

et a

rchi

tect

ure

and

depl

oym

ent s

cena

rios


139

-31

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Fi

nanc

e

Pl

anni

ng &

Dec

isio

n su

ppor

t–

Glo

bal c

hart

of a

ccou

nts/

code

blo

ck a

cros

s al

l the

lega

l ent

ities

in li

ne w

ith H

yper

ion

Ent

erpr

ise

and

myS

AP

for c

onso

lidat

ed g

loba

l rep

ortin

g–

Pla

nnin

g to

ol w

hich

can

be

oper

ated

in p

aral

lel f

or p

lann

ing,

bud

getin

g, fo

reca

stin

g a

nd

in o

ne s

yste

m to

aid

acc

eler

ated

dec

isio

n m

akin

g an

d fo

reca

stin

gw

ith c

entra

l poi

nt o

f ac

cess

for g

loba

l pla

nnin

g–

Reg

ulat

ory

view

of p

lann

ing

–A

bilit

y to

aut

omat

ical

ly re

port

on m

ultip

le d

imen

sion

s to

sup

port

man

ager

ial d

ecis

ion

mak

ing

–e.

g. c

ompa

ny c

ode,

regi

on, g

roup

, dep

artm

ent,

cost

cen

ter,

segm

ent e

tc.

R

egul

ator

y in

form

atio

n–

Tran

spar

ency

and

vis

ibili

ty o

f der

ived

regu

lato

ry in

form

atio

n fo

r reg

ulat

ory

com

plia

nce.

In

clud

ing

allo

catio

ns m

eetin

g re

gula

tory

and

man

agem

ent r

epor

ting

requ

irem

ents

–S

tand

ardi

zed

and

com

mon

allo

catio

n pr

oces

s to

ens

ure

accu

racy

, aud

itabi

lity

and

trace

abili

ty o

f allo

catio

ns a

nd d

irect

cha

rges

bac

k to

initi

al s

ourc

e (re

tail

& s

ervi

ce

com

pani

es)

Ex

tern

al re

port

ing

and

com

plia

nce

–A

bilit

y to

run

finan

cial

repo

rts a

pply

ing

varie

ty o

f acc

ount

ing

prin

cipl

es, G

AA

P, I

FRS

, etc

.–

Opt

imiz

e ef

fect

iven

ess

and

effic

ienc

y of

rate

filli

ngs

–Le

gal e

ntity

fina

ncia

l rep

ortin

g . F

inan

cial

s re

porti

ng p

rodu

ced

for e

ach

indi

vidu

al le

gal

entit

ies

(ban

ks, l

easi

ng c

ompa

nies

, etc

–S

ingl

e so

urce

cen

tral r

epos

itory

of q

ualit

y in

form

atio

n fo

r ext

erna

l rep

ortin

g

Tr

easu

ry &

Ass

et–

In-h

ouse

cas

h m

anag

emen

t with

long

-term

inve

stm

ent a

nd d

ebt m

anag

emen

t in

clud

ing

deriv

ativ

es, c

apita

l mar

kets

, etc

. App

licat

ion

seam

less

ly in

tegr

ated

with

ene

rgy

com

mod

ity tr

adin

g sy

stem

–S

ingl

e as

set r

egis

ter w

ith p

ortfo

lio m

anag

emen

t

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et M

anag

emen

t

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s Sh

ared

Ser

vice

s –

Fina

nce


140

-32

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Su

pply

Cha

in

Pr

ocur

emen

t–

Auto

mat

ed m

ater

ial r

eple

nish

men

t driv

en b

y ac

cura

te u

pdat

ed w

ork

and

asse

t m

anag

emen

t dem

ands

, ex

–Ap

prov

ed w

ork

orde

r (W

O) c

reat

es d

eman

d fo

r br

eake

rs to

be

deliv

ered

nex

t wed

at r

emot

e st

agin

g si

te X

YZ.

Safe

ty S

tock

in

vent

ory

setti

ng tr

igge

rs re

orde

r of m

inim

um q

ty o

f bre

aker

s –

Abilit

y to

fore

cast

and

pla

n m

ater

ial r

equi

rem

ents

for w

ork

orde

rs a

nd c

onst

ruct

ion

proj

ects

in th

e sh

ort,

med

ium

and

long

term

, ex-

Long

lead

/hig

h do

llar s

ubst

atio

n tra

nsfo

rmer

s or

dere

d ag

ains

t cap

ital p

roje

ct w

ork

orde

r–

Inte

grat

ed in

vest

men

t rec

over

y pr

oces

s –

ex. ‘

Dis

man

tled’

asse

ts a

re tr

acke

d an

d st

ored

for a

fterm

arke

t res

ale.

Pro

cess

is li

nked

to e

nd o

f life

fina

ncia

l ass

et

depr

ecia

tion

proc

ess

–Se

amle

ss o

pera

tion,

allo

catio

n an

d re

char

ges

for s

ervi

ce c

ompa

nies

, ex

–W

O c

ost

allo

catio

ns p

ush

cost

of i

ssue

d m

ater

ials

to th

e W

O, t

hen

allo

cate

cos

t to

resp

onsi

ble

busi

ness

uni

t tha

t ini

tiate

d th

e w

ork

requ

est

–Ac

cura

te id

entif

icat

ion

and

track

ing

of m

eter

s, e

x-Se

rializ

ed m

eter

s ar

e en

tere

d in

to

the

syst

em w

hen

rece

ipt o

ccur

s at

the

war

ehou

se a

nd a

re tr

acke

d vi

a W

Os

thru

to

the

inst

alla

tion

and

activ

atio

n at

the

prem

ise

–Ti

mel

y ve

ndor

pay

men

t to

max

imiz

e di

scou

nts,

ex

–O

n a

WO

requ

iring

con

tract

or

serv

ices

, con

tract

or u

pdat

es s

yste

m th

at w

ork

has

been

per

form

ed(2

0 po

les

set),

fo

rem

an a

ckno

wle

dges

in th

e sy

stem

that

wor

k is

sat

isfa

ctor

y, s

ow

hen

bill

arriv

es if

al

l mat

ches

, pay

men

t in

initi

ated

aut

omat

ical

ly a

nd d

isco

unt a

gree

men

t met

–Ef

fect

ive

repo

rting

and

ben

chm

arki

ng o

f ven

dor p

erfo

rman

ce, e

x –

Ship

men

t qua

ntity

an

d qu

ality

var

iatio

ns to

ord

er a

re n

oted

, tra

cked

per

inci

dent

and

repo

rted

back

to

vend

or fo

r rel

ief,

disc

ount

s or

ven

dor p

lace

men

t on

disa

llow

ed li

st –

proa

ctiv

e m

anag

emen

t of v

endo

r per

form

ance

is s

tand

ard

–G

loba

l vie

w o

f con

tract

or m

anag

emen

t, ex

-Dur

ing

an o

utag

e or

maj

or c

onst

ruct

ion

job,

Con

tract

ors

are

fully

inte

grat

ed in

to th

e pr

oces

s of

pla

nnin

g an

d ex

ecut

ing

wor

k.

They

follo

w s

tand

ard

proc

esse

s, a

cces

s to

NG

sys

tem

s ar

e co

ntro

lled,

repo

rting

of

wor

k pr

ogre

ss is

con

sist

ent a

nd p

erfo

rman

ce o

f con

tract

or is

con

sist

ently

vis

ible

ac

ross

NG

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et M

anag

emen

t

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s Sh

ared

Ser

vice

s –

Supp

ly C

hain


141

-33

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Su

pply

Cha

in

In

vent

ory

–St

anda

rd M

ater

ial M

aste

r rec

ords

acr

oss

NG

US,

ex

–a

50hp

Gou

ld p

ump

is th

e sa

me

Mat

eria

l ID

acr

oss

all o

f NG

US

–Ac

cura

te tr

acki

ng o

f new

vs.

refu

rbis

hed

equi

pmen

t / in

vent

ory,

ex-

man

age

visi

bilit

y of

new

vs

a re

furb

ishe

d pi

ece

of e

quip

men

t, so

whe

re a

pplic

able

a

Wor

k M

anag

emen

t pla

nner

can

use

a p

ump

that

is re

built

, vs

an a

pplic

atio

n th

at

may

nee

d a

mor

e re

liabl

e ‘N

ew’p

iece

of e

quip

men

t –th

is a

lso

mus

t be

able

to

show

diff

eren

ces

in v

alua

tion

for d

epre

ciat

ion

purp

oses

–Ab

ility

to v

iew

par

ts in

vent

ory

and

avai

labi

lity

in a

sin

gle

syst

em ,

ex –

Wor

k M

anag

emen

t pla

nner

s w

ill ne

ed to

see

an

accu

rate

cou

nt o

f ‘Av

aila

ble’

mat

eria

ls

they

nee

d fo

r a jo

b. I

f tha

t spe

cific

tran

sfor

mer

is n

ot a

vaila

ble

in th

e w

areh

ouse

an

d is

acc

urat

ely

refle

cted

in in

vent

ory

that

he

can

see

in th

e sy

stem

, the

n th

e jo

b m

ay b

e pu

shed

bac

k to

a la

ter d

ate,

or h

e m

ay n

eed

to m

ake

phon

e ca

lls to

tra

ck d

own

wha

t is

real

ly a

vaila

ble

–C

ompl

ete

visi

bilit

y to

inve

ntor

y av

aila

bilit

y an

d ab

ility

to tr

ansf

er b

etw

een

Lega

cy

Com

pani

es, e

x-le

gacy

Key

span

may

nee

d a

part

from

lega

cy G

ris –

the

rese

rvat

ion,

tran

sfer

and

fina

ncia

l rec

onci

liatio

n of

this

mus

t be

fully

def

ined

and

en

able

d by

the

appl

icat

ion

–Au

tom

atio

n of

cre

w b

arn

stoc

k re

plen

ishm

ent (

PAR

) , e

x –

‘Van

Sto

ck’i

s an

im

porta

nt c

apab

ility

of s

ervi

cing

our

cus

tom

ers

whi

le o

ut in

the

field

–th

e co

nsum

ptio

n an

d re

plen

ishm

ent o

f thi

s in

vent

ory

mus

t be

wel

l con

trolle

d to

mak

e su

re n

eede

d pa

rts a

re re

adily

ava

ilabl

e –

Inte

lligen

t Inv

ento

ry m

anag

emen

t is

requ

ired

in a

ll st

orag

e lo

catio

ns, e

x –

only

th

ose

parts

that

are

nee

ded

to b

e on

han

d sh

ould

eve

n be

set

up

in th

e w

areh

ouse

–sa

fety

sto

ck le

vel w

ould

be

man

aged

to m

inim

ize

carr

ying

cos

t of

inve

ntor

y an

d re

orde

r log

ic is

bas

ed o

n ec

onom

ic o

rder

qua

ntiti

es, o

rder

del

iver

y an

d st

ocki

ng le

ad ti

mes

, etc

–Fu

lly in

tegr

ated

mob

ile te

chno

logy

, ex

–M

obile

tech

nolo

gy n

eede

d to

effe

ctiv

ely

man

age

cycl

e co

untin

g an

d al

l mat

eria

l mov

emen

ts

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et M

anag

emen

t

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s Sh

ared

Ser

vice

s –

Supp

ly C

hain


142

-34

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

-HR

/Pay

roll

Ta

lent

–E

ffect

ive

supp

ort

of L

OB

sby

HR

Cen

ters

of E

xcel

lenc

e (C

OE

s) re

gard

ing

bus

ines

s C

ompe

nsat

ion,

Org

D

esig

n an

d Ta

lent

issu

es/p

rogr

ams

thro

ugh

effe

ctiv

e an

d ef

ficie

nt p

roce

sses

, sys

tem

s an

d da

ta–

Effe

ctiv

e P

artn

erin

g of

LO

B’s

with

HR

Bus

ines

s P

artn

ers

to e

nabl

e H

R’s

supp

ort o

f crit

ical

bus

ines

s im

pera

tives

–

Del

iver

y of

effi

cien

t and

com

preh

ensi

ve G

loba

l Suc

cess

ion

supp

orte

d by

con

sist

ent d

ata

capt

ure

and

anal

ysis

pro

vidi

ng th

e bu

sine

ss th

e ab

ility

to b

e ag

ile a

nd re

spon

sive

to c

hang

es in

Lea

ders

hip

–D

eliv

ery

of e

ffici

ent a

nd c

ompr

ehen

sive

Glo

bal P

erfo

rman

ce M

anag

emen

t en

able

d by

con

sist

ent d

ata

capt

ure

and

effic

ient

pla

tform

ena

blin

g co

mm

unic

atio

n be

twee

n em

ploy

ees,

man

ager

s, a

nd H

R.

Ass

ist i

n bu

ildin

g so

lid p

latfo

rm fo

r int

egra

ted

Glo

bal T

alen

t Man

agem

entp

rogr

ams

and

linka

ge to

Rew

ards

and

C

ompe

nsat

ion

–E

ffect

ive

Com

pens

atio

n an

d R

ewar

ds P

rogr

am to

sup

port

Glo

bal T

alen

t Man

agem

ent i

nitia

tives

incl

udin

g lin

kage

to P

erfo

rman

ce M

anag

emen

t–

Inte

grat

ed re

crui

tmen

t pro

cess

es a

cros

s lin

es o

f bus

ines

s to

spe

ed ti

me

to h

ire a

nd s

uppo

rt re

gula

tory

re

porti

ng.

Pro

vide

Tal

ent t

o or

gani

zatio

n in

mor

e tim

ely,

effi

cien

t man

ner.

–G

loba

l Lea

rnin

g M

anag

emen

t -D

eliv

ery

of t

rain

ing

to o

rgan

izat

ion

such

as

Tech

nica

l Tra

inin

g,

Lead

ersh

ip a

nd E

xecu

tive

Dev

elop

men

t and

Per

sona

l Effe

ctiv

enes

s

H

R S

ervi

ces

–E

nabl

e an

effi

cien

t and

effe

ctiv

e H

R T

rans

actio

nal S

ervi

ce C

ente

r to

supp

ort e

mpl

oyee

s an

d th

e LO

Bs

and

redu

ce re

dund

anci

es in

Pay

roll,

Tim

e, B

enef

its p

roce

ssin

g an

d H

R R

epor

ting

–E

ffici

ent

and

cons

iste

nt T

ime

& P

ayro

ll P

roce

sses

tha

t red

uce

adm

inis

tratio

n an

d su

ppor

t reg

ulat

ory

and

va

rious

labo

r req

uire

men

ts–

Bui

ld a

foun

datio

n to

sup

port

bene

fit a

dmin

istra

tion

outs

ourc

ing

–E

mpl

oyee

and

Man

ager

Sel

f -S

ervi

ces

allo

win

g m

anag

ers

to v

iew

and

man

age

staf

f dat

a an

d al

low

ing

empl

oyee

s to

mai

ntai

n th

eir p

erso

nal a

nd c

aree

r dat

a–

Con

sist

ent W

orkf

orce

Tra

inin

g Tr

acki

ng e

stab

lishi

ng c

lear

pro

cess

es e

nabl

ing

cour

se b

ooki

ng a

nd

track

ing.

Fou

ndat

iona

l ele

men

t to

build

ing

a w

orld

-cla

ss L

earn

ing

Sol

utio

n–

Effe

ctiv

e C

ase

Man

agem

ent

prov

idin

g ca

pabi

lity

to m

anag

e, tr

ack,

rout

e an

d es

cala

te c

ases

repo

rted

to

new

ly c

onso

lidat

ed H

R T

rans

actio

n hu

b–

Abi

lity

to s

uppo

rt La

bor R

elat

ions

reg

ardi

ng t

he tr

acki

ng a

nd re

porti

ng o

f em

ploy

ee g

rieva

nces

and

in

cide

nts

–E

ffect

ive

Kno

wle

dge

and

Doc

umen

t Man

agem

ent

–G

loba

l pos

ition

man

agem

ent

–A

bilit

y to

sup

port

Hea

lth a

nd S

afet

y th

roug

h sa

fety

inci

dent

s tra

ckin

g an

d re

porti

ng, c

onso

lidat

ion

of

med

ical

reco

rds,

dru

g te

stin

g sc

hedu

les

and

resu

lts, M

SD

S -

safe

ty d

ata

shee

ts fo

r mat

eria

l, ha

zmat

re

late

d in

form

atio

n

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et M

anag

emen

t

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s Sh

ared

Ser

vice

s –

HR

/Pay

roll


143

-35

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Fl

eet

Fl

eet

–Vi

sibi

lity

of F

leet

ava

ilabi

lity

for w

ork

man

agem

ent ,

ex

–it’

s cr

itica

l tha

t wor

k m

anag

emen

t pla

nner

s an

d fo

rem

an k

now

on

a da

ily b

asis

wha

t tru

cks

are

avai

labl

e fo

r cre

ws

to u

se a

nd w

hat s

peci

fic e

quip

men

t the

se tr

ucks

hav

e on

them

(tw

o m

an

buck

et tr

uck,

etc

..).

Thes

e tru

cks

mus

t be

visi

ble

in th

e w

ork

orde

r pla

nnin

g sy

stem

to

ena

ble

assi

gnm

ent t

o sp

ecifi

c jo

bs

–Si

ngle

poi

nt o

f cap

ture

for F

leet

mai

nten

ance

tim

e re

porti

ng,

ex –

Inte

grat

e tim

e ch

arge

s fo

r fle

et u

sage

into

the

‘One

tim

e da

ta e

ntry

’of w

ork

hour

s on

the

job

, so

that

cha

rgin

g of

flee

t cos

ts a

re c

onsi

sten

tly in

curre

d by

the

job

that

use

d th

e ve

hicl

e–

Con

sist

ent a

ppro

ach

for "

Flee

t Billi

ng" ,

ex

–al

l veh

icle

cos

ts a

lloca

ted

to th

e jo

b th

at

used

them

incl

udin

g ac

tual

hou

rly/d

aily

rate

plu

s ov

erhe

ads

–co

st w

ill flo

w to

the

wor

k or

der t

hen

settl

ed to

the

proj

ect o

r cos

t cen

ter t

hat i

nitia

ted

the

wor

k re

ques

t–

Sing

le F

leet

ass

et re

gist

er, e

x –

all F

leet

ass

ets

are

cons

iste

ntly

def

ined

in a

cen

tral

syst

em in

clud

ing

equi

pmen

t cla

ss, s

ubcl

ass

and

attri

bute

dat

a, li

ke to

nnag

e, e

ngin

e ty

pe, w

orki

ng v

olta

ge ra

ting,

one

/two

man

buc

ket,

4/6

whe

els,

lift

reac

h, e

tc.

–C

omm

on F

leet

bud

getin

g pr

oces

s, e

x-in

tegr

ated

Cap

ital a

nd O

&M b

udge

ts fo

r fle

et

grou

p de

fined

and

mea

sure

d vi

a w

ork

orde

r set

tlem

ents

and

pro

ject

cos

ts–

Inte

grat

ed d

ata

from

out

sour

ced

fleet

sys

tem

s (fu

el, b

ody

wor

k, re

pairs

und

er

war

rant

ee, e

tc) ,

ex

–Al

l fue

l and

ext

erna

l mai

nten

ance

cha

rges

allo

cate

d to

spe

cific

asse

t, to

ena

ble

accu

rate

vie

w o

f tot

al c

ost o

f ow

ners

hip

of v

ehic

le–

Cap

ture

all

mai

nten

ance

his

tory

on

the

vehi

cle,

ex-

wor

k or

ders

initi

ated

and

pla

nned

ag

ains

t a s

peci

fic v

ehic

le to

ena

ble

capt

urin

g of

all

hist

ory

ofw

ork

perfo

rmed

and

re

late

d co

sts

–C

ompr

ehen

sive

Pre

v/Pr

edm

aint

enan

ce s

trate

gies

, ex

–pl

an a

nd p

erfo

rm ro

utin

g m

aint

enan

ce o

n ve

hicl

es in

clud

ing

oil c

hang

es, t

une

ups,

tire

repl

acem

ents

, sea

sona

l ad

just

men

ts, e

tc.,

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et M

anag

emen

t

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s Sh

ared

Ser

vice

s –

Flee

t


144

-36

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–M

anag

emen

t / R

egul

ator

y R

epor

ting

St

rate

gic

Plan

ning

/ Fi

nanc

ial R

epor

ting*

–St

rate

gic

Plan

ning

Pro

cess

Sup

port

Ab

ility

to e

ffici

ently

cre

ate

a co

nsol

idat

ed g

roup

leve

l pla

n w

ithou

t exc

essi

ve

com

plex

ity a

nd m

anua

l wor

k. (E

.g. f

our r

uns

at th

e pl

an la

st y

ear)

N

eed

to s

uppo

rt a

two

year

pla

n th

at li

nks

to 5

yea

r stra

tegi

c pl

an e

nabl

ed

by “b

ridge

s”be

twee

n sy

stem

s–

Cos

t Allo

catio

n C

apab

ility

Ef

ficie

nt a

nd re

peat

able

set

up

of c

ost a

lloca

tions

Ab

ility

to e

asily

mak

e on

goin

g ad

just

men

ts to

bac

k of

fice

cost

allo

catio

ns

assu

mpt

ions

with

out d

elay

(e.g

. wag

es, t

imin

g, e

tc.)

Ad

just

Pen

sion

rate

s to

sup

port

reco

very

C

apita

l rat

iona

lizat

ion

deci

sion

sup

port

R

egul

ator

y R

epor

ting

–St

ate

Leve

l Reg

ulat

ory

filin

g/fin

anci

al re

porti

ng

Accu

racy

and

abi

lity

to m

ove

into

a re

gula

tory

filin

g.

Abilit

y to

“dro

p”th

e fin

anci

al re

porti

ng in

to th

e re

gula

tory

env

ironm

ent-

Ris

k th

at N

G m

isse

s a

Stat

e le

vel g

as d

istri

butio

n ra

te fi

ling

In

form

atio

n/Pe

rfor

man

ce M

anag

emen

t–

Basi

c M

anag

emen

t Rep

ortin

g, R

econ

cilia

tion

and

Tran

spar

ency

:

Hea

dcou

nt--

Cor

rela

te F

TE s

tatis

tics

to O

p Ex

and

bills

C

osts

tran

spar

ency

-IT

cost

s, o

pera

tiona

l cos

ts e

tc.

D

rill d

own

capa

bilit

y to

con

duct

bas

ic b

usin

ess

anal

ysis

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

* S

peci

fic re

porti

ng re

quire

d by

func

tiona

l are

as/L

OB

sis

incl

uded

in th

ose

capa

bilit

y gr

oups

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -M

anag

emen

t / R

egul

ator

y R

epor

ting


145

-37

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–G

as F

ront

Offi

ce

W

ork

Man

agem

ent

–A

bilit

y to

pla

n an

d m

anag

e al

l req

uire

d re

sour

ces

for a

job

in o

ne c

entra

lized

sys

tem

, inc

ludi

ng

–In

tern

al/E

xter

nal L

abor

, Mat

eria

ls, V

ehic

les,

Eng

inee

ring,

Ope

ratio

ns, E

nviro

nmen

tal,

Saf

ety,

Per

mits

, Spe

cial

Equ

ipm

ent,

Tool

s, W

ork

Cle

aran

ces,

etc

.–

Com

mon

wor

k P

lann

ing,

App

rova

l, S

ched

ulin

g, E

xecu

tion

and

Clo

se o

ut b

usin

ess

proc

esse

s ,

ex –

Sta

ndar

d or

der t

ypes

, prio

ritie

s, s

tatu

s m

anag

emen

t, w

orkf

low

s,ap

prov

al li

mits

, etc

–C

usto

mer

focu

sed

proc

esse

s in

tegr

ated

with

the

Cus

tom

er s

yste

m a

nd G

IS p

roce

sses

, ex

–D

evel

oper

requ

este

d de

sign

est

imat

e op

tions

vis

ible

to C

SR

whe

n bu

ilder

cal

ls fo

r sta

tus

upda

te–

Inte

grat

ed T

ime

repo

rting

sys

tem

, ex

–E

nter

hrs

wor

ked

on W

O o

ne ti

me

–sy

stem

upd

ates

W

M s

yste

m a

nd P

ayro

ll at

the

sam

e tim

e

–M

obile

ena

bled

bus

ines

s pr

oces

ses,

ex

–E

nter

hrs

rem

otel

y, c

lose

jobs

, doc

umen

t his

tory

, st

art n

ext j

ob, e

tc..

–W

ork

Ord

er c

ost c

olle

ctio

n an

d se

ttlem

ent f

ully

inte

grat

ed w

ith fi

nanc

ial s

yste

m, e

x –

Per

wor

k ty

pe, a

ctiv

ity, t

ime

of d

ay, c

usto

mer

type

, loc

atio

n, e

tc.,

appl

y sp

ecifi

c la

bor,

vehi

cle,

co

ntra

ctor

, too

l, et

c..c

osts

, rel

ated

ove

rhea

d al

loca

tions

and

set

tlem

ent t

o co

st c

ente

rs o

r pr

ojec

t WB

S in

the

finan

cial

sys

tem

–C

omm

on G

as P

erfo

rman

ce M

easu

rem

ent K

PIs

, ex

–La

te s

tarts

, Pla

n vs

. Act

ual c

ost v

aria

nts,

%

Pla

nned

vs.

Rea

ctiv

e M

aint

enan

ce, e

tc–

Inte

grat

ed C

apita

l Spe

nd P

rogr

am ,

ex –

Cap

ital P

roje

ct re

view

and

app

rova

l pro

cess

that

co

ntro

ls a

ll ca

pita

l wor

k, u

sing

con

sist

ent a

ppro

val c

riter

ia, f

undi

ng g

ates

, var

ianc

e re

porti

ng

and

prov

ides

det

aile

d co

st v

isib

ility

of a

ll pl

anne

d co

mm

itmen

tsan

d ac

tual

sre

al ti

me

–Fu

lly in

tegr

ated

Res

ourc

e S

ched

ulin

g ap

plic

atio

n , e

x -

Cre

ws/

Cra

fts a

nd tr

uck

pairi

ng a

bilit

y id

entif

ied

in th

e sy

stem

with

spe

cific

trai

ning

and

cer

tific

atio

ns ,

equi

pmen

t –av

aila

bilit

y is

in

tegr

ated

to H

R w

ork

sche

dule

s, le

ave,

etc

. and

Fle

et m

gnts

yste

m to

sho

w tr

ue re

cour

se

avai

labi

lity

each

day

for a

ssig

nmen

t to

shor

t dur

atio

n w

ork

–S

tand

ardi

zed

Rep

etiti

ve w

ork

job

plan

s, e

x –

Pum

p ov

erha

ul c

an b

e ‘P

re-p

lann

ed’,

then

co

pied

into

the

wor

k or

der w

hene

ver i

t is

need

ed

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s –

Gas

Fro

nt O

ffice


146

-38

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–G

as F

ront

Offi

ce .

. . c

ontin

ued

A

sset

Man

agem

ent

–St

anda

rd L

ocat

ion

and

Asse

t Hie

rarc

hy d

efin

ition

s, e

x –

Hie

rarc

hica

l re

pres

enta

tion

of lo

catio

ns w

here

equ

ipm

ent i

s in

stal

led.

Log

ical

bre

akdo

wn

of

stor

age

faci

litie

s, p

umpi

ng s

tatio

ns, t

rans

mis

sion

line

s, d

istri

butio

n lin

es a

nd

met

er to

the

prem

ise

–st

anda

rd re

pres

enta

tion

of e

quip

men

t lin

ked

to

suba

ssem

blie

s an

d sp

are

parts

list

s–

Com

mon

Loc

atio

n an

d Eq

uipm

ent d

ata

reco

rds,

ex

–Lo

catio

ns s

how

com

mon

ge

ospa

tial c

oord

inat

es s

hare

d w

ith G

IS s

yste

m a

nd c

usto

mer

reco

rds,

co

ntai

ning

requ

ired

data

fiel

ds li

ke d

escr

iptio

n, m

ain

ID, e

tc.

Equi

pmen

t rec

ords

al

so h

ad re

quire

d da

ta fi

elds

like

mak

e, m

odel

, man

ufac

ture

, cla

ss, s

ubcl

ass

and

attri

bute

spe

cific

det

ails

(mat

eria

ls o

f con

stru

ctio

ns, s

ize

para

met

ers,

etc

)–

Inte

grat

ed A

sset

and

Wor

k M

anag

emen

t his

tory

, ex

–W

ork

orde

rs a

re w

ritte

n ag

ains

t a p

rimar

y Eq

uipm

ent r

ecor

d (m

anda

tory

des

ign

setti

ng),

thus

link

ing

all

wor

k hi

stor

y to

that

equ

ipm

ent r

ecor

d –

incl

udin

g sp

ecifi

cs re

late

d to

cos

ts,

failu

re ty

pe c

ause

cod

es, p

arts

repl

aced

, etc

.–

Stan

dard

ized

Pre

v/Pr

edM

aint

enan

ce p

lans

per

crit

ical

Equ

ipm

ent C

lass

and

Su

b-C

lass

, ex

–R

elia

bilit

y En

gine

ers

defin

e ‘C

ritic

al’e

quip

men

t and

the

spec

ific

mai

nten

ance

ste

ps th

at n

eed

to b

e pe

rform

ed o

n re

gula

r bas

is –

they

then

m

onito

r per

form

ance

of t

hese

per

iodi

c w

ork

orde

rs a

nd a

naly

ze re

sults

of

repa

ir/m

aint

enan

ce tr

ends

to in

sure

hig

hest

relia

bilit

y of

thes

eas

sets

–In

tegr

ated

GIS

, Ass

et a

nd W

ork

Man

agem

ent p

roce

sses

, ex

–D

efin

e sh

ared

da

ta re

quire

d to

be

cons

iste

nt in

all

thre

e of

thes

e sy

stem

s to

ena

ble

clea

r vi

sibi

lity

of fa

ilure

s oc

curr

ing

and

activ

ities

per

form

ed a

cros

sal

ass

ets

–As

set M

anag

emen

t Stra

tegy

driv

en -

Equi

pmen

t tre

nd a

naly

sis,

ex

–St

rate

gy

deve

lope

d to

mov

e en

tire

fleet

of a

sset

s to

a m

ore

relia

ble

mod

e.

Shou

ld d

efin

e ho

w th

e or

gani

zatio

n w

ill m

ove

away

from

‘Rea

ctiv

e’m

aint

enan

ce in

to m

ore

of a

m

ode

of p

lann

ed, c

ontro

lled

and

muc

h le

ss c

ostly

mai

nten

ance

of a

ll as

sets

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s –

Gas

Fro

nt O

ffice


147

-39

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–El

ectr

ic F

ront

Offi

ce

W

ork

Man

agem

ent

–A

bilit

y to

pla

n an

d m

anag

e al

l req

uire

d re

sour

ces

for a

job

in o

ne c

entra

lized

sys

tem

, inc

ludi

ng

–In

tern

al/E

xter

nal L

abor

, Mat

eria

ls, V

ehic

les,

Eng

inee

ring,

Ope

ratio

ns, E

nviro

nmen

tal,

Saf

ety,

Per

mits

, Spe

cial

Equ

ipm

ent,

Tool

s, W

ork

Cle

aran

ces,

etc

.–

Com

mon

wor

k P

lann

ing,

App

rova

l, S

ched

ulin

g, E

xecu

tion

and

Clo

se o

ut b

usin

ess

proc

esse

s ,

ex –

Sta

ndar

d or

der t

ypes

, prio

ritie

s, s

tatu

s m

anag

emen

t, w

orkf

low

s,ap

prov

al li

mits

, As-

Bui

lt up

date

s, e

tc–

Com

mon

and

con

sist

ent e

xper

ienc

e fo

r cus

tom

ers

(from

cal

l to

exec

utio

n in

the

field

).

Cus

tom

er fo

cuse

d pr

oces

ses

inte

grat

ed w

ith th

e C

usto

mer

sys

tem

,G

IS ,

Out

age

man

agem

ent a

nd W

ork

Man

agem

ent p

roce

sses

, ex

–R

oad

wid

enin

g jo

b, in

tegr

ates

pla

nnin

g w

ith D

OT,

des

igne

rs, J

oint

use

par

tner

s, G

IS c

hang

es if

requ

ired,

wor

k cr

ews

disp

atch

ed a

nd

pote

ntia

l OM

S a

djus

tmen

ts, w

hile

all

cost

for t

his

wor

k ar

e ca

ptur

ed a

nd e

ffici

ently

bill

ed to

D

OT

–E

nabl

emen

t of O

pera

ting

Mod

el –

Incl

udin

g co

nsol

idat

ion

of D

esig

n ce

nter

s (3

loca

tions

), O

der f

ulfil

lmen

t fun

ctio

n an

d sc

hedu

ling

shor

t cyc

le w

ork

–M

obile

ena

bled

bus

ines

s pr

oces

ses,

ex

–E

nter

hrs

rem

otel

y, c

lose

jobs

, doc

umen

t his

tory

, st

art n

ext j

ob, e

tc..

–W

ork

Ord

er c

ost c

olle

ctio

n an

d se

ttlem

ent f

ully

inte

grat

ed w

ith fi

nanc

ial s

yste

m, e

x –

Per

wor

k ty

pe, a

ctiv

ity, t

ime

of d

ay, c

usto

mer

type

, loc

atio

n, e

tc.,

appl

y sp

ecifi

c la

bor,

vehi

cle,

co

ntra

ctor

, too

l, et

c..c

osts

, rel

ated

ove

rhea

d al

loca

tions

and

set

tlem

ent t

o co

st c

ente

rs o

r pr

ojec

t WB

S in

the

finan

cial

sys

tem

–Fr

ee u

p an

alys

ts to

per

form

‘Ana

lysi

s’an

d no

t dat

a cr

unch

ing

and

man

ipul

atio

n -C

omm

on

ED

&G

Per

form

ance

Mea

sure

men

t KP

Is, e

x –

Late

sta

rts, P

lan

vs. A

ctua

l cos

t s,

% P

lann

ed

vs. R

eact

ive

Mai

nten

ance

, cre

w u

tiliz

atio

n, p

oles

set

per

day

, etc

–Fu

lly in

tegr

ated

Res

ourc

e S

ched

ulin

g ap

plic

atio

n , e

x -

Cre

ws/

Cra

fts a

nd tr

uck

pairi

ng a

bilit

y id

entif

ied

in th

e sy

stem

with

spe

cific

trai

ning

and

cer

tific

atio

ns ,

equi

pmen

t –av

aila

bilit

y is

in

tegr

ated

to H

R w

ork

sche

dule

s, le

ave,

etc

. and

Fle

et m

gnts

yste

m to

sho

w tr

ue re

cour

se

avai

labi

lity

each

day

for a

ssig

nmen

t to

shor

t dur

atio

n w

ork

–C

onso

lidat

ion

of c

ontro

l sys

tem

s (E

MS

, DM

S, O

MS

)–

Goa

l of u

nloc

king

val

ue a

nd re

leas

e of

pro

duct

ivity

, und

erst

andi

ng B

arga

inin

g U

nit

agre

emen

ts a

nd th

eir i

mpa

cts

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -E

lect

ric F

ront

Offi

ce


148

-40

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–El

ectr

ic F

ront

Offi

ce .

. . c

ontin

ued

A

sset

Man

agem

ent

–St

anda

rd L

ocat

ion

and

Asse

t Hie

rarc

hy d

efin

ition

s, e

x –

Hie

rarc

hica

l re

pres

enta

tion

of lo

catio

ns w

here

equ

ipm

ent i

s in

stal

led.

Log

ical

bre

akdo

wn

of

stor

age

faci

litie

s, p

umpi

ng s

tatio

ns, t

rans

mis

sion

line

s, d

istri

butio

n lin

es a

nd

met

er to

the

prem

ise

–st

anda

rd re

pres

enta

tion

of e

quip

men

t lin

ked

to

suba

ssem

blie

s an

d sp

are

parts

list

s–

Com

mon

Loc

atio

n an

d Eq

uipm

ent d

ata

reco

rds,

ex

–Lo

catio

ns s

how

com

mon

ge

ospa

tial c

oord

inat

es s

hare

d w

ith G

IS s

yste

m a

nd c

usto

mer

reco

rds,

co

ntai

ning

requ

ired

data

fiel

ds li

ke d

escr

iptio

n, v

olta

ge, c

ircui

t ID

, etc

. Eq

uipm

ent r

ecor

ds a

lso

have

requ

ired

data

fiel

ds li

ke m

ake,

mod

el,

man

ufac

ture

, cla

ss, s

ubcl

ass

and

attri

bute

spe

cific

det

ails

(mat

eria

ls o

f co

nstru

ctio

ns, s

ize

para

met

ers,

etc

)–

Inte

grat

ed A

sset

and

Wor

k M

anag

emen

t his

tory

, ex

–W

ork

orde

rs a

re w

ritte

n ag

ains

t a p

rimar

y Eq

uipm

ent r

ecor

d (m

anda

tory

sys

tem

des

ign

setti

ng),

thus

lin

king

all

wor

k hi

stor

y to

that

equ

ipm

ent r

ecor

d –

incl

udin

g sp

ecifi

cs re

late

d to

co

sts,

failu

re ty

pe c

ause

cod

es, p

arts

repl

aced

, etc

.–

Stan

dard

ized

Pre

v/Pr

edM

aint

enan

ce p

lans

per

crit

ical

Equ

ipm

ent C

lass

and

Su

b-C

lass

, ex

–R

elia

bilit

y En

gine

ers

defin

e ‘C

ritic

al’e

quip

men

t and

the

spec

ific

mai

nten

ance

ste

ps th

at n

eed

to b

e pe

rform

ed o

n re

gula

r bas

is –

they

then

m

onito

r per

form

ance

of t

hese

per

iodi

c w

ork

orde

rs a

nd a

naly

ze re

sults

of

repa

ir/m

aint

enan

ce tr

ends

to in

sure

hig

hest

relia

bilit

y of

thes

eas

sets

–In

tegr

ated

GIS

, Ass

et a

nd W

ork

Man

agem

ent p

roce

sses

, ex

–D

efin

e sh

ared

da

ta re

quire

d to

be

cons

iste

nt in

all

thre

e of

thes

e sy

stem

s to

ena

ble

clea

r vi

sibi

lity

of fa

ilure

s oc

curri

ng a

nd a

ctiv

ities

per

form

ed a

cros

sal

ass

ets

–As

set M

anag

emen

t Stra

tegy

driv

en -

Equi

pmen

t tre

nd a

naly

sis,

ex

–St

rate

gy

deve

lope

d to

mov

e en

tire

fleet

of a

sset

s to

a m

ore

relia

ble

mod

e.

Shou

ld d

efin

e ho

w th

e or

gani

zatio

n w

ill m

ove

away

from

‘Rea

ctiv

e’m

aint

enan

ce in

to m

ore

of a

m

ode

of p

lann

ed, c

ontro

lled

and

muc

h le

ss c

ostly

mai

nten

ance

of a

ll as

sets

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s –

Elec

tric

Fro

nt O

ffice


149

-41

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Tr

ansm

issi

on

W

ork

Man

agem

ent

–A

bilit

y to

pla

n an

d m

anag

e al

l req

uire

d re

sour

ces

for a

job

in o

ne c

entra

lized

sys

tem

, inc

ludi

ng

–In

tern

al/E

xter

nal L

abor

, Mat

eria

ls, V

ehic

les,

Eng

inee

ring,

Ope

ratio

ns, E

nviro

nmen

tal,

Saf

ety,

Per

mits

, Spe

cial

Equ

ipm

ent,

Tool

s, W

ork

Cle

aran

ces,

etc

.–

Com

mon

wor

k P

lann

ing,

App

rova

l, S

ched

ulin

g, E

xecu

tion

and

Clo

se o

ut b

usin

ess

proc

esse

s ,

ex –

Sta

ndar

d or

der t

ypes

, prio

ritie

s, s

tatu

s m

anag

emen

t, w

orkf

low

s,ap

prov

al li

mits

, etc

–In

tegr

ated

Tim

e re

porti

ng s

yste

m, e

x –

Ent

er h

rs w

orke

d on

WO

one

tim

e –

syst

em u

pdat

es

WM

sys

tem

and

Pay

roll

at th

e sa

me

time

–

Cap

ital P

roje

ct M

anag

emen

t pro

cess

es fi

lly in

tegr

ated

with

the

Cor

pora

te B

udge

ting,

In

vest

men

t Man

agem

ent p

rogr

am a

nd P

roje

ct W

BS

/Wor

k O

rder

life

cycl

e pr

oces

ses,

ex

App

rove

d fu

ndin

g fo

r tra

nsm

issi

on li

ne e

xten

sion

pro

ject

has

pha

sed

budg

et a

mou

nt w

hich

is

cons

umed

as

wor

k pr

ogre

sses

–al

l vis

ible

in o

ne s

yste

m–

Mob

ile e

nabl

ed b

usin

ess

proc

esse

s, e

x –

Per

form

insp

ectio

n re

mot

ely,

ent

er h

rs, c

lose

jobs

, do

cum

ent h

isto

ry ,

star

t nex

t job

, etc

..–

Wor

k O

rder

cos

t col

lect

ion

and

settl

emen

t ful

ly in

tegr

ated

with

fina

ncia

l sys

tem

, ex

–P

er w

ork

type

, act

ivity

, tim

e of

day

, cus

tom

er ty

pe, l

ocat

ion,

etc

., ap

ply

spec

ific

labo

r, ve

hicl

e,

cont

ract

or, t

ool,

etc.

.cos

ts, r

elat

ed o

verh

ead

allo

catio

ns a

nd s

ettle

men

t to

cost

cen

ters

or

proj

ect W

BS

in th

e fin

anci

al s

yste

m–

Com

mon

Tra

nsm

issi

on P

erfo

rman

ce M

easu

rem

ent K

PIs

, ex

–La

te s

tarts

, Pla

n vs

. Act

ual c

ost

varia

nts,

% P

lann

ed v

s. R

eact

ive

Mai

nten

ance

, etc

–In

tegr

ated

Cap

ital S

pend

Pro

gram

, ex

–C

apita

l Pro

ject

revi

ew a

nd a

ppro

val p

roce

ss th

at

cont

rols

all

capi

tal w

ork,

usi

ng c

onsi

sten

t app

rova

l crit

eria

, fun

ding

gat

es, v

aria

nce

repo

rting

an

d pr

ovid

es d

etai

led

cost

vis

ibilit

y of

all

plan

ned

com

mitm

ents

and

actu

als

real

tim

e–

Fully

inte

grat

ed R

esou

rce

Sche

dulin

g ap

plic

atio

n , e

x -

Cre

ws

and

helic

opte

r pa

iring

abi

lity

iden

tifie

d in

the

syst

em w

ith s

peci

fic tr

aini

ng a

nd c

ertif

icat

ions

(bird

on

a w

ire in

spec

tions

) ,

equi

pmen

t –av

aila

bilit

y is

inte

grat

ed to

HR

wor

k sc

hedu

les,

leav

e, e

tc. a

nd F

leet

mgn

tsys

tem

to

sho

w tr

ue re

cour

se a

vaila

bilit

y

–S

tand

ardi

zed

Rep

etiti

ve w

ork

job

plan

s, e

x –

Insu

lato

r rep

lace

men

t job

can

be

‘Pre

-pla

nned

’, th

en c

opie

d in

to th

e w

ork

orde

r whe

neve

r it i

s ne

eded

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -T

rans

mis

sion


150

-42

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–Tr

ansm

issi

on .

. . c

ontin

ued

A

sset

Man

agem

ent

–St

anda

rd L

ocat

ion

and

Asse

t Hie

rarc

hy d

efin

ition

s, e

x –

Hie

rarc

hica

l re

pres

enta

tion

of lo

catio

ns w

here

equ

ipm

ent i

s in

stal

led.

Log

ical

bre

akdo

wn

of

stor

age

faci

litie

s, p

umpi

ng s

tatio

ns, t

rans

mis

sion

line

s, d

istri

butio

n lin

es a

nd

met

er to

the

prem

ise

–st

anda

rd re

pres

enta

tion

of e

quip

men

t lin

ked

to

suba

ssem

blie

s an

d sp

are

parts

list

s–

Com

mon

Loc

atio

n an

d Eq

uipm

ent d

ata

reco

rds,

ex

–Lo

catio

ns s

how

com

mon

ge

ospa

tial c

oord

inat

es s

hare

d w

ith G

IS s

yste

m a

nd d

istri

butio

n su

bsta

tion

re

cord

s, c

onta

inin

g re

quire

d da

ta fi

elds

like

des

crip

tion,

vol

tage

, circ

uit I

D, e

tc.

Equi

pmen

t rec

ords

als

o ha

d re

quire

d da

ta fi

elds

like

mak

e, m

odel

, man

ufac

ture

, cl

ass,

sub

clas

s an

d at

tribu

te s

peci

fic d

etai

ls (m

ater

ials

of c

onst

ruct

ions

, siz

e pa

ram

eter

s, e

tc)

–In

tegr

ated

Ass

et a

nd W

ork

Man

agem

ent h

isto

ry, e

x –

Wor

k or

ders

are

writ

ten

agai

nst a

prim

ary

Equi

pmen

t rec

ord

(man

dato

ry d

esig

n se

tting

), th

us li

nkin

g al

l w

ork

hist

ory

to th

at e

quip

men

t rec

ord

–in

clud

ing

spec

ifics

rela

ted

to c

osts

, fa

ilure

type

cau

se c

odes

, par

ts re

plac

ed, e

tc.

–St

anda

rdiz

ed P

rev/

Pred

Mai

nten

ance

pla

ns p

er c

ritic

al E

quip

men

t Cla

ss a

nd

Sub-

Cla

ss, e

x –

Rel

iabi

lity

Engi

neer

s de

fine

‘Crit

ical

’equ

ipm

ent a

nd th

e sp

ecifi

c m

aint

enan

ce s

teps

that

nee

d to

be

perfo

rmed

on

regu

lar b

asis

–th

ey th

en

mon

itor p

erfo

rman

ce o

f the

se p

erio

dic

wor

k or

ders

and

ana

lyze

resu

lts o

f re

pair/

mai

nten

ance

tren

ds to

insu

re h

ighe

st re

liabi

lity

of th

ese

asse

ts–

Inte

grat

ed G

IS, A

sset

and

Wor

k M

anag

emen

t pro

cess

es, e

x –

Def

ine

shar

ed

proc

ess

and

data

requ

ired

to b

e co

nsis

tent

in a

ll th

ree

of th

ese

syst

ems

to

enab

le c

lear

vis

ibilit

y of

failu

res

occu

rrin

g an

d ac

tiviti

es p

erfo

rmed

acr

oss

al

asse

ts–

Asse

t Man

agem

ent S

trate

gy d

riven

-Eq

uipm

ent t

rend

ana

lysi

s, e

x –

Stra

tegy

de

velo

ped

to m

ove

entir

e fle

et o

f ass

ets

to a

mor

e re

liabl

e m

ode

. Sh

ould

def

ine

how

the

orga

niza

tion

will

mov

e aw

ay fr

om ‘R

eact

ive’

mai

nten

ance

into

mor

e of

a

mod

e of

pla

nned

, con

trolle

d an

d m

uch

less

cos

tly m

aint

enan

ce o

f al

l ass

ets

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -T

rans

mis

sion


151

-43

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–C

usto

mer

C

ross

Cus

tom

er O

pera

tions

–Pr

ovid

e gr

eate

r abi

lity

for f

irst c

onta

ct re

solu

tion

and

shor

terc

ycle

tim

es.

Ach

ieve

vis

ibilit

y of

wor

k to

faci

litat

e co

mm

unic

atio

n w

ith c

usto

mer

s

–St

abiliz

e th

e cu

stom

er in

form

atio

n sy

stem

in R

hode

Isla

nd G

as. F

or th

e la

st

coup

le o

f yea

rs R

hode

Isla

nd G

as c

usto

mer

ser

vice

hav

e be

en s

uffe

ring

amon

g ot

her r

easo

ns d

ue to

the

inst

abilit

y of

the

CIS

"Adv

anta

ge".

Late

ly a

num

ber o

f fix

es h

ave

been

app

lied

to th

e sy

stem

, but

in a

vera

ge th

e sy

stem

keep

s fa

iling

two

to th

ree

times

per

mon

th

–En

sure

that

the

skills

to o

pera

te a

nd m

aint

ain

the

cust

omer

sys

tem

s pl

atfo

rm

exis

t in

the

futu

re.

The

com

pany

sho

uld

mai

ntai

n a

supp

ort o

rgan

izat

ion

and

mak

e su

re th

at th

ere

will

be fu

ture

gen

erat

ions

ava

ilabl

e to

mai

ntai

n an

d op

erat

e th

e cu

stom

er p

latfo

rms

B

illin

g

–Pr

oact

ive

coor

dina

tion

of ra

te c

ases

–eq

uita

ble

cost

reco

very

and

indu

stry

le

ader

ship

.

–Ab

ility

to a

dopt

and

impl

emen

t cha

nges

to ra

tes

(Pric

e, W

eath

er u

sage

, etc

..)

and

com

ply

with

rate

cas

es

–Ac

hiev

e co

mm

on b

ill pr

esen

tmen

t / h

ouse

hold

cap

abilit

y to

hel

p in

crea

se

cust

omer

sat

isfa

ctio

n

–Ac

hiev

e au

tom

atio

n in

billi

ng th

e la

rges

t acc

ount

s to

avo

id e

rrors

and

incr

ease

pr

oduc

tivity

–Pr

ovid

e th

e ab

ility

to p

erfo

rm S

umm

ary

Billi

ng fo

r all

lines

of b

usin

ess

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -C

usto

mer


152

-44

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–C

usto

mer

. . .

con

tinue

d

C

usto

mer

Car

e

–Pr

ovid

e a

cons

iste

nt C

usto

mer

exp

erie

nce

refle

ctin

g th

e N

atio

nalG

rid b

rand

. Pr

ovid

e cr

oss

LoB

colla

bora

tion

to d

eliv

er e

nhan

ced

cust

omer

ser

vice

. Bei

ng

able

to tr

ack

a cu

stom

er th

ru th

eir e

ntire

life

cycl

e w

ith N

G

–Pr

ovid

e m

ultip

le c

hann

els

avai

labl

e to

impr

ove

acce

ss a

nd c

usto

mer

ser

vice

and

to

redu

ce c

osts

. D

evel

op a

nd im

plem

ent m

echa

nism

s th

at w

ill al

low

NG

'scu

stom

ers

to e

stab

lish

a cl

oser

rela

tions

hip

with

the

com

pany

and

als

o so

they

ca

n pe

rform

mor

e ac

tiviti

es in

depe

nden

tly (i

.e. C

usto

mer

sel

f ser

vice

, IVR

/ C

TI,

elec

troni

c bi

ll pr

esen

tmen

t, et

c.)

–Pr

ovid

e ac

cess

to a

nd fr

eque

ncy

of O

utag

e in

form

atio

n up

date

s. M

ake

it ea

sy fo

r C

usto

mer

Age

nts

to v

iew

and

use

info

rmat

ion

and

mak

e su

re th

at th

e in

form

atio

n is

alig

ned

for p

hone

and

web

use

.

–In

tegr

ate

outb

ound

not

ifica

tion

calls

into

out

age

upda

te c

omm

unic

atio

ns (b

oth

for

plan

ned

and

unpl

anne

d)

–Bu

ild a

robu

st K

now

ledg

e M

anag

emen

t sys

tem

to in

crea

se e

ffici

ency

of c

onta

ct

cent

er s

taff

and

to in

crea

se c

onsi

sten

cy o

f inf

orm

atio

n an

d tre

atm

ent w

ith

cust

omer

s

–D

evel

op a

n e-

busi

ness

pla

tform

cap

able

of p

rovi

ding

all

arou

nd e

-ser

vice

s th

at

incl

udes

all

of N

atio

nal G

rid s

take

hold

ers

(e.g

. cus

tom

ers,

con

tract

or

elec

trici

ans,

plu

mbe

rs, e

tc) t

o be

abl

e to

do

busi

ness

with

NG

mor

e ef

ficie

ntly

–Pr

ovid

e th

e ab

ility

for N

G’s

cust

omer

s to

onl

y ha

ve to

do

busi

ness

with

one

co

ntac

t cen

ter f

or g

as a

nd e

lect

ric

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -C

usto

mer


153

-45

-

Bus

ines

s Im

pera

tives

and

Cap

abili

ties

–C

usto

mer

. . .

con

tinue

d

A

ccou

nt M

anag

emen

t–

Impr

ove

and

incr

ease

the

mec

hani

sms

for c

usto

mer

s to

mak

e pa

ymen

ts

–El

imin

ate

or g

reat

ly re

duce

the

oper

atio

nal i

ssue

s ca

usin

g cu

stom

er

diss

atis

fact

ion

in th

e ar

ea o

f pay

men

t pro

cess

ing

(mis

s-ap

plie

d pa

ymen

ts)

–Ad

dres

s ba

d de

bt m

itiga

tion.

Hav

ing

the

tool

s an

d pr

oces

ses

to c

orre

ctly

fo

reca

st, r

epor

t and

con

trol b

ad d

ebt i

n al

l CIS

s

A

MI –

Smar

t Met

erin

g–

Ensu

re th

at th

e C

usto

mer

Ope

ratio

ns b

usin

ess

proc

esse

s an

d te

chno

logi

cal

plat

form

s su

ppor

t NG

in b

ecom

ing

a le

ader

in th

e Sm

art G

rid a

rena

. –Pe

ndin

g co

nver

satio

n w

ith A

MI G

roup

M

arke

ting

–Ac

hiev

e an

effi

cien

t cus

tom

er m

anag

emen

t cap

abilit

y fo

r Mar

ketin

g

R

epor

ting

/ Ana

lytic

s–

Hav

e th

e ab

ility

to p

erfo

rm b

asic

bus

ines

s an

alys

is b

y be

ing

able

to d

rill d

own

to

the

deta

ils o

f bus

ines

s tra

nsac

tions

–Pr

ovid

e ab

ility

to m

anag

e pe

rform

ance

. Cur

rent

ly u

nabl

e du

e to

diff

eren

t sy

stem

s ho

ldin

g al

l mas

ter a

nd tr

ansa

ctio

nal d

ata,

als

o du

e to

dat

a in

tegr

ity

issu

es–

Achi

eve

cons

iste

ncy

in th

e fin

anci

al re

porti

ng a

nd c

ontro

ls

Port

folio

Man

agem

ent

Rat

e Fi

lings

/ R

even

ue

Com

plia

nce

Rel

iabi

lity

& S

afet

y

Ope

ratin

g / M

anag

emen

t

Peop

le

Cos

t

Ass

et a

nd W

ork

Man

agem

ent

Cap

ital M

anag

emen

t

Cus

tom

er

Fund

ing

Alte

rnat

ives

Bus

ines

s Im

pera

tives

Bus

ines

s C

apab

ilitie

s -C

usto

mer


154

App

licat

ion

Mig

ratio

n Im

pact

Ana

lysi

s


155

-47

-

US

App

licat

ion

Land

scap

e -C

urre

nt S

tate

Met

ers

HR

SHES

(inc

iden

t m

gmt /

bus

. con

tinui

ty,

emer

genc

y pl

anni

ng)

Mar

ket P

lann

ing

and

Mar

ketin

g

Sal

es

Ene

rgy

Pur

chas

ing

Ris

k M

anag

emen

t (T

radi

ng /

Mar

kete

rs)

Ris

k M

anag

emen

t (C

usto

mer

Cre

dit)

Mar

kete

r Billi

ng

Cus

tom

er B

illing

Dat

a W

areh

ouse

/R

epor

ting

Fina

ncia

l C

onso

lidat

ion

Con

tract

M

anag

emen

t

OM

S

Wor

k M

anag

emen

t

Flee

t and

Fa

cilit

ies

Asse

t M

anag

emen

t

Wor

k Sc

hedu

ling

Asse

t R

epos

itory

GIS

Mob

ile

Bac

k O

ffice

(P

rocu

rem

ent,

Sto

res,

Fi

nanc

ials

)

RI

Dis

trib

utio

nG

asE

lect

ricity

Gas

Ele

ctric

ityLI

PA

Gas

US

T&D

US

KSE

CH

I VM

S LN

G

PC

AD

N/A

Vis

ion

FMFl

eetA

nyw

here

Max

imo

Com

puta

pole

Syc

lo

STO

RM

S

iSch

edul

e Bas

sTrig

on

Mw

ork

(FFE

)

Max

imo

Flee

t Any

whe

re

Ora

cle/

Pow

erP

lant

/ Man

hatta

n

ES

RI

Max

imo

MD

SI

Max

imo

FIS

CH

I VM

S

Max

imo

CW

Q

LMS

CA

RE

SLT

SP

ower

On

TOA

GE/

SW

ES

RI N

RG

DIS

SPI

PE

GE/

SWG

ASC

AR

GE/

SW

ES

RI (

NE

) N

RG

(LI/N

YC)

GE/

SW

Peo

pleS

oft /

Pow

erP

lant

/ Man

hatta

n

Bass

Trig

onBa

ssTr

igon

(1.L

I, 2.

NE

, 3.N

YC)

RI

RI,

NH

MA

, NYS

NYS

LI

NH

, MA

NY

C, L

I

Sha

red

with

U

S T

&D

?

Max

imo

Pla

nnin

gS

ched

ulin

g

CH

I -->

NE

, RI

FIS

--> L

I

LDC

ME

nerg

y V

isio

nV

ario

us

Peo

ples

oft

Ene

rgy

Vis

ion

BM

S C

MC

SM

BS

CR

IS/C

AS

CA

S/E

BOC

SS

Adv

anta

ge

ON

YX D

WH

M

yQuo

tes

Sie

bel

ON

YX

N/A

ON

YX

MS

SM

ETR

ETE

KE

RT

MIT

SM

DB

ON

YXS

iebe

liA

venu

e

Mic

rost

rate

gies

Bob

j

LIM

S / E

MIS

N/A

N/A

PC

S

Nuc

leus

OSS

/Cou

gar

CD

W/IS

OG

SA/T

SAE

AS

iGM

S

Nuc

leus

N/A

Hyp

erio

n (E

ssba

se/ P

illar)

AM

S

AM

S

AM

S

Peo

pleS

oft (

Mai

nfra

me)

RM

SST

AR

S

Hyp

erio

n (E

ssba

se/ P

illar)

Ora

cle

Peo

pleS

oft

AC

IS

Out

sour

ced

Max

imo

(NE

)C

CH

(LI,

NYC

)

IMS

/ Stro

hl

RI

Dis

trib

utio

nG

asE

lect

ricity

Gas

Ele

ctric

ityLI

PA

Gas

US

T&D

US

KSE

Lege

nd:

Sha

red

serv

ice

capa

bilit

ies


156

-48

-

Fron

t Offi

ce -

Gas

Sc

hedu

le P

roce

ss a

nd S

yste

m d

esig

n ef

fort

as c

lose

as

poss

ible

on

the

front

end

of th

is ti

mel

ine

Th

e us

e of

mis

sion

s cr

itica

l, sp

ecia

lized

bus

ines

s re

sour

ces

will

need

to b

e co

ordi

nate

d ca

refu

lly

with

the

busi

ness

to m

inim

ize

adve

rse

effe

ct to

dai

ly G

as O

pera

tions

Si

mpl

ified

, Com

mon

and

Sta

ndar

dize

d Pr

oces

ses

and

Syst

ems

Des

ign

mus

t be

quic

kly

defin

ed,

agre

ed u

pon

and

docu

men

ted

M

eter

Ser

vice

s th

at a

re c

urre

ntly

m

anag

ed u

sing

one

pro

cess

es, b

y th

e G

as g

roup

Po

tent

ial d

iffer

ence

s in

how

GIS

is

inte

grat

ed in

to R

I Gas

Cus

tom

er

proc

esse

s w

hen

mig

rate

d to

CSS

Fi

nanc

ial A

sset

Man

agem

ent

proc

esse

s an

d in

tegr

ated

sys

tem

s m

ay b

e ef

fect

ed b

y th

e ch

ange

s in

the

Gas

Fro

nt O

ffice

gro

up

Dis

-inte

grat

ion

IS C

onsi

dera

tions

Scen

ario

-Spe

cific

C

onsi

dera

tions

Cur

rent

Sta

te

Scen

ario

Det

ails

Sce

nario

1

Sig

nific

ant i

nter

face

des

ign

reso

urce

s ne

eded

from

Gas

Sce

nario

2

Ear

lier r

ealiz

atio

n of

ben

efits

for

RI G

as

Sce

nario

2A

R

I and

LI G

as C

usto

mer

s be

nefit

so

oner

Sce

nario

4

Gas

reso

urce

requ

irem

ents

m

ore

dist

ribut

ed, b

ut b

enef

its w

ill

take

long

er

Met

ers

OM

S

Wor

k M

anag

emen

t

Asse

t M

anag

emen

t

Wor

k Sc

hedu

ling

Asse

t R

epos

itory

GIS

Mob

ile

RI

Dis

trib

utio

nG

asG

asG

as

US

T&D

US

KSE

CH

I VM

S LN

G

PC

AD

N/A

STO

RM

S

iSch

edul

e

Bas

sTrig

on

Mw

ork

(FFE

)M

DS

I

Max

imo

FIS

CH

I VM

S

Max

imo

CW

Q

LMS

LTS

GE/

SW

ES

RI N

RG

DIS

SPI

PE

GE/

SWG

ASC

AR

ES

RI (

NE

) N

RG

(LI/N

YC)

GE/

SW

Bass

Trig

onBa

ssTr

igon

(1.L

I, 2.

NE

, 3.N

YC)

RI

NYS

NH

, MA

NY

C, L

I

MS

SM

ETR

ETE

KM

ITS

MD

BA

MS

A

MS

M

eter

s

OM

S

Wor

k M

anag

emen

t

Asse

t M

anag

emen

t

Wor

k Sc

hedu

ling

Asse

t R

epos

itory

GIS

Mob

ile

RI

Dis

trib

utio

nG

asG

asG

as

US

T&D

US

KSE

SA

P –

Wor

k M

gmt.

Com

mon

GIS

RI

NYS

NH

, MA

NY

C, L

I

Targ

et S

tate

SA

P –

EA

M

AB

B

SyC

lo/ C

lickS

W


157

-49

-

Fron

t Offi

ce -

Elec

tric

El

ectri

c FO

and

Cus

tom

er p

roce

ss a

nd s

yste

m in

tegr

atio

n is

crit

ical

to th

e su

cces

s of

this

effo

rt –

coor

dina

tion

of th

is d

esig

n w

ill re

quire

FTE

reso

urce

s fro

m b

oth

area

s

GIS

, Clic

k, S

yclo

, SAP

and

CSS

sys

tem

con

figur

atio

n an

d M

aste

r Dat

a de

sign

will

requ

ire n

ew

stan

dard

s to

be

deve

lope

d an

d fo

llow

ed in

man

y ar

eas

D

ue d

iligen

ce o

f the

det

ails

beh

ind

how

lega

cy s

yste

ms

are

wor

king

and

the

full

unde

rsta

ndin

g of

th

e ‘T

rue’

busi

ness

requ

irem

ents

will

driv

e ho

w q

uick

ly th

ese

com

mon

pro

cess

es a

nd s

yste

ms

can

be d

efin

ed a

nd b

uilt

EF

O p

roce

sses

and

sys

tem

s w

ill ne

ed

to fu

lly in

tegr

ate

with

the

new

ABB

O

MS

durin

g th

ese

rele

ases

In

-flig

ht G

IS (G

ESW

) enh

ance

men

ts

will

need

to b

e co

nsid

ered

dur

ing

the

proc

ess

and

syst

em d

esig

n re

quire

men

ts

M

obile

‘Ini

tiativ

es’w

ill ne

ed to

co

ordi

nate

effo

rts w

ith th

is p

roje

ct a

s st

anda

rds

for i

dent

ifyin

g m

ater

ials

, co

ntra

ctor

s, s

tora

ge lo

catio

ns,

timek

eepi

ng, e

tc w

ill be

rede

sign

ed

Dis

-inte

grat

ion

IS C

onsi

dera

tions

Cur

rent

Sta

te

Scen

ario

Det

ails

Sce

nario

1

Sig

nific

ant i

nter

face

des

ign

reso

urce

s ne

eded

from

Ele

ctric

Sce

nario

2

Ele

ctric

invo

lved

ear

ly in

des

ign,

bu

t ben

efits

late

r

Sce

nario

2A

E

lect

ric in

volv

ed e

arly

in d

esig

n,

but b

enef

its la

ter

Sce

nario

4

Sm

art G

rid e

fforts

can

pro

ceed

w

ith in

tegr

atin

g to

CS

S

Met

ers

OM

S

Wor

k M

anag

emen

t

Asse

t M

anag

emen

t

Wor

k Sc

hedu

ling

Asse

t R

epos

itory

GIS

Mob

ile

Elec

trici

tyEl

ectri

city

LIPA

US

T&D

US

KSE

STO

RM

S

iSch

edul

e

Max

imo

Com

puta

pole

Mw

ork

(FFE

)M

DS

I

Max

imo

Pla

nnin

gS

ched

ulin

g

CA

RE

SP

ower

On

TOA

GE/

SW

ES

RI

GE/

SW

RI,

NH

MA

, NYS

LI ER

TM

ITS

AM

S

AM

S

Met

ers

OM

S

Wor

k M

anag

emen

t

Asse

t M

anag

emen

t

Wor

k Sc

hedu

ling

Asse

t R

epos

itory

GIS

Mob

ile

Elec

trici

tyEl

ectri

city

LIPA

US

T&D

US

KSE

Max

imo

Com

mon

GIS

RI,

NH

MA

, NYS

NH

, MA

NY

C, L

I

Targ

et S

tate

SA

P –

EA

M

Pow

erO

n/O

ther

SyC

lo/ C

lickS

WS

yclo

Max

imo

CA

RE

S

MD

SI

Com

mon

GIS

SA

P W

ork

Mgm

t. Sc

enar

io-S

peci

fic

Con

side

ratio

ns


158

-50

-

Cus

tom

er

Be

fore

dec

idin

g to

mig

rate

CR

IS a

dec

isio

n sh

ould

be

mad

e on

whi

ch C

usto

mer

pla

tform

will

the

long

-term

cho

ice

(CSS

or S

AP)

AM

I (Sm

art m

eter

ing)

sho

uld

be c

oord

inat

ed w

ith th

e C

IS m

igra

tions

to a

void

com

petin

g pr

iorit

ies

for r

esou

rces

The

com

pany

wid

e e-

busi

ness

pla

tform

initi

ativ

e sh

ould

be

alig

ned

to m

inim

ize

rew

ork

Lo

ng Is

land

Gas

and

LIP

A sh

are

the

use

of C

AS. I

f ope

ratio

ns re

mai

n un

der N

G, a

dec

isio

n w

ill ne

ed to

be

mad

e to

avo

id d

isin

tegr

atio

n of

op

erat

ions

by

tem

pora

rily

havi

ng tw

o C

IS p

latfo

rms

for o

ne s

uppo

rting

gr

oup.

Th

e de

cisi

on o

f whi

ch C

IS w

ill be

com

e th

e lo

ng te

rm p

latfo

rm m

ight

impa

ct

the

sele

ctio

n an

d de

ploy

men

t effo

rt of

th

e C

RM

App

licat

ion

A

num

ber o

f cap

abilit

ies

impa

ctin

g th

e El

ectri

c lin

e of

bus

ines

s m

ight

be

post

pone

d to

cov

er th

e ur

genc

ies

in

the

gas

cust

omer

ope

ratio

ns

Dis

-inte

grat

ion

IS C

onsi

dera

tions

Cur

rent

Sta

te

Scen

ario

Det

ails

Scen

ario

1D

oes

not a

ddre

ss th

e ur

genc

y of

re

plac

ing

RI-G

as C

IS (A

dvan

tage

)

Scen

ario

2E

arly

inte

grat

ed C

usto

mer

pla

tform

to

pro

vide

the

base

line

for f

utur

e de

ploy

men

ts

Scen

ario

2A

Add

ress

ing

tech

nica

l (R

I) an

d re

gula

tory

(LI)

requ

irem

ents

, but

de

man

ds b

ig e

ffort

in te

rms

of

reso

urce

s

Scen

ario

4A

ddre

sses

tech

nica

l urg

enci

es a

s w

ell a

s in

tegr

ated

dep

loym

ents

with

FO

Targ

et S

tate

SH

ES

(in

cide

nt m

gmt /

bu

s. c

ontin

uity

, em

erge

ncy

plan

ning

)

Cus

tom

er B

illin

g

RI

Dis

tribu

tion

Gas

Elec

trici

tyG

asEl

ectri

city

LIPA

Gas

US

T&D

US

KSE

CR

IS/C

AS

CA

S/E

BOC

SS

Adv

anta

ge

LIM

S / E

MIS

N/A

N/A

PC

S

RI

RI,

NH

MA

, NYS

NYS

LI

NH

, MA

NY

C, L

I

IMS

/ Stro

hl

SH

ES

(in

cide

nt m

gmt /

bu

s. c

ontin

uity

, em

erge

ncy

plan

ning

)

Cus

tom

er B

illin

g

RI

Dis

tribu

tion

Gas

Elec

trici

tyG

asEl

ectri

city

LIPA

Gas

US

T&D

US

KSE

CA

SC

SS

or S

AP

Targ

et S

tate

RI

RI,

NH

MA

, NYS

NYS

LI

NH

, MA

NY

C, L

I

CS

S o

r SA

P

Scen

ario

-Spe

cific

C

onsi

dera

tions


159

-51

-

Bac

k O

ffice

H

R -

Tem

pora

ry in

terfa

ces

will

need

to b

e de

sign

ed a

nd b

uilt

to re

ceiv

e w

ork

orde

r tim

e ch

arge

s fro

m

lega

cy E

AM s

yste

ms

as w

ell a

s ex

porti

ng s

kills

dat

a to

lega

cy s

yste

ms.

FI

–M

igra

tion

path

for c

onso

lidat

ion

/ rep

lace

men

t of P

ower

Plan

tdep

enda

nt o

n im

pact

on

lega

cy w

ork

orde

r sys

tem

s an

d de

velo

pmen

t of S

AP fu

nctio

nalit

y.

All –

Sign

ifica

nt m

odifi

catio

ns to

lega

cy s

yste

ms

durin

g m

igra

tion

tosu

ppor

t SAP

cod

e bl

ock

desi

gn,

cons

olid

atio

n of

mat

eria

l and

inve

ntor

y sy

stem

s as

wel

l as

HR

Em

ploy

ee d

ata

BI

–N

eed

to c

onsi

der m

igra

tion

to a

sin

gle

Ente

rpris

e da

ta w

areh

ouse

and

repo

rting

pla

tform

SC

–Se

lect

ion

of a

com

mon

har

dwar

e fo

r mob

ile /

hand

held

ope

ratio

nsin

sup

ply

chai

n

N

o an

ticip

ated

issu

es

Dis

-inte

grat

ion

IS C

onsi

dera

tions

Scen

ario

-Spe

cific

C

onsi

dera

tions

Cur

rent

Sta

te

Scen

ario

Det

ails

Scen

ario

1

Hig

hest

regr

et c

ost

pote

ntia

l

Scen

ario

2

C

halle

nges

with

ru

nnin

g a

fully

-in

tegr

ated

BO

/ FO

/Cus

tom

er fo

r RI

and

lega

cy in

tegr

atio

n re

st o

f Gas

Scen

ario

2A

M

ost u

p-fro

nt d

esig

n co

ordi

natio

n (B

O,

Cus

tom

er, F

O)

Scen

ario

4

Mos

t thr

ow-a

way

BO

in

terfa

ces

Targ

et S

tate

HR

Dat

a W

areh

ouse

/R

epor

ting

Fina

ncia

l C

onso

lidat

ion

Con

tract

M

anag

emen

t

Flee

t and

Fa

cilit

ies

Bac

k O

ffice

(P

rocu

rem

ent,

Sto

res,

Fi

nanc

ials

)

RI

Dis

trib

utio

nG

asE

lect

ricity

Gas

Ele

ctric

ityLI

PA

Gas

US

T&D

US

KSE

Flee

tAny

whe

reFl

eet A

nyw

here

Ora

cle/

Pow

erP

lant

/ Man

hatta

nP

eopl

eSof

t / P

ower

Pla

nt/ M

anha

ttan

RI

RI,

NH

MA

, NYS

NYS

LI

NH

, MA

NY

C, L

I

Sha

red

with

US

T&

D?

Peo

ples

oft

Mic

rost

rate

gies

Bob

j

Hyp

erio

n (E

ssba

se/ P

illar)

Peo

pleS

oft (

Mai

nfra

me)

Hyp

erio

n (E

ssba

se/ P

illar)

Ora

cle

Peo

pleS

oft

AC

ISM

axim

o (N

E)C

CH

(LI,

NYC

)

HR

Dat

a W

areh

ouse

/R

epor

ting

Fina

ncia

l C

onso

lidat

ion

Con

tract

M

anag

emen

t

Flee

t and

Fa

cilit

ies

Bac

k O

ffice

(P

rocu

rem

ent,

Sto

res,

Fi

nanc

ials

)

RI

Dis

trib

utio

nG

asE

lect

ricity

Gas

Ele

ctric

ityLI

PA

Gas

US

T&D

US

KSE

RI

RI,

NH

MA

, NYS

NYS

LI

NH

, MA

NY

C, L

I

Mic

rost

rate

gies

Bob

j

SA

P –

SR

MS

AP

–S

RM

AC

ISM

axim

o (N

E)C

CH

(LI,

NYC

)

SA

P –

Flee

t Man

agem

ent

SA

P –

EC

C

SA

P –

EC

C

SA

P –

BP

C


160

Rou

tem

apIn

itiat

ives


161

-53

-

A s

et o

f IS

impe

rativ

es h

ave

been

dev

elop

ed th

at re

flect

bus

ines

s im

pera

tives

/ pr

iorit

ies

and

IS d

river

s th

at im

pact

ser

vice

del

iver

y ef

ficie

ncy

and

effe

ctiv

enes

s

Bus

ines

s Im

pera

tives

Port

folio

Man

agem

ent:

Cre

ate

a po

rtfol

io o

f bus

ines

ses

that

con

sist

ently

del

iver

s co

mpe

lling

IRR

per

form

ance

. D

ives

t and

acq

uire

as

nece

ssar

y

Cus

tom

er: C

reat

e in

dust

ry le

adin

g cu

stom

er s

atis

fact

ion

by o

ptim

izin

g th

e cu

stom

er e

xper

ienc

e w

ithin

and

acr

oss

Gas

and

Ele

ctric

Rat

e Fi

lings

/ R

even

ue: O

ptim

ize

the

effe

ctiv

enes

s an

d ef

ficie

ncy

of ra

te fi

lings

Rel

iabi

lity

& S

afet

y: Im

prov

e re

liabi

lity

leve

ls a

nd s

afet

y le

vels

Com

plia

nce:

Opt

imiz

e R

egul

ator

y an

d Fi

nanc

ial C

ompl

ianc

e in

clud

ing

IFR

S

com

plia

nce

alig

nmen

t with

GA

AP

Ope

ratin

g/M

anag

emen

t:D

rive

effe

ctiv

enes

s an

d ef

ficie

ncy

thro

ugh

a LO

B

stru

ctur

e an

d co

mm

on o

pera

ting

mod

el

Peop

le: E

ffici

ently

sou

rce,

trac

k an

d de

velo

p ta

lent

to s

uppo

rt th

e bu

sine

ss’a

bilit

y to

ope

rate

and

del

iver

ser

vice

s

Cos

t: C

onsi

der a

ltern

ativ

e S

ourc

ing

to c

reat

e m

ore

varia

ble

cost

s an

d ta

ke

adva

ntag

e of

sca

le

Cap

ital M

anag

emen

t: O

ptim

ize

Cap

ital I

nves

tmen

ts to

mai

ntai

n/en

hanc

e re

liabi

lity

and

plan

fina

ncia

l pro

ject

ions

and

per

form

ance

met

rics

Ass

et &

Wor

k M

anag

emen

t: O

ptim

ize

utili

zatio

n/pe

rform

ance

, tra

nsiti

on a

nd

repl

acem

ent o

f ass

ets

and

enab

le e

ffici

ent,

seam

less

del

iver

y of

wor

k

Fund

ing

Alte

rnat

ives

: Effe

ctiv

ely

leve

rage

regu

lato

ry a

nd fe

dera

l opt

ions

for

furth

er c

apita

l inv

estm

ents

(e.g

. Sm

art G

rid, E

nerg

y E

ffici

ency

,Alte

rnat

ive

Ene

rgy)

Rou

tem

apIS

Impe

rativ

es

Cre

ate

flexi

ble

IT a

rchi

tect

ures

that

faci

litat

e ra

pid

acqu

isiti

on o

r div

estit

ure

of

busi

ness

es

Pro

vide

a s

tand

ard,

com

preh

ensi

ve c

usto

mer

app

licat

ion

plat

form

that

ena

bles

a

sing

le v

iew

of t

he c

usto

mer

and

ena

bles

hig

h va

lue

inte

ract

ions

acr

oss

the

cust

omer

life

cycl

e

Cre

ate

a st

anda

rdiz

ed b

ack

offic

e so

lutio

n th

at m

inim

izes

bus

ines

s ris

k,

auto

mat

es m

anua

l pro

cess

es, a

nd in

tegr

ates

with

com

mon

bus

ines

s pr

oces

ses

for f

inan

ce, H

R a

nd s

uppl

y ch

ain

Cre

ate

a co

mm

on fr

ont o

ffice

sol

utio

n (a

sset

, wor

k, m

obile

, dis

patc

h, G

IS) t

hat

leve

rage

s sy

nerg

ies

acro

ss th

e ga

s an

d el

ectri

c bu

sine

sses

Cre

ate

a st

anda

rdiz

ed s

et o

f m

aste

r dat

a fro

m a

com

mon

sou

rce

that

su

ppor

ts k

ey re

quire

men

ts fo

r reg

ulat

ory,

fina

ncia

l and

ope

ratio

nal r

epor

ting

Cre

ate

an e

nhan

ced

data

gov

erna

nce

stru

ctur

e an

d pr

oces

ses

whi

chen

able

de

velo

pmen

t and

exe

cutio

n of

a m

aste

r dat

a ar

chite

ctur

e th

at p

rovi

des

high

qu

ality

, sta

ndar

dize

d an

d cl

eans

ed d

ata

acro

ss a

pplic

atio

ns

Cre

ate

an e

nhan

ced

appl

icat

ion

gove

rnan

ce s

truct

ure

and

proc

esse

s th

at

man

age

the

deve

lopm

ent a

nd im

plem

enta

tion

of a

n ap

plic

atio

n po

rtfol

io

stra

tegy

and

sta

ndar

ds a

cros

s N

G

Dev

elop

a s

ourc

ing

stra

tegy

to le

vera

ge th

e sc

ale,

and

com

pete

ncie

s of

third

pa

rties

whi

ch c

an e

nabl

e lo

wer

IS o

pera

ting

expe

nse

and

high

er q

ualit

y se

rvic

e de

liver

y

Dev

elop

com

preh

ensi

ve p

rogr

am m

anag

emen

t cap

abili

ties

to e

nsur

e su

cces

sful

del

iver

y an

d va

lue

real

izat

ion

for t

he m

ajor

rout

emap

stra

tegi

c pr

ogra

ms

IS E

ffici

ency

Driv

ers

Gov

erna

nce:

Pro

vide

end

-to-e

nd o

vers

ight

on

ensu

ring

high

est v

alue

rout

emap

appl

icat

ions

and

dat

a ar

e de

liver

ed to

the

busi

ness

Red

uced

Com

plex

ity: R

educ

e/el

imin

ate

redu

ndan

t sys

tem

s, d

ata,

and

man

ual

proc

esse

s

Low

er S

ervi

ce D

eliv

ery

Cos

ts: S

tream

line

core

NG

IS c

apab

ilitie

s an

d ut

ilize

so

urci

ng o

ptio

ns fo

r non

-cor

e ca

pabi

litie

s


162

-54

-

The

busi

ness

impe

rativ

es a

nd c

apab

ility

requ

irem

ents

, alo

ng w

ithth

e IS

impe

rativ

es

have

led

iden

tific

atio

n of

the

follo

win

g ne

w ro

utem

apin

itiat

ives

*

No.

Rou

tem

apG

roup

Nam

eD

escr

iptio

n

1B

ack

Offi

ceH

R, f

inan

cial

,sup

ply

chai

n an

d fle

et m

igra

tion

to s

trate

gic

SA

P

plat

form

Mig

ratio

n to

a s

tand

ard,

sin

gle

SA

P E

CC

pla

tform

; w

ill in

tegr

ate

with

exi

stin

g P

ower

plan

tsy

stem

(s) f

or re

gula

tory

acc

ount

ing;

als

o in

clud

es a

Sha

red

Ser

vice

s S

AP

busi

ness

w

areh

ouse

(BW

) an

d re

porti

ng

2G

as F

ront

Offi

ceA

sset

and

wor

k m

anag

emen

t m

igra

tion

to s

trate

gic

SA

P

plat

form

Mig

rate

to s

tand

ard

SA

P E

AM

and

Wor

k M

anag

emen

t pl

atfo

rms;

will

incl

ude

mig

ratio

n of

cu

rrent

Lea

k M

anag

emen

t sys

tem

s to

SA

P;

expa

nd S

AP

BW

to in

clud

e G

FO;

also

Incl

udes

re

-arc

hite

ctin

g an

alre

ady

cons

olid

ated

Gas

ES

RI i

nto

the

targ

et a

rchi

tect

ure

3G

as F

ront

Offi

ceG

IS c

onso

lidat

ion

on s

trate

gic

ES

RI p

latfo

rmE

arly

mig

ratio

n (a

head

of G

FO S

AP

tran

sitio

n) o

f all

Gas

GIS

from

1).

Smal

lwor

ld 4

.0 N

E

inst

ance

, 2)

. NR

G d

owns

tate

NY

, 3)

. Sm

allw

orld

3.1

.2 U

p-st

ate

NY

and

KS

to e

xist

ing

ES

RI

Gas

(MA

& N

H) i

nsta

nce;

inc

lude

s de

com

mis

sion

ing

of 1

& 2

onl

y

4

Gas

Fro

nt O

ffice

Mob

ile a

nd M

eter

Ser

vice

s st

rate

gic

mig

ratio

n to

Clic

k an

d S

yclo

Mig

ratio

n in

3 p

hase

s:1.

Ear

ly m

igra

tion

for R

hode

Isla

nd a

nd M

assa

chus

etts

(ahe

ad o

f the

mai

n G

FO &

ED

O

trans

ition

) to

solu

tion

set u

sing

Syc

loan

d C

lick

for G

as a

nd E

lect

ric M

eter

ing

Ser

vice

s co

verin

g th

e C

all C

entre

Cus

tom

er s

yste

m, D

ispa

tch

and

Mob

ile2.

Mig

ratio

n of

the

rem

aini

ng S

tate

s (s

ynch

roni

sed

with

GFO

tran

sitio

n) fo

r Gas

and

Ele

ctric

M

eter

ing

Ser

vice

s (s

ame

scop

e as

RI a

nd M

A a

bove

)3.

All

othe

r GFO

Mob

ile a

nd D

ispa

tch

solu

tions

to S

yclo

and

Clic

5E

lect

ric F

ront

Offi

ceA

sset

and

wor

k m

anag

emen

t m

igra

tion

to s

trate

gic

SA

P

plat

form

Mig

rate

to s

tand

ard

SA

P E

AM

and

Wor

k M

anag

emen

t pl

atfo

rms;

will

incl

ude

proj

ect a

nd

allia

nce

cons

truct

ion;

exp

ands

SA

P B

W to

incl

ude

ED

O

*Not

e: D

etai

led

initi

ativ

e pr

ofile

s w

ill be

dev

elop

ed in

imm

edia

te fo

llow

-on

step

s


163

-55

-

New

Rou

tem

apIn

itiat

ives

-co

ntin

ued

No.

Rou

tem

apG

roup

Nam

eD

escr

iptio

n

6E

lect

ric F

ront

Offi

ceM

obile

and

Met

er S

ervi

ces

stra

tegi

c m

igra

tion

to C

lick

and

Syc

lo

Mig

ratio

n of

all

non-

Met

erin

g S

ervi

ces

mob

ile s

olut

ions

for E

lect

ric a

nd T

rans

mis

sion

.; w

ill b

e sy

nchr

onis

edw

ith th

e m

ain

SA

P E

DO

& T

x Fr

ont O

ffice

tran

sitio

n

7E

lect

ric F

ront

Offi

ceG

IS m

igra

tion

to s

trate

gic

ES

RI

plat

form

Mig

ratio

n of

lega

cy E

lect

ricity

GIS

Sm

allw

orld

to S

trate

gic

ES

RIs

olut

ion

as p

art o

f and

at t

he

sam

e tim

e as

the

ED

O S

AP

FO

tran

sitio

n

8G

as C

usto

mer

Rho

de Is

land

Cus

tom

er m

igra

tion

to s

trate

gic

CS

S p

latfo

rmE

arly

mig

ratio

n fro

m A

dvan

tage

& L

DC

M t

o C

SS

; in

clud

es A

dvan

tage

& L

DC

M

deco

mm

issi

onin

g an

d ch

ange

s th

e in

terfa

ces

to M

eter

ing

Ser

vice

s so

lutio

ns a

nd B

ack

Offi

ce;

incl

udes

ass

ocia

ted

Cus

tom

er B

illing

and

Bill

Prin

t

19G

as C

usto

mer

Long

Isla

nd C

usto

mer

mig

ratio

n to

st

rate

gic

CS

S p

latfo

rmM

igra

tion

of C

AS

Gas

-onl

y to

CS

S a

nd c

hang

ing

inte

rface

s to

Met

erin

g S

olut

ions

and

Bac

k O

ffice

; inc

lude

s as

soci

ated

Cus

tom

er B

illing

and

Bill

Prin

t; C

AS

for L

I Ele

ctric

ity c

usto

mer

s is

as

sum

ed to

con

tinue

(pen

ding

revi

ew o

f LIP

A S

ervi

ce A

gree

men

t )

10G

as C

usto

mer

Rem

aini

ng C

usto

mer

mig

ratio

ns

to s

trate

gic

CS

S p

latfo

rmM

igra

tion

of C

RIS

Gas

-onl

y cu

stom

ers

to C

SS

and

cha

ngin

g in

terfa

ces

to M

eter

ing

Sol

utio

ns

and

Bac

k O

ffice

; in

clud

es a

ssoc

iate

d C

usto

mer

Billi

ng a

nd B

ill P

rint.

11

CR

M S

trate

gic

Mig

ratio

n of

sal

es a

nd m

arke

ting

func

tions

and

dat

a to

stra

tegi

c C

RM

pla

tform

Mig

ratio

n to

stra

tegi

c C

RM

pla

tform

that

has

not

bee

n se

lect

ed y

et;

focu

s is

on

front

-end

sa

les

and

mar

ketin

g fu

nctio

ns (c

urre

ntly

on

Sie

bel)

and

perfo

rmin

g cu

stom

er a

naly

tics

on

cust

omer

dat

a th

at is

cur

rent

ly c

onta

ined

in s

ever

al d

ata

stor

es;

requ

irem

ents

to b

e fu

rther

re

fined

; O

ptio

nally

exp

ands

SA

P B

W to

sub

sum

e C

usto

mer

to a

lign

Cus

tom

er w

ith c

usto

mer

dr

iven

Wor

k, O

utag

e a

nd R

even

ue a

naly

sis,

etc

.


164

Indi

cativ

e Fi

nanc

ial I

mpa

cts


165

-57

-

RTB

Spe

nd A

void

ed -

cont

inue

d


166

-58

-

RTB

Spe

nd A

void

ed -

cont

inue

d


167

-59

-

Our

ana

lysi

s al

so id

entif

ied

~$35

M in

pro

ject

inve

stm

ents

that

pot

entia

lly c

an b

e el

imin

ated

by

impl

emen

ting

the

stra

tegi

c ro

utem

apin

itiat

ives

*

Canc

el, 3

5, 7

%

No C

hang

e,

308,

62%

Coor

dina

te, 6

7,

13%

TBD,

87,

18%

Can

cel

Coo

rdin

ate

No

Cha

nge

TBD

Tota

l

Tota

l Pro

ject

s30

4491

102

267

Spen

d (C

APE

X +

OPE

X)$

35 M

$ 67

M$3

08 M

$87

M$4

97 M

Pot

entia

l in

vest

men

t av

oide

d

US

Syst

em S

trat

egy

Impa

ct o

n U

S In

vest

men

t

C

ance

l: In

vest

men

t may

be

canc

elle

d as

the

requ

ired

func

tiona

lity

will

be d

eliv

ered

as

part

of

the

US

Syst

em S

trate

gy ro

utem

ap

C

oord

inat

e: R

equi

res

coor

dina

tion

with

US

Syst

em S

trate

gy ro

utem

apbe

caus

e of

de

pend

enci

es

N

o C

hang

e: U

S Sy

stem

Stra

tegy

has

littl

e or

no

impa

ct o

n th

e in

vest

men

t

TB

D: I

mpa

ct o

n th

e ro

utem

apre

quire

s fu

rther

an

alys

is

*Not

e: T

hese

est

imat

es w

ill be

furth

er re

fined

and

val

idat

ed in

imm

edia

te fo

llow

-on

step

s


168

-60

-

Inve

stm

ents

to P

oten

tially

‘Can

cel’


169

-61

-

Inve

stm

ents

to P

oten

tially

‘Can

cel’

-con

tinue

d


170

Bur

ning

Pla

tform

App

licat

ions


171

-63

-

No.

App

licat

ion

Nam

e /

Des

crip

tion

Des

crip

tion

Impa

ct o

n bu

sine

ss

Arc

hite

ctur

e/ t

echn

olog

y fit

issu

e

Prod

uctio

n st

abili

ty

Lim

ited

skill

s av

aila

bilit

y

SW v

endo

r su

ppor

t is

sues

Doe

s no

t m

eet

busi

ness

ne

eds

Lim

ited

flexi

bilit

yO

vera

ll Pr

iorit

y

Ope

ratio

nal

Cos

t($

‘000

)

1A

dvan

tage

(aka

-Ban

ner)

-RI

The

purp

ose

of th

is a

pplic

atio

n is

to

mai

ntai

n al

l cus

tom

er in

form

atio

n.

This

sys

tem

is re

ally

the

hub

for a

ll cu

stom

er in

form

atio

n. A

ll of

the

cust

omer

billi

ng, m

eter

read

ing,

ord

er

proc

essi

ng…

..etc

is c

ontro

lled

thro

ugh

this

app

licat

ion.

Hig

h

H

igh

47.8

2N

ucle

us

The

risk

syst

em (N

ucle

us, A

naly

tics,

W

eath

erD

elta

and

rela

ted

inte

rface

s)

supp

orts

hed

ging

act

iviti

es (f

inan

cial

de

rivat

ives

) and

the

purc

hase

/sal

e of

ph

ysic

al c

omm

oditi

es.

The

sys

tem

is

used

for f

inan

cial

repo

rting

, inv

oici

ng,

dete

rmin

ing

cost

of g

as. A

s of

Jan

. 20

06 N

ucle

us is

use

d to

cap

ture

all

LI

and

NY

phys

ical

gas

tran

spor

tatio

n an

d to

per

form

mon

th e

nd s

ettle

men

t. A

pplic

atio

n to

mon

itor r

isk

& e

xpos

ure

in c

omm

odity

trad

ing

syst

ems.

Hig

h

H

igh

780.

5

3TE

STi

me

entry

sys

tem

for N

G U

SH

igh

Hig

h59

.6

4C

AS

-LI

LI G

as a

nd E

lect

ric C

usto

mer

Billi

ngH

igh

H

igh

N/A

5M

axim

o C

orpo

rate

Cor

pora

te in

stan

ce to

faci

litat

e O

racl

e in

tegr

atio

n.H

igh

H

igh

11.2

6M

axim

o N

EN

E G

as W

ork

Man

agem

ent

Hig

h

Hig

h30

1.5

7M

axim

o T&

DT&

D W

ork

Man

agem

ent f

or

elec

tric/

Gas

LI &

NYC

Hig

h

Hig

h65

2.5

8LM

S-N

Y

A T

&D

leak

trac

king

sys

tem

that

re

cord

s th

e lif

e cy

cle

of a

leak

. Fu

nctio

ns in

clud

e w

ork

gene

ratio

n,

wor

k sc

hedu

ling,

PSC

and

inte

rnal

co

mpl

ianc

e re

porti

ng a

nd a

repo

sito

ry

of re

adin

g hi

stor

y.

Hig

h

Hig

h10

6.5

9LM

S-L

ILe

ak M

anag

emen

t Sys

tem

-Lon

g Is

land

Hig

h

Hig

h11

5.8

10P

eopl

eSof

t HR

N

GC

ompl

ete

HR

, Adm

in, b

enef

its –

NG

Hig

h

Hig

h10

41.9

Bur

ning

Pla

tform

App

licat

ions

(Hig

h Pr

iorit

y)


172

-64

-

No.

App

licat

ion

Nam

e /

Des

crip

tion

Des

crip

tion

Impa

ct o

n bu

sine

ss

Arc

hite

ctur

e/ t

echn

olog

y fit

issu

e

Prod

uctio

n st

abili

ty

Lim

ited

skill

s av

aila

bilit

y

SW v

endo

r su

ppor

t is

sues

Doe

s no

t m

eet

busi

ness

ne

eds

Lim

ited

flexi

bilit

yO

vera

ll Pr

iorit

y

Ope

ratio

nal

Cos

t($

‘000

)

11M

AXIM

O

(Fac

ilitie

s)B

uild

ing

Mai

nten

ance

Sys

tem

Med

ium

Med

ium

43.8

12C

CH

(Con

tract

or

Cha

rges

LI &

NY)

Con

tain

s a

repo

sito

ry o

f con

stru

ctio

n co

ntra

cts

defin

ed b

y th

e cl

ient

are

a,

whi

ch a

re u

sed

to p

rice-

out a

ctua

l co

nstru

ctio

n w

ork.

Afte

r the

ap

prop

riate

app

rova

ls h

ave

been

m

ade,

cos

t dat

a is

pas

sed

to th

e ac

coun

ts p

ayab

le s

yste

m fo

r pay

men

t.

Med

ium

Med

ium

97.7

13LD

CM

M

arke

ter B

illing

Sys

tem

-R

IM

ediu

m

M

ediu

mN

/A

14LD

CM

Tra

nsla

tor

This

app

licat

ion

uses

onl

y on

e fo

rm a

s a

cont

rol p

anel

for e

xecu

ting

data

do

wnl

oads

and

upl

oads

bet

wee

n A

dvan

tage

and

LD

CM

. Eac

h co

ntro

l bu

tton

exec

utes

a m

acro

that

man

ages

da

ta ta

bles

, im

ports

a fi

xed-

leng

th te

xt

file,

con

verts

acc

ount

num

bers

and

ex

ports

a fi

xed-

leng

th te

xt fi

le. T

his

appl

icat

ion

runs

und

er A

cces

s 97

.

Med

ium

Med

ium

N/A

15M

AXIM

O (G

enco

, S

ubS

tatio

n, L

NG

)Foss

ilPl

ants

, LN

G P

lant

s, S

ubst

atio

nM

aint

enan

ce S

yste

mM

ediu

m

M

ediu

m50

.7

16C

HI

Val

ve a

nd re

gula

tor d

atab

ase

for I

&R -

New

Eng

land

& R

I onl

yM

ediu

m

Med

ium

N/A

17D

PM

SIM

S D

atab

ase

to h

old

wor

k da

ta to

in

tegr

ate

NYC

app

licat

ions

CC

H, D

IS,

Per

mits

, Pav

ing

Med

ium

M

ediu

mN

/A

18P

avin

g -K

SE

Trac

ks a

nd re

cord

s th

e pa

ving

requ

ests

th

at a

re a

ssoc

iate

d to

gas

con

stru

ctio

n an

d m

aint

enan

ce w

ork.

Con

tract

s ar

e de

fined

and

item

s ar

e pr

iced

-out

for

each

wor

k or

der.

Onc

e ap

prov

ed,

paym

ents

are

pas

sed

to th

e ac

coun

ts

paya

ble

syst

em.

Med

ium

M

ediu

m10

6.9

19S

mar

tTim

e(A

KA

SM

ARTI

)

Rul

e ba

sed

proc

ess

that

con

verts

Tim

e E

ntry

into

Pay

Det

ails

bas

ed o

n em

ploy

ee in

form

atio

n an

d un

ion

cont

ract

agr

eem

ents

. C

urre

ntly

sys

tem

ha

ndle

s 22

uni

on c

ontra

cts

alon

g w

ith

man

agem

ent r

ules

for 3

2 co

mpa

nies

.

Hig

h

M

ediu

m42

6.0

20C

RIS

Cus

tom

er B

illing

Sys

tem

for K

SE

Gas

N

YC/N

EH

igh

Med

ium

N/A

Bur

ning

Pla

tform

App

licat

ions

(Med

ium

/Low

Prio

rity)


173

-65

-

No.

App

licat

ion

Nam

e /

Des

crip

tion

Des

crip

tion

Impa

ct o

n bu

sine

ss

Arc

hite

ctur

e/ t

echn

olog

y fit

issu

e

Prod

uctio

n st

abili

ty

Lim

ited

skill

s av

aila

bilit

y

SW v

endo

r su

ppor

t is

sues

Doe

s no

t m

eet

busi

ness

ne

eds

Lim

ited

flexi

bilit

yO

vera

ll Pr

iorit

y

Ope

ratio

nal

Cos

t($

‘000

)

21Fi

eld

Per

form

ance

M

anag

emen

t

Rep

ortin

g S

yste

m fo

r Fie

ld

Pro

duct

ivity

Mea

sure

men

ts fo

r Fi

eld

Ope

ratio

ns N

Y, L

I, N

ELo

w

M

ediu

mN

/A

22D

istri

butio

n In

form

atio

n S

yste

mN

YC S

ervi

ces

syst

ems

Low

Low

52.2

23W

ork

Mea

sure

men

t

Dat

a en

try is

per

form

ed in

a th

ree-

page

form

at t

he c

ompl

etio

n of

the

job.

A s

erie

s of

man

agem

ent

repo

rts a

re g

ener

ated

on

dem

and.

C

rew

leve

l per

form

ance

is n

o lo

nger

pro

vide

d.

Low

Low

N/A

24C

WQ

-C

omm

on W

ork

Que

ue

A c

omm

on p

orta

l to

man

age

gas

dist

ribut

ion

and

Gas

ser

vice

wor

k ac

ross

NY,

LI,

NE

. U

ses

spat

ial

appl

icat

ion

and

SDE

dat

abas

e.

Sys

tem

dev

ebop

edin

hous

ew

ith

vend

or c

ompo

nent

s

Hig

h

Low

531.

8

25P

eopl

eSof

t HR

-KS

EH

R, P

ayro

ll, B

enef

its fo

r Key

Spa

nH

igh

Lo

w15

80.6

26P

eopl

eSof

t Fin

anci

als

Com

plet

e pr

ojec

ts, G

LH

igh

Lo

w86

.7

27P

eopl

eSof

t S

CM

C

ompl

ete

supp

ly c

hain

, inv

ento

ry

mgm

tH

igh

Lo

w46

8.9

28LN

G P

lant

M

aint

enan

ce

An

elec

troni

c fil

e of

equ

ipm

ent

loca

ted

with

in th

e Ex

eter

LN

G

plan

t. Al

l val

ves,

pum

ps, c

ontro

l de

vice

s, fi

re fi

ghtin

g eq

uipm

ent,

gas

dete

ctor

s, li

ghts

, boi

lers

and

co

mpr

esso

rs, a

mon

g ot

her t

hing

s ar

e in

clud

ed. M

anuf

actu

rer a

nd

insp

ectio

n da

ta is

mai

ntai

ned.

M

aint

enan

ce s

ched

ules

are

pr

oduc

ed. E

mpl

oyee

trai

ning

and

ev

alua

tion

reco

rds

are

kept

.

Low

Lo

wN

/A

29P

erm

its (N

YC)

Allo

ws

requ

ests

to b

e en

tere

d in

to

Per

mit

syst

em in

Key

Spa

n an

d tra

nsm

itted

ele

ctro

nica

lly to

the

DO

T in

NYC

.

Low

Lo

w62

.2

30Fl

eetA

nyw

here

Flee

t Man

agem

ent -

KSE

Low

Low

233.

5

31Fl

eetA

nyw

here

Flee

t Man

agem

ent -

NG

US

Low

Low

121.

6

Bur

ning

Pla

tform

App

licat

ions

(Med

ium

/Low

Prio

rity)

-co

ntin

ued


174

-66

-

No.

App

licat

ion

Nam

e /

Des

crip

tion

Des

crip

tion

Impa

ct o

n bu

sine

ss

Arc

hite

ctur

e/ t

echn

olog

y fit

issu

e

Prod

uctio

n st

abili

ty

Lim

ited

skill

s av

aila

bilit

y

SW v

endo

r su

ppor

t is

sues

Doe

s no

t m

eet

busi

ness

ne

eds

Lim

ited

flexi

bilit

yO

vera

ll Pr

iorit

y

Ope

ratio

nal

Cos

t($

‘000

)

32Fi

eld

Sm

art D

esig

n

Pro

vide

s th

e ab

ility

for W

ork

Ord

er

desi

gn fr

om w

orks

tatio

n or

ha

ndhe

ld d

evic

e in

fiel

d to

feed

M

axim

o. I

BM

writ

ten

softw

are

(JAV

A) t

hat u

ploa

ds/d

ownl

oads

da

ta to

Max

imo

Med

ium

Lo

w10

.5

33C

ombu

stib

le G

as

Indi

cato

r Tes

t (C

GI)

Dat

a is

reco

rded

by

test

dat

e an

d ve

hicl

e nu

mbe

r. Te

sts

perfo

rmed

in

clud

e vo

ltage

leve

l, sy

stem

le

akag

e, fi

lter c

ondi

tion,

and

new

ba

ttery

inst

alla

tion.

An

over

all

acce

ptab

ility

ratin

g is

giv

en. D

ata

entry

is v

ery

easy

bec

ause

ther

e is

on

ly o

ne ta

ble

disp

l

Low

Low

N/A

34O

racl

e Fi

nanc

ials

S

yste

mER

P E

npor

ion

and

Fina

ncia

ls

pack

aged

sol

utio

n.

Hig

h

Low

709.

0

35O

racl

e S

uppl

y C

hain

S

yste

mER

P S

uppl

y C

hain

pac

kage

d so

lutio

n fo

r AP

& In

vent

ory

Mgm

tH

igh

Lo

w80

1.5

36R

egul

ator

s

An

Acce

ss a

pplic

atio

n us

ed to

m

anag

e 45

3 di

stric

t reg

ulat

ors

and

test

/insp

ectio

n da

ta fr

om 1

995.

O

ld d

ata

abou

t drip

s, c

harts

, and

bo

ots

has

been

reta

ined

for

hist

oric

al p

urpo

ses.

Low

Low

N/A

37ST

OR

MS

Trac

k cu

stom

er o

rder

s an

d pr

ojec

ts, r

epor

t on

stat

uses

, PS

C

repo

rting

, per

form

ance

repo

rting

, ES

CO

's, G

SO

's, P

al's

, Met

er

Ord

ers

and

mis

cella

neou

s or

ders

. In

clud

es b

oth

capi

tal a

nd

mai

nten

ance

(lim

ited

capi

bilit

y)

wor

k fo

r Ele

ctric

and

Gas

.

Hig

h

Low

1652

.7

38To

olw

atch

Use

d as

a s

tora

ge m

anag

emen

t ap

plic

atio

n fo

r spe

cial

ized

tool

s ha

ndlin

g fo

r Gas

Dis

tribu

tion

Low

Lo

wN

/A

Bur

ning

Pla

tform

App

licat

ions

(Med

ium

/Low

Prio

rity)

-co

ntin

ued


175

App

endi

x


176

-68

-

We

perf

orm

ed a

ser

ies

of e

xecu

tive

inte

rvie

ws

with

the

follo

win

gN

G m

anag

emen

t te

am …

No.

Inte

rvie

wee

Stat

us

1Jo

hn C

aros

elli

Com

plet

e

2Se

an M

onga

nC

ompl

ete

3D

ave

Falk

owsk

iC

ompl

ete

4N

ick

Stav

ropo

ulos

Com

plet

e

5Ka

ssG

erag

hty;

Com

plet

e

6Ke

n D

aley

Com

plet

e

7C

hris

tine

Yord

tC

ompl

ete

8An

dy A

ggC

ompl

ete

9An

drew

Slo

eyC

ompl

ete

10Bi

ll Jo

nes

Com

plet

e

11C

hris

tine

Prit

char

dC

ompl

ete

12Ei

leen

Han

non

Com

plet

e

13M

ashe

edSa

idi

Com

plet

e

14N

abil

Hitt

iC

ompl

ete

15R

ich

Rap

pC

ompl

ete

16An

n M

arie

Lev

ine

Com

plet

e

No.

Inte

rvie

wee

Stat

us

17M

ike

Wes

tcot

tC

ompl

ete

18Bi

ll Bo

llbac

hC

ompl

ete

19M

att P

ower

sC

ompl

ete

20Jo

hn P

ettig

rew

Com

plet

e

21Ja

ne B

ecke

rC

ompl

ete

22Jo

n C

arlto

nC

ompl

ete

23R

oss

Turin

iC

ompl

ete

24Bi

ll Ed

war

dsC

ompl

ete

25Jo

nath

an C

allig

han

Com

plet

e

26Ja

ne C

avlin

Com

plet

e

27Tr

acey

McC

arth

yC

ompl

ete

28S

teve

Noo

nan

Com

plet

e

29Bi

ll Bo

llbac

hC

ompl

ete

30Ed

en A

lvar

ez-B

acku

sC

ompl

ete

31Ju

liette

Milr

oyC

ompl

ete


177

-69

-

Func

tiona

l ana

lysi

s te

ams

wer

e fo

rmed

to g

athe

r inf

orm

atio

n on

bus

ines

s pr

iorit

ies,

re

quire

d ca

pabi

litie

s an

d co

nsid

erat

ions

for d

eplo

ying

them

Wor

k St

ream

NG

Lea

dD

eloi

tte L

ead

NG

Par

ticip

ants

Hot

Top

ics

LIPA

Kevi

n Br

ady

Abha

y Bo

rwan

ker

Dou

g C

hapm

an, J

ane

Beck

er,

Way

ne W

atki

ns, J

im L

omba

rdo

Maj

or F

unct

iona

l Are

as

Cus

tom

er (i

nclu

ding

RI G

as,

Shor

t/ M

ediu

m-T

erm

, Bill

ing,

m

obile

/dis

patc

h)

Ric

hard

Pilk

ingt

onG

abrie

l Tov

arD

oug

Cha

pman

. Sea

n M

onga

n,

Jeff

Mar

tin, D

an D

upee

, Mik

e Pa

wlo

wsk

i

Wor

k an

d As

set M

anag

emen

t –G

as (i

nclu

ding

mob

ile/d

ispa

tch)

Ric

hard

Pilk

ingt

onD

an M

cPar

tland

Andy

Pea

rman

, Kas

sG

erag

hty,

Bi

ll G

eer,

Cra

ig C

onst

anzo

Wor

k an

d As

set M

anag

emen

t, Tr

ansm

issi

on –

Elec

tric

(incl

udin

g ou

tage

, mob

ile/ d

ispa

tch)

Ric

hard

Pilk

ingt

onD

an M

cPar

tland

Dou

g C

hapm

an, J

ane

Beck

er,

Way

ne W

atki

ns, S

heen

a An

and

Back

Offi

ce –

Supp

ly C

hain

, HR

, Fi

nanc

eBo

nnie

Bur

khar

dtM

att M

illsM

adal

yn H

anle

y/R

uth

Sulliv

an,

Chr

istin

e Yo

rdt a

nd B

rian

Lang

h (F

inan

ce),

John

Fla

min

io (S

C),

Mat

t Pow

ers

(HR

), Je

ff Be

al

(Fle

et),

Lee

Hum

phrie

s

GIS

M

ike

Gal

eD

an M

cPar

tland

Andy

Pea

rman

, Kas

sG

erag

hty,

Bi

ll G

eer,

Cra

ig C

onst

anzo

, Dou

g C

hapm

an, J

ane

Beck

er, W

ayne

W

atki

ns


178

-70

-

Cus

tom

er c

onsi

dera

tions

:

M

igra

tions

are

com

plex

pro

ject

s in

thei

r ow

n rig

ht

M

ultip

le p

aral

lel m

igra

tions

is to

be

avoi

ded

–hi

gh ri

sk, r

esou

rce/

skill

bottl

enec

ks.

“A

gent

Des

ktop

”int

egra

tion

tech

nolo

gies

will

cont

inue

to p

lay

a ro

le in

opt

imiz

ing

cust

omer

per

form

ance

in in

terim

R

egul

ator

y re

cove

ry

Cus

tom

erO

ur lo

ng te

rm o

bjec

tive

is to

ach

ieve

con

verg

ence

ont

o a

stra

tegi

c cu

stom

er p

latfo

rm th

at c

an s

uppo

rt cu

rrent

dem

ands

and

ena

ble

futu

re

inno

vatio

ns b

oth

inte

rnal

ly a

nd e

xter

nally

driv

en.

The

iden

tific

atio

n of

a s

trate

gic

cust

omer

pla

tform

is a

key

dec

isio

n to

ena

ble

the

conv

erge

nce

deci

sion

s as

soci

ated

with

the

olde

r cus

tom

er

syst

ems

CSS

is c

onsi

dere

d to

be

the

wor

kabl

e pl

atfo

rm to

sup

port

the

Cus

tom

er O

pera

tions

for a

t lea

st th

e m

ediu

m-te

rm (a

t lea

st fi

ve y

ears

). O

ur w

orki

ng

hypo

thes

is is

that

it is

cap

able

to b

e th

e lo

ng te

rm C

IS p

latfo

rm b

ut th

is w

ill ne

ed to

be

test

ed fu

rther

dow

n th

e ro

utem

ap

C

SS

is th

e m

ost s

tabl

e cu

rrent

cus

tom

er a

pplic

atio

n pl

us IS

has

the

know

ledg

e to

sup

port

it an

d th

ere

are

com

pani

es in

the

mar

ket t

o su

ppor

t it

C

SS

has

bee

n co

nfirm

ed a

s be

ing

scal

able

to s

uppo

rt th

e cu

rrent

US

cus

tom

er b

ase

and

beyo

nd.

A

t thi

s po

int i

n tim

e, th

e co

sts

to m

igra

te th

e ex

istin

g C

usto

mer

sys

tem

s to

CS

S a

re le

ss th

an m

igra

ting

to a

noth

er p

latfo

rm

C

SS

is a

ble

to s

uppo

rt th

e S

MA

RT

met

erin

g pi

lots

and

futu

re p

rodu

ctio

n ro

ll ou

t (ba

sed

on c

urre

nt S

MA

RT

unde

rsta

ndin

g)

Adv

anta

ge

CSS

CA

S (L

I Gas

)

CSS

CR

ISC

SS

?

CA

S (L

IPA

)

LIP

A s

peci

fic C

AS

sys

tem

rem

ains

and

sub

ject

to L

IPA

neg

otia

tion

Dec

isio

n po

int o

n C

RIS

to C

SS

ba

sed

on C

SS

long

evity

test

at t

his

poin

t and

SM

ART

expe

rienc

e

CSS

or n

ew

stra

tegi

c~$

15m

~$17

m~$

30m

The

Rat

iona

le fo

r Cus

tom

er

SM

AR

T P

ilot e

xper

ienc

e


179

-71

-

GIS

Both

bus

ines

ses

reco

gniz

e th

at th

ere

is lo

ng te

rm v

alue

to b

e ob

tain

ed fr

om c

onve

rgen

ce o

f GIS

pla

tform

s. C

onve

rgen

ce o

f the

cur

rent

mul

tiplic

ity

of s

olut

ions

/inst

ance

s w

ill re

quire

sev

eral

mig

ratio

n ac

tiviti

esto

be

timed

app

ropr

iate

ly. A

GIS

hyp

othe

sis

is n

eede

d to

ena

ble

inve

stm

ent d

ecis

ions

to

be

take

n.

The

wor

king

hyp

othe

sis

is fo

r ESR

I to

be c

onsi

dere

d th

e ta

rget

pla

tform

for t

he U

S bu

sine

sses

E

SR

I is

curre

ntly

bei

ng a

dopt

ed b

y th

e U

K G

FO p

rogr

amm

e an

d in

vest

men

t bei

ng m

ade

to in

tegr

ate

with

SA

P, S

yclo

and

Clic

k. T

his

inte

grat

ion

prov

ides

a

prov

ing

grou

nd fo

r the

US

to g

ain

bene

fit.

E

SR

I is

the

mar

ket l

eade

r and

bot

h E

SR

I and

Sm

allw

orld

are

con

side

red

to b

e fu

nctio

nally

equ

ival

ent.

–su

bjec

t to

test

IS

eco

nom

ies

of s

cale

Th

e tim

ing

of th

e co

nver

genc

e sh

ould

be

whe

n th

e fro

nt o

ffice

cha

nges

are

mad

e –

this

is w

hen

the

inte

grat

ion

inve

stm

ent n

eeds

to b

e m

ade.

Sm

allw

orld

w

ill c

ontin

ue to

sup

port

the

Ele

ctric

ity b

usin

ess

until

its

front

offi

ce m

igra

tion

is m

ade

and

the

bene

fits

of G

as/E

lect

ric c

onve

rgen

ce c

an b

e fu

lly e

xplo

ited.

And

the

Rat

iona

le fo

r GIS

Wha

t a m

igra

tion

sequ

ence

cou

ld lo

ok li

ke:

Gas

Fron

tO

ffice

Elec

Fron

tO

ffice

ESR

I con

solid

ated

~201

2/13

?~2

014?

Gas

data

?

Smal

lwor

ld li

fecy

cle

man

agem

ent –

life

supp

ort

Early

mig

ratio

ns

in re

adin

ess

for

FO c

hang

e

Smal

lwor

ld 3

.1.2

+ E

SRI a

naly

sis

Ele

ctric

+Gas

–N

ew Y

ork

–U

psta

teE

lect

ric –

Mas

sach

uset

ts

ESR

I+A

rcFM

Ele

c(L

IPA

) -N

ew Y

ork

Dow

nsta

te

Cur

rent

situ

atio

n

Smal

lwor

ld 4

.0G

as (R

I) -N

ew E

ngla

nd

ESR

I+A

rcFM

Gas

(MA

+NH

) -N

ew E

ngla

ndN

RG

G

as -

New

Yor

k D

owns

tate

Hav

ing

esta

blis

hed

the

targ

et a

rchi

tect

ure,

the

chal

leng

e is

to id

entif

y th

e op

timum

dep

loym

ent p

ath


180

Bus

ines

s C

apab

ility

Impa

ct A

naly

sis


181

App

endi

x de

tail

by D

omai

n ar

ea


182

-74

-

US

SAP

ERP

Bac

k O

ffice

US

HR

, Fin

anci

als,

Pro

cure

men

t and

Fle

et m

anag

erm

entt

rans

ition

ont

o SA

P EC

C a

nd P

ower

plan

tfor

re

gula

tory

acc

ount

ing.

Sha

red

Serv

ices

SAP

BW

Not

in s

cope

:1.

Faci

litie

s M

gmt.

2.U

K &

US

cons

olid

atio

n an

d En

terp

rise

solu

tions

3.C

orpo

rate

4.C

usto

mer

Bill

ing

and

Bill

Prin

t

Scop

e

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

22.3

10

4.1

9.9

136.

4

Inve

stm

ent A

void

ed(1

.4)

(3.6

)(3

.1)

(2.0

)(1

.6)

(0.6

)(1

2.4)

Net

Inve

stm

ent

20.9

100.

56.

8(2

.0)

(1.6

)(0

.6)

124.

0

Estim

ated

R

TB

New

RTB

Spe

nd

9.25

6.97

6.97

6.97

6.97

37.1

RTB

Spe

nd A

void

ed(0

.08)

(5.6

)(5

.6)

(5.6

)(5

.6)

(5.6

)(2

8.1)

Net

RTB

Spe

nd (*

)(0

.08)

3.6

1.4

1.4

1.4

1.4

9.0

Fina

ncia

ls -

$M

Ope

n Q

uest

ions

/ C

omm

ents

C

ost t

o ac

hiev

e, a

void

ed

inve

stm

ent &

RTB

are

est

imat

es

from

2nd

Dec

embe

r 09

draf

t E

xec

pape

r

R

TB a

ssum

es c

urre

nt s

tate

su

ppor

t mod

el a

nd re

sour

ce

leve

ls.

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

Tim

ing:

Sta

rt Ja

nuar

y 20

10 -

com

plet

e 20

10/1

1 Q

4

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS


183

-75

-

US

SAP

Gas

Fro

nt O

ffice

Mig

ratio

n to

SAP

-cen

tric

plat

form

for

Asse

t and

Wor

k M

anag

emen

t. As

sum

ptio

ns:

1.U

se S

AP to

repl

ace

curre

nt L

eak

Man

agem

ent s

yste

ms

2.Ex

pand

SAP

BW

to in

clud

e G

FO3.

Incl

udes

re-a

rchi

tect

ing

an a

lread

y co

nsol

idat

ed G

as E

SRI i

nto

the

targ

et a

rchi

tect

ure.

4In

clud

es M

eter

ing

Serv

ices

acr

oss

Gas

and

Ele

ctric

ity5G

as m

obile

occ

urs

at th

e sa

me

time/

prog

ram

me

–(s

ee s

epar

ate

slid

e)

Scop

eO

pen

Que

stio

ns /

Com

men

ts

As

sum

es n

o ot

her c

ross

GFO

/ ED

O im

pact

s ot

her t

han

Met

erin

g Se

rvic

es

A

subs

tant

ial p

art o

f the

lega

cy

NG

app

licat

ions

est

ate

are

shar

ed a

cros

s G

as a

nd

Elec

trici

ty. A

new

SAP

est

ate

add

cost

s un

til E

DO

tran

sitio

n to

th

e ne

w s

olut

ions

.

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

15.0

40.0

15.0

70.0

Inve

stm

ent A

void

ed(7

.0)

(7.0

)

Net

Inve

stm

ent

8.0

40.0

15.0

63.0

Estim

ated

R

TB

New

RTB

Spe

nd4.

54.

59.

0

RTB

Spe

nd A

void

ed(1

.7)

(1.7

)(3

.4)

Net

RTB

Spe

nd2.

82.

85.

6

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

Tim

ing:

Fol

low

s co

mpl

etio

n of

UK

Gas

Fro

nt O

ffice

in 2

010/

11 to

cap

ture

lear

ning

poi

nts

and

Follo

ws

deliv

ery

of U

S Ba

ck O

ffice

re b

andw

idth

, con

tinui

ty o

f res

ourc

e an

d m

inim

ize

prog

ram

me

star

t up

cost

s

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign


184

-76

-

US

Mob

ile G

as S

trat

egic

Impl

emen

tatio

n

All m

obile

sol

utio

ns fo

r Gas

and

Met

erin

g Se

rvic

es in

clud

ing

Ups

tate

NY.

Syn

chro

nise

dw

ith th

e m

ain

SAP

GD

O ro

ntO

ffice

tran

sitio

n.

Scop

eO

pen

Que

stio

ns /

Com

men

ts

C

osts

do

not i

nclu

de

repl

acem

ent m

obile

dev

ice

cost

s, w

hich

are

cov

ered

with

in

the

norm

al l

ifecy

cle

inve

stm

ent

plan

ning

pro

visi

ons.

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

20.0

20.0

40.0

Inve

stm

ent A

void

ed(1

.0)

(3.0

)(4

.0)

Net

Inve

stm

ent

19.0

17.0

36.0

Estim

ated

R

TB

New

RTB

Spe

nd

RTB

Spe

nd A

void

ed

Net

RTB

Spe

nd

Fina

ncia

ls -

$M

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

Tim

ing:

Fol

low

s co

mpl

etio

n of

UK

Gas

Fro

nt O

ffice

in 2

010/

11 to

cap

ture

lear

ning

poi

nts

and

Follo

ws

deliv

ery

of U

S Ba

ck O

ffice

re b

andw

idth

, con

tinui

ty o

f res

ourc

e an

d m

inim

ize

prog

ram

me

star

t up

cost

s

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

Incl

uded

in th

e G

as F

ront

Offi

ce R

TB i

mpa

ct


185

-77

-

US

SAP

Elec

tric

Fro

nt O

ffice

(TX

& E

DO

)

Mig

ratio

n to

SAP

-cen

tric

plat

form

for A

sset

and

Wor

k M

anag

emen

t acr

oss

Elec

trict

yD

istri

butio

n an

d Tr

ansm

issi

on.

Assu

mpt

ions

:1.

Use

of S

AP fo

r pro

ject

and

allia

nce

cons

truct

ion

2.Ex

pand

SAP

BW

to in

clud

e ED

O

Not

in s

cope

:Ta

ctic

al E

DO

spe

nds

pend

ing

trans

ition

Scop

eO

pen

Que

stio

ns /

Com

men

ts

Ti

min

g of

ED

O &

Tx

will

be

influ

ence

d by

G

FO c

ompl

etio

n

Id

entif

icat

ion

of U

S re

gion

al

busi

ness

mod

el b

enef

its &

IS

RTB

redu

ctio

n

S

TOR

MS

ext

ende

d su

ppor

t un

likel

y to

go

beyo

nd 2

014

(stil

l to

be n

egot

iate

d)

N

eed

to re

leas

e th

e R

TB

asso

ciat

ed w

ith th

e le

gacy

es

tate

that

was

sha

red

acro

ss G

as a

nd E

lect

ricity

Ea

rly b

enef

its c

an b

e de

rived

from

w

ider

dep

loym

ent o

f leg

acy

mob

ile a

nd

Tx

ado

ptio

n of

col

labo

rativ

e 3r

d

party

wor

king

In

terim

NPV

inve

stm

ents

nee

d to

be

heav

ily c

onst

rain

ed (a

lthou

gh n

on

iden

tifie

d)

R

TB a

ssum

es c

ontin

ued

inte

rnal

su

ppor

t mod

el

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

30.0

25.0

55.0

Inve

stm

ent A

void

ed(2

.5)

(2.9

)5.

3

Net

Inve

stm

ent

-2.5

27.2

25.0

49.7

Estim

ated

R

TB

New

RTB

Spe

nd4.

64.

6

RTB

Spe

nd A

void

ed(6

.6)

(6.6

)

Net

RTB

Spe

nd(2

.0)

(2.0

)

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

Tim

ing:

Rea

lisat

ion

c 20

14, w

hen

Stor

ms

supp

ort l

ikel

y to

exp

ire, R

egio

nal b

enef

itsm

odel

cle

arer

and

ED

O d

evel

op n

ext s

tep

chan

ge b

enef

it op

portu

nitie

s

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS


186

-78

-

US

Mob

ile E

lect

ric S

trat

egic

Impl

emen

tatio

n

All n

on-M

eter

ing

Serv

ices

mob

ile s

olut

ions

for E

lect

ric a

nd T

rans

mis

sion

. Syn

chro

nise

dw

ith th

e m

ain

SAP

EDO

& T

x Fr

ont O

ffice

tran

sitio

n.

Not

in s

cope

:M

eter

ing

Serv

ices

Mob

ile a

nd D

ispa

tch

(Syc

loan

d C

lick)

Scop

eO

pen

Que

stio

ns /

Com

men

ts

C

osts

do

not i

nclu

dem

obile

de

vice

cos

ts

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

20.0

20.0

40.0

Inve

stm

ent A

void

ed0.

0

Net

Inve

stm

ent

20.0

20.0

40.0

Estim

ated

R

TB

New

RTB

Spe

nd0.

00.

00.

00.

00.

00.

00.

0

RTB

Spe

nd A

void

ed0.

00.

04.

74.

74.

74.

718

.6

Net

RTB

Spe

nd0.

00.

0-4

.7-4

.7-4

.7-4

.7-1

8.6

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

Tim

ing:

Rea

lisat

ion

c 20

14, w

hen

Stor

ms

supp

ort l

ikel

y to

exp

ire, R

egio

nal b

enef

itsm

odel

cle

arer

and

ED

O d

evel

op n

ext s

tep

chan

ge b

enef

it op

portu

nitie

s

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS

Incl

uded

in th

e G

as F

ront

Offi

ce R

TB i

mpa

ct


187

-79

-

US

GA

S G

IS C

onso

lidat

ion

Early

mig

ratio

n, a

head

of G

FO S

AP tr

ansi

tion

of a

ll G

as G

IS fr

om 1

). Sm

allw

orld

4.0

NE

inst

ance

, 2)

. N

RG

dow

nsta

te N

Y, 3

). Sm

allw

orld

3.1

.2 U

p-st

ate

NY

& M

S (n

ote

Gs

only

) to

exis

ting

ESR

I Gas

(MA

& N

H) i

nsta

nce.

Incl

udes

dec

omm

issi

onin

g of

1 &

2 o

nly

Not

in s

cope

:1.

Ele

ctric

on

Smal

lwor

ld 3

.1.2

Up-

stat

e N

Y &

MS

2.R

e-ar

chite

ctin

g G

IS to

the

Stra

tegi

c ar

chite

ctur

e w

hich

wou

ld ta

ke p

lace

in th

e co

re G

FO S

AP

trans

ition

Scop

eO

pen

Que

stio

ns /

Com

men

ts

N

etw

ork

Des

ign

busi

ness

or

gani

satio

n m

ay h

ave

to

chan

ge to

sup

port

this

spl

it in

U

psta

te N

Y (p

er K

ass

Ger

aght

y 27

Oct

200

9)

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

1.5

6.0

7.5

Inve

stm

ent A

void

ed0.

0

Net

Inve

stm

ent

1.5

6.0

7.5

Estim

ated

R

TB

New

RTB

Spe

nd

RTB

Spe

nd A

void

ed

Net

RTB

Spe

nd

Fina

ncia

ls -

$M

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

Tim

ing:

Thr

ough

201

0/11

in re

adin

ess

for m

ain

Gas

Fro

nt O

ffice

re-a

rchi

tect

ing

on G

as F

ront

Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

Gas

GIS

con

vers

ion

RTB

neu

tral


188

-80

-

US

Elec

tric

GIS

Con

solid

atio

n to

Str

ateg

ic

Mig

ratio

n of

lega

cy E

lect

ricity

GIS

Sm

allw

orld

to S

trate

gic

ESR

Isol

utio

n as

par

t of a

nd a

t the

sam

e tim

e as

the

EDO

SAP

FO

tran

sitio

n

Not

in s

cope

:1.

Excl

udes

the

tact

ical

upg

rade

2.

Excl

udes

LIP

A ES

RI m

igra

tion,

whi

ch is

ass

umed

to c

ontin

ue p

endi

ng L

IPA

Man

aged

Ser

vice

s Ag

reem

ent r

evie

w.

Scop

eO

pen

Que

stio

ns /

Com

men

ts

Th

e m

igra

tion

from

Sm

allw

orld

to

a c

omm

on E

SRI s

olut

ion

will

min

imiz

e th

e ov

eral

l FO

cos

t to

achi

eve

and

ongo

ing

TCO

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

4.0

11.0

2.0

17.0

Inve

stm

ent A

void

ed0.

0

Net

Inve

stm

ent

4.0

11.0

2.0

17.0

Estim

ated

R

TB

New

RTB

Spe

nd0.

00.

0

RTB

Spe

nd A

void

ed0.

00.

0

Net

RTB

Spe

nd0.

00.

0

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

Tim

ing:

201

2/13

in s

ync

with

Ele

ctric

ity F

ront

Offi

ce m

igra

tion

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

Gas

GIS

con

vers

ion

Elec

tric

ity G

IS c

onve

rsio

n

RTB

neu

tral


189

-81

-

US

Rho

de Is

land

Cus

tom

er M

igra

tions

to C

SS

Early

mig

ratio

n of

RI A

dvan

tage

& L

DC

M t

o C

SS a

void

ing

Adva

ntag

e up

grad

e.In

clud

es :

1.Ad

vant

age

& LD

CM

dec

omm

issi

onin

g.2.

Cha

nges

the

inte

rface

s to

Met

erin

g Se

rvic

es s

olut

ions

3.B

ill pr

int s

witc

hes

to C

SS

Bill

Prin

t 4.

Rol

lout

of M

Wor

kto

R.I

Met

erin

g Se

rvic

es m

obile

dev

ices

(cur

rent

ly u

sing

PC

AD) a

nd a

dd G

as

Met

erin

g Se

rvic

es c

rew

s to

iSch

edul

e

Scop

eO

pen

Que

stio

ns /

Com

men

ts

Im

med

iate

act

ion

nece

ssar

y to

co

nsid

er c

ompl

etio

n to

al

ign

with

BO

tran

sitio

n to

S

AP a

void

ing

rew

ork

of

inte

rface

s

Av

oid

Adva

ntag

e u/

g

It

is a

ssum

ed th

at R

I will

Cus

tom

er M

eter

Ser

vice

s w

ill

adop

t MW

OR

K

PC

AD S

ched

uler

in R

.I ca

n al

so

be d

ecom

mis

sion

ed o

n m

igra

tion

to M

WO

RK

.

R

TB s

avin

gs is

from

Adv

anta

ge,

IVR

and

Lab

trak

in

crea

sed

Fiel

d W

ork

effic

ienc

y an

d av

oida

nce

of te

mpo

rary

sta

ff (c

olle

ctiv

ely

with

RI a

nd M

ass

$2.5

M p

.a.)

C

ost t

o ac

hiev

e in

clud

es$1

2M to

mig

rate

Adv

anta

ge$4

M ro

ll ou

t of M

WO

RK

to

exis

ting

Met

erin

g Se

rvic

es G

as

mob

ile d

evic

es (c

.100

off)

and

se

t up

crew

s in

iSch

edul

eto

ena

ble

com

mon

sol

utio

ns fo

r C

MS

fiel

d ac

tiviti

es

0.25

0.05

0.05

0.05

0.05

0.05

Net

RTB

Spe

nd

Estim

ated

R

TB

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

1616

.0

Inve

stm

ent A

void

ed(0

.8)

(0.8

)N

et In

vest

men

t15

.215

.2N

ew R

TB S

pend

0.0

IS R

TB A

void

ed0.

050.

050.

050.

050.

050.

25

***B

us B

enef

it p.

a.4.

04.

04.

04.

04.

020

.0

Fina

ncia

ls -

$M

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS

Early

mig

ratio

n of

Adv

anta

ge in

201

0 is

nec

essa

ry to

avo

id a

n up

grad

e an

d en

able

Met

erin

g Se

rvic

es R

I bu

sine

ss b

enef

its p

lus

avoi

danc

e of

tem

pora

ry s

taff

recr

uitm

ent

Stro

ng N

PV


190

-82

-

US

CA

S G

as C

usto

mer

Mig

ratio

n to

CSS

Mig

ratio

n of

CAS

Gas

onl

y to

CSS

and

cha

ngin

g in

terfa

ces

to M

eter

ing

Solu

tions

and

Bac

k O

ffice

Asso

ciat

ed C

usto

mer

Billi

ng a

nd B

ill Pr

int.

Not

in s

cope

:C

AS fo

r LI E

lect

ricity

that

is a

ssum

ed to

con

tinue

pen

ding

revi

ew L

IPA

Serv

ice

Agre

emen

t

Scop

eO

pen

Que

stio

ns /

Com

men

ts

C

ost e

stim

ates

bas

ed o

n su

ffici

ent e

xper

ienc

ed B

usin

ess

and

IS re

sour

ce a

vaila

bilit

y. It

is

view

ed th

at W

orkf

orce

redu

ctio

n w

ill in

crea

se c

osts

.

C

AS c

osts

app

ortio

ned

to G

as

coul

d sw

ing

onto

LIP

A –

Assu

med

zer

o R

TB im

pact

LI

PA a

gree

men

t exp

ires

2013

so

need

to c

ompl

ete

by 2

013

$1

1M p

.a. r

egul

ator

y al

low

ance

for e

ach

cale

ndar

ye

ar 2

010,

201

1 an

d 20

12 o

nly

Rec

omm

enda

tion

for

Reg

ulat

ion

to e

xplo

re

optio

n to

rene

gotia

te th

e al

low

ance

dur

atio

n.

Po

ssib

le o

ptio

n fo

r CAS

m

igra

tion

to s

tart

to a

nd ru

n in

pa

ralle

l with

Adv

anta

ge

mig

ratio

n, B

usin

ess

reso

urce

co

nstra

int.

N

ew ra

te c

ase

in 2

012

is a

st

rong

driv

er to

com

plet

e be

fore

th

is e

vent

to d

eliv

er c

hang

e in

C

SS

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Dur

atio

n 18

mth

s, s

eque

ntia

lly d

epen

dent

upo

n co

mpl

etio

n of

Adv

anta

ge m

igra

tion

re IS

ski

ll ba

ndw

idth

.C

AS a

head

of C

RIS

re ro

bust

ness

and

CAS

als

o at

tract

s £1

1M p

.a. a

llow

ance

to 2

012.

2.4

0.8

0.8

0.8

***B

us B

enef

it p.

a.0.

0N

et R

TB S

pend

Estim

ated

R

TB

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

10.0

7.7

17.7

Inve

stm

ent A

void

ed0.

0N

et In

vest

men

t10

.07.

717

.7N

ew R

TB S

pend

0.0

IS R

TB A

void

ed0.

0

Reg

ulat

ory

bene

fit$1

1M p

.a. f

rom

201

0 to

201

2 lo

st

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CR

IS to

CSS

CAS

(Gas

onl

y) to

CSS

Sta

rt as

soo

n as

pos

sibl

e


191

-83

-

US

CR

IS M

igra

tion

to C

SS

Mig

ratio

n of

CR

IS G

as o

nly

to C

SS a

nd c

hang

ing

inte

rface

s to

Met

erin

g So

lutio

ns a

nd B

ack

Offi

ce.

Asso

ciat

ed C

usto

mer

Billi

ng a

nd B

ill Pr

int.

Com

plet

ion

alig

ned

to G

as F

ront

Offi

ce m

igra

tion

to a

void

dou

ble

mig

ratio

n of

Met

erin

g Se

rvic

es

Dis

patc

h an

d M

obile

sol

utio

ns

Scop

eO

pen

Que

stio

ns /

Com

men

ts

Al

ignm

ent w

ith e

arly

opt

ion

to

adop

t Stra

tegi

c M

obile

and

D

ispa

tch

solu

tions

for R

I

BO

tran

sitio

n to

SAP

avo

idin

g re

wor

k of

inte

rface

s

**

* ind

icat

ive

Busi

ness

ben

efits

-M

ike

Paw

low

ski

Ba

se a

ssum

ptio

n fo

r the

cos

t es

timat

es a

re s

uffic

ient

ex

perie

nced

/ kn

owle

dgea

ble

Busi

ness

and

IS re

sour

ce

avai

labi

lity

for t

he c

onve

rsio

n ac

tiviti

es.

Wor

kfor

ce re

duct

ion

in e

ither

of b

oth

coul

d in

crea

se

cost

s.

N

ote

that

if c

ompl

etio

n is

not

al

igne

d to

Gas

FO

mig

ratio

n an

d D

ispa

tch

and

Fiel

d is

tact

ical

ly

inte

grat

ed to

lega

cy -

Addi

tiona

l ind

icat

e co

st c

.$5-

7M

Fina

ncia

ls -

$MM

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

(6.6

)(3

.3)

(3.3

)N

et R

TB S

pend

Estim

ated

R

TB

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

12.0

26.0

38.0

Inve

stm

ent A

void

ed(3

.0)

(3.0

)N

et In

vest

men

t9.

026

.035

.0N

ew R

TB S

pend

+0.2

+0.2

+0.4

IS R

TB A

void

ed(3

.5)

(3.5

)(7

.0)

***B

us B

enef

it p.

a.3.

53.

57.

0

Dur

atio

n 18

mth

s,

As th

e m

ost s

tabl

e of

cus

tom

er s

olut

ions

CR

IS fo

llow

s C

AS.

Stro

ng N

PV

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS


192

-84

-

US

CR

M S

trat

egic

–Sa

les

Forc

e A

utom

atio

n

Sale

s Fo

rce

auto

mat

on to

sup

port

the

proc

ess

of S

uspe

ct, P

rosp

ect,

Lead

to C

usto

mer

and

cro

ss s

ellin

g to

exi

stin

g cu

stom

ers.

Scop

eO

pen

Que

stio

ns /

Com

men

ts

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

Tota

l

Estim

ated

In

vest

men

t

New

Inve

stm

ent

5.0

5.0

Inve

stm

ent A

void

ed0.

0

Net

Inve

stm

ent

5.0

Estim

ated

R

TB

New

RTB

Spe

nd1.

01.

01.

01.

01.

05.

0

RTB

Spe

nd A

void

ed(1

.5)

(1.5

)(1

.5)

(1.5

)(1

.5)

(7.5

)

Net

RTB

Spe

nd(0

.5)

(0.5

)(0

.5)

(0.5

)(0

.5)

(2.5

)

Fina

ncia

ls -

$M

Estim

ated

Tim

elin

e an

d K

ey M

ilest

ones

2013

/14

2011

2/13

2011

/12

2010

/11

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

An is

land

sol

utio

n -

can

run

in p

aral

lel t

o ot

her a

ctvi

ties

Gas

Fro

nt O

ffice

US

Bac

k O

ffice

Elec

tric

ity D

x &

Tx

Fron

t Offi

ce

RI G

as F

ront

Offi

ce

Rem

aind

er G

as F

ront

Offi

ce

US

Bac

k O

ffice

com

plet

es

Join

t Ele

c&

Gas

Des

ign

R.I

Adv

anta

ge to

CSS

CAS

(Gas

onl

y) to

CSS

CR

IS to

CSS

Sale

s Fo

rce

Auto

mat

ion

O

ptio

ns

1.S

ales

Forc

e.co

m50

0 lic

ense

s $8

0/m

th/u

ser =

$50

0K

p.a.

Cus

tom

isat

ions

nom

inal

est

imat

e $1

M

2.St

and-

alon

e S

AP C

RM

Del

oitte

adv

ise

that

SA

P C

RM

can

st

and

alon

e to

sup

port

this

ca

pabi

lity

for a

roun

d $3

m -

$6m

de

pend

ing

on th

e nu

mbe

r of

inte

rface

s to

lega

cy s

yste

ms.

In

dica

tivel

y th

e in

terfa

ces

are

low

w

ithou

t the

nee

d fo

r rea

l tim

e in

form

atio

n, p

ullin

g ou

r cos

t to

the

low

er e

nd o

f the

rang

e.

Est

imat

e R

TB a

s 20

% A

ssum

e $1

M

H

oste

d se

rvic

e re

quire

s cu

rrent

ap

p "A

naly

tics

Dat

abas

e / I

nsig

ht

and

Ana

lytic

s",

whi

ch is

cur

rent

ly

bein

g up

grad

ed a

nd h

as d

ata

load

s fro

m C

SS a

nd e

xter

nal

dem

ogra

phic

s da

ta.

Ext

ract

s ba

tch

load

to

Sal

esFo

race

.com

.

SA

P C

RM

wou

ld a

llevi

ate

the

need

A

naly

tics

Dat

abas

e

Fo

llow

ing

apps

can

go

unde

r eith

er

optio

nO

NYX

,In

Dem

and

(cur

rent

ly

supp

ortin

g E

nerg

y E

ffici

ency

P

rogr

amm

es) &

2 in

stan

ce o

f iA

venu

e(D

irect

RTB

$1.

5M p

.a.)


193

Exhibit __ (ISP-4)


Exhibit __ (ISP-4)

June 29, 2011 SAP Benefits Validation Report Prepared By Capgemini

194

nationalgridTHE POWER OF ACTION

National Grid SAP Benefits Validation Final Report

June 29, 2011


195

Page i

Table of Contents

Executive Summary....................................................................................................................1

Competitive Alternative Analysis ..............................................................................................3 Guiding Principles ...............................................................................................................................3

Cost Model Considerations ............................................................................................................6 Scope of Phases ............................................................................................................................7 Cost Basis ......................................................................................................................................7 Schedule.........................................................................................................................................9 Benefits Enablement ......................................................................................................................9 Magnitude of Change ...................................................................................................................10 Risk...............................................................................................................................................10

The SAP Solution ..............................................................................................................................10 Cost Over Time ............................................................................................................................11 Relative Benefits...........................................................................................................................11 Magnitude of Change ...................................................................................................................11 Risk...............................................................................................................................................11

ALTERNATIVE 1 - PEOPLESOFT 9.1 TO FUSION.........................................................................12 Alternative 1 Timeline...................................................................................................................14 Cost Over Time ............................................................................................................................15 Relative Benefits...........................................................................................................................15 Magnitude of Change ...................................................................................................................16 Risk...............................................................................................................................................16

Alternative 2 – Oracle eBusiness Enterprise to Fusion.....................................................................16 Alternative 2 Timeline...................................................................................................................18 Cost Over Time ............................................................................................................................18 Relative Benefits...........................................................................................................................18 Magnitude of Change ...................................................................................................................19 Risk...............................................................................................................................................19

RATING, RANKING, WEIGHTING.............................................................................................20 Cost Over Time Factor ......................................................................................................................20 Benefit Enablement Factor................................................................................................................21 Magnitude of Change Factor.............................................................................................................22 Risk Factor ........................................................................................................................................23 Weighted Ranking of SAP and Competitive Alternatives..................................................................25 Rating and Ranking Summary ..........................................................................................................26

SUMMARY OF FINDINGS .........................................................................................................28


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APPENDIX A - Cost Assumptions ...........................................................................................29

APPENDIX B – Benefit Opportunity Categories.....................................................................30


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National Grid SAP Benefits Benefits Validation – Final Report

Page 1

EXECUTIVE SUMMARY OBJECTIVE Capgemini was engaged under Purchase Order #0000139616, dated February 7, 2011, to conduct an

assessment of the competitive alternatives to SAP and to conduct a review of the benefit opportunities

associated with SAP and the competitive alternatives. This review was conducted between February 7,

2011 and May 31, 2011. Our findings are detailed in the relevant sections of this Final Report. Any

questions regarding this report or the associated findings should be directed to David Crawford at

(770)377-8491.

BACKGROUND National Grid has embarked on an ambitious hardware, software and process rationalization to improve

operational and shared services efficiency, while simplifying and consolidating the IS infrastructure

which supports the business. The objective of this process is to reduce the cost of IS services and to

create a technology and process foundation that can enable significant cost of service efficiencies. The

cornerstone of this process is the US Foundation Program with the SAP Enterprise Resource Planning

(ERP) solution as the core application to enable Back Office as well as Front Office improvements.

The Back Office and Front Office portions of the US foundation Program are being implemented in two

phases. The primary objective of the Back Office phase of the US foundation Program is to transform and

integrate the HR, Supply Chain and Finance processes that continue to operate across a fragile

“patchwork” of disparate applications since the acquisition of KeySpan in August 2007. This

transformation includes the redesign of business processes and consolidation of the functionality now

being delivered in the US, by the Oracle and PeopleSoft Enterprise Resource Planning Suites, Hyperion

Planning and associated legacy planning, budgeting and allocation systems and legacy fixed asset systems

onto a centralized SAP solution. Once these Back Office applications are installed, National Grid plans to

add the Front Office components of SAP ERP to consolidate and integrate Asset Management, Work

Management, Mobile Workforce Management, and Geospatial Information System applications.

National Grid has evaluated the SAP platform from an enterprise perspective, and concluded that it will

lead to substantial benefits over the long term. To confirm this view, they concluded that there is a need

to further validate benefit assumptions and confirm that SAP is the best choice among other potential

alternatives for its customers in the US, as well as, the best choice for the National Grid enterprise.


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It is within this context that in January, 2011, shortly after his appointment as Senior VP of US Finance

and Executive Sponsor of the US Foundation Program, Alan Foster commissioned the US ERP Benefits

Validation Initiative. This initiative includes a review of competitive alternatives to SAP that may also be

viable for consolidating Back Office and Front Office systems in the US, as well as, a benefit opportunity

assessment performed from the perspective of the US regulated companies and their customers.

It is anticipated that this Benefits Validation Initiative will provide the Executive Committee an additional

data point to consider before sanctioning the post-design activities required to complete the Back Office

phase of the US Foundation Program.

APPROACH Capgemini developed an overall understanding of the business mandates, scope, scale and status of the

US Foundation Program by reviewing sanctioning, design and program management documentation as

well as conducting fact finding interviews with a wide range of program stakeholders. Two competitive

alternatives to SAP were developed and a 10 year program timeline was established as the basis for

evaluating the cost over time for SAP and the competitive alternatives. Capgemini estimated

implementation and operating costs for the each competitive alternative and SAP implementation and

operating costs were provided by National Grid. Based upon the business mandates, scope and scale of

the US Foundation Program benefit opportunities enabled by the SAP solution were identified and the

benefit opportunities enabled by each competitive alternative to SAP were compared with those enabled

by SAP. In addition to cost over time and benefit opportunities enabled, organizational change impact

and risk were also quantified for the SAP solution and each competitive alternative. Cost over time,

benefit opportunities enabled, organizational change impact and risk were combined to establish a

comparative ranking of the SAP solution and the competitive alternatives.

SUMMARY OF FINDINGS National Grid has recognized the need to consolidate the KeySpan and Legacy National Grid US

operations since closing the KeySpan acquisition in 2007. Reviewing the background documents

associated with this consolidation indicates an ongoing internal debate on how to optimize this

consolidation investment and achieve a greater degree of scale-driven efficiencies. The decision to use

SAP in the US, was a logical approach in this context.

Our review of cost for the two Oracle-based Competitive Alternatives indicates that one may be cheaper,

but, neither has the same benefit enablement potential of SAP. In fact, when we add the realities of risk

to the assessment, our review provides additional confirmation that while the market alternatives to SAP


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ERP for Utilities are clearly maturing, the SAP path National Grid has begun can enable greater benefits

with lower risks.

Finally, the only way to achieve most of the benefits identified in this assessment is by structuring the

next phases of the SAP implementation so that activities are linked to benefit enablement and those cost

centers that own the impacted processes and resources are onboard and accountable for benefits

realization. Tightly managing the cost of the implementation and linking outcomes to benefits will

position National Grid to achieve both the needed US consolidation and the desired broader energy

company synergies.

COMPETITIVE ALTERNATIVE ANALYSIS Guiding Principles In this section we describe the analyses that were performed to develop and evaluate competitive

alternatives to SAP and the principles that guided the study.

Three key principles guided the development of alternatives. First, each competitive alternative must

deliver the functionality required to achieve the business objectives established by National Grid for the

US Foundation Program (USFP). Second, each alternative must be built using proven commercially

available software packages that are vendor-supported through at least 2020. Third, major changes to

individual processes should occur only once during the USFP to limit organizational impact. These

principles had a direct impact on the number of competitive alternatives and the structure of each

alternative, as discussed below.

The business objectives established by National Grid for the Back Office, Phase 1 and Front Office Phase

2 of the US Foundation Program (USFP) were used as a reference for the task of identifying potential

competitive alternatives to SAP. These business objectives can be grouped into three main categories;

1) reduce operational and compliance risk,

2) enable real back office benefits as part of Phase 1,

3) establish a foundation to enable significant front office operational performance improvements as

part of the Front Office phase.

The Back Office business objectives were documented in National Grid’s December 2009 Foundation

Project investment proposal1 and are listed below for reference:

1 Capital/Revenue Investment Proposal – Summary, Phase 1- Foundation Project, US Shared Services, Project No. INVP 2506, (A

sanction paper by Andrew Sloey– December 2009)


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to reduce business risk by (a) providing a consistent and robust financial/regulatory reporting and

business planning capability and (b) replacing IS assets, which due to age, present an increased

risk of failure and significant costs when business/process modifications are required

to improve controls

to provide a process/systems capability foundation upon which to build the Common Operating

Model vision (a common set of processes and systems company wide with minor adjustment to

accommodate unique local requirements).

to lay the groundwork for delivering savings via future Projects focused on work delivery, asset

and customer systems/processes

to support the delivery of efficiencies and savings across all Lines of Business

to improve customers’ experience and satisfaction with Financial, Supply Chain and HR

processes

to simplify the US Back Office landscape and business processes by consolidating the Oracle and

PeopleSoft ERP Suites onto a single integrated platform

Front Office, Phase 2, business objectives for the USFP are described in the US System Strategy

Routemap, but not yet formally sanctioned. Consolidated Gas and Electric Front Office business

objectives were compiled from this routemap and are presented below for reference:2

Work Management

– Plan and manage all required resources for a job in one system

– Common planning, approval scheduling, execution and closeout process

– Customer focused processes integrated with Customer System and GIS processes

– Integrated time reporting system

– Mobile enabled processes

– Project / work order planning, sanctioning, cost collection and settlement fully integrated

with financial systems and visible within one system

– Common performance measures and KPIs

2 US System Strategy and Routemap, Final Report, December, 2009


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– Integrated capital spend program

– Integrated resource scheduling application

– Standardized work plans for repetitive work

Asset Management

– Standard location and asset hierarchy definitions

– Common location and equipment data records

– Integrated asset and work management

– Standardized preventive and predictive maintenance plans

– Integrated GIS, Asset and Work Management processes

– Asset strategy driven equipment trend analysis

These business objectives touch nearly all major functional organizations within National Grid, which

points to the need for a multi-functional, integrated, enterprise solution. Enterprise solutions that include

Back Office and Front Office functionality are available from two companies, Oracle and SAP. Two

strategies were considered as we developed Competitive Alternatives:

1) integrated ERP solutions where all applications are provided by a single vendor

2) best of breed solutions, where leading applications are selected and integrated with a core ERP

backbone in order to obtain specialized functionality and industry-dedicated support for some

components of an end-to-end solution, i.e., Power Plant for Fixed Asset Accounting and Tax,

Maximo for Asset Management, Manhattan Systems for Warehouse Management.

Integrated ERP solutions benefit from less custom integration to external applications and data sources,

but usually require restructuring existing business processes to closely align with delivered vendor

functionality. Best of breed solutions benefit from the ability to select functional applications that most

closely align with an utilities’ unique business requirements, but they suffer from the need to build, and

requirement to support, complex integration points between applications and data sources in order to

achieve process integration that enables seamless operations.

Implementing a fully integrated ERP system is the logical strategy to pursue; however, all integrated ERP

solutions suffer from the lack of fixed asset accounting and reporting applications which meet utility

industry requirements. A large number of utilities, including National Grid, have decided to use a utility

industry-specific application, Power Plant, to perform these functions. A key reason for their decision is


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the timeliness and frequency with which the Power Plant vendor provides application updates to tax and

unique utility regulatory requirements, enabling utilities to remain compliant with less internal oversight

and manual intervention. This decision places Power Plant in a central position of most utility ERP

accounting systems making most ERP deployments less than a single vendor solution, but not a full Best

of Breed solution. The National Grid USFP Team has taken this approach with SAP. We agree with that

decision and have included Power Plant as a key component in all Competitive Alternatives.

Asset and Work Management is another area where many utilities find integrated applications too rigid.

While the USFP team has selected to use the Asset and Work Management module provided with SAP,

we have incorporated a Best of Breed Asset and Work Management system for one of the Competitive

Alternatives.

Guided by these principles and with consideration for the noted product dynamics, three Competitive

Alternatives to SAP were identified:

• PeopleSoft 9.1 to Oracle Fusion Enterprise with Maximo Asset and Work Management

• Oracle eBusiness Enterprise including Oracle EAM migrating to Oracle Fusion

• Moving Directly to Oracle Fusion Enterprise

Based upon the lack of maturity, industry experience and general release status of the Oracle Fusion

Enterprise Suite of applications, the third alternative, Moving Directly to Oracle Fusion ERP, was

eliminated early in our analysis. Two Competitive Alternatives remained viable alternatives to SAP and

the following Cost Models were developed for each.

Cost Model Considerations The Back Office Phase of National Grid’s US Foundation Program, is the first step in a multiyear

program that includes delivery of highly integrated Back Office, Front Office and GIS Systems. For that

reason the implementation and operating costs for the SAP solution and each alternative option has been

evaluated over a 10 year evaluation period, starting in 2012.

The figure below is a graphical representation of the deployment phases and operational support period in

the evaluation model.


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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Phase 1

Operate and Support Solution

Phase 2

Phase 3

Scope of Phases The scope of each project Phase is summarized below:

• Back Office: The scope of work for each alternative includes a Phase 1, Back Office, which

includes the same functional scope of work as the USFP. This includes Finance, with an

upgrade and consolidation of Power Plant, plus implementation of the Supply Chain, Human

Resources and Time Entry modules.

• Front Office: Each alternative included a Phase 2, Front Office implementation, which

includes Asset and Work Management, Scheduling, Mobile Workforce Management;

consolidation of GIS for gas into a single instance of ESRI; conversion of Electric GIS to

ESRI; and incorporation of field design functionality into the Mobile Workforce Management

solution.

• Upgrades and Migrations: A version upgrade for SAP was included in 2017. The PeopleSoft

and Oracle-based alternatives included a migration to Oracle Fusion, Oracles new Integrated

ERP platform, in 2017.

Cost Basis

Capgemini did not develop an independent cost estimate for Phase 1 of the USFP SAP implementation.

We used National Grid’s May 2011 program estimate as the SAP placeholder for comparison. Similarly,

we did not develop independent implementation cost estimates for SAP Phase 2. The Phase 2, Front

Office, cost estimates prepared as part of the US System Strategy and Routemap were incorporated into

this analysis.


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Capgemini developed cost estimates for the Phase 1, Back Office, costs for each Competitive Alternative.

For Phase 2 of each Competitive Alternative we estimated the incremental hardware, software and

implementation costs considered to be over and above those included in the US System Strategy and

Routemap estimates for SAP Phase 2. We also estimated the costs associated with migrating to Oracle

Fusion.

Operation and support costs were estimated and included in the cost model for each alternative.

Note: The operation and support costs of legacy applications being eliminated are included as potential

benefits enabled in the Benefits Section of this report. The synergies associated with operating and

supporting a single ERP system, SAP, globally were also included as potential benefit opportunities.

The Capgemini team did not develop independent estimates for the following items, but relied on existing

estimates:

• SAP Back Office project cost

• SAP Software license cost

• SAP Hosting cost

• SAP Application Support cost

• SAP Version Upgrade cost

• Baseline Front Office costs used as input to all Alternatives based upon US System Strategy

Routemap issued in December, 2009.

The cost estimates for these items were provided by National Grid from either the USFP Back Office

project or from the US System Strategy Routemap; however, Capgemini developed independent cost

estimates for the following:

• Phase 1, Alternative 1 and Alternative 2

• Phase 2 incremental costs beyond the scope of the SAP Project estimates,

• Phase 3 Alternative 1 and Alternative 2

• Operations and Support cost estimates for Alternative 1 and Alternative 2.


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Operation and Support

Operation and support activities for each alternative begin with the transition to production at the

completion of Phase 1 and continue through the end of 2021. Three primary categories of cost are

included in Operation and Support costs:

• Application Hosting

• Software Maintenance

• Application Support

Schedule

This analysis model is based upon a ten (10) year timeline beginning in 2012 as described earlier in the

Approach and Guiding Principles section. We developed a high level implementation schedule for Phase

1 of each Alternative, but we used the 24 months implementation estimate for Phase 2 that was included

in the US Systems Strategy Routemap for SAP and both Alternatives. In addition, the Phase 3 schedule

for each Alternative was estimated at 12 months or less.

Benefits Enablement

The idea that combining two ERP systems and associated business processes will generate benefits is a

somewhat obvious conclusion, i.e., using less hardware, less software, and less people, should lead to

tangible savings. The requisite task of assigning these benefits to specific cost centers and resources, and

then actually achieving them, is always more difficult. National Grid began the process of defining

benefits well before the USFP began and has continued to define and assign benefits as work continues in

the project Design Phase.

Phase 1 is expected to enable significant Back Office savings while creating a foundation that could also

enable significant benefits as part of the Phase 2, Front Office deployment.

The categories of Back Office and Front Office Benefit opportunity enabled by a program of this scope

and scale are detailed in Appendix B. Due to National Grid’s US Restructuring Program, National Grid is

unable to definitively quantify, at this point in time, all of the incremental benefits that will be enabled by


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the US Foundation Program; however, the differences between the benefit opportunities enabled by the

SAP solution and those enabled by each of the Competitive Alternatives have been documented and

incorporated into the ranking of alternatives.

Realizing benefits from technology enabled transformation programs is a process, not an event, and it

requires commitment across the organization to achieve a prescribed set of shared objectives. The benefit

opportunities that Capgemini has identified through this engagement represent a benefit hypothesis, the

first step in the benefit realization process. Subsequent steps include validation of the benefits hypothesis,

defining the activities and changes that must be made to achieve benefits, building ownership and

commitment for taking these steps and making these changes; delivering the benefits by taking the steps

and making the changes; reporting progress against the plan and adapting where necessary.

Magnitude of Change

The Magnitude of Change is also a significant factor that needs to be taken into consideration.

The magnitude of organizational change that National Grid would be required to accommodate in order to

adopt SAP and each Competitive Alternative was determined using a change impact rating. A change

impact rating was developed based upon the number of employees and processes impacted during each of

the three program phases; Back Office, Front Office and Upgrade for SAP and each Competitive

Alternative. Change Impact was then incorporated into the ranking of options. The Magnitude of

Change rating and ranking for SAP and each Competitive Alternative are detailed below in the Rating and

Ranking section of this report.

Risk While the cost and benefit assessments are significant contributors to any decision regarding the best path

ahead for National Grid, there are other important considerations. These considerations include several

categories of Risk including technology risk, implementation risk and solution complexity risk. SAP and

each of the Alternative Options were assessed with regards to these risk factors. The Risk rating and

ranking for SAP and each Competitive Alternative are detailed below in the Rating and Ranking section

of this report.

The SAP Solution


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Cost Over Time The total estimated cost of ownership for SAP Back and Front office, GIS consolidation, 2017 upgrade

and ten (10) years of solution operations and support costs is approximately $550M.

Relative Benefits While our assessment found many of the same benefit opportunities were enabled with either SAP or the

two Competitive Alternatives, we found a greater level of potential business operational benefits and IS

operational benefits can be enabled by the SAP solution. Supply Chain benefit enablement is an example

of where Alternative 1 provides less potential benefits than SAP and a longer Back Office implementation

schedule for Alternative 2 resulted in lower Back Office benefits over the analysis period.

Additionally, SAP offers the National Grid IS organization the opportunity to achieve benefits of scale

associated with purchasing and operating the same application in the US and the UK. The potential IS

savings achievable with SAP ERP are somewhat unique to National Grid. As an energy company that

already uses SAP in the UK, the single vendor and combined scale of operations should result in

significant SAP cost savings. Additionally, IS operating synergies that result from this simplified

technology footprint, are expected to yield ongoing savings. The total cost of ownership for adding

another instance of SAP in the US is therefore expected to be lower than adding/enhancing Oracle

platforms in the existing SAP-centric IS infrastructure.

Magnitude of Change From a Change Impact perspective, SAP rated slightly more favorably with regards to Change Impact,

because the eventual Fusion upgrade required for both Alternative 1 and Alternative 2 involve significant

process and systems change.

Risk Technical Risk

SAP rated most favorably with regards to the Technical Risk due to the fact that its product set is

commercially available and there is a significant installed utility base. The solution is a much more

mature suite of applications, which reduces the range and scope of issues that normally face a new

software release.


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Implementation Risk SAP rated most favorably with regards to implementation risk due to the fact that skilled resources are

readily available in the US.

Solution Complexity Risk SAP rated less complex than Alternative 1 and of equal complexity to Alternative 2 based upon the fact

that the Alternative 2 Oracle eBusiness Suite, like SAP, is a highly integrated ERP system that requires

fewer integration points than the Alternative 1, PeopleSoft/Best of Breed, solution.

ALTERNATIVE 1 - PEOPLESOFT 9.1 TO FUSION

This is a best of breed alternative that begins with a reimplementation of an updated release of the

existing National Grid PeopleSoft application suite. The scope of work for each Phase of this Alternative

is described below:

Phase 1 – Back Office • Reimplementation of PeopleSoft 9.1 Finance, Supply Chain, HRMS and Payroll

• Implementation PeopleSoft Time and Labor

• Upgrade and consolidate to a single instance of Power Plant 10

• Retain the existing STS tax application

• Retain the existing Fleet Anywhere applications

• Retain the existing Manhattan Warehouse Management applications

• Retain the existing Asset Management, Work Management, Scheduling and Mobile

Workforce Management applications

This alternative consolidates Legacy KeySpan back office systems onto re-implemented versions of

PeopleSoft applications currently in use at Nation Grid operations in New England Electric and Upstate

New York Gas and Electric. A financial redesign has been included to incorporate the new accounting

code blocks, organizational restructuring, allocation and accounting rule changes that National Grid has

identified. Beyond the Finance and Accounting processes, additional benefit-justified process and

configuration changes are included in the cost estimate for this alternative; however, a significant number

of existing National Grid processes, configurations and interfaces will be reused with this Alternative 1.


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The interfaces required to integrate Legacy KeySpan Front Office applications with PeopleSoft 9.1 have

been included in the scope of work and cost estimate. The work required to accommodate the modified

accounting, supply chain and time entry processes in the Legacy KeySpan and NG Front Office

applications has been considered in the scope and cost estimate.

Based upon Oracle’s current published position, we anticipate extended support for version 9.1 of

PeopleSoft through 2017. If Oracle support agreements are maintained, existing KeySpan Oracle licenses

can be swapped out for PeopleSoft licenses at no cost to National Grid. Oracle has also stated their

intention to provide a migration path from PeopleSoft 9.1 to Oracle Fusion3. If PeopleSoft extended

support agreements are maintained, PeopleSoft licenses will be converted to Oracle Fusion licenses at no

cost to National Grid.

Phase 2 – Front Office/GIS

Phase 2 is the consolidation and replacement of legacy Gas and Electric Front Office Application

throughout National Grid US. These applications include Asset Management, Work Management,

Scheduling, Mobile Workforce Management and GIS. This alternative includes implementing Maximo

as National Grid’s Asset and Work Management System, Click Software’s scheduling application and

SyClo’s Mobile Work Management Application.

Maximo, an IBM product, and the leader in the Asset and Work Management applications4, is included in

this Alternative. Maximo is currently in use in the former KeySpan operations. National Grid’s New

England and Upstate New York operations currently use the Logica Storms work management system.

The Storms application is now part of Logica’s new Asset & Resource Management (ARM) suite of

applications. Since being released in 2006 ARM has not met with a great deal of success in the utility

industry. Several other Asset and Work Management applications, as outlined by Gartner, could be used

in place of Maximo; however, we selected Maximo for application maturity and a broad industry installed

base, which can normally be expected to improve application enhancements and support.

3 Oracle Fusion refers to the most recent release of ERP applications from Oracle Corporation. The applications make use of

Oracle’s latest technology stack including, most notably, Fusion Middleware. Fusion Middleware is a collection of technologies such as Business Process Execution Language (BPEL), Service Oriented Application Protocol (SOAP), Extensible Markup Language (XML), Java Enterprise Edition (J2E), Java Messaging Service (JMS), etc. Oracle Fusion shows promise for combining the best functionality of Oracle’s eBusiness Suite, JDEdwards, PeopleSoft, and Siebel applications on a common technology stack. The migration path to Oracle Fusion Applications varies significantly depending on the current ERP platform.

4 Gartner, Magic Quadrant for Power Generation Enterprise Asset Management Software, 16-September-2009, ID 600170793


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Implementing Fleet Management in Maximo to replace National Grid’s existing instances of Fleet

Anywhere is included in this Phase. Consolidating the multiple GIS systems currently being used in the

Gas business onto a single instance of ESRI and converting the Electric business from GE SmallWorld to

ESRI is included in the scope of this phase.

The Front Office cost estimates included in the US System Strategy Routemap Report issued in

December, 2009 based upon an end-to-end SAP solution were used as the baseline cost estimate for Phase

2 in each Competitive Alternative. The Phase 2 implementation costs were adjusted upward to account

for the following incremental differences between an SAP solution and this best of breed solution:

• Additional Software license and support costs associated with Maximo

• Additional hardware cost associated with Maximo

• Additional integration costs associated with integrating Maximo with SAP

Phase 3 – Upgrade Phase 3 includes implementing a version upgrade for each major component of the solution. In the case

of Alternative 1 this includes:

• Maximo version upgrade

• Click Software version upgrade

• SyClo version upgrade

• A migration between PeopleSoft version 9.1 and Oracle Fusion

The Oracle Fusion ERP solution represents the consolidation of existing PeopleSoft and Oracle

applications into a single enhanced and integrated solution that replaces Oracle’s current multi-product

strategy. Because the Fusion product is not yet generally available, we have timed the migration to

Fusion from PeopleSoft 9.1 for 2017, which is the Oracle announced end of Support for PeopleSoft 9.1.

Capgemini is presently working with Oracle on testing and developing migration tools for the migration

to Fusion. Estimates for the time and effort required to migrate from PeopleSoft 9.1 to Fusion are based

upon this experience.

Alternative 1 Timeline PHASE 1

The overall Phase 1 schedule for Alternative 1 is 15 months as described in the graph below.


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1 2 3 4 5 6 7 8 9 12 11 12 13 14 15

TransitionTest

Plan Design

Build

15 Mo

High Level Schedule Alternative 1 Phase 1

Note- this timeline excludes the requisite procurement and commercial start-up period, estimated by

National Grid at 6 months

PHASE 2

The schedule for Alternative 1 is assumed to be 24 months, beginning with the completion of Phase 1.

Cost Over Time The total estimated cost of ownership for Alternative 1 Back and Front office, GIS consolidation, 2017

upgrade and ten (10) years of solution operations and support is approximately $500M.

Relative Benefits

While our assessment found many of the same benefit opportunities were enabled with either SAP or the

two Competitive Alternatives, we found that Alternative 1 enables a lower level of potential business

operational benefits and IS operational benefits than the SAP solution, while enabling higher benefits than

those found in Alternative 2. Supply Chain benefit enablement is lower for Alternative 1 than SAP and

Alternative 2; however, this advantage for Alternative 2 is offset by a lower level of overall Back Office

operational benefits enabled over the analysis period by Alternative 2 due to a longer Back Office

implementation schedule for that Alternative.. Additionally, Alternative 1 enables lower IS benefits than

SAP for the reasons described in the SAP solution section above.


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Magnitude of Change From a Change Impact perspective, Alternative 1 rated slightly less favorable than the SAP solution with

regards to Organizational Change. While the initial Change impact for the Back Office implementation

may take advantage of an existing installed base of PeopleSoft users, the eventual Fusion Upgrade that

will be required will necessitate more change than an SAP upgrade.

Risk Technical Risk Alternative 1 rated less favorably than the SAP solution with regards to the Technical Risk inherent in

the eventual Fusion Upgrade that will be required. As of March 31, 2011, Fusion was not commercially

available.

Implementation Risk Alternative 1 rated less favorably than the SAP solution with regards to implementation risk because the

final phase of he program, the Fusion Upgrade relies upon the development of an experienced resource

pool in the external market that has not yet developed. This market is expected to be well established by

the time these resources are required, but this does add some risk to Alternative 1.

Solution Complexity Risk Alternative 1 rated less favorably than the SAP solution with regards to Solution Complexity. A

PeopleSoft/Best in Breed solution dictates the need for multiple complex interfaces spanning multiple

applications on multiple platforms.

Alternative 2 – Oracle eBusiness Enterprise to Fusion This is an Integrated Enterprise Solution using Oracle’s eBusiness Enterprise Suite. This alternative

builds on Oracle technology currently in use in the legacy KeySpan organizations. The scope of work

included in each phase of the program for this alternative is summarized below.

Phase 1 – Back Office

This option is very similar in scope to the SAP strategy currently being implemented on USFP. In this

alternative fleet management and warehouse management will be implemented in Oracle eBusiness and

tax will be implemented in Sabrix. During this phase the existing Maximo and Storms Work


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Management applications and their associated Scheduling / Mobile Workforce Management systems will

not be replaced. These applications will be replaced with functionality in Oracle eBusiness EAM for

Asset and work Management during the Front Office Phase. Click software and SyClo will be

implemented to replace the existing Scheduling and Mobile Workforce Management systems.

Based upon Oracle’s statement of direction, Oracle eBusiness, like PeopleSoft, will be supported through

2017. If PeopleSoft support agreements are maintained, existing National Grid PeopleSoft licenses can

be swapped out for Oracle eBusiness licenses at no cost. Oracle will also provide a migration path from

Oracle eBusiness to Oracle Fusion at no cost.

Phase 2 - Front Office/GIS

The Phase 2 scope for this alternative is the same as the Front Office scope contemplated in the US

Systems Strategy Routemap issued in December, 2009. This scope includes the consolidation and

replacement of legacy Gas and Electric Front Office Application throughout National Grid US. These

applications include: Asset Management, Work Management, Scheduling, Mobile Workforce

Management and GIS. This alternative includes implementing Oracle eBusiness EAM as National Grid’s

Asset and Work Management System, Click Software’s scheduling application and SyClo’s Mobile Work

Management Application, as well as, consolidating the multiple GIS systems currently being used in the

Gas business onto a single instance of ESRI and converting the Electric business from GE SmallWorld to

ESRI.

As noted earlier, this approach is similar to the scope currently contemplated on the USFP SAP

implementation. With this Alternative, the end-to-end Oracle eBusiness ERP solution is being substituted

for SAP. As a result of this similarity, the baseline cost estimates for Phase 2, which was developed as

part of the US Systems Strategy Routemap, were used without adjustment for this Alternative.

Phase 3 – Upgrade

In each Alternative, the Upgrade includes implementing a version upgrade for each major component of

the solution. In the case of Alternative 2, this includes:

• Click Software version upgrade

• SyClo version upgrade

• A migration between Oracle eBusiness and Oracle Fusion


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Alternative 2 Timeline PHASE 1

The overall Phase 1 schedule for Alternative 2 is 23 months. The major elements of the schedule are

similar to those described above for Alternative 1; however, this is essentially a new installation of Oracle

eBusiness Suite. For this reason the duration of each stage is significantly longer than they are for

Alternative 1. The high level schedule for Phase 1 of Alternative 2 is presented in the graph below.

1 2 3 4 5 6 7 8 9 0 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Test TestTransition

DesignBuild

TransitionTest

Plan

23 Mo

High Level Schedule Alternative 2 Phase 1

Note- timeline excludes the requisite procurement and commercial start-up period, estimated by National

Grid at 6 months

PHASE 2

The schedule for Alternative 2 is assumed to be 24 months, beginning with the completion of Phase 1.

Cost Over Time The total estimated cost of ownership for Alternative 2 Back and Front office, GIS consolidation, 2017

upgrade and ten (10) years of solution operations and support is approximately $630M.

Relative Benefits While our assessment found many of the same benefit opportunities were enabled with either SAP or the

two Competitive Alternatives, we found that Alternative 2 enables a lower level of potential business

operational benefits and IS operational benefits than the SAP solution. A lower level of Back Office

operational benefits are enabled over the analysis period by Alternative 2 due to a longer Back Office


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implementation schedule for this Alternative. Additionally, Alternative 2 enables lower IS benefits than

SAP for the reasons described in the SAP solution section above.

Magnitude of Change From a Change Impact perspective, Alternative 2 rated less favorable than either the SAP solution or

Alternative 1. For the Back Office and Front Office phases of the program, National Grid could expect

the same amount of Change Impact as with the SAP solution. The eventual Fusion upgrade; however,

would require a reimplementation of the Oracle solution, which will necessitate significant process and

system changes.

Risk

Technical Risk Alternative 2 rated less favorable with regards to the Technical Risk than the SAP solution or Alternative

1. The eventual Fusion Upgrade that will be required was one factor. As of March 31, 2011, Fusion was

not commercially available. In addition the Click and Syclo Front Office integration with Oracle was

viewed as not having a significant utility installed base.

Implementation Risk Alternative 2 rated less favorably than the SAP solution, with regards to implementation risk, because the

final phase of the program, the Fusion Upgrade relies upon the development of an experienced resource

pool in the external market that has not yet developed. This market is expected to be well established by

the time these resources are required, but this does add some risk to Alternative 2.

Solution Complexity Risk Alternative 2 rated better than Alternative 1 and equal to SAP with regards to Solution Complexity given

that Oracle eBusiness Suite, like the SAP solution, is a highly integrated ERP system that minimizes the

integration points necessary with a PeopleSoft/Best of Breed solution..


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RATING, RANKING, WEIGHTING The fundamental objective of this SAP Benefits Validation Assessment was to develop an unbiased

perspective on the viability of Competitive Alternatives to SAP. This assessment necessarily included

consideration for cost and the potential for each option to deliver benefits from a strict US perspective.

We also found that for an assessment of cost and benefits to have value, all of the options had to be

considered within the context of project risk. This need to rate and then rank multiple related variables

from multiple points of view created a fairly complex body of data. In order to simplify the presentation

of this data, a Rating and Ranking model was developed to compare SAP and the Competitive

Alternatives. Once all the elements were rated and ranked, the categories were weighted based on

internal priorities and industry experience. This Rating and Ranking system and the approach used to

develop and incorporate each element into an overall comparative ranking is described below.

Four primary categories were developed that combined multiple individual data points into simple

categories for rating and ranking. These categories are: Cost over Time, Benefit Enablement, Magnitude

of Change, and Risk. In order to combine the individual data points it was necessary to create category

factors. The following factors were used: a factor that combines Cost and Time, a factor for Benefit

Enablement; a factor that quantifies the magnitude of change required by each option; and a factor that

consolidates multiple variations of risk. Each factor is explained below.

Cost Over Time Factor This factor combines the cost and schedule to implement and operate with the time value of money. The

basis for developing this factor was a traditional 10 year cost analysis using a 15% annual discount rate to

approximate the weighted average cost of capital. The primary elements of the analysis were:

• Software Cost • Implementation Cost • Annual Vendor Software Maintenance Cost • Annual Hardware and Software Operating Cost


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Summary of Ten Year Cost

SAP Alternative 1 Alternative 2

Software Cost 12,000 32,280 50,500

Implementation Cost 470,200 385,720 470,872

Vendor Maintenance Cost - SW 16,200 28,180 55,040

Operating Cost – HW/SW -Annual 53,200 57,520 55,020

Total Cost* 551,600 503,700 631,432

* It is important to note that the cost comparison in the Ten Year Cost Summary necessarily uses numbers which have a varying degree of confidence.

Once Cost and Time were consolidated, a 1 to 3 numerical scale was used to rank each alternative with 3

being the most desirable option and 1 being the least desirable. In the case of Cost over Time, Alternative

1 received the highest rating.

Cost over Time

Options SAP Alternative 1 Alternative 2

Overall Ranking 2 3 1

Once ranked, a weighting was assigned. The Cost over Time ranking was weighted at 40% (the highest)

of the overall weighting scale. The method used for combining rankings and weightings to determine the

overall final ranking of each option is described in the Weighted Ranking section below.

Benefit Enablement Factor While National Grid is implementing an ERP solution for many reasons, one of the primary drivers is the

desire to improve the cost of service and streamline operations. Each solution has been considered from

this perspective. The functionality that delivers many of the benefits and the ability to configure the

application to the desired business process are common across the three options; however, as noted earlier

SAP has some advantages from a benefits enablement perspective. Among these advantages is:

• The potential created by using the same software and vendor in both the US and UK. Since

National Grid UK already uses SAP, this advantage allows National Grid US to gain a level of

scale and degree of efficiency that cannot be achieved with either of the Alternatives.


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• Supply chain benefit enablement is another area where Alternative 1 provides less potential

benefits than SAP and Alternative 2.

• Longer Back Office implementation schedule for Alternative 2 resulted in lower Back Office

benefits over the analysis period

Accordingly, we have rated the options below with SAP as the best option from a Benefit Enablement

perspective.

Benefits Enablement

SAP Alternative 1 Alternative 2 Overall Ranking 3 2 1

Because the level of benefits is a key driver for any ERP implementation, we assigned the second highest

weighting to this section, a 30% weighting factor. Again, weighting is explained in more detail below.

Magnitude of Change Factor The magnitude of organizational change that National Grid would be required to accommodate in order to

adopt SAP and each Competitive Alternative was determined using a change impact rating. A change

impact rating was developed based upon the number of employees and processes impacted during each of

the three program phases; Phase 1 - Back Office, Phase 2 - Front Office and Phase 3 – Upgrade. For this

analysis, lower impact ratings mean less internal disruption and are more desirable than higher impact

ratings. This rating was calculated for each alternative using the following equation.

Change Impact Rating = [(# employees Phase 1 x # processes Phase 1)/10,000] + [(# employees Phase 2 x # processes Phase 2)/10,000] + [(# employees Phase 3 x # processes Phase 3)/10,000]

Baseline Alternative 1 Alternative 2SAP PS 9.1 to Fusion & Maximo Oracle eBusiness to Fusion

Employees Impacted - Phase 1 12000 8000 12000Employees Impacted - Phase 2 11000 11000 11000Employees Impacted - Version / Fusion Upgrade 16000 16000 16000Processes Impacted - Phase 1 79 41 79Processes Areas Impacted - Phase 2 60 60 60Processes Impacted - Version / Fusion Upgrade 1 41 139Change Impact Phase 1 95 32 95Change Impact Phase 2 66 66 66Change Impact - Version / Fusion Upgrade 2 66 222Combine Change Impact Rating 162 164 383

Magnitude of Change

Element and Category RatingRating Elements within CategoriesRanking Category


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Magnitude of Change


Phase 1 2 1 2 Phase 2 2 2 2 Phase 3 1 3 3 Total 5 6 7

Based upon the Change Impact Rating of each alternative a 1 to 3 numerical scale was used to rank each

alternative with 3 being the most desirable alternative from a change impact point of view and 1 being the

least desirable. In this case, SAP received the highest ranking.

Magnitude of Change



The Magnitude of Change ranking was weighted lowest among the rankings at 10% of the overall

weighting scale.

Risk Factor The risk associated with SAP and each Competitive Alternative was assessed by combining three (3) risk

criteria; Technical, Implementation; and Solution Complexity. A 1 to 3 numerical scale was used to

establish ratings for each of these criteria with 3 being highest risk and 1 being lowest risk. Risk was

assessed and scored for each alternative by phase and the phase scores added to determine the overall risk

score for each option using the formulas that follow.

Technical Risk

The guidelines used to apply the 1 to 3 numerical rating to the Technical Risk criteria were:

1. Software is commercially available and has a significant installed base in the utility industry

2. Software is commercially available, but does not have a significant utility installed base

3. Software is not commercially available as of 31-March 2011

Technical Risk = Technical Risk Score Phase 1+ Technical Risk Score Phase 2 + Technical Risk Score Phase 3


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Technical Risk



.

Implementation Risk The guidelines used to apply the 1 to 3 numerical scale to the Implementation Risk criteria were:

1 – National Grid resources with experience on the software are available in the US;

2 – Resources with experience on the software are readily available in the external market in the

US;

3 – There is limited access to resources with experience on the software available in the external

market in the US.

Implementation Risk = Implementation Risk Score Phase 1+ Implementation Risk Score Phase 2 + Implementation Risk Score Phase 3

Implementation Risk



Solution Complexity Risk

The guidelines used to apply the 1 to 3 numerical scale to the Solution Complexity Risk criteria were:

1 – End to End ERP solution;

2 – ERP solution plus Power Plant;

3 – ERP solution plus Power Plant plus Best of Breed EAM.


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Solution Complexity Risk = Solution Complexity Risk Phase 1 + Solution Complexity Risk Phase 2 +

Solution Complexity Risk Phase 3

Solution Complexity Risk



Overall Risk Overall Risk was a simple consolidation of the individual categories listed above. It is important to note here that the higher the consolidated scores, the greater the degree of risk.

Overall Risk Rating = Technical Risk + Implementation Risk + Solution Complexity Risk

Consolidated Risk Ratings



Risk Ranking

Once an Overall Risk Rating was established for each alternative, the consolidated scores were ranked

using a simple 1 to 3 numerical scale. In this ranking process, a ranking of 3 is the most desirable

alternative indicating reduced level of risk relative to the other options. A ranking of 1 represents the

highest relative risk.

Risk Ranking



The Overall Risk ranking was weighted at 20% of the overall weighting scale.

Weighted Ranking of SAP and Competitive Alternatives Our approach to weighting assigned a higher value (multiplier) to the categories in which we found

National Grid to be most concerned. National Grid executives appear to place a higher degree of value on


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Cost and Benefits, and a lower relative value on Risk and Change. Our experience has found a similar

industry approach, especially at this stage of an ERP project, so we assigned weightings accordingly. For

the overall assessment, the combined category of Cost over Time received a 40% weighting, Benefits

Enablement a 30% weighting, Magnitude of Change a 10% weighting and Risk received a 20%

weighting. These percentages were used as multipliers for each of the rating categories as indicated

below:

Overall Alternative Ranking = [(Cost over Time Ranking x Weighting Factor) + (Benefit Enablement x Weighting Factor) + (Magnitude of Change Ranking x Weighting Factor) + (Overall Risk Ranking x Weighting Factor)]

Rating and Ranking Summary Reviewing a 10 year cost of ownership Alternative 1 has a cost advantage over SAP and Alternative 2.

Our opinion is that the overall financial comparison is directionally correct and that Alternative 1

provides a cost advantage over SAP. This view is; however, only one half of the financial consideration.

It is important to note here that our cost comparison necessarily uses numbers, which have a varying

degree of confidence. Because Phase 1 of the SAP project is in flight, the costs are a mix of actual and

estimated costs. The only estimated costs for SAP are for those implementation activities that remain,

while the Alternative project estimates address a full implementation of all phases. It is also fair to

assume that the smaller number of project estimates for SAP moving forward will have a higher degree of

confidence given the 17 months of project and vendor experience within the National Grid Project team

that developed the estimates. We believe this is at least true for the remainder of Phase 1. In order to take

into account this varying degree of confidence, we have added a contingency element to our Phase 1 costs

as noted earlier. For the two Alternatives, the Phase 1 estimates have been increased by 30%, while for

SAP the estimate includes a contingency of 3.9% of the overall Phase 1 cost. This SAP contingency is

the actual number built into the current program estimates.

Because we do not quantify Benefits here, we cannot definitively state a position on the business case for

either SAP or the Alternatives. We can show that SAP has the potential to enable more benefits than both

Alternatives and our analysis supports that conclusion.

The Magnitude of Change slightly favors SAP, although the difference is small enough to be immaterial.

The 10% weighting factor does not significantly alter this conclusion.


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The Overall Risk factors clearly favor SAP. Probably more important than which option wins in this

category is the fact that Alternative 1 is the least desirable option relative to risk. This fact, in our view,

should be given significant consideration in any deliberations regarding the lower estimated cost of

Alternative 1.

In this combined overall ranking, the higher score is the more desirable option. The total Scores,

unweighted, show a clear advantage for SAP in the combination of areas considered.

Overall Ranking


Cost over Time 2 3 1

Benefits Enablement 3 2 1

Magnitude of Change 3 2 1 Risk 3 1 2 Total 11 8 5

A weighting or importance factor was applied to the overall ranking for each Category to develop a

weighted ranking for each option. The results of this weighting process are presented in the table below.

Overall Ranking

Category Weighting SAP Alternative 1 Alternative 2

Cost over Time 40% 8 12 4 Benefits Enablement 30% 9 6 3 Magnitude of Change 10% 3 2 1 Risk 20% 6 2 4 Total 100% 26 22 12

There is a degree of subjectivity involved in even the most sophisticated methods of rating and ranking.

We have attempted to base our approach on a clear, logical and simple set of ranking categories, rating

elements and weighting methods that balance what we can quantify against what we can only estimate or

assume. Using this approach, we have combined thousands of pages of data and years of experience

into the simple table above. Our results indicate that of the three options that could be used as the


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foundation for infrastructure and process consolidation for National Grid US operations, SAP appears to

be the best overall option.

SUMMARY OF FINDINGS

In conclusion, our review of the drivers for a National Grid US process and infrastructure consolidation,

finds the need to complete this work to be immediate and critical. Delays continue to impact National

Grid and all other stakeholders. While our assessment finds that there are other technologies that could

deliver many of the same business functions, at least one at a lower estimated cost, the maturity of the

SAP product and the range of potential benefits enabled by SAP creates an opportunity for additional

operational efficiencies and cost of service improvements, above and beyond those enabled by either of

the alternatives. Adding the important categories of Change and Risk to the assessment reinforces this

view of SAP as the better option.

It is our view that the key take away from a simple cost and benefit assessment is that benefit realization

needs to become a key driver, regardless of the option selected. We have demonstrated one possible

approach to benefits realization in the Benefits section. We cannot overstate the need to link any ERP

implementation project deliverables to specific benefits enablement activities. This link should be made

with the support and agreement of the business cost centers that must deliver the benefits.


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APPENDIX A - COST ASSUMPTIONS • SAP Phase 1 Implementation cost estimate of $231MM provided by National Grid including first

year software maintenance.

• SAP software license cost allocated to the US of $10MM was provided by National Grid and

does not include other software components included in the solution.

• Average annual SAP software maintenance is estimated at 18% of allocated license cost

• SAP upgrade costs of $15MM were provided by National Grid

• The baseline cost estimate for Phase 2 of each alternative (Gas and Electric Front Office) was

assumed to be $230MM from National Grid’s US System Strategy Routemap dated December,

2009

• Alternative 1 – existing Oracle licenses will be converted to PeopleSoft licenses at no additional

license cost to National Grid

• Alternatives 1 and 2 – PeopleSoft and Oracle eBusiness license costs were estimated by applying

a 40% discount factor to list prices

• Alternative 2 – Existing PeopleSoft and Oracle licenses will be converted to eBusiness Suite

licenses at no additional license cost to National Grid

• Hourly rates shown in the cost estimate summary tables include an average allowance of

approximately 20% for travel and living expenses for SI and Vendor and an allowance of 10% for

National Grid resources.

• SI Management and Functional hours are assumed to be on-shore in the US

• SI Technical hours are assumed to be split 66% on-shore in the US and 34% off-shore in India

• Oracle eBusiness Suite licenses will be upgraded to Oracle Fusion licenses for similar

functionality at no additional license cost to National Grid.

• In addition to application licenses, upgrading to Oracle Fusion requires licenses for eight (8)

Process Integration Products (PIPs)


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APPENDIX B – BENEFIT OPPORTUNITY CATEGORIES

BACK OFFICE BENEFIT OPPORTUNITIES

General Accounting2 systems to 1, streamlined service company structure, consistent allocation rules. quantity of manual work reduced, efficiency improved

Financial Close 2 systems to 1, quantity of manual work reduced, efficiency improvedTax 2 systems to 1, efficiency improvedPlant Accounting 2 systems to 1, increased level of automation, estimated required for KS work.Budgeting 2 systems to 1, more automation, efficiency improvedTreasury 2 processes to 1, consolidated view of requirements, efficiency improvedInternal Audit and SOX

Single GL, enhanced code block, streamlined service company structure and allocations reduces quantity audit work and improves efficiency of auditing process

Regulatory SupportSingle GL, enhanced code block, streamlined service company structure and allocations improves efficiency of regulatory accounting, research and reporting processes

EDO FinanceBenefits of improved General Accounting, Plant Accounting and Budgeting processes are also realized in EDO Finance

Gas FinanceBenefits of improved General Accounting, Plant Accounting and Budgeting processes are also realized in Gas Finance

T&D Tech. Svc. FinBenefits of improved General Accounting, Plant Accounting and Budgeting processes are also realized in T$D Technical Services Finance

US Procurement Operations 2 systems to 1, consolidated view of requirements, and vendors, efficiency improvedUS Procurement Strategy/Supplier Mgmt 2 systems to 1, consolidated view of requirements, and vendors, efficiency improvedPurchased Material and Services

2.4 billion annual spend, 7.5% off contract, 10% of off contract moved on contract @8-12% savings

Material Planning & Support 2 systems to 1, consolidated view of requirements, and vendors, efficiency improvedFleet Administration & Support 2 systems to 1, efficiency improvedAccounts Payable 2 systems to 1, increased level of automation, efficiency improvedCompensation & Benefits 2 systems to 1, efficiency improvedEmployee Relations 2 systems to 1, consolidated database to use for managing cases, efficiency improvedPayroll 2 systems to one, efficiency improved

Billing2 systems to one, web application available to bill generators, less work require by centralized group

Accounts Receivable2 systems to 1, receivable now managed by centralized group, increase in number of incoices processed, decrease in number of exceptions

Customer Order Fulfillment - Electric

Self service interface reduces the amount of manual work required to generate quotations and invoices for customer fulfillment staffs in Electric

Customer Order Fulfillment - Gas

Self service interface reduces the amount of manual work required to generate quotations and invoices for customer fulfillment staffs in Electric

Supply Chain

HR

Miscellaneous AR

Business Area

Functional Area Opportunity Drivers

Finance


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FRONT OFFICE BENEFIT OPPORTUNITIES

Elec - Distribution Asset ManagementIntegrated view of assets, cost and operations / maintenance history improves efficientcy of strategy development, maintenance planning and asset planning activites

Elec - T&D Services

Better integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies improve the efficiency of distribution support, scheduling and work coordination and customer order fulfillment activities.

Elec - PM & Construction

Better Integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies will reduce the amount of manual work required to manage construction projects.

Elec - HVDC O&MElec - Protection & TelecomElec - Construction & Maintenance Svcs.Elec - Division OperationsElec - Engineering RecordsElect - Distribution DesignGas - Distribution FinanceGas - Distribution Support Services

Gas - Network StrategyIntegrated view of assets, cost and operations / maintenance history improves efficientcy of strategy development, maintenance planning and asset planning activites

Gas - Scheduling & Dispatch

Gas - Sales Order FulfillmentGas - Meter Shops

Gas - Operations and Maintenance

Gas -CMS

Gas - Maps & RecordsComprehensive integration of mobile field design tools with GIS and Work Order process can reduce the amount of central design and as built updating required.

Opportunity Drivers

Asset Management / Work Management / Scheduling / Mobile Workforce Management

Elec

tric

Gas

Business Area Functional Area

Better Integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies improve workforce utilization by reducing time at barns at beginning and end of day as well as reducing the number of orders that cannot be completed on the first visit.Comprehensive integration of mobile field design tools with GIS and Work Order process can reduce the amount of central design and as built updating required.Better integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies improve the efficiency

Better integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies improve the efficiency of scheduling dispatch and sales order fulfillment activities.Better Integration of fleet, employee and material data with scheduling processes and better integration of time entry and as built data with mobile technologies improve workforce utilization by reducing time at barns at beginning and end of day as well as reducing the number of orders that cannot be completed on the first visit.


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