Information Technology Strategic Plan · 2018-10-23 · WSSC 2-Year Information Technology Strategic Plan 4 1.2 WSSC Mission Statement WSSC is entrusted, by the community, to provide

WSSC 2-YEAR

Information Technology Strategic Plan

Table of Contents

Executive Summary ........................................................................................................................ 1

1 Introduction ............................................................................................................................ 2

1.1 About WSSC ...................................................................................................................... 2

1.1.1 World Class Service and Culture ........................................................................................ 2

1.1.2 Top Water Utility Challenges ............................................................................................. 3

1.2 WSSC Mission Statement ................................................................................................. 4

1.3 WSSC IT Mission Statement ............................................................................................. 4

1.4 WSSC Vision Statement .................................................................................................... 4

1.5 WSSC IT Vision Statement ............................................................................................... 4

2. Technology Strategy Process .................................................................................................. 5

2.1 Strategic Planning and Management Overview ............................................................. 5

3 Strategy Planning and Management ...................................................................................... 6

3.1 Step 1: Develop the Technology Strategy ....................................................................... 6

3.2 Step 2: Translate the Strategy ......................................................................................... 8

3.2.1 IT Department Goals and Objectives ................................................................................. 8

3.3 Step 3: Plan Operations ................................................................................................. 10

3.3.1 Major Technology Strategic Initiatives Overview .......................................................... 10

3.3.2 Project Cornerstone .......................................................................................................... 11

3.3.3 Retiree Payroll ................................................................................................................... 16

3.3.4 Procure to Pay ................................................................................................................... 17

3.3.5 Enterprise Content Management ..................................................................................... 18

3.3.6 Laboratory Information Management System (LMS) .................................................... 20

3.3.7 Project Prioritization Methodology .................................................................................... 23

3.3.8 WSSC 2-Year Roadmap ....................................................................................................... 25

3.3.9 Improving Communications .................................................................................................. 27

3.3.10 Innovation ............................................................................................................................ 29

3.4 Step 4: Execute Processes and Initiatives .................................................................... 31

3.4.1 Program Management ...................................................................................................... 31

3.4.2 Personnel ........................................................................................................................... 34

3.5 Step 5: Monitor and Learn ............................................................................................. 35

3.5.1 Initiative Metrics ............................................................................................................... 36

3.6 Step 6: Test and Adapt Strategy .................................................................................... 39

4 Conclusion ............................................................................................................................. 41

4.1 Implementing the Vision ............................................................................................... 41

4.2 Looking Ahead ............................................................................................................... 41

Appendix A: WSSC Strategic Priorities .............................................................................................. 44

Appendix B: Acronyms ..................................................................................................................... 45

WSSC 2-Year Information Technology Strategic Plan 1

Executive Summary

Washington Suburban Sanitary Commission (WSSC) 2-Year Information Technology Strategic Plan

is an approach to implementing the vision that helps make measurable advances to progress WSSC

towards key initiatives and strategic goals over a two-year time frame.

The WSSC 2-Year Information Technology Strategic plan aligns the Information Technology (IT)

Departmental Mission and Vision with the corporate goals and objectives and provides the

framework and roadmap for completing the transformation of the IT organization. Starting with

technology governance, this plan continues the WSSC technology focus on improving the

organization’s ability to quickly respond to changing business needs and leveraging advances in

technology while always ensuring safe and efficient water delivery and sewage treatment for WSSC

customers.

The information technology strategic planning team highlights the following within this document:

Technology Strategic Planning Process

Developing the Technology Strategy

Translating the Strategy

Technology Goals and Objectives

Major Technology Initiatives and Projects

Plan Operations - WSSC 2-Year Road Map

WSSC 2-Year Timeline - Project Implementation Schedule

In addition to achieving a long-term vision and future direction for WSSC, this framework outlines

the corresponding operational, governance, and technology targets used to align immediate goals

and initiatives within the WSSC strategic direction. This framework uses an iterative approach for

strategic planning, emphasizing the partnership between the IT Department and the business to

clearly identify, prioritize, develop and deploy robust solutions that achieve World-Class Service for

WSSC customers and embrace industry-proven development processes that create a World-Class

Culture for WSSC employees.


1 Introduction

Washington Suburban Sanitary Commission (WSSC) 2-Year Information Technology Strategic Plan

offers an innovative functional and actionable response to existing trends and illustrates the current

innovation and positive trajectory of WSSC Information Technology (IT) Department and the

vision for WSSC customers, employees and key stakeholders.

WSSC IT Department and support staff developed this Strategic Plan to provide WSSC with a two-

year roadmap for support, services and organizational development. This plan also provides WSSC

bi-county customers and stakeholders insight to WSSC digital strategy and business technology

focused efforts. In this fast-paced, ever-changing world, WSSC will update the plan as necessary

with input from the Commissioners, Executive Leadership Team, and staff.

The information technology strategic planning team developed this plan with broad involvement

and guidance from the WSSC stakeholders. Members of different departments from across the

company collaborated in a process that included invaluable interviews, conversations, a review of the

status of existing goals, objectives, and action items; the result of this work produced a refreshed

Strategic Plan.

1.1 About WSSC

The WSSC core business is to provide safe and reliable water and wastewater services to its

customers. Among the nation’s largest water and wastewater utilities, WSSC serves more than 1.8

million residents over roughly 1,000 square miles.

1.1.1 World Class Service and Culture

WSSC wants to solidify its current ranking among the top tier of the best-managed water and

wastewater utilities in the world. It pursues this excellence in an environment of evolving business

complexity, advancing technology, increasing stakeholder expectations, and tightening economics.

Delivering high-quality services requires more than pipes and pumps. In addition to physical

infrastructure, WSSC future performance will also depend on its ability to provide first-rate


customer service, operate a modern and efficient service delivery organization, secure and optimize

financial resources, employ a skilled workforce capable of delivering on future needs, and serve and

protect the region’s water resources.

The 21st-century business technology function is increasingly recognized as a strategic service and

support function. This requires deliberate forethought, ongoing investment, quality assurance, and

periodic renewal. Intelligently deployed technology-based systems, business processes and real-time

data offer WSSC unprecedented opportunities to improve and even innovate the way it manages the

business and serves its customers. Congruent with this vision, WSSC will exploit opportunities

where information technology can significantly contribute to the enterprise business effectiveness

and efficiency.

1.1.2 Top Water Utility Challenges

The Water Research Foundation inquiry on the future of the water industry produced a list of trends

to watch over the next 10-15 years. Interviews, surveys, and discussions validated the following list:

Uncertain Economy, Financial Instability

Mass/Social Media Explosion

Drought Potential, Decreased Availability/Adequacy of Water Resources

Increasing/Expanding Government Regulations

Condition of Water/Wastewater Infrastructure/Capital Needs

Efficiency Drivers, Resource Optimization

Shifting Water Demands/Scarcity (Per Capita Reduction)

Customer Service/Community Relations

Utility Security Lack of Public Appreciation for the Value of Water

Climate Change Uncertainty Funding for Capital Improvement Projects

Replacing a Retiring Workforce; Dynamic Talent Life-Cycle

Energy Usage/Cost

Expanding Technology Applications Service/Investment


1.2 WSSC Mission Statement

WSSC is entrusted, by the community, to provide safe and reliable water, life’s most precious

resource, and to return clean water to the environment, all in an ethical, sustainable, and financially

responsible manner.

1.3 WSSC IT Mission Statement

The WSSC IT Department focus is to lead technology efforts to support the strategic goals of

WSSC. IT will provide leadership, expertise, and resources in the ideation, development, and

deployment of innovative technologies and streamlined processes to improve efficiency, business

interaction and customer access to WSSC information and services.

1.4 WSSC Vision Statement

To be THE world-class water utility, where excellent products and services are always on tap.

1.5 WSSC IT Vision Statement

Under the direction of the WSSC 2-Year Information Technology Strategic Plan and guidance of the

General Manager, the IT Department will:

Rise to a position of absolute leadership among public utilities in the creative use and

application of technology and leverage this investment to improve customer service and

organizational performance dramatically.

Serve as a change agent to support the redefinition of business processes to more effectively

serve our customers.

Find innovative technology solutions to build a Smart Utility.


2. Technology Strategy Process

To craft the WSSC 2-Year Information Technology Strategic Plan, the information technology

strategic planning team relied on the following process as discussed in subsection 2.1 below.

2.1 Strategic Planning and Management Overview

Step 1: Develop the Technology Strategy

o Review important internal and external strategies and plans

o Engage internal stakeholders and use their feedback as a foundation for the WSSC 2-Year Information Technology Strategic Plan

o Develop a holistic strategy statement in sync with Technology and Business goals

Step 2: Translate the Strategy

o Translate strategy statement into specific objectives and initiatives for the WSSC 2-Year Information Technology Strategic Plan

o Use the strategy statement as a guide to map and prioritize the operational plans and resources needed to achieve the WSSC IT Department objectives

Step 3: Plan Operations

o Create spreadsheet of the ongoing Strategic Technology Initiatives and approved projects over the 2-Year Timeline

o Identify and evaluate metrics

Step 4: Execute Processes and Initiatives

o Implement Strategic Roadmap

Step 5: Monitor and Learn

o Collect key metrics

Step 6: Test and Adapt Strategy

o Evaluate outcomes, metrics and performance

o Validate the Strategy

o Refine and redefine critical metrics as needed


3 Strategy Planning and Management

The subsections that follow provide the details for the strategy planning and management steps

outlined in subsection 2.1 of this document, Strategic Planning and Management Overview.

3.1 Step 1: Develop the Technology Strategy

The 2-Year Information Technology Strategic Plan is the current iteration of the WSSC ongoing

improvement process. The Office of the Chief Information Officer (CIO) developed the strategy

within the context of the WSSC Mission and Vision statements and created an update to the

previous Information Technology Strategic Plan.

Individual and group consultations with WSSC staff, representing multiple levels from across WSSC,

provided the critical data necessary to develop the strategic plan. The team analyzed WSSC business

needs and then mapped them to the WSSC three technology goal types: People, Process, and Tools.

This process identified and prioritized opportunities where technology solutions could best help

address those needs.

This strategy supports the Major Technology Initiatives and Projects (detailed in subsequent sections

of this document) that apply solution approaches that are served and reinforced across WSSC

multiple Strategic Priorities. The WSSC 2-Year Information Technology Strategic Plan highlights

WSSC initiatives to improve overall business and technology functions. The table that begins on the

next page lists the business needs in terms of goal type, IT Technology Strategic Goal, and WSSC

Initiative.


Table 1: Business Needs

Goal Type WSSC

Strategic Priorities WSSC Initiative Need

People

Process

DELIVER EXCELLENT

CUSTOMER SERVICE Customer Relationships

Transform WSSC into a

customer-centric culture

People

Process

ENHANCE STAKEHOLDER

RELATIONSHIPS Communications Strategy

Develop and execute a

proactive communications

strategy

Process

People

INSPIRE EMPLOYEE

ENGAGEMENT Succession Planning

Implement a

comprehensive succession

planning program

Process INSPIRE EMPLOYEE

ENGAGEMENT Accountability

Integrate an Environment of

Accountability

People

Process

Tool

INSPIRE EMPLOYEE

ENGAGEMENT World-Class Culture

Streamline processes (IT

department and WSSC-

wide) to create a workplace

where employees work,

thrive and serve

Tool IMPROVE

INFRASTRUCTURE Buried Infrastructure

Refurbish aging buried

infrastructure

Process

Tool

IMPROVE

INFRASTRUCTURE Plant Infrastructure

Optimize plant

infrastructure

Process

Tool

IMPROVE

INFRASTRUCTURE Asset Management

Implement and integrate

asset management

practices

People

Process

Tool

ACHIEVE PROCESS

EXCELLENCE AND

FINANCIAL STABILITY

Process Optimization

Use new techniques to

optimize technology for

people, process, to improve

cost structure

Process

ACHIEVE PROCESS

EXCELLENCE AND

FINANCIAL STABILITY

Supply Chain Diversify and optimize

supply chain

Tool

Process

ACHIEVE PROCESS

EXCELLENCE AND

FINANCIAL STABILITY

Stable Rate Structure

Provide flexible, scalable

infrastructure to support

stability of costs to maintain

current rate structures.


3.2 Step 2: Translate the Strategy

The following Technology Goals and Objectives map directly to WSSC Technology Vision and

illustrates the IT Department approach, over the next two years, to these critical issues identified as

part of the strategic planning process. Moreover, these goals support the roadmap to fulfill the

WSSC strategic technology direction.

3.2.1 IT Department Goals and Objectives

The table that follows shows how to create objectives based on first bulleted item of the WSSC IT

Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC IT People Goal.

First Bulleted Item in WSSC IT Vision Statement: Rise to a position of absolute leadership

among public utilities in the creative use and application of technology and leverage this investment

to dramatically improve the customer service and organizational performance dramatically.

Table 2: Objectives Based on People Goal

People Goal: Further empower the IT department to perform its job effectively through the provision of training and team building activities that increase morale.

- DELIVER EXCELLENT CUSTOMER SERVICE - ENHANCE STAKEHOLDER RELATIONSHIPS - ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY

- ACHIEVE WORLD CLASS SERVICE AND CULTURE

Objective 1.1 Increase the percentage of IT employees that earn a rating of 4 (out of 5) or higher on annual performance reviews.

Objective 1.2 Increase the percentage of IT employees that rank WSSC as a great place to work in annual workplace survey.


The table that follows shows how to create objectives based on second bulleted item of the WSSC

IT Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC IT Process

Goal.

Second Bulleted Item in WSSC IT Vision Statement: Serve as a Change Agent to support

redefinition of business processes to more effectively serve our customers.

Table 3: Objectives Based on Process Goal

Process Goal: Partner with WSSC business units to innovate, resolve problems, enhance efficiency and improve performance through process improvement.

- DELIVER EXCELLENT CUSTOMER SERVICE

- ENHANCE STAKEHOLDER RELATIONSHIPS

- IMPROVE INFRASTRUCTURE

- ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY


Objective 2.1 Increase the percentage of departments that rate IT department highly in annual surveys.

Objective 2.2 Increase the number of new requests that include IT department in project initiation phase.

The table that appears on the next page shows how to create objectives based on third bulleted item

of the WSSC IT Vision Statement, as discussed in subsection 1.5 of this document, and the WSSC

IT Tools Goal.

Third Bulleted Item in WSSC IT Vision Statement: Find innovative technology solutions to

build a Smart Utility.


Table 4: Objectives Based on Tools Goal

Tools Goal: Partner with WSSC business units to use technology as an enabler in support of the delivery of water-related services to our customers.

- IMPROVE INFRASTRUCTURE

- ACHIEVE PROCESS EXCELLENCE AND FINANCIAL STABILITY


Objective 3.1

Increase the percentage of time WSSC’s technical infrastructure is available.

Improve availability of WSSC services -- Technical resources should be measured against the business purposes they serve not separate technical metrics.

Objective 3.2

Increase the percentage of tickets resolved during first contact by the service desk.

Measure and improve customer satisfaction of ticket resolutions.

3.3 Step 3: Plan Operations

The subsections that follow discuss major technology strategic initiatives and projects that affect

operations and will be implemented over a two-year period.

3.3.1 Major Technology Strategic Initiatives Overview

The major technology strategic initiatives are the foundation for transforming the WSSC ability to

better serve the customers' evolving environment. These initiatives have WSSC-wide impact. They

are critical to delivering systems and solutions that improve operations capabilities, efficiencies, and

enable the IT Department to provide the following:

Enhanced enterprise technology infrastructure to meet or exceed customer expectations.

Increased resiliency for infrastructure and operations.


New capabilities that can offer new services supporting a digital environment, interoperability, and mobility.

Improved service quality and customer support processes.

Multiple factors will be considered for the technology initiatives and projects that will include

implementation intensity (and concomitant demands on management attention), expected benefits,

and additional portfolio and system-specific considerations.

The major technology initiatives and projects that will enable WSSC to become more efficient,

transparent, and that will enhance the overall experience for customers (externally and internally),

are discussed in the subsections that follow. Based on analyzing where WSSC is today, the following

initiatives and projects are presented that will help transport WSSC to the desired future state. These

innovative solutions will help to Transform WSSC from outdated tools and processes and focus

technology on the present and future priorities for WSSC customers and leadership.

3.3.2 Project Cornerstone

Project Cornerstone initiative will enable WSSC to provide world‐

class service, standardize enterprise solutions (Mobile Workforce

Management [MWM], Work and Asset Management [WAM]),

leverage existing investments in installed Oracle products (e‐Business

Suite, MWM, WAM, Field Work Process Integration Pack [PIP]), and prepare for

future strategic initiatives (Meter Data Management [MDM], and Decision Support System [DSS]).

WSSC is undertaking a vision‐stretching implementation of the Oracle leading Customer Care and

Billing (CC&B) solution. Delivery of this project entails the following: (1) technological advances

such as cloud computing; (2) customer service improvements through meter‐to‐cash business

process review and revision; and (3) enablement of new revenue assurance practices such as

deposits, monthly billing, and credit and collections. This project will also open a retirement path for

specific business systems (Customer Service Information System [CSIS], Field Service System,

Permit Processing Information System [PPIS], and Maintenance Management Information System

[MMIS]) as part of an overarching technology strategy. These mainframe‐based systems are


antiquated, inflexible, lack sophisticated functionality, detract from the customer experience, and do

not position WSSC for future strategic initiatives. Moreover, in some cases, these systems do not

provide a complete and consistent view or reporting of information, and in most cases, have been

designated as "high-risk applications" for several years.

Two specific projects make up this initiative. What are they?

3.3.2.1 Oracle Customer-to-Meter (C2M)

The Oracle Customer Care and Billing (CC&B) v 2.6 system was chosen as the solution to replace

CSIS and to drive WSSC customer experience. Oracle’s Customer to Meter (C2M) system was

chosen as the comprehensive solution, to include additional work modules that will enable our

eventual transition to Advanced Metering Infrastructure (AMI). This project will replace the legacy

“Meter2Cash” systems with C2M as the desired future state. This project will result in achieving the

following benefits:

1. Provide better and added services to WSSC customers

2. Streamline processes and incorporate fully integrated “best business practices”

3. Develop a system that is user‐friendly, and that empowers end‐users to identify and improve their business processes quickly

4. Add and enhance the functionality of business processes

5. Improve quality and accessibility of information for decision support

6. Reduce redundant data entry, storage, and paper processing

7. Improve operational effectiveness and productivity

8. Enhance Customer Relationship Management (CRM) and web self‐service

The exhibit below demonstrates the reach of this solution set and potential impact to WSSC.


Exhibit 1: C2M Oracle Reference Model

This improvement will also lead to a new billing capability, which is one of the requirements driving

this change. Customer billing of utilities requires more data and flexibility. This solution will meet

those requirements. A sample bill is shown on the next page. As identified previously, this project

will also open a retirement path for specific business systems such as CSIS, Field Service System

(FSS), PPIS, and MMIS.


Exhibit 2: C2M Billing Sample


3.3.2.2 Oracle MWM/WAM

The Oracle Mobile Workforce Management (MWM) v2.3 and Work and Asset Management (WAM)

v2.2 systems have been chosen as the solution to standardize work management for WSSC. This

project will replace corresponding functions in the mainframe Maintenance Management

Information System (MMIS), and the Field Services System (FSS), with WAM and MWM as the

desired future state. This program will impact the business systems that WSSC employs to

accomplish many core business processes, including: work management, asset management,

materials management, field services, and operations and maintenance. These core business

processes are currently managed by the following business systems: MMIS, TEAMS (WAM 1.9),

Field Service System (FSS), and E-Business Suite (EBS). MWM/WAM will achieve the following

benefits:

1. Offer customers an improved experience as a result of tightly integrated work planning automation with mobile dispatch and real-time updates

2. Support Advanced Metering Infrastructure (AMI)

3. Enable Utility Services to receive and assign vicinity and route-based work remotely, utilizing MWM, and generate near real-time status reporting on completed work orders

4. Provide production benefits from improved planning and scheduling, integrated inventory management, enhanced reporting capabilities and dashboards, and successful integration between MWM/WAM and other interfaces such as Geographical Information System (GIS), Supervisory Control and Data Acquisition (SCADA) and e-Builder

5. Enable General Services to track all inventory materials in a single system, experience better standard reporting and work order processing for fleet reservations, and provide fully functioning interfaces to its Fuel and Automatic Vehicle Location (AVL) applications

The MWM workflow model appears on the next page.


Exhibit 3: Oracle MWM Workflow Model

3.3.3 Retiree Payroll

The Retiree Payroll initiative will replace the current mainframe-based retiree payroll system with a

client-server solution. This is critical to WSSC as part of the effort to develop a World-Class Culture.

The replacement of the current system fits strategically with the C2M and Procure-to-Pay (P2P)

initiatives. This is also one more step in the efforts to retire the mainframe environment. This will

also result in achieving the following benefits:

1. Full Automation and Integration for the following functions:

a. Benefits Management

b. Compensation Management

c. Deductions

d. Tax Management

e. Vacation/Leave Management

f. W2 Preparation

2. More productive and cost effective for staff

3. More flexibility for staff access and interaction


This critical initiative coincides with the effort to fully automate the WSSC financial processes, tools

and procedures. The graphic below depicts the impact of this initiative.

Exhibit 4: Payroll Today – Payroll Tomorrow

3.3.4 Procure to Pay

The Procure-to-Pay (P2P) initiative will provide a new and updated platform for Payroll and

Automated Financial Operations. This is a critical business effort to automate the financial processes

to the latest Oracle E-Biz Suite. It starts with Accounts Payable and goes all the way through

Procurement. Advanced financial controls provide out-of-the box as well as configurable content to

oversee the entire procure-to-pay (P2P) business process and satisfy needs of P2P practitioners

(finance and procurement), auditors, and IT staff. The completion is also critical as it is timed in

sequence with the C2M implementation. As with C2M, this is another step in the process of retiring

the mainframe environment. This will result in achieving the following benefits:

1. Enhancing service to internal customers and reducing cost

2. Enhancing staff productivity

3. Bolstering policy enforcement and controls

4. Increasing ability to identify and reduce maverick spending

5. Enhancing collaboration with vendors


6. Advanced analytics

7. Supplier, contract, legal, tax, and policy compliance

8. Electronic capture of all business-to-business (B2B) transactions

9. Reduced errors, fraud and risk

10. Buying at negotiated prices and within budget

3.3.5 Enterprise Content Management

The Enterprise Content Management initiative will provide an Enterprise Content Management

(ECM) solution to successfully transition the WSSC existing unstructured electronic records into a

system that provides management throughout the information lifecycle. This initiative will provide a

sustainable foundation for e-business standardization, workflow integration, enterprise-wide

collaboration, and paper reduction, in a business environment characterized by continued, rapid

growth.

What is Enterprise Content Management? In the larger sense, ECM refers to the strategies, tools,

processes and skills an organization needs to manage all information assets. The ECM approach is

being applied to all unstructured electronic records. These records represent many of the

organization’s key corporate and operational information assets and yet are among the most difficult

to manage, share, retrieve and preserve over time because they lack the structure and self-

containment provided by a database.

Essentially, ECM systems create a database-like environment for unstructured records. An ECM

system enables users to capture records into a repository where they can embed metadata (data

attributes) that enables the system to automatically manage, control access, retrieve, and audit the

records. The file classification plan is one type of metadata, used to define how long the records are

kept over time. The graphic below shows the wide range of elements that are affected by an ECM

solution.


Exhibit 5: Enterprise Content Management

This initiative will have significant benefits for WSSC. Some of these are listed below:

1. Improved transparency

2. Increased efficiency and cost reduction

3. Structuring company knowledge

4. Reduced processing times

5. Improved data analytics

6. Improved accuracy and reporting

7. Improved information sharing

8. Time savings

9. Lower archive and paper costs

The following sub-projects are an outgrowth of the ECM initiative. They are important steps in the

planning and implementation stages of the initiative. They include the following:

1. Business process mapping and review

2. Business and data management workflow

3. Electronic signatures

4. Advanced dashboards


3.3.6 Laboratory Information Management System (LMS)

This solution allows WSSC Production Department (Lab team) to effectively manage samples and

associated data. By using Laboratory Information Management System (LIMS), the lab can automate

workflows, integrate instruments, and manage samples and associated information. This is critical to

meet government, state, and local regulatory requirements. Without this solution, the task of

meeting these requirements would require extensive involvement by everyone in Production

Department to meet reporting requirements. Therefore, this effort is to update the current version

of LIMS with the latest to allow for maintenance of information in order to meet reporting

requirements. In addition, the latest version has continued maintenance provided by the vendor.

There are many benefits of this application for WSSC. LIMS will reduce the human error by

transmitting the numbers directly from the analyzers to accurate and traceable results modules.

Project benefits include:

Efficiency

Generate and send reports

Eliminate lost data

Generate invoices

Retrieve data quickly

Access archived data

Accuracy

Reduce error

Enhance quality control

Verify data at input

Avoid missed deadlines

Avoid the embarrassment of false

results

Client Satisfaction:

Electronically notify customers

Invoice customers for good job

done

Configure reports

Productivity:

Track productivity

Increase throughput

Document lab output

Spend time effectively

Interact directly with LIMS

developer


Below is a graphic illustration of the LIMS components.

Exhibit 6: LIMS Components

3.3.7 Project Prioritization Methodology

Even though each project discussed in the previous section (Section 3 and subsections 3.3.1 through

3.3.7) addresses a vital business need, the implementation must be carried out in the context of finite

human and financial resources. These tasks require a phased approach that balances the

implementation demands and risks of individual projects within the broader portfolio while ensuring

full continuity of WSSC essential products and services.

By taking various system-specific and portfolio considerations into account, the planning team

employed a heuristic process to sequence the implementation of priority technology systems. While


most of these assessments are qualitative by nature, they provide a logical framework for thinking

through tradeoffs and balancing the project portfolio.

The team clustered projects according to expected implementation intensity, project duration, and

complexity. Three broad categories emerged:

Multi-Year projects are complex and intensive with an expected implementation of two

years. These carry more significant risks and require greater stakeholder engagement.

Short-term projects are less complex and narrower in scope with an expected

implementation of fewer than two years.

Platform projects provide for the development and maintenance of technology platforms

that serve as the foundation for vertical solutions. These are low intensity, multi-year

projects, often implemented in modules. They are dynamic and open-ended by nature.

Additional considerations were taken into account for multi-year projects given the high cost,

complexity, and risk associated with implementing these systems. System vulnerability, including age

and availability of system support, was a particularly important consideration, as some of these

critical systems were legacy systems or homegrown solutions with dwindling trained support

personnel. Additional portfolio and system-specific implementation considerations included:

Systems dependencies: any natural project linkages (e.g., when one system is a prerequisite

for or can harness positive spillover effects from another).

Staff bandwidth: implementation bandwidth of IT Department and the respective functional

units.

Organizational readiness: capacity of IT department and the respective functional units to

support implementation.

Technical constraints: technical considerations, such as level of project complexity and

maturity of the technology.

Reputational constraints: risk of breeding negative perceptions of WSSC by external

stakeholders, primarily an issue for externally facing technologies.


Bridge solutions: any short-term solutions that can address users’ urgent needs while waiting

for system replacement.

3.3.8 WSSC 2-Year Roadmap

A notational road map of WSSC approved Major Strategic Initiatives and Projects appears on the

next page. Mapped to the WSSC Strategic Initiatives, the roadmap illustrates how the IT

Department will implement each project over the next two years and how these projects will impact

WSSC. Light-blue lines at the top of the diagram are for the Major Strategic Initiatives. Dark-blue

lines are for the finance-focused projects. Purple lines are for the IT-focused application

development projects, and green lines are for the IT-focused infrastructure and platform projects.


Exhibit 7: WSSC 2-Year Roadmap


3.3.9 Improving Communications

As mentioned previously, effective communication is a challenge across the organization. Despite

technology such as email, smart-phones, tables and web pages that expedite the delivery of data

across the organization, WSSC IT must take steps to manage information for the maximum amount

of knowledge to be conveyed with the least amount of data.

Some key steps WSSC will take to improve communications and to engage the customer are as

follows:

3.3.9.1 Web Redesign

Web redesign will improve the presence of information and data to the WSSC community and

make it one of the key tools available to disperse information. As the web redesign project

progresses, WSSC will engage users across the organization to gain input and ideas for the redesign.

This will be an enterprise-wide effort, not only IT.

3.3.9.2 Digital Strategy

Digital Strategy initiative sets out to accomplish three things:

1. Enable an increasingly mobile workforce to access high-quality digital information and services anywhere, anytime, on any device.

2. Ensure that as WSSC adjusts to this new digital world, WSSC seizes the opportunity to procure and manage devices, applications, and data in smart, secure and affordable ways.

3. Unlock the power of data to spur innovation and improve the quality of services for WSSC stakeholders.

Cloud computing, smart mobile devices, and collaboration tools are changing the consumer

landscape and providing the public sector with opportunities and challenges. Customers will expect

WSSC to deliver and receive digital information and services anytime, anywhere and on any device.

This must be done safely, securely, and with fewer resources. To build for the future, WSSC is

developing a digital strategy that embraces the opportunity to innovate more with less and enable

stakeholders to better leverage WSSC data to improve the quality of services.


3.3.9.3 Customer and Stakeholder Focus

Regardless of the form taken, digital services must be designed and delivered with customer service

first in mind and must reflect the technologies used by today’s customers. To develop innovative,

transparent, customer-facing products and services efficiently and effectively, WSSC must embrace a

customer-centric design that includes:

Measuring how well WSSC is providing meaningful services

Focusing WSSC efforts on those interactions that have the most use and value

Institutionalizing performance measurement

Continuously improving services in response to those measurements.

3.3.9.4 Business Intelligence / Data Analytics

WSSC will use recent advances in data analytics to further enhance communication and improve

business intelligence (BI). The analytics process helps business users discover data trends so they can

accurately make predictions about the future. Analyzing data is a critical component in the question-

answering phase leading up to the decision-making phase, which is critical for increasing business

intelligence.


3.3.10 Innovation

WSSC recently formed the STAT Office, responsible for statistical analysis and implementation of

the WSSC performance monitoring program and management, as a section within the Office of the

General Manager. In conjunction, IT recently formed an Enterprise Project Management Office

(EPMO) to evaluate the viability of new project requests supporting the efforts of WSSC STAT

Office to examine operational efficiencies and to introduce WSSC to new ideas. WSSC also sparks

innovation with summer internships, developing relationships with universities and leveraging the

interns’ experience with new technology. By leveraging the interns’ creativity and taking advantage

of interns’ studies in their respective schools, this helps to build and improve the career pipeline,

leading to work during the summer with exciting technology such as augmented reality and video

game development.

The WSSC approach identifies innovative ideas, develops them into pilots, eventually leading to full-

scale projects presented to the Enterprise Project Management Office (EPMO), to enhance the

ability of WSSC to accomplish its mission of improving

sustainability and operations.

To further spark creativity at WSSC, the IT Department has

also established a goal of at least five pilots in the upcoming year. Turning innovation into value

requires the analytical and creative sides to be working together to evolve the organization’s

thoughts, work, and communication pathways.

WSSC focuses on the following areas for sustained innovation:

1. Organizational maturity – A measure of an organization’s ability to embrace

innovation. The table on the next page lists and describes the organizational maturity

levels.

2. Cross-boundary collaboration where no individual or group operates alone.

3. Sustainable organizational structure fostering innovation that influences the quality

of goods or services it produces.

EPMOPilotIdea


Additionally, WSSC IT Department is innovating the way WSSC engages with stakeholders in the

business community. For example, WSSC recently awarded the IT Consulting and Technical

Services (CATS) contract vehicle to better facilitate qualified firms to provide a range of

management support services and expert assistance to the WSSC IT Team. Moreover, CATS

contract vehicle enables WSSC to obtain IT consulting and technical services in a timely and

economical manner. One way WSSC is becoming more business-friendly is through Procure-to-Pay

(P2P), which will provide a new platform for Payroll and Automated Financial Operations from

Accounts Payable through Procurement.

Table 5: Sustained Innovation Index Maturity Levels

Maturity Level Characteristics Sustained Innovation Effect

1 Chaotic, ad-hoc or individual heroics; islands of structure may exist, but are not connected and do not communicate with each other

Little or no innovation awareness or attention

2 Repeatable and operationally capable, supported by high-level documentation

Emergent innovation focus. Inconsistent, sporadically effective.

3 Fully defined, supported by detailed documentation, consistently repeatable, overlap or conflict

Threshold of sustained innovation.

4 Disciplined and consistent management characterized by quantitative performance measures and analysis

Measurable improvements with increasingly higher levels of performance

5 Continuous optimization characterized by proactive and periodic management or operational improvements

Fully sustained innovation. A market influencer and leader


3.4 Step 4: Execute Processes and Initiatives

This section focuses on the processes, initiatives and operations needed to implement the planned

vision. The process follows standard project management methodologies to execute each project’s

system development lifecycle (SDLC).

These methodologies help manage project delivery, budget, and risk throughout the process. They

also utilize checkpoints to ensure delivery of the expected solution for the client department or

WSSC.

3.4.1 Program Management

The exhibit that appears on the next page illustrates the WSSC iterative approach to program

management. The text that follows the exhibit describes the major tasks listed in the gray vertical

bars under the horizontal bars for the Initiation, Planning, and Execution phases of a program

and/or project SDLC.


Exhibit 8: Integrated Project Management Methodology Diagram


Initiation. The executive responsible for the program or project (strategic initiative) gathers the

identified resources (approved for the program) and introduces the program to the organization.

System Concept Development. The development and presentation of the system solution occurs

at a high level. It identifies essential elements of the architecture and integration points and includes

specific components that are necessary for the system design. The System Concept Development

becomes the roadmap for developing the implementation of the solution.

Planning. The development manager works to plan for successful application releases through

assistance with scope and task definitions, resource planning, and estimation for each phase of work,

technology selection, and scheduling.

Requirements Analysis. WSSC system analysts work with all appropriate assigned staff to elicit

requirements for the system and document those into a Functional Requirements Document (FRD)

that contains specific, clear, and testable software and requirements to guide the subsequent phases.

Design. In this phase, the application architect and technical team extend the requirements

document into a detailed plan for the proposed release. To that end, the group creates a System

Design Document (SDD) in support of development and operational activities.

Development. During this phase, the development team builds the release, performs unit testing

and code review, updates the design and requirements documents as needed, and coordinates

activities with testers and operations. WSSC design and development capability includes the software

necessary for the project (i.e., Oracle E-Biz Suite). It is also during this time that the test team begins

to develop test scripts for the next phase, and training development begins and includes instructional

design, development, and then training of end-users.

Integration and Test. WSSC testing team finalizes test scripts and executes system integration and

regression testing to ensure the correct implementation of all requirements without adverse impact

to the overall system. WSSC testing team supports, maintains, and uses a testing environment that

replicates the production environment for all testing activities before deploying to the production

environment. Implementation of the tested applications into the production environment will be

seamless with minimal interruption of the production system. Once IT internal testing is complete,

the testing team will submit the application for User Acceptance Testing (UAT). If the production

implementation requires data migration, IT will use a set of test data to test the data migration

approach.


Implementation. WSSC IT developers work closely with the WSSC IT operations team to ensure a

smooth transition into WSSC production environments. These teams perform the software

implementation tasks and provide support for data migration. The implementation of the tested

applications into the production environment will be seamless with minimal interruption of the

production system.

Operations and Maintenance. WSSC IT operations and maintenance support include system

administration and security support. As a technology-focused company, WSSC maintains a team

capable of managing and executing against a variety of SDLCs. It is essential to understand the

nuances of each client's unique implementation to accomplish the objectives of the organization.

3.4.2 Personnel

The ambitious nature of this plan will require WSSC to mobilize staff and external consultants and

vendors optimally. The accountability and oversight responsibility for project success relies on

WSSC IT leadership. Realizing this vision will require close cooperation and sustained commitment

from the IT Department and business units, a streamlined delivery process, and an uncompromising

focus on performance. IT leadership will determine the level of effort for each exercise and assign

staff accordingly. Staffing requirements will be identified to minimize the impact on all business

areas but sufficient to complete the project on schedule. As required, external experts will be

employed to facilitate missing gaps.

To meet and exceed expectations, the IT Department and the user community need to develop and

align around practical obligations in order to make realistic and credible commitments. At the

project outset, the IT Department and the business unit must continue to work together to hone in

on the expected value of the project (recognizing that in most cases technology systems are only part

of the solution and require new skills and behaviors) and develop realistic implementation timelines

that consider competing demands on implementation partners.

Given the intensity of project implementation activities, it will be critical for WSSC internal staff to

have ownership and control over the exercise of the project delivery process. WSSC must be

opportunistic in choosing between turnkey implementation by an integrator or utilizing an internal

integration team while leveraging external resources for critical components. The latter alternative


will also allow WSSC to unbundle large initiatives into smaller subprojects for closer oversight.

Unbundling large projects into smaller contracts will also enable the hiring of the most qualified

consulting support for each project phase and greater Small, Local, and Minority Business

Enterprise (SLMBE) participation in the projects.

3.5 Step 5: Monitor and Learn

Each project presents an opportunity to focus on end-to-end performance to improve the

performance of the business activity significantly. IT and the business unit will redesign relevant

processes to rationalize process steps, establish accountability through appropriate metrics, and

eliminate unnecessary complexity.

A more rigorous approach to performance management that goes beyond timely delivery of systems

will be developed to complement informal user feedback. At the project outset, the IT Department

and the business unit will agree on a few simple performance metrics that can signal whether the

system enhances users' effectiveness and efficiency. Some metrics might be straightforward to

measure, such as call time or digitized records. For metrics that measure changes in the way users do

business, the IT Department will consider periodic brief user surveys using simple e-survey tools.

During the Monitor and Learn stage, WSSC will periodically review the key metrics supporting the

Technology Initiatives and IT Goals for adherence to or progress toward established targets.

Personnel will recommend process changes for management approval that will ensure WSSC

achieves and sustains metric objectives. Management also will evaluate personnel performance and

make staffing adjustments to accommodate anticipated changes in service demand.


Exhibit 9: Monitor and Learn Stage High-Level Diagram

With a focus on improvement and progress toward the Technology Initiatives that ultimately fulfill

the IT Goals, purpose for the Monitor and Learn stage is to continuously adjust the day-to-day

processes. Successfully progressing through this stage also demonstrates compliance with Strategic

Priorities and the ultimate mission and vision of the organization. The ability of the organization to

meet objectives will be used to determine the effectiveness of the goals and objectives in

accomplishing the organization's vision.

In addition, the emphasis during the Monitor and Learn stage will be on improving the accuracy and

ease of metrics collection. It is essential for management to identify those metrics with the most

significant value and give them higher priority status. The program management team must also

carefully screen metrics that demonstrate little or no correlation toward the achievement of the

organization's goals and initiatives as well as give preference to causal over-correlation.

3.5.1 Initiative Metrics

A defined set of metrics tied to objectives will accompany each initiative or project. Initiative Metrics

are critical for measuring the progress of the project and ensuring successful implementation. WSSC

will also be able to manage risk (as seen in the graphic on the next page) to the project as WSSC

tracks progress through the metrics.


Exhibit 10: Risk Management

A sample metrics dashboard appears on the next page. The dashboard enables the program

management team to track activities and assignments, take necessary actions as required, and

monitor responsiveness from those working on the project.


Exhibit 11: Sample Project Metrics Dashboard

Additional metrics include:

Ongoing business customer satisfaction scores

Implementation time for new features/functionality

Delay time to implement new features/functionality

System availability (Mean Time Between Events (MTBE)/Mean Time to Repair (MTTR +

MTBE))

System response time


System throughput (Tx/sec, Bytes/sec)

Data accuracy

Incident rate, average incident resolution time, and 90% resolution time

3.6 Step 6: Test and Adapt Strategy

As the WSSC IT Department examines the strategy and processes going forward, with the objective

of creating efficiencies that optimize value and customer experience, WSSC will provide more

efficient and cost-effective delivery of services to and support of customers (internal and external).

WSSC will achieve:

An approach focused on identifying and eliminating activities that add cost without adding

value, thereby improving the flow of work processes

Ongoing technology innovation to support the WSSC core business

Diagram that appears on the next page shows the Expedited Life Cycle Process (XLC).


Exhibit 12: Expedited Life Cycle Process High-Level Diagram

While the strategic planning process endeavors to capture the most critical technology needs across

the enterprise, these requirements evolve, and new demands emerge. Furthermore,

information/business technology is a dynamic field; best practices change, and new and improved

technology solutions enter the market.

In the final phase of this WSSC 2-Year IT Strategic Plan, IT Governance is integrated as a decision-

making tool and discipline to adjust and direct the improvement efforts of WSSC regularly. Not only

does this approach compel organization-wide improvement linked to achieving strategic priorities,

but it also fosters a high-involvement, high-performance culture that can become self-sustaining.


4 Conclusion

The subsections that follow discuss implementing the vision and looking ahead.

4.1 Implementing the Vision

The WSSC 2-Year IT Strategic Plan is intended to act as the new comprehensive and living

technology roadmap for WSSC. Its purpose is to guide, advance, and affirm WSSC continued

commitment to investing substantially in its technology infrastructure. Further, it seeks to develop

an actionable strategy for leveraging innovative technology for administrative and internal systems.

The Strategic Plan establishes a process to vet, assess, prioritize, and utilize innovative ideas and

tools.

Designed to be responsive to the WSSC critical business, this 2-year IT Strategic Plan leverages

technology-enabled solutions to advance the WSSC pressing business challenges. This plan is

intended to support WSSC transformation into an industry-leading, high performing, and customer-

responsive, cost-effective and environmentally responsible entity. It is important to reiterate that this

plan is fluid. While WSSC leadership is confident in the strategic direction proposed in this plan, it

also recognizes that the IT Department is not implementing this plan in a vacuum. As external

factors and WSSC business needs change, as well as WSSC ability to apply new and better

technology solutions strategically, the IT Department must revisit this plan with regularity to

recalibrate and optimize performance.

4.2 Looking Ahead

Beginning on the next page is a list of innovative technologies and treatment methodologies in the

public water and sanitation industry that are breaking ground in the United States (US) and around

the world. These examples provide a glimpse into where innovations are being made to make the

use and management of water more efficient in many ways and to help the environment at the same

time.


For WSSC:

MEET-ME4WATER (Meeting Microbial Electrochemistry for water)

An Action Group has been formed to focus on overcoming barriers to scaling up microbial electrochemical technologies to bring them to market more quickly. The Action Group will focus on two lines of work:

Microbial electrochemical technologies (MET) applied to urban and industrial wastewater treatment (and desalinated water production) at zero energy and sludge production/disposal cost. MET applied to recovery and synthesis of added value products (i.e. compounds from urine, caustic soda, hydrogen) from wastewater at zero energy and sludge production/disposal cost.

See: http://www.eip-water.eu/working-groups/meet-me4water-meeting-microbial-electroche-mistry-water-ag110

Acoustic Sensing Technology

A broken or leaking pipe can be a major inconvenience and amount to huge loss of resources. Even finding the problem when the pipe is buried underground can be time-consuming, disruptive and expensive. Acoustic Sensing Technology uses sonar to find and assess problems in pipes deep underground. It combines hardware, software and data analytics that can survey up to 330ft (100m) in less than three minutes.

EMAGIN

Designed for water utilities and industrial water users, EMAGIN’s HARVI platform helps water operators more easily manage water systems using artificial intelligence. It creates a virtual clone of the physical infrastructure that can be accessed through a cloud-based application. It also provides insight into usage based on historical data, current weather, major events nearby or other factors. “These predictions are then used to iteratively simulate the impacts of control decisions until an optimal decision is found and delivered to the operator in real time,” the company’s website explains. “The geospatial tab provides a real-time visualization of the system with the ability to filter key water quality or hydraulic parameters.”

Utilis

Eyes in the sky can be eyes underground. Utilis helps detect leaks in water infrastructure using aerial imaging taken from satellite-mounted sensors, and it can do so over vast areas – thousands of square miles. “The Utilis algorithm detects treated water, by looking for a particular spectral ‘signature’ typical to drinking water,” the company explains. “Eventually, the user is presented with a leakage graphic report overlaid on a map with streets, pipes and size information.”

http://www.eip-water.eu/working-groups/meet-me4water-meeting-microbial-electroche-mistry-water-ag110

http://www.eip-water.eu/working-groups/meet-me4water-meeting-microbial-electroche-mistry-water-ag110

http://acousticsensing.co.uk/about-us/

http://emagin.ca/

http://utilis.co.il/


High-Efficiency Ultraviolet Disinfection System

Several drinking water utilities, together with the Water Research Foundation, are working to pilot a high-efficiency UV system. The UV system uses a highly reflective chamber with claims of over 99 percent reflectance of 254 nm UV generated. The low-pressure UV system will be compared to the existing medium-pressure UV system at the water treatment plant. The research will evaluate the reliability and effectiveness of the technology for Cryptosporidium inactivation, maintenance requirements, and operation and maintenance costs.

Blockchain Technology

Blockchain technology is being introduced in many industries as a new method of managing data and transactions in a secure manner. A simple view basically assigns tokens to documents and then uses peer-to-peer architecture to protect that data or transaction. This technology can be used for a wide use of business functions and is being tested by businesses and government agencies across the US.

For the Consumer:

AquaSeca

One of the most common causes of property damage is non-weather-related water damage. AquaSeca has jumped into the market to find a solution: a sensor that straps to the outside of exposed pipes and monitors and analyzes water flow. It can then track consumption, spot leaks and send alerts when abnormal flows are detected.

Flo Technologies

Flo belongs in the “smart home” class of new technology. It provides a monitor, alarm and control system for home water systems. By analyzing water temperature, pressure and flow, it can detect irregularities and allow a customer to shut off the water remotely. It can also help with conservation by letting a consumer know how much water he is using and where in the house.

http://www.aquaseca.com/

http://www.flotechnologies.com/


Appendix A: WSSC Strategic Priorities


Appendix B: Acronyms

Acronym Description

AMI Advanced Metering Infrastructure

AVL Automatic Vehicle Location

B2B Business-to-Business

BI Business Intelligence

C2M Customer-to-Meter

CATS Consulting and Technical Services

CC&B Customer Care and Billing

CIO Chief Information Officer

CRM Customer Relationship Management

CSIS Customer Service Information System

EBS E-Business Suite

EPMO or ePMO Enterprise Program Management Office

DSS Decision Support System

ECM Enterprise Content Management


Acronym Description

FRD Functional Requirements Document

FSS Field Service System

GIS Geographical Information System

IT Information Technology

LIMS Laboratory Information Management System

MEET-

ME4WATER

Meeting Microbial Electrochemistry for Water

MET Microbial Electrochemical Technologies

MDM Meter Data Management

MMIS Maintenance Management Information System

MWM Mobile Workforce Management

P2P Procure-to-Pay

PIP Process Integration Pack

PPIS Permit Processing Information System

SCADA Supervisory Control and Data Acquisition


Acronym Description

SDD System Design Document

SDLC System Development Lifecycle

SLMBE Small, Local, and Minority Business Enterprise

UAT User Acceptance Testing

US United States

WAM Work and Asset Management

WSSC Washington Suburban Sanitary Commission

XLC Expedited Life Cycle Process

Documents

Information Technology Strategic Plan · 2018-10-23 · WSSC 2-Year Information Technology Strategic Plan 4 1.2 WSSC Mission Statement WSSC is entrusted, by the community, to provide