Post on 12-Jan-2015
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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 I’ll 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
annemarie.groenewald@capetown.gov.za