How to Successfully Implement SAP AMI
Annemarie Groenewald
City Of Cape Town
A collaboration of:
What Ill Cover
The Cape Town Journey
Project AMI Background
SAP AMI Implementation
Success Factors
Project Closure
Key points to Take Home
Questions
Cape Town South Africa
Significant Political Events in South Africa during the
past decades have changed City administration.
Pre- 1994: South Africa internationally isolated and
communities segregated on racial grounds.
April 1994: first democratic election and government of national
unity established.
Cape Town administered by 64 local municipalities.
3-Tier government structure: National, Provincial and Local
Government Consolidation of Local Authorities.
December 2000: Restructuring Local Government cont:
Mergers of 7 previous autonomous Municipalities into a
single Metropolitan Uni-City for Cape Town.
The City of Cape Town was established in 2000
TODAY:
Population:
3.7 million
Share of National GDP:
Share of Provincial GDP:
15.9 %
82 %
Area:
2461 km2
Rateable Properties:
933 608
Employees:
23 579
City of Cape Town annual budget 2013/14:
Operating: R26
billion ($3 491 103 548.86)
Capital:
R 5.45 billion ($731 789 013.13)
City of Cape Town Achievements
Winner of the Computer World Honors 21st Century Achievers Award as the Best IT
Project in Government and Non Profit Organization Washington DC June 2004.
The City received an Impact Award for Innovation in the Public Sector at the AFSUG
2010 conference for the C3 Notification system - an internal process that is used to
record, track and report complaints and requests from residents and ratepayers
Cape Town maintains clean financial record - 9th consecutive unqualified audit opinion
from the Auditor-General of South Africa (2011/2012 Annual Report)
City receives highest municipality credit rating from Moody's International (2013)
Special Achievement in GIS (SAG) award at the 2013 ESRI International User
Conference whereby they recognized outstanding work with GIS technology
SAP ECC6 & ISU Foot Print - 2003
- Billing to sundry debtors
MM
SCADA*
- Procurement &
Inventory Management
EDI
- Plant Maintenance
PP
- Financial Accounting
SD
FI
Sales &
Distribution
Financial
Accounting
Materials
Mgmt.
- Management Accounting
Controlling
ECC6 and
IS-U/CCS
Production
Planning
AM
Fixed Assets
Mgmt
QM
PS
Quality
Management
Project
System
PM
Field
Service
Support
Plant
Maintenance
Work
Clearance*
- Human Resources &
Payroll
CO
WF
Industry
Solutions
Human
Resources
SM
Service
Mgmt
Workflow
IS
HR
CAD
GIS
AM/FM
- Asset Management
IS-RE
IS-U /
FERC
IS-U/
CCS
ERP Programme largest SAP implementation in
Local Government in the world
- Project Accounting
- Real Estate
Management
- Industry Solution for Utilities
- Customer Care & Revenue
Management
SAP ECC6 & ISU Foot Print - 2003
SAP Fact Sheet
420 end-to-end Business Processes
Cost: R354mil (2001-2003)
Single Instance
10 000 Users
> 500 SAP Sites City Wide
3,2 mil ISU contracts
1,2 mil consolidated invoices per month
ERP Programme largest SAP implementation in
Local Government in the world
The SAP Journey: 2002-2013
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Citizen Portal
AMI
BObj
E-Leave
2013
MSS
ESS
SSM
ITSM
LUM
PSRM
Benefit
Realisation
CRM
4.7 Upgrade
Business
Warehouse
Corporate
Performance
Management
ERP6 Upgrade
Flexible
RE
SAP Production System Landscape
Mobile Assets
for Utilities
ISIS
Solution
Manager
Custom
Relationship
Mng
SAP ECC6
e-Recruitment
Business
Warehouse
Internal
Portal
Supplier
Relationship
Mng
SAP GRC
Integration
Hub
Public Sector
Records Mng
Business
Objects
Strategy
Management
TREX /
MAXDB
Content S
Business
Planning &
Consolidation
Citizen Portal
(eExternal
Services)
City of Cape
Town External
Portal
MAXDB
Database
Oracle 11
Netweaver Stack 7.3
EHP5 (Upgrade in November to EHP7)
BW 7.3 (Upgrade in November to 7.4)
ECC6 - 22 Terrabyte
BW - 5 Terrabyte
11 Production systems
Overall 100 systems eg DEV, QA, Training
Slide 12
Project AMI Background
Maximise the current investment in Smart Meters
Efficiently manage energy usage and cost by providing
commercial and industrial consumers with relevant
and accurate information timeously
Comply with the legal requirements, access to
information requirements, as well as the requirements
specified by SANS 474: Code of practice for electricity
metering, as prescribed by NERSA.
Slide 13
SAP AMI Implementation
Phase 1: Standard functionality and enhancements
Device processes installation, removal, creation
New Connections
Move-in/out
Meter Reading processes
Phase 2: New functionality
Slide 14
AMI Event Management
AMI Monitoring
EASIM (Rate comparison)
Portal Integration
Device Location information
CCT High level Landscape
SAP Environment
E-Services Portal
MDUS Environment
E-Services Custom Built Link
AMI Environment
Consumption
Graph
Illustrations
Meter Commands
IS-U Outbound Integration
IS-U
IS-U Inbound Integration
Meter Data and
Consumption
Meter Responses
Meter
Meter Commands
Meter Responses
PSRM
PSRM Inbound Integration
BRF+
SAP Netweaver
Event Management Inbound Integration
Event Management Outbound Integration
Meter
Meter Event
Filters
Meter Events
Meter Events
SAP AMI Benefits
Establishment of two way communication of the meter and SAP and free flow of
information
More reliable communication through AMI and SAP
Automation of the entire meter reading process without any manual intervention.
Provide commercial and industrial consumers relevant and accurate information timeously,
regarding electricity costs and usage, in order for them to efficiently manage energy usage
and cost
Automate time-consuming and expensive manual tasks such as disconnecting /
reconnecting a meter, uploading profile data from a meter and uploading discrete meter
readings
Read meters remotely thus eliminating issues of premise access, travel time, incorrect
readings
Offer billing services based on actual consumption data and meter reading
Connect real-time consumption data to electronic customer self-services
More effectively identify faults and rapidly restore service on the basis of real-time
readings
Improve the service delivery for City of Cape Town Energy consumers
AMI Project Scorecard
Planning, Governance
Scope mgmt
Timeline, execution
Project plan included 3rd party activities
Signoff processes worked well
Due to shortened timeline, only one steering
committee meeting was held
Document development and review process
work well
Proof of Concept approach worked well
Having processes defined as input into Blueprint
worked well
Initial assessment/alignment workshops between
SAP and business worked well
Scope changes were well managed and agreed
Start date was delayed by 2 months
Project activities/processes were always ahead
of the next milestone
Testing involved ESC teams (regression)
Solution Manager could not be used due to Cityinternal constraints
Project went live one month ahead of schedule!
Budget
Resources,
Stakeholders
Quality
Original approved SAP budget was tight and
had to be extended
MDUS worked as part of tender
Central location at ESC together with business,
SAP, MDUS, PI worked well
Team was away from day-to-day activities
Improvement areas: additional knowledge transfer
to ESC and business team
Decision makers and implementers worked well
together
AMI Solution Architect was involved onsite and
remotely for support and QA
Great commitment by all team members and
stakeholders
Constructive attitude to conflict
Risks
Communication
Procurement
Risk assessment was part of Project
Preparation and then included in ongoing
governance, reporting and communication
Updates happened as part of status meetings and
informal discussions
City procurement processes delayed start date
AMI Functional and Data Scorecard
Testing
Data
End user training
Test landscape management was complex in
order to include 3rd party system (MDUS)
Functional Sign Off must be extended to
additional stakeholders
Serial numbers had to be standardised - impact is
on procurement of devices (MM)
Serial number conversion became part of cutover
AMI uncovered unknown manual interventions
Overview and subsequent one-on-ones worked
well
Doing training in their environment worked well
No specific tools used
MDUS online help provided
Train closer to go-live
Infrastructure
Resources,
users
Support
Various elements had to be considered and
managed early identification of action items
was crucial:
Network
Firewall
Telecommunications
Service provider issues
MDUS
SAP...
Disaster Recovery
Authorisations
Technical roles (PI was new) were more
complex than business roles
Business users tested with their real profiles
Users could have been brought in earlier, even to
verify processes or design
Project manager with functional background in IS-U
worked really well
ESC support team received knowledge transfer
ESC support team received knowledge transfer
early on
Support team was involved in document
reviews, testing and cutover
Assisted users on the live system during go-live
Development
Configuration
Manual meter reading entry for AMI devices had to
be created
For integration, standard Enterprise Services were
used
AMI was setup from scratch
Device management had to be enhanced (and
then tested to compatibility/regression)
Project Closure
Live operations
2412 AMI devices live
Found and resolved some issues with previous processes/readings
Very few functional queries, no solution issues
Overall
satisfaction
with delivery
Value delivery
Objectives achieved:
Manual process automated (bi-directional communication with meters) reduced workload
for Validations and Master Data departments (moving in/out, device installation/removal)
Automated creation of Service Notifications for Meter Events
Electronic Storage of Electricity documentation on PSRM
Implementation of Customer-facing Portal with Integration
Established platform for future phases (EDM)
Good acceptance by the users
ESC self-sufficient with support for the solution
Delivery/overall satisfaction rated as 9 out of 10
Key Points to Take Home
1. Business involvement and ownership:
Constructive scope discussions and attitude towards conflict
Project team co-location: ESC team, business, MDUS, PI, SAP and support all sitting close
together. Most team members allocated full time
Decision Makers and Implementers worked closely together, clarified/standardized
2. Scope Crimp instead of Scope Creep
If it is not in scope it is out
New requirements moved to Phase 2/ Roadmap
3. Project Planning and Execution:
Planning happened ahead of team mobilisation
Execution/governance was always ahead of milestones - pre-empting next steps
Bottom line: Project Success Factors have not changed over the years.
If a project is set up for success, managed with appropriate governance
and with joint commitment to one goal it will be a success.
Questions
Slide 22
Annemarie Groenewald
City of Cape Town
[email protected]
A collaboration of:
