How to Implement SAP AMI

A collaboration of:

How to Successfully Implement SAP AMI

Annemarie Groenewald

City Of Cape Town

The Cape Town Journey

Project AMI Background

SAP AMI Implementation

Success Factors

Project Closure

Key points to Take Home

Questions

What Ill Cover

Cape Town South Africa

Significant Political Events in South Africa during the

past decades have changed City administration. Pre- 1994: South Africa internationally isolated and

communities segregated on racial grounds.

Cape Town administered by 64 local municipalities. April 1994: first democratic election and government of national

unity established.

3-Tier government structure: National, Provincial and Local Government Consolidation of Local Authorities.

December 2000: Restructuring Local Government cont: Mergers of 7 previous autonomous Municipalities into a

single Metropolitan Uni-City for Cape Town.

TODAY: Population: 3.7 million Share of National GDP: 15.9 % Share of Provincial GDP: 82 % Area: 2461 km2 Rateable Properties: 933 608 Employees: 23 579 City of Cape Town annual budget 2013/14: Operating: R26 billion ($3 491 103 548.86) Capital: R 5.45 billion ($731 789 013.13)

The City of Cape Town was established in 2000

City of Cape Town Achievements Winner of the Computer World Honors 21st Century Achievers Award as the Best IT

Project in Government and Non Profit Organization Washington DC June 2004.

The City received an Impact Award for Innovation in the Public Sector at the AFSUG 2010 conference for the C3 Notification system - an internal process that is used to

record, track and report complaints and requests from residents and ratepayers

Cape Town maintains clean financial record - 9th consecutive unqualified audit opinion from the Auditor-General of South Africa (2011/2012 Annual Report)

City receives highest municipality credit rating from Moody's International (2013)

Special Achievement in GIS (SAG) award at the 2013 ESRI International User Conference whereby they recognized outstanding work with GIS technology

ECC6 and

IS-U/CCS

FI Financial Accounting

CO Controlling

AM Fixed Assets Mgmt

WF Workflow

IS Industry Solutions

MM Materials Mgmt.

HR Human Resources

SD Sales & Distribution

PM Plant Maintenance

GIS AM/FM

Work Clearance*

CAD

Field Service Support

PS Project System

PP Production Planning

QM Quality Management

EDI

SCADA*

SM Service Mgmt

IS-U / FERC

IS-RE

IS-U/ CCS

- Financial Accounting

- Management Accounting

- Asset Management

- Procurement &

Inventory Management

- Project Accounting

- Billing to sundry debtors

- Real Estate

Management

- Industry Solution for Utilities

- Customer Care & Revenue

Management

- Human Resources &

Payroll

- Plant Maintenance

ERP Programme largest SAP implementation in Local Government in the world

SAP ECC6 & ISU Foot Print - 2003

SAP Fact Sheet

420 end-to-end Business Processes

Cost: R354mil (2001-2003)

Single Instance

10 000 Users

> 500 SAP Sites City Wide

3,2 mil ISU contracts

1,2 mil consolidated invoices per month

ERP Programme largest SAP implementation in Local Government in the world

SAP ECC6 & ISU Foot Print - 2003

SSM

1

6

4.7 Upgrade Benefit

Realisation ERP6 Upgrade

CRM

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Corporate

Performance

Management

Business

Warehouse Flexible

RE

ESS

E-Leave

MSS

AMI

PSRM

BObj

The SAP Journey: 2002-2013

LUM

ITSM

Citizen Portal

SAP Production System Landscape

Solution Manager

SAP ECC6

Public Sector Records Mng

Business Warehouse

Internal Portal

Business Objects

Citizen Portal (eExternal Services)

TREX / MAXDB

Content S

MAXDB

Custom Relationship

Mng

e-Recruitment

Strategy Management City of Cape

Town External Portal

ISIS

Integration Hub

Mobile Assets for Utilities

SAP GRC

Supplier Relationship

Mng

Business Planning &

Consolidation

Database

Slide 12

Oracle 11 Netweaver Stack 7.3 EHP5 (Upgrade in November to EHP7) BW 7.3 (Upgrade in November to 7.4) ECC6 - 22 Terrabyte BW - 5 Terrabyte 11 Production systems Overall 100 systems eg DEV, QA, Training

Project AMI Background

Slide 13

Maximise the current investment in Smart Meters Efficiently manage energy usage and cost by providing commercial and industrial consumers with relevant

and accurate information timeously

Comply with the legal requirements, access to information requirements, as well as the requirements

specified by SANS 474: Code of practice for electricity

metering, as prescribed by NERSA.

Slide 14

Phase 1: Standard functionality and enhancements Device processes installation, removal, creation New Connections Move-in/out Meter Reading processes

Phase 2: New functionality AMI Event Management AMI Monitoring EASIM (Rate comparison) Portal Integration Device Location information

SAP AMI Implementation

CCT High level Landscape

E-Services Portal

IS-U

PSRM

BRF+ SAP Netweaver

E-Services Custom Built Link

IS-U Outbound Integration

IS-U Inbound Integration

Event Management Inbound Integration

Event Management Outbound Integration

PSRM Inbound Integration

Meter Events

Meter

Meter Commands

Meter Responses Meter

Meter Event Filters

Consumption Graph

Illustrations

Meter Data and Consumption

Meter Responses Meter Events

Meter Commands

SAP Environment MDUS Environment AMI Environment

SAP AMI Benefits Establishment of two way communication of the meter and SAP and free flow of

information

More reliable communication through AMI and SAP Automation of the entire meter reading process without any manual intervention. Provide commercial and industrial consumers relevant and accurate information timeously,

regarding electricity costs and usage, in order for them to efficiently manage energy usage

and cost

Automate time-consuming and expensive manual tasks such as disconnecting / reconnecting a meter, uploading profile data from a meter and uploading discrete meter

readings

Read meters remotely thus eliminating issues of premise access, travel time, incorrect readings

Offer billing services based on actual consumption data and meter reading Connect real-time consumption data to electronic customer self-services More effectively identify faults and rapidly restore service on the basis of real-time

readings

Improve the service delivery for City of Cape Town Energy consumers

Scope mgmt Proof of Concept approach worked well Having processes defined as input into Blueprint

worked well

Initial assessment/alignment workshops between SAP and business worked well

Scope changes were well managed and agreed

Quality

AMI Solution Architect was involved onsite and remotely for support and QA

Great commitment by all team members and stakeholders

Constructive attitude to conflict

Timeline, execution

Start date was delayed by 2 months Project activities/processes were always ahead

of the next milestone

Testing involved ESC teams (regression) Solution Manager could not be used due to City-

internal constraints

Project went live one month ahead of schedule!

AMI Project Scorecard Planning, Governance

Project plan included 3rd party activities Signoff processes worked well Due to shortened timeline, only one steering

committee meeting was held

Document development and review process work well

Resources,

Stakeholders Central location at ESC together with business,

SAP, MDUS, PI worked well

Team was away from day-to-day activities Improvement areas: additional knowledge transfer

to ESC and business team

Decision makers and implementers worked well together

Budget

Original approved SAP budget was tight and had to be extended

MDUS worked as part of tender

Risks

Risk assessment was part of Project Preparation and then included in ongoing

governance, reporting and communication

Communication

Updates happened as part of status meetings and informal discussions

Procurement

City procurement processes delayed start date

Data Serial numbers had to be standardised - impact is

on procurement of devices (MM)

Serial number conversion became part of cutover AMI uncovered unknown manual interventions

Support

ESC support team received knowledge transfer early on

Support team was involved in document reviews, testing and cutover

Assisted users on the live system during go-live

End user training

Overview and subsequent one-on-ones worked well

Doing training in their environment worked well No specific tools used MDUS online help provided Train closer to go-live

AMI Functional and Data Scorecard

Testing Test landscape management was complex in

order to include 3rd party system (MDUS)

Functional Sign Off must be extended to additional stakeholders

Resources,

users Users could have been brought in earlier, even to

verify processes or design

Project manager with functional background in IS-U worked really well

ESC support team received knowledge transfer

Infrastructure Various elements had to be considered and

managed early identification of action items was crucial:

Network Firewall Telecommunications Service provider issues MDUS SAP... Disaster Recovery

Authorisations Technical roles (PI was new) were more

complex than business roles

Business users tested with their real profiles

Development Manual meter reading entry for AMI devices had to

be created

For integration, standard Enterprise Services were used

Configuration AMI was setup from scratch Device management had to be enhanced (and

then tested to compatibility/regression)

Project Closure

Established platform for future phases (EDM)

Good acceptance by the users

ESC self-sufficient with support for the solution

Delivery/overall satisfaction rated as 9 out of 10

2412 AMI devices live

Found and resolved some issues with previous processes/readings

Very few functional queries, no solution issues

Overall

satisfaction

with delivery

Live operations

Objectives achieved:

Manual process automated (bi-directional communication with meters) reduced workload for Validations and Master Data departments (moving in/out, device installation/removal)

Automated creation of Service Notifications for Meter Events

Electronic Storage of Electricity documentation on PSRM

Implementation of Customer-facing Portal with Integration

Value delivery

Key Points to Take Home 1. Business involvement and ownership:

Constructive scope discussions and attitude towards conflict

Project team co-location: ESC team, business, MDUS, PI, SAP and support all sitting close together. Most team members allocated full time

Decision Makers and Implementers worked closely together, clarified/standardized

2. Scope Crimp instead of Scope Creep If it is not in scope it is out

New requirements moved to Phase 2/ Roadmap

3. Project Planning and Execution: Planning happened ahead of team mobilisation

Execution/governance was always ahead of milestones - pre-empting next steps

Bottom line: Project Success Factors have not changed over the years.

If a project is set up for success, managed with appropriate governance

and with joint commitment to one goal it will be a success.

Questions

Slide 22

A collaboration of:

Annemarie Groenewald City of Cape Town

[email protected]