Seattle City Light Implements Oracle Work and Asset Management Across Business Units

1. Seattle City Light Implements Oracle Work and Asset Management Across Business Units 24th Sep 2013 Oracle Open World, SFO

2. Speakers and Authors Introductions • Tracye Cantrell (Seattle City Light) • Program Manager for implementation of Oracle Utilities WAMS at Seattle City Light • Barry Demartini (Oracle) • Product Manager, Oracle Utilities, Oracle • Balakrishna Rao A (Infosys Limited) • Solution Architect for implementation of Oracle Utilities WAMS at Seattle City Light

3. Feedback Share your thoughts / feedback on this session via Twitter @InfosysOracle Hashtag:#InfosysAtOOW

4. Oracle WAM implementationAcross the entire utility

5. Contents  An introduction of Seattle City Light  Seattle City Light Vision and Key Business Drivers  Key highlights and Business Benefits achieved  Challenges, Learning, Critical Success Factors  Next steps  Q&A

6. Seattle City Light, a department of City of Seattle, is one of the nation’s largest municipal owned utilities in terms of the number of customers served. For the Year ended December 31, 2008: Seattle City Light had average number of 348,110 Residential Customers and 39,605 Non-Residential Customers.

7. SCL Vision Statement “We manage our assets for the greatest benefit of our customers at the lowest lifecycle cost.” • Understanding the condition of our assets and their impact on system reliability • Making data drive financial decisions regarding replacing or maintaining assets • Mission • Seattle City Light is dedicated to exceeding our customers’ expectations in producing and delivering environmentally responsible, safe, low-cost and reliable power.

8. Why? – the Need for Work and Asset Management Program Lack of common processes. No Single Asset repository Asset Management policies and processes under development Lack of visibility of work across business units Lack of data for efficient decision making Manual processes Multiple systems

9. What we set out to achieve • Implement a system to support workload, planning, scheduling, issuing, and tracking for work. • Provide a centralized asset registry (Nameplate information , maintenance information). • Track costs at an asset level to enable repair and replacement decisions. • Have one work management system. • Support the standardization of repeated business processes. • Make workflow between groups more visible. • Allow work to be prioritized within WAMS. • Provide information on where a job is in the pipeline. • Provide metrics on work and assets. • Support annual and quarterly workload planning for operations groups.

10. Our Journey

11. Program highlights • Transmission, Distribution and Customer Service • Over 400 users • Continual enhancements to the system • Planning for Phase II • Maximo replacement • Power Production, Substations, Communications, Relays and Facilities • Total of over 700 users Support Phase I Phase II Phase I Version 1.9.0.1.2 Version 1.9.0.3 Version 1.9.0.4.4 Go-Live: Jun 2011 Go-Live : Apr 2013 Team • Multiple partners – SCL, Oracle and Infosys Impact • Utility wide, varied business processes impact • Very Large IT Project at SCL Result • Based for further improvements • Foundation for Seattle City Light’s Smart Grid Journey

12. Solution highlights – what we achieved (typical Use cases) Key Functionalities Improved Business Processes Data Structures Process Standardization • Single Plant. Implementation. • Pilot Inventory implementation • Interface with Document Management system • Seamless scheduling of work across different crews • Work visibility across the utility • Enables data capture for metrics measurement and tracking • Costs against Assets aids maintain versus replace decision • Centralized Asset registry • Single Work Management system across Business Units • Similar Asset hierarchy and Business processes within and across Business Units where practical. • Standardization of work structures using CU and Benchmark WO (template WO) • Repeatable process helps data capture and reduces the learning curve

13. The interactions that enable single point data entry as much as possible

14. Major business benefits achieved at SCL Better Customer Service Tool to compliment long term Asset Management strategy and policies Standardization leading to a reduced learning curve and better analytics Data collection for justification and planning Enables inventory management principles to be implemented Foundation for many more improvements and system replacements at SCL

15. And some Tangible benefits measured * #s are based on relevant WO types only ** Slight increase after phase II go-live

16. Challenges, Learning and Critical Success Factors

17. Key challenges – Choices we had to make along the way • Business Process • Single plant or multiple plant • Detail versus requisite level of Asset definition • Asset Management principles – automate versus manual • Change management • Core team selection – business process knowledge versus project process knowledge • Project Management • Scope Management versus business needs • Technical • Tug-of-war between Customize / Extend versus Baseline WAM functionalities • Data Conversion – automate or enter manually, what to convert and what not to • Interface – SOA versus point to point

18. Key Learning Success relied on close relationship & involvement from SCL, Oracle, and Infosys • STANDARDIZE Business Processes but allowed for VARIABILITY across Units • INVOLVE: Key SMEs knowledgeable about the process early in the project and have a consistent team • CONTAIN scope • Reports (minimal build and use actual knowledge post go-live to enhance and • Conversions (look at complexity to decide on automation or manual) • DEFINE Asset Standards and Naming Conventions before you begin a system implementation. • COMMUNICATE : being an system impacting operations communicate widely, frequently and repeatedly especially as you get closer to go-live • Steering committee and the organization committed to continually ENHANCE business processes and system after go-live. (GO-Live is a START and not THE END)

19. What worked well • Met regularly (twice a month) • Commitment • Functional Lead • Project Manager • Infosys and Oracle Leads • Consistent team • Great partnership between SCL, Oracle and Infosys • Pre-defined and well communicated go-live date Functional Steering Committee Knowledgeable Leads Cohesive team Defined Target • Single minded focus of target • Scope Management at its best • Strong user groups to keep WAM going for a long long time.. Prioritization Secure Future Use

20. Where do we go from here?

21. What is still a work in progress • Similar Asset hierarchy and Business processes within and across Business Units where feasible. • Asset Standards and naming conventions • KPI – Visualize and implement • User adoption is work in process • Increase usage of inherent functionalities • Closing of WOs (the Last mile)

22. Next steps, what does WAM lead to Scheduling and prioritization of work Analyze and compare Estimate versus Actual Mobile work force management – view and enter data in the field using variety of devices Continue managing inventory and power production locations and build robust processes for a future migration of inventory to WAM Continue refinement of processes for a better utility of tomorrow

23. What are people at SCL saying “We now have greater visibility for our work orders“ – Engineers, Customer Service “I can see what's in the planning stage now” - Operations “I have a better way to track our new service connection requests” - Management “One work order system for all our business units, that's great” – Management “I have a better sense in when a customers job is complete so I know they are ready to bill” - Accounting Though we continue to hear “Do I have to?”

24. Questions? If you have any questions, please contact • Tracye Cantrell • Tracye.cantrell@seattle.gov • Balakrishna Rao • Balakrishna_raoa@infosys.com

25. Contact Infosys http://www.infosys.com/oracle-openworld http://www.twitter.com/InfosysOracle Hashtag - #InfosysAtOOW http://www.youtube.com/InfosysTechnologies http://www.facebook.com/Infosys http://linkedin.com/company/infosys http://www.slideshare.net/Infosys

26. Thank You

27. Appendix

28. 1. Implement a system to support workload, planning, scheduling, issuing and tracking for work. The system tracks work from start to finish.

29. 2. Provide a centralized asset registry. Yes – our assets are all in one place – Phase 1 and Phase 2 This is a pole example.

30. 2. Provide a centralized asset registry. Yes – our assets are all in one place – Phase 1 and Phase 2 This is a Generating Unit

31. 3. Track costs at an asset level to enable repair and replacement decisions. Yes – we can.

32. 4. Have one work management system. One system that all log into, yet it can be customized by users.

33. 5. Support the standardization of repeated business processes.4 Benchmarks represent a great way to do repeatable processes.

34. 6. Make workflow between groups more visible. Now we can see all the jobs ready for scheduling.

35. 7. Allow work to be prioritized within WAMS. High-priority work gets a “99,” placing it at the head of the queue.

36. 8. Provide information of where a job is in the pipeline. We can see which design jobs are ready for approval.

37. 9. Provide metrics on work and assets. Understanding our estimates and actuals improves efficiency.

38. 10. Support annual and quarterly workload planning. You can see estimated hours for a specific crew and period.