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A collaboration of:
Rex Pietzyk Puget Sound Energy
Brett Eberlein Deloitte Consulting LLP
Transforming the customer experience
seamlessly with CR&B
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Overview of PSE Overview of PSE Customer Program Scope of
CR&B Project Timeline and Technology Landscape CR&B Project
Key Focus Areas
- Project Governance
- Managing Data
- Testing / Cutover
- Business Processes / OCM
CR&B Project Outcome Lessons Learned Questions
In this session, we will cover
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3
We serve an innovative region
Puget Sound Energy
1,000,000 Electric and 750,000 Gas customers
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It is all about our customer! Customer Experience
Visibility to and Communications of outages Helps pave the way
for customer self service Speed to market for new functionalities
and
features
Building a foundation to grow on
Common view of customers Customer analytics Standard technology
platform Lower TCO
Why did PSE do the Customer Program?
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Software CRM 7.0, ECC 6.0, OpenText, BOBJ 4.0, PI 7.3, BW 7.1,
Web, IVR, Redwood, DQM Address Validation, HP QC/PC, ARIS
33 high level business processes 600+ users now on CR&B
250,000+ PSE labor hours 44,693,573 Data records loaded into SAP
for go live 1,826,286 Master data records processed 455 custom
FRICE-W objects 491 Total number of integration test scripts 100+
servers built Two data centers, four call centers
Scope of the CR&B Project
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CR&B Project Timeline
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CR&B Technology Landscape
Other PSE Systems BWA
Open Text
Streamserve BW BOBJ BI CISCO CTI
CRM ECC
Address
validation
BOBJ DS Redwood Batch
scheduler
External
parties
OMS
GIS
PCAD
MDMS
myPSE.com
SA
P P
I Inte
gra
tion
Mid
dle
wa
re la
ye
r
Tools
ARIS HPQC
HPPC
Cache
Data warehouse
Printing
USPS validation
Data conversion Batch jobs
CTI
SAP
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Project Governance
Managing Data - Data is Everything
Testing / Cutover
Business Processes / OCM
CR&B Project Key Focus Areas
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IT SAP COE
Leadership structure sponsorship and involvement across the
organization
Executive engagement Clear project structure and
escalation path
Ownership by the business and IT starts on day one
Sweat the small stuff Clear process around risks, issues,
defects,
documentation, and knowledge transfer
Measure and report on clear metrics, deliverables, and
milestones Use 3rd party to review design, development, and
performance e.g. SAP MaxAttention
Project Governance
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Profile early Cleanse early Monitor data quality Data governance
Set deadlines
Integration Cycle 2
Managing Data - Data is Everything
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Early testing using a full load of converted data allowed us to
have multiple iterations of testing
for a large breadth of data and business scenarios:
Test Relentlessly and Prepare for Cutover
Functional unit test Integration test Performance
Parallel bill test Mock Go-Live x3 Regression testing for legacy
ECC
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Do not underestimate the effort for Process Reengineering and
Organizational
Change Management!
Focus on business process reengineering to drive efficiencies -
Vet processes / no assumptions
- Ensure they understand how it will work
Engage all areas of the business to support early adoption
Commitment for whole organization this is the top priority
OCM must be more than public relations, and must manage work
practices and changes
Users need to feel included and listen to
Business Processes / OCM
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All Bills have when out starting with day one
Positions PSE to better analyze customers needs
A common base for customer self service, common view of
customers and analytics
Fully automate the billing for large customers
Provide an integrated solution across our Outage Management,
Geospatial Maps, Customer Information and ERP to provide
better
information to our customers
Moved the customer records and system in house
Quick adoption rate by PSE IT and Business teams
Project Outcome
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Do not under estimate the effort needed
Identify scope early, defer new scope where possible &
proactively manage scope
One team (common culture) Business/PSE IT/System Integrator do
not underestimate the
power of team building!
Focus on business processes and ensure all business partners are
at the table
Involve IT support staff starting in Blue Print phase: Constant
knowledge transfer = Ownership
Low TCO is only achieved by Vanilla Technology
Concentrate on whats important
Importance of testing Multiple mock conversions, Parallel Bill
testing, Dress
Rehearsals/ECC shutdown..
Lessons Learned
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Questions?
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A collaboration of:
Rex Pietzyk Puget Sound Energy
[email protected]
Brett Eberlein Deloitte Consulting
[email protected]
