Winner: APS Arizona Public Service Electric Company Denise Hutchinson, Manager of Organizational Change Management Best CIS Implementation
Winner: APSArizona Public Service Electric CompanyDenise Hutchinson, Manager of Organizational
Change Management
Best CIS Implementation
Agenda• Project foundation and timeline• Structure and cadence• Communication and training strategies• Testing• Go-live
– Readiness– Success– Benefits
• Key takeaways• Management team introductions• Q&A
Competitive set and disintermediation –
solar, energy storage and home energy
management solutions
Changing customer base
Technology and innovation – mobile
and online
Flexible billing and service
delivery platforms
Foundation for the Future
5
Jan
2015 2016
Apr Jan
Mock Go Live
Feb
2017
March
Go-Live
Apr
2015 Success
Design
Build (began ahead of schedule)
2016 Success
Build
Test
Train
2017 Success
Mocks
Go-live
Stabilization
DevelopmentDesign Testing Post Go Live Support
Training
CiNERGY Timeline
6Proprietary & Confidential 6
Change the PROCESS NOT the PRODUCT
Scope management is a team responsibility
Customer FIRST
One team, common goals
Increase business value by integratingCINERGY with Enterprise-wide programs
Guiding Principles
77COMPANY CONFIDENTIAL
CONTROL, TRACKING & REPORTINGProgram Management
STRATEGIC VISION & LEADERSHIPProgram Sponsorship/Steering Committee
EXECUTION
Project Management/Work Streams
Independent Oversight
Business Stakeholders
External Stakeholders
Program Governance Structure
Awesome TEAM
• Weekly meeting cadence
• Monthly report cadence
• Monthly meeting cadence:
Strict Adherence to Cadence
• Videos
• Newsletters
• Postcards
• CiNERGY SharePoint
• Stakeholder Meetings
• Roadshows
• Change Champions
12
Communications
Gamification App
15
• Bite-sized learning repeated over time
• Less than 1 minute per question
• Earn coins for prizes
Testing
System TestSystem
Integration TestUser Acceptance
Test
Performance Test
• Executed over 1500 core system test cases in UAT
• Business testers were key!
– 10 from back office
– 9 from call center
• Supplemental business experts periodically forother key areas
• Testing automation played a big role Go-Live! March 5, 2017
Cutover Activities
17
Go-Live Readiness• Full legacy data converted prior to System Test
(1.2 million accounts)
– Early identification of defects
– Defect resolution prior to UAT
• Practice, practice, practice
– Data conversion (40 times)
– Mock drills
– Full dress rehearsal (including stakeholders)
• 70-114 hours proficiency practiceCall Center, Billing, Credit & Collections
– 15-20% decrease in transaction processing time for core transactions
Go-Live Success• Floor walkers in Call Centers, Billing and
other key areas
– Needs reduced significantly after Week 3
• Call Center
– Overtime eliminated after Week 3
– Week 6
• Call center meeting service level
• ASA decreased 326 seconds
• AHT decreased 74 seconds
Benefits Realized• Reduction of risk:
– Retired obsolete 25 yr. old system w/many points of failure and excessive manual interventions
– Implemented industry leading system that provides wider pool of skilled resources
• Cost and time savings:
– Reduced cost and time of projects and system enhancements
– New rates flawlessly implemented only five months after go-live
• Savings of $1.8M and five months
Key Takeaways• Governance model & leadership structure
• Solution review board governance for customizations
• Strong partnership with all stakeholders
• Safe environment to challenge status quo
• “Best and brightest” collaborative team
• Strong project branding and communication
• Proficiency practice vital for key end-users