Best Practices in CIS Implementation. TECO s CRB Implementation

Transcription

1 Best Practices in CIS Implementation TECO s CRB Implementation Katie Guice, Director, Customer Solutions & Strategic Projects Tampa Electric & Peoples Gas System 1

2 TECO Energy: An Emera Company Energy-related company, founded in 1899, HQ in Tampa, FL Tampa Electric Vertically integrated regulated electric utility (Generation, Transmission, Distribution) Supplying the Tampa Bay area with electricity since 1899 Number of customers 725,000 Largest LDC gas utility in Florida Peoples Gas Providing Florida residents and businesses with natural gas products and services since 1895 Number of customers 365,000

3 CRM Project Overview 24 month project to replace 2 legacy mainframe customer billing ecosystems for Peoples Gas and Tampa Electric Strategic drivers: Reduce risk of legacy system obsolescence and reliance on key individuals Modernize with platform to meet new business needs (e.g. AMI) Standardize operations (between TEC and PGS) to gain efficiencies Improve customer experience through new web/mobile interactions Project extended twice in 3 month increments. Go live Jan 4, 2017 Tip Strategic priorities can conflict with each other and change over time Check in with executive team for their support of the impact of decisions 3

4 Project Schedule - Phases and Timeline Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Prep Blueprint (Workshops) Blueprint (Specs) Realization (Build) Realization (Test) Final Preparation Go-Live Support Emera Acquisition - Announcement Emera Acquisition - Complete Previous Go-Live Go-Live 24 mo. Business Readiness

5 Wide Wingspan of Integration >60 Systems Challenge: Coordinate external vendors Procurement, IT Project Management All parties need deep understanding of solution architecture, data model, process changes Tip Health check on your interfaced systems. Several aged systems weren t up for the task resulting in spin off projects.

6 Solution Readiness Test, Test, and Test Again Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Prep Blueprint (Workshops) Blueprint (Specs) Realization (Build) Realization (Test) Final Preparation Go-Live Support Full Volume Data Loads & Data Reconciliation (8) Integration Test Cycles (4) Parallel Test Cycles (5) Go-Live Dress Rehearsals Go-Live

7 Business Readiness: Multi-faceted; Hands On Practice August September October November December January Solution Readiness (Integration & Parallel Testing) Deep Dives Curtailment, Catch up Practice Experience Labs (Front/ Back Office) Training Content Development End User Training Training Sup. Call Cntr Training Business Readiness Reviews by Department Hypercare 3+mo. Department Specific Practice Sessions Prepare more Super Users they will save you! Go-Live

8 Business Readiness Ownership is Key, Top Down Driven Self Assessment Category FI-CA & Tax Regulatory Process: Do we understand the process changes? People: Are we ready for new roles and responsibilities? Elec Field Ops Dist Eng & Ops Dist Restoration Gas Field Ops Elec Meter Ops Contact Center B&I Credit & Collections Lighting KAM & Energy Audit EMS New Const Zap Cap TPI Energy Planner Gas Transport Billing 3 months for improved sense of readiness Technology: Do we know how to use systems? Organization: Are we structured appropriately? Cutover/ Curtailment: Do we understand transition activities? Other Concerns N/A N/A 1 2 N/A 1 2 Gas Ops Elec Field Dist Eng & Dist Elec Meter Contact Credit & KAM & Energy Gas Category FI-CA & Tax Regulatory (Field & B&I Lighting EMS New Const Zap Cap TPI Billing Ops Ops Restoration Ops Center Collections Energy Audit Planner Transport Meter) Process: Do we understand the process changes? September 2016 People: Are we ready for new roles and responsibilities? Technology: Do we know how to use systems? Organization: Are we structured appropriately? Cutover/ Curtailment: Do we understand transition activities? Other Concerns N/A N/A 3 4 December 2016

9 Customer Readiness Identify impacts and proactively communicate 5 Visits FPSC Radio Understand impacts to your customers assess changes to mitigate impact Newspaper & Editorial Board Mail, , Bill Onserts Ambassadors; Key Accounts Internal Stakeholders Prepare to address customer issues that come up after go-live. Quickly analyze issues and generate s, letters, outbound call campaigns.

10 Preparation for Go-Live: Expect a bumpy ride, Stabilization for months January February March April All Functions Productivity Dip Solution Defects & Process Execution Errors Vendor Integration Issues Data Corrections Tip Productivity Dip Capital Projects Increased Customer Complaints ASA, Process Changes, Productivity Customer Service Increased Calls - (New Bill, CSSP) Process Communications Resource Challenges - Attrition Activate Dunning Training Refreshers Increased Calls - Dunning (Reconnects) Billing Finance Increased Exceptions Conversion Data & Initial SAP Billings Data Adjustments On-Going Account Updates Increased Unbilled Delayed Billing & Exceptions Month-End & Quarter End Closing Impacts

11 Support Readiness Know your IT and Business Support team and have them engaged on the project New roles, people delivering new value prepare for HR/org changes Be mindful of over-reliance on consultants Hypercare period should be 3-6 months Heavy load to support production issues and be responsive, and show improvements. Have capital projects after go live to ready to keep skills, knowledge and experience available.

12 Align Interests with your System Integrator(s) Functional Solution Expertise Business Knowledge Customer Experience Process Exceptions Incidents Complex integration means you can t have some teams working independently Align expectations between integrators to avoid resource gaps Align on business success metrics and build them into the contract The goal is not a successful implementation, it is successfully being able to run the business after the implementation

13 Post Go-Live Metrics gauge Business and System Health Tip Manage expectations and remind executives: measure of success is keeping the business running Tip Incentivize SI to align with your measures of success Service Levels, Exceptions, Defect resolution, etc. (T) Target Metric (A) Actual Metric

14 Key Customer Experience Metrics Staffing and Service Levels % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% CSP Staffing Contractor Staffing OT Equivalent SL 80/30 SL 80/120 14

15 Customer Experience Center Metrics Agent Calls AHT steadily declining, SL better than prior years 0:11:31 0:10:05 0:08:38 0:07:12 0:05:46 0:04:19 0:02:53 0:01:26 0:00:00 0:09:56 89% 89% 90% 85% 86% 87% 84% 82% 84% 81% 0:08:33 72% 0:07:49 0:07:46 0:07:24 0:07:21 0:07:21 0:07:06 0:07:05 67% 0:06:47 0:06:39 0:06:49 0:06:55 0:06:29 0:06:36 0:05:52 0:05:31 0:04:30 0:03:12 0:03:17 0:01:26 0:00:55 0:00:53 0:00:53 0:00:56 0:01:05 0:01:05 0:01:18 0:00:46 0:00: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% AHT ASA SL 80/30 SL 80/

16 Online Portal Users Steady growth at over 40% of customers within first year Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Total Registered Users 16

17 Top Lessons Learned 1. Take the pain early (before go live) Extend the go live date if you re not ready; Go live in low call volume season Prepare the team, they will produce. Keep the pressure on during the project. The harder it is during the project, the easier it will be post go live. Pace yourself for a marathon; Build the team as you go 2. Mindset: Top Priority assigned from Top Down, Quality First, Know your strategic drivers; Insist on dedicated A team, If it doesn t hurt, you re not doing it right. 3. Solution Readiness 4 ITCs, 5 Parallels, 5 Mock data loads; Full Dress Rehearsal(s); Data Catch Up practice; data conversion reconciliation; Integration discussions early across the business and vendors. Pencils down T-3 months. 4. Customer Readiness Know where they re impacted and proactively communicate

18 Top Lessons Learned 5. Business Readiness Ownership is key, engagement required. Hands on practice sessions after end user training. Tears are a sign of readiness. Insist on project participation from all areas impact. 6. Support Readiness - Start with the end in mind of who will support and what they ll need to be successful; Plan for capital projects in stabilization to deliver needed improvements. 7. Ramp up staff to manage project, then the transition - supplement your front and back office, IT support 8. Align goals with your System Integrator with contractual enforcement, SI have overarching responsibilities with skin in game 9. Keep your regulators in the know 10. Super users will save you form this group early and source with business

19 Thank You Katie Guice, Director, Customer Solutions & Strategic Projects Tampa Electric & Peoples Gas E: P: (813)

20 Sandra Broughton and Cindi Reyes Southern Co GAS Utilities Consolidation 20