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Page 1: Procure to Pay in Maximo at ENMAX - CanMUG - The …€¦ · P2P in Maximo at ENMAX ... - 7.6 Upgrade - Upgrade Control Desk - Implement RMS ... Informatica Development Integration

Procure to Pay in Maximo at ENMAX

Phased Approach = Success

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P2P in Maximo at ENMAX

Overview of ENMAX

Our History with Maximo

P2P Business Case

Proof of Concept – The Generation Project

Challenges

Successes

2016 Project – P2P for the Entire Company

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ENMAX Corporation

Municipally owned, vertically integrated utility

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ENMAX

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ENMAX CorporationENMAX EnergyENMAX EncompassENMAX PowerENMAX Power Services

Quick Facts

Vertically integrated utility: Electricity, Natural Gas, Renewable Energy

Providing Albertans with electricity for over 100 years

More than 835,000 customers throughout Alberta

Wholly owned by the City of Calgary

Generation, Transmission and Distribution, Sale of Electricity, Natural Gas and Renewable Energy products, Utility Billing

Generation Assets: Wind, Natural Gas, District Energy

Peaking Combined Heat

& PowerDistrict HeatingBase Load Wind Farms

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Maximo Support at ENMAX

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Centre of Excellence

Quick Facts

Maximo is used to support Maximo

In house team of Functional and Technical Specialists

Business SMEs and IT Technicians on the same Team

Recently moved from a Generation Team to an Enterprise Team

Currently supporting Generation Maximo (Oil and Gas)and Control Desk.

Provides leadership and resources for project initiatives

Peaking Combined Heat

& PowerDistrict HeatingBase Load Wind Farms

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Our History with Maximo

2000 2005 2010 2011 2012 2013 2014 2015 2016

2016 Projects- P2P for the Enterprise- T&D into Maximo- EHS for the Enterprise- 7.6 Upgrade- Upgrade Control Desk- Implement RMS (Meter Management in Maximo)

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Procure to Pay Reasons for Change

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Key reasons for wanting to bring all procurement activities into Maximo were as follows:

• ERP System to be replaced

• Current integrations prone to errors

• Complex integrations difficult to support

• Maintenance Costs in Maximo not Accurate

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P2P Business Case

Our integration to PeoplesoftFinance was no longer sufficient.

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P2P Business Case

Interface Simplification

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Guiding Principles and Objectives

Interface Simplification

Simplicity Clear understanding & knowledge to conduct

workflow transaction for achieving the desired outcome within their functional areas for all user groups.

Standardization, Control & Transparency Common and unique method to execute transactions

that trigger SCM functions & management activities.

Provide required control to respective departments i.e. Project, Maintenance, Reliability, Operations, SCM and Finance to perform and manage their respective accountabilities

Leverage system to retrieve all type of information on real time basis – Status, risks, Costs, Planning, budgeting, exceptions, compliance etc.

Efficiency and throughput Intelligent use of the system to leverage the input

effort from one transactions to manage and control multiple functions across the organization.

Introduce discipline and remove duplication.

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Our Journey to Procure to Pay in Maximo

These phases represent several years of work

Phase – 1; Incremental changes in Work practices to leverage the available functionality of the consistently across the users.

Use of Item Masters Items requirements planned within WO. WO hierarchy combined with reporting tool to

manage P2P for outage events. Plan Services within WO.

Phase – 2; Change in work practices supported by incremental system updates

Allowed edits to WO plan after approval, achieved 100% P2P triggers through WO plan.

Introduced formal Rotable Item/Asset Management Enhanced Maximo reports to manage events Introduced STD Service Item functionality, BU started

build fully cost loaded Job Plans Receiving of services added to the interface – Real

time reporting & cost management, Job plan to WO to PR/PO to payment link established.

Phase – 3; Initiated the Project to reintegrate interfaces and execute full P2P transactions within one system i.e. Maximo .

Phase 1 & 2 helped collective alignment within the organization that further improvements are possible only by removing limitations due to two systems interfacing for transactions

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Proof of Concept

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Where would invoices be entered?

What about invoice matching, would Maximo be robust enough?

Several unique accounting practices to be catered to.Currencies, Construction Hold Backs, Non-PO Invoices, Electronic Invoices.

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Dedicated internal Maximo EAM Specialist to the project.

Dedicated Supply Chain Manager to the project.

Maximo expertise from InterlocSolutions

Peoplesoft expertise from independent consultant.

Implement into Generation First

Finance Needed to

See that Vendors

Could Still Receive Payment

New concepts, business processes and ownership of corporate data was key to the project.

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Configuration of PO Application

Configuration of Invoice Application

PO Workflow

Invoice Workflow

Automation Scripts

BIRT Reports

Start Centers

New Integrations

Informatica Development

Integration Retirements

Vendor Reload

Data Loads

Data Conversions

Data cutoffs

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Queries

KPIs

User Guides

Written Procedures

Training Material

Training Sessions

Unit Testing

Integration Testing

User Acceptance Testing

Weekly Steering Committee Meetings

Project Activities Core team consisted of

EAM Specialist, PeoplesoftConsultant,

SCM Manager, and Maximo

Consultants (2)

Having the right team, dedicated to the project resulted in success.

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Major challenge was gaining acceptance from all departments that the way forward was to do things differently.

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Technical Challenges (including but not limited to)

Electronic Invoices thrown into the project as a “must have”

Invoice reversals and construction hold backs.

Doing it all with only 1 java customization.

Pressure to deliver early.

Challenges

Keeping the major Maximo Processes intact. Work Order Workflow, Delegation of Authority for PR Approvals.

Adapting the DOA rules to PO Revisions and Invoice Approvals.

Testing literally hundreds of use cases took much longer than anticipated.

Keeping the test environments in synch

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Ensuring/Tracking Resources involved in other projects were available.

Maintaining a Schedule when major project direction continually changes.

Lack of involvement from key Acceptance Testing Resources

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Required smooth transition in active planned outage months.

UAT testing for all potential stress scenarios.

Complex business logic add to requirement matrix.

Cutover plan flexibility

Challengesby Role

Working on the project and trying to do day to day support work at the same time.

Keeping a lid on the urge to customize Maximo.

Keeping control of last minute scope changes.

Project Manager Supply Chain Maximo SME

Finance Maximo DeveloperManual data conversion was done by the SCM group and it was only partially complete for go live.

UAT was done by one person for one site, scope should have expanded to include all sites and more testers.

GL account combination rules meant engine rewrite

Inter Business Unit Transfers – offsetting account entries

Custom Matching rules made the development of automation scripts necessary

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Completed the project on schedule and under budget.

Several years of lobbying and the third attempt to get the project going was finally successful.

Traction would not have been gained this time without forward thinking by the upper levels of the company.

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Actual costs are now in Maximo.

Fully loaded and realized job plans in Maximo.

Accurate invoicing in Maximo.

Receiving and payment for Services is now Accurate.

Previous integration issues (failed invoices) non existent.

Successes

Buyers are delighted with being able to do all procurement in one system.

Accounts payable very happy with the Maximo invoice processing.

OCR (Optical Character Recognition) Invoices have improved processing throughput.

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Involvement and eventual Alignment of business units that previously had been in opposition.

Small/Tight Team.

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No duplication of effort from Planning to payment.

Details of Job plan through WO are automatically pulled into PR, PO and receiving transitions.

Advanced reporting helps to proactively manage outage events by exception.

Real time information and actionable KPI’s established

Manual paper based approvals converted to system workflow.

Successesby Role

Far fewer issues post-production than we expected.

Invoice Matching process improved greatly with automation scripting by the Interloc Developer.

OCR (Electronic Invoices) thrown into the scope mid-stream. Handled through the MIF and automation scripts.

Project Manager Supply Chain Maximo SME

Finance Maximo DeveloperCompleted 1 year prior to new ERP system.

Reduction in inventory journal entries in ERP.

New Invoice approval workflow superior to previous.

Start Center for AP identifies priorities and errors that require immediate attention

OCR Interface added to scope and works well.

Internal technical support team saved the day several times.

Feedback from users has been very positive.

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2016 – No time to Rest on our Laurels

Now that the Generation P2P Project has been successful we are moving ahead with the Mandate to get ALL Procurement for the Entire Company into Maximo.

The P2P for the Enterprise Project is underway, scheduled for completion in late 2016.

The key issue for that project will be to create one single procurement process for the entire organization.

CALGARY ENERGY CENTRE TRANSMISSI0N AND DISTRIBUTION ENMAX PLACE

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Questions and Contact InformationStephen Hume – [email protected]

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