Oracle E&U (Energy and Utilities) SIG
Oracle Open World 2014 MeetingSeptember 28th, 2014
http://eusig.oaug.org/
• Introductions
• Who We Are
• About the Group
• Mission & Goals for 2014-16
• Today’s Presentation: Platform As a Service (PAAS) –
The Oracle CC&B Service Bureau
• OAUG at Open World
• Next up…
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Agenda
• Scott Birdsong (Black & Veatch) – Chairman [email protected]
• Greg Jones (Black & Veatch) – Membership Director [email protected]
• Prakash Menon (WIPRO) – Meetings & Programs Director [email protected]
• Ryan Hyman (Laclede Gas) – Communications Director [email protected]
• Energy Board Member - Open
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Introductions
The E&U SIG is an affiliated group of nearly 300 professionals within the global Oracle Applications Users Group
(OAUG). We are a self-governing, worldwide community of Oracle users and consultants who volunteer our time, energy
and knowledge to achieve common goals and objectives connected with our industry and key product lines, including
Oracle’s suite of applications for Utilities (CC&B, MDM, SGG, WAM, MWM, NMS, EDM and SOM), as well as e-
Business, J.D. Edwards, Fusion, Hyperion, OBIEE and PeopleSoft.
The E&U SIG is operated by a Steering Committee with an appointed Board of Directors. The Steering Committee’s
purpose is to promote membership involvement, education and influence. E&U SIG members meet twice annually at the
OAUG COLLABORATE and Oracle OpenWorld conferences, and through collective efforts serve to encourage product
enhancements through the OAUG and the Oracle Corporation. Steering Committee Directors serve two year to further
the shared goals, needs and interests of the E&U community.
Participation in the Energy and Utility Special Interest Group (EUSIG) is open to employees of all companies that are
members of the OAUG, however E&U SIG meetings are reserved for E&U SIG members only. Consultants working on
Oracle Applications implementations at utilities are welcome, and they are eligible to chair selected committees, however
they cannot vote on E&U SIG items at EUSIG meetings. Steering Committee elections are held every two years.
For more information or to join the OAUG E&U SIG, please visit http://eusig.oaug.org/.
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Who We Are
• Energy - oil extraction/ refining, nuclear, coal, renewables
• Utilities - electric (Gen, T&D, Retail*), gas (Dist, Retail*), water/ waste water
• Membership focus is Users / Implementers of:– Oracle Utilities Solutions (CC&B, WAM, MWM, NMS, MDM,
SGG, EDM, Analytics, Lodestar*)– e-BS (incl. Projects, Asset Tracking & eAM)– Siebel Energy/ Siebel CRM– PeopleSoft (Enterprise Maintenance Management)– Hyperion / EPM– Fusion– Primavera– OBIEE
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About the Group
E&U SIG Mission~300 Members
Drive Superior Project PerformancesDifferentiation through knowledge sharing and industry/ client insight
Foster Deep Industry Insights & Knowledge SharingUncover key characteristics of industries and share key solutions
Simplify Delivery Delivery models targeting faster, efficient and business aligned KPI’s
Establish an Innovation NetworkEngage – Retain – Develop - Enable Invest in next generation technologies
Leverage Strategic PartnershipsCollaborative sharing & innovation across partners
Establish Culture of CollaborationCollaborate with customers; employees; partners and community
Mission
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1. Reinvent• Adapt SIG to accommodate changes in the product mix over the past 5 years
• Increase focus on best-in-class, fully integrated, end-to-end solution implementations, upgrades, and application support
• Install new Board members with clearly defined roles & responsibilities
• Refresh the membership directory
• Reinstitute networking channels & communicationso E&U SIG Website | LinkedIn Groupo Quarterly newsletter and other information broadcasts
2. Revitalize• Increase year-over-year membership by 25 % and participation at events by 25%
• Produce 1 presentation for Open World 2014; 3 for COLLABORATE 2015
• Create consistent, timely communications and informational broadcasts
• Establish a culture of effective knowledge sharing
• Provide a platform for issue discussion & escalation
3. Renew1. Renew influence with Oracle product group
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2014-16 E&U SIG Goals
Greg Jones, PhD.
Black & Veatch Corporation: Industry Director, Utilities North America
Rajpal Gohar
WIPRO: ENU Competency Center Head
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Today’s Speakers
A paradigm shift: “Cost Center” to “Revenue Center” for host utilities; “pay by the drink” shift for subscriber utilities
Features single process and single data model architecture in a fully integrated, end-to-end solution
One application program with all CIS modules provided in a utility model (PaaS); subscribers only pay for the modules and transaction volume they need, i.e., “pay by the drink”
Includes a best practices process framework that enables localization while enforcing standardization
Common business objectives are exposed across participants for reuse / expansion
Includes fully operational configuration
Multi-language capable
Out of the Box & operational in days
Platform As a Service (PAAS) Overview – The CC&B Service Bureau Innovation
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The Market Need
Costly: Approximately $50/customer (external spend)
Risky: 30% are abandoned or do not provide expected results
Long way back to recovery: 18 - 24 months to get better
Costly: Approximately $50/customer (external spend)
Risky: 30% are abandoned or do not provide expected results
Long way back to recovery: 18 - 24 months to get better
Very limited view of impact of changes to processes and new processes
Changing requirements; business users are unaware of “what’s in store”
Testing is compromised due to over-runs; manual workarounds to defects
Conflicts between IT and Business interests
System does not support customer specific needs; business users skeptical
project is considered a failure
Mass Requirements
gathering
Mass Requirements
gathering
Long development
phase
Long development
phaseTesting Testing ConversionConversion DeploymentDeployment
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Characteristics of a typical CIS Implementation
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100%
CurrentCostStructure
Phase IToday
50%-70%
FutureCostStructure
Phase II3-12 Months
Incremental Process Improvement
»Use of enhanced quality tools
»Productivity gains
»Improve TAT and accuracy
»Additional 5-10% cost savings
Focus on cost savings
»SLAs: Accuracy & TAT
»Best Shore Delivery
»Operating metrics, SLAs and governance
»Offer savings of more than 35%-50% of sub-process costs
The “Pillars” of Full Value Outsourcing
Optional Business Performance Arbitrage
»Automation to drive productivity & quality
»Centers of excellence
»Additional 15-20% cost savings
Phase III2-3 Years
The Value Equation—Cost Structure Illustration
Objective: Provide innovative, sustainable cost savings plus improved business performance
Typical Value Proposition
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New Value Proposition
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• Faster and higher ROI with reduced TCO
• Market aligned processes
• Easy Change management
• Operational Stability (Both front office and back office)
• Proven model for better Customer Experience & CSAT
• Best Practice Business process maps to accelerate Blueprint & Configuration
• Pre-configured & ready to deploy set of functionalities in Oracle CC&B
• Effective migration of customer & technical data aligned with regulatory requirements
• Training Manuals ,Testing Framework & Pre-configured test scripts
• Early Look & Feel of the solution to boost end users confidence, Business Benefits Realization - Quicker “go - live” and higher ROI
• Reduce cost & timeline by 30%
• Pre configured template based Accelerated deployment
• Risk Minimization - Proven processes configured on Oracle CC&B
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Traditional project
TemplateBenefits
A starting point for Business Blueprint
and reduces time by 50% as core
configurations are already in place
Overall time for the project will be
reduced by 30%
In-build components, test
scripts and migration paths reduce time of
implementation by 30%
Gives Business Users a Day-1 reckoner and
reduces Change Management
complexity
For customer already in CC&B, it provides bolt-on components
through which transformation of
current landscape is less complex
Prep BusinessBlueprint Realization Testing Go Live
Start Deploy Run
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2 3 54
1 2 3 4
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Benefits
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Knowledge Management Framework and Route Map
Knowledge objects from the
BPO Transformation Roadmap and
Transition Planning
engagement are organized
according to this framework,
which provides the route map for
deal activity
BPO Transformation Roadmap
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Knowledge Management Framework and Route Map
BPO Transformation Roadmap
Setting
Define ‘To-Be’ SLAs Involve the business Identify key services
to be measured Agree Criticality and
Severity definitions
Implementing
Agree mechanism for changing SLAs
Agree reporting frequency, formatand mechanism
Configure tools
Set SLA penalties & credits and process
Agree escalation path & contact map
Delivering
Track all events
Automate logging and tracking
Set real-time alerts
Escalate as necessary
Monitoring
Reported and reviewed monthly
Analyze trends
Analyze missed SLAs
Develop action plan
Evolving
Revised Annually as needed
Anticipate changes where possible
Update the SLA document as needed
Service Level Agreement Lifecycle
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InfrastructureInfrastructure
ApplicationsApplications
TransactionsTransactions
Value ChainEnablement
Value ChainEnablement
BusinessProcess
BusinessProcess
Basic Infrastructure monitoring
with Auto-ticketing
Basic Infrastructure monitoring
with Auto-ticketing
Measuring and Managing the availability & performance of applications & Infra
Measuring and Managing the availability & performance of applications & Infra
Looking at End User Experience and Transaction success; measuring composite
Availability & Performance
Looking at End User Experience and Transaction success; measuring composite
Availability & Performance
Map apps to key Business Process and monitoring Value chain enablement
Map apps to key Business Process and monitoring Value chain enablement
Manage and Measure Business KPIs / BLA(Business Process SLA)
Manage and Measure Business KPIs / BLA(Business Process SLA)
Outcome driven services & business SLA tracking
Transforms Business Visibility
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Account Creation Field ServicesMeter data
managementBilling Payment Processing
Credit and Collections
Verify customer information
Credit analysis, risk assessment
Application processing, account set up
Generate field service ticket
Order scheduling, dispatch, routing
Meter installation
Order tracking
Meter reading
Upload to CIS
Data validation and processing
Prepare bill
Bill verification
Generate and dispatch bill
Update A/R
Receive payment
Process payment
Apply payment
Finalize accounts
Process credit requests / adjust charges
Collections
Customer Care Operations
In-Bound contact Service request, Billing & account queries, dispute resolution
Customer complaints, meter relocation/removal requests
Out-Bound contact Payment reminders
Customer promotion/campaign management
Correspondence
CIS is core to the M2C function Customer Information Systems are “hubs” for meeting today's utility customer, financial, and operational challenges.
However, they are costly (multi million/ multi year), disruptive and complex to modify and/or upgrade
With the new business and environmental challenges , CIS’s have to adapt to a whole raft of new capabilities
As AMI and home automation come on line, the CIS will have to be flexible enough to incorporate information derived from massive new data flows.
New regulations and requests for data by regulatory authorities will require more flexible/agile information systems
Subscriber Utility to perform these activities
Scope of Services - Sample
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CC&B Platform Migration - Sample
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Questions
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Next Meeting: COLLABORATE 15Las Vegas | April 12th – 16th
• Booth 3131 in Moscone West and Users Group Pavilion in Moscone South– Ask questions and share answers with other Oracle Applications
users and experts.– Visit oaug.org/openworld to join the discussion
• Special membership offers– 15 months for the price of 12– 3 months at ¼ of the regular price
http://eusig.oaug.org/
Connect with OAUG at Open World
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Thank you
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See you at
Las Vegas | April 12th – 16th