© 2011 autodesk autodesk® utility design (aud): effective change management at southern california...
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© 2011 Autodesk
Autodesk® Utility Design (AUD): Effective Change Management at Southern California EdisonDebra BrooksProject Manager
Cole Smith Technical Specialist
© 2011 Autodesk
Class Summary
This class will take you through the challenges and opportunities of change management from a utility perspective, including a discussion of SCE’s:
Technical solution which integrates SAP and Bolt-On applications Process to leverage AUD as the center of the graphical designing and engineering Challenges faced when creating significant culture change
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Learning Objectives
At the end of this class, you will be able to:
Understand SCE’s approach to change management Engage key personnel with the correct activities Identify areas where technology impacts organizational culture Apply lessons learned from SCE's AUD Implementation
© 2011 Autodesk
Southern California Edison
Delivering Service Takes
16 utility interconnections
4,990 transmission and distribution circuits
365 transmission and distribution crews
Over 15,500 TDBU employees
One of the Largest U.S. Electric Utilities
180 cities in 50,000 square-miles of service territory
Nearly 14 Million People Served
Renewable energy Met 19.4% of our Customers’ Energy Needs in 2010
3,000,000+ smart meters installed as of September 2011
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Full-Screen Layout Image Size (1,920 x 1,000 pixels)
A Tale of Two Electric Companies
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Work Orders
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Design
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Scheduling
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Work
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Other Business Drivers
Customer Expectations
Smart ConnectEIX Capital Projects
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Ok – we need to change….but how?
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Key Factors to Drive Successful Change
Articulate the case for change throughout all levels of the organization
Establish a clear vision, and always maintain alignment
Utilize process mapping to identify change impacts: As-Is/To-Be
Engage the stakeholders and end users early on and frequently
Manage scope and align expectations
Communication, Communication, Communication! Drive down communication to all levels Communication the right level of information to the right target audience
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Driving Change - High Level Approach
•Define major impacts•Validate impacts with business areas
•Identify potential options•Identify pros and cons•Validate options with business areas
Blueprint Realization
•Propose Option•Review and approve with business
•Interfaces & Systems•Business process changes•Testing and training
•Process & Technical Mapping & validate with business
Define End-State Vision
Identify business impacts
Identify options for each business area
ProposeOptions
Execute Deliverables
The solution was arrived at using input from:•Key Operational Areas
• Distribution• Transmission• Substations• Finance• Supply Chain
•BP&TI•Executive Leadership
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Vision: IPSEC Work Management Model
I P S E C
1. Initiate
2. Plan
3. Schedule
4. Execute
5. Close
1. Initiate Actions to document the need to perform work Customer Service, Design Manager, SAP2. Plan Actions to establish accounting, resources and work instructionsDesign Manager, Autodesk Utility Design3. Schedule Committing resources to perform required workClick Schedule4. Execute Perform work and report completionMobile Field Tool5. Close Actions to update status, asset and equipment records and finalize accountingSAP
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End State Vision – System & Process Alignment
Initiate Plan Schedule CloseExecute
eMobile
SAPSCE’sDM
OrderCUDesign
SCE’sDM
CSSSAP
Internal / External CustomersOptimize
d Schedulin
g Software
Mobile Ruggedized Notebooks
Integrated Design Process Close &
Feedback
S A P
GIS
ClickSoft eMobile SAP
AUD
CMS
In-Flight
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End State Vision: Technical Architecture
SCE’s DM
Scheduling/Forecast
Customer Service System
Fixed Asset Accounting
AUD
Bolt-On Systems
WorkMgmt
Supplier,Services
Mgmt
FinanceProject
Systems
ReportingBI
MaterialsMgmt
Payroll /HR
Portal
SAP
Total of 16
Different (non-SAP)
Systems
SAP is now at the core of our operations
Through our ERP Blue Print, SAP integrates with our Bolt-On Systems to create end-to-end solutions
Finance Mapping
TelecommMobile
Field Tool
Outage Mgmt
System
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A Phased Business Engagement ApproachUser Experience will provide an opportunity to strategically transfer solution knowledge to the Business during the various stages of the project
ERP Project Team
BusinessPartners &Business
Line Advisors
BusinessLine Key
Employees
Business Line SuperUsers
Solution Exposure
Blueprint Build & Realization Deployment & Go-Live
BusinessLine
Employees
Solution Understanding/Ownership
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Stakeholder Roles & Responsibilities
Business Area
Business Director
Business Advisor
ERP Team Member
Business Partner
Super User
Distribution Construction & Maintenance
Communicate key messages and issues
Provide business knowledge, insight, and influence to assure User Engagement is successful
Assure the business has early engagement and ownership of the new systems
Key representative from DC&M with the knowledge and skills to support the testing, training, and implementation
Core group of employees across TDBU. Will be fully functional and prepared to conduct our day-to-day business
Distribution Construction & Maintenance
Thomas Edison Nick Tesla Henry Ford John Delorean John Smith…
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GDT Project Vision & Objectives
VisionDeliver an integrated design solution across Transmission, Distribution & Substation by combining asset and compatible unit information with tabular and graphical design capabilities
Objectives & Benefits• Improve planner productivity through engineering automation • Enable material and crew efficiencies through standardized work order
designs• Minimize re-mapping efforts during work order reconciliation (e.g. quicker
reflection of as-built information on the FIMs)• Link engineering and construction standards to the design process,
improving consistency and accuracy in design• Long term architecture to include a comprehensive GIS
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AUD - Project Timeline
2007 2008 2009 2010
April 2007: Contract Awarded
to Autodesk
April 2007: Contract Awarded
to Autodesk
April – Sept 2007: Requirements
Gathering
April – Sept 2007: Requirements
Gathering
Sep 2008 – Dec 2010:
TestingSep 2008 – Dec 2010:
Testing
June - Dec 2011: Development and Implementation of
U.I. Project
June - Dec 2011: Development and Implementation of
U.I. Project
Jan 2009: Deployment to
Distribution
Jan 2009: Deployment to
Distribution
Oct 2007 –
Nov 2010: Development
Oct 2007 –
Nov 2010: Development
Nov 2010:
Deployment to Transmission
Nov 2010:
Deployment to Transmission
May 2010:
Integration with SAP
May 2010:
Integration with SAP
20122011
2012 and beyond: Continuous
Improvements
2012 and beyond: Continuous
Improvements
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Process Blueprinting: To-Be
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Impact Assessment
High - Use new transaction; extensive training required; critical activity; significant down-stream impact to workforce.
Medium – Viewing new transaction; medium training required; moderate downstream impact; involves a moderate number of employees.
Low – Optimizing capabilities; minimal training; few employees impacted; non-critical transaction.
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Change Impacts of AUD
From/To Impact Benefits/Change Impacts
1. Visio / AUD will be standard product for work order designs
H
Adherence to design standards /Planners/Designers will be required to utilize DM / AUD for all designs. AUD will have automated material capabilities via design.
2. Excel / AUD engineering approved functionality H
Consistent calculations / AUD Integrates engineering capabilities (voltage drop, wind loading and cable pulling) with a CAD based system design.
3. DPIS/Design Manager (DM) HDM will allow search/retrieve data, equipment records, TLM and structures. Does not exclude access to Google Earth for additional information.
4. Inability to / Ability to import Customer drawings and FIM
HLess time creating maps. FIM drawings filed centrally and auto converted for quicker FIM updates from actual construction.
H
H
H
H
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The Future of One Electric Company
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Demand Driven
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Work Orders
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Design
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Scheduling
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Some Things Do Not Change
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Lesson Learned
You really don’t know your business processes until you go through the pain and effort of mapping
T&D is a complex set of businesses that requires a complex technology solution Strong leadership is necessary to drive the solution home:
Early, frequent, and intense engagement at all levels Highly targeted readiness and communications efforts
Phase implementation of technology, process changes, or both Establish clear utilization expectations & continue to sustain change post
stabilization Identify metrics early on and ensure supporting data will be available Acknowledge that productivity dips are a natural part of the process
Culture change is much more difficult than technical change
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Questions?
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Autodesk, AutoCAD* [*if/when mentioned in the pertinent material, followed by an alphabetical list of all other trademarks mentioned in the material] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2011 Autodesk, Inc. All rights reserved.