Responding to Business Mobility Opportunities with Existing CIS

NOTICE: Proprietary and Confidential
This material is proprietary to Centric Consulting, LLC. It contains trade secrets and information which is solely the property of Centric Consulting, LLC. This
material is solely for the Client‟s internal use. This material shall not be used, reproduced, copied, disclosed, transmitted, in whole or in part, without the express
consent of Centric Consulting, LLC.
© 2013 Centric Consulting, LLC. All rights reserved
Responding to Business Mobility
Opportunities with Existing CIS

• Introductions
• Mobility Overview
• What Are Utilities Doing?
• Customer Service / CIS Integration
• Lessons Learned from Mobile Projects
• Questions
CONTENTS
6/28/2013 www.centricconsulting.com 1

WHO WE ARE
You‟ve found your most reliable partner.
Centric Consulting a business consulting and technology solutions company that’s been around for 14 years and
we’re building a company that will be here for 100 more.
$80 million
2012 revenue
1999
year founded
450
employees
9
• Cleveland
• Columbus
• Indianapolis
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• Tampa
locations
2
• Energy & Utilities
• Oracle
national practices
1
bold vision that spans 100 years
Our culture
is built on our passion for
our work and driven by
our values.
• We work to understand your needs and
act as a true partner.
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record of delivering exceptional results.
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with humility, respect and collaboration.
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difference in the communities we serve.
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We strive to manage a work-life balance
that makes us better professionals and
better people.
To learn more about our core values, visit
www.centricconsulting.com/about-us/core-values.
• Boston
• Chicago
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Dayton-
Louisville
2
www.centricconsulting.com 6/28/2013

Centric Consulting
Energy & Utilities Practice
Centric’s Energy and Utilities practice focuses on the unique business and
technology needs of energy and utility companies. Since 1999, we have
consistently delivered quantifiable results for more than 50 electric, gas,
and water utility clients.
Centric’s Core Utility Industry Offerings
• Meter-to-Cash Related Integration Services
– CIS Integration and Enhancement
– CIS “Satellite Systems”
– Meter-to-Cash Project Collaboration
• Business Intelligence/Analytics/Reporting
• Web Portal/Customer Self-Service
• Mobile Applications for Utilities
• AMI, MDM, and SmartGrid Enablement
• EAM/WAM Strategy & Implementation
• Customer Communications
• CIS Data Conversion
• Oracle Utilities Application Service Provider
• Application Maintenance & Outsourcing
ENERGY & UTILITIES

• Introductions
• Questions
CONTENTS

It’s not about mobile, it’s about mobility
How well do we truly understand user behavior?
Mobility is forcing us
to re-think how we
leverage technology
to serve
customers, employee
s and partners
• Is not about Apple
versus Android
• Is not “tiny web” or
screen-scraped PC
applications
• Is breaking down
processes into
discreet tasks that
people (or machines)
want to accomplish
• Is enabling
work, collaboration, d
ecisions from
anywhere on any
device
• Having a mobile app
or website is not a
mobility strategy
Mobile
• is a channel
• is linked to devices
• is always one
thing, wherever it is
• is the nuts, bolts
and infrastructure
• is building and
getting an app
launched
Mobility
• is a behavior
• is information,
services and
convenience
served up on the go
• exists across a
variety of screen
sizes and devices
• is an experience
that changes with
context
MOBILITY OVERVIEW

Why does mobile go wrong?
‘Shrink to Fit’ ‘Mobile First’
According to early
adopters, the
“conventional
wisdom” about mobile
development is not
entirely true
1. Mobile development
absolutely has to
pay off with ROI
2. Mobile development
should be kept
entirely in-house
3. It‟s impossible to go
too far building
mobile functionality
4. Old form factors are
immediately
obsolete
Utilities who choose to build upon existing CIS
infrastructure can realize higher growth potential in
Stage 2
MOBILITY OVERVIEW

Strategy Build Operate Transfer
Strategy begins with
thinking about the
basics: who, what, why
and how
Advisory Services
Plan Mobilization
Project Accelerators
Design & Development Deploy & Manage
Support & Maintain
Knowledge Transfer
ConfidentialPage 13GB E&O Mitigation Program Recommendations
E&O is not top of mind for most GB claims staff and management
Description
• A small number of Best Practices (BP)
are associated with the majority of our
E&O
• This “short list” should be communicated
and emphasized in all relevant forums
• A one-time „big bang‟ launch is required
to bring focus to E&O, including elements
such as:
– Kick-off conference call (to include Pat
Gallagher & Norm Darling)
– Operational conference call between Zone
and Branch management to walk through
implementation plans
– Branch staff meetings to review program
elements in detail
– Distribution of laminated cards with Top
E&O-related Best Practices, File Transfer
Checklist, etc.
• Thereafter, an ongoing communications
and training program will maintain
program visibility and effectiveness and
support continuous quality improvement
Recommendation: Create Broad Awareness of the Root Causes of E&O
Top Best Practices Related to E&O
• Supervisor input on questionable / denied / controverted claims
• File transfer protocols (new)
• Shorter diary requirements for high risk claims (new)
• Three point contact
• Appropriate claimant contact on disability payments (including
verification of work status)
• Written documentation of important client communications (new)
• Engage experts on complex claims (new)
• Active and timely management of counsel
• Round tabling vendor assignments
Lower Frequency Violations
• Carrier reporting of severe claims
• Required approvals for settlements on litigated claims
• Document liens on file jackets
• Active claim management (appropriate IME usage)
Strategy
Assessment
Roadmap
Definition
Workshop
Planning &
Prep
Stakeholder
Engagement
Establish /
Prepare Team
Business Case
Data Capture
Web Services
Iterative
Approach
Pilots /
Prototypes
Messaging /
Notifications
Process
Re-engineering
Industry
Frameworks
Mobile
Applications
Training /
Coaching Plan
Centric Solution
Center
Usage
Reporting
Analytics
QA Testing /
Distribution
Application
Outsourcing
New Products
Mobile is so much more
than just creating the
interface and code that
runs on the device
Building apps is just the
first step, so we offer
ongoing support and
technical services
Some organizations
want to build internal
capabilities. We help get
your team ready
IT Org
Development
Rotational
Programs
Private Apps
Store
Cloud / Hosting
Services
MOBILITY OVERVIEW - SOLUTIONS

• Introductions
• Questions
CONTENTS

Mobile devices present an ideal medium for customer
interaction both for traditional meter-to-cash communications
as well as new Smart Utility offerings.
Security has been a BIG concern, but look around at
momentum in other industries – every day our customers get
more mobile savvy and want us to come along.
• Outage reporting and status
– Report outage by address or street light
– Summary statistics by geography
– Estimated restoration
• Bill Payments & limited Self-Service
– Pay Bill
– Basic customer self service
– Bill history
– Payment history
– Usage history
ComEd App exceeds 1M
transactions
TXU Retail nearly 800K
account transactions
In one storm ComEd
recorded 7,000 mobile
outage report/status
WHAT ARE UTILITIES DOING?

• Revenue
– Faster time to payment
• Lower Support Cost
– Increased customer self-service for outage reporting
• Better and Faster Outage Identification
– Achieve ROI with even relatively small customer adoption rates
• Increased Customer Satisfaction Levels
– Better access/ease of use
– Keeps up with evolving customer expectations
– Faster response and communication time for outages
WHAT ARE UTILITIES DOING? – BUSINESS CASE
Forrester Research estimates that the cost of a call into a call center is around
$5.50, compared to $0.10 for online self-service. By conservative estimates,
utilities can save $20 to $35 per customer annually with an alternative self-
service channel for billing and payments alone.

• Mobility can improve
worker productivity by
minimizing idle
time, unnecessary
travel and redundant
data entry
• Capturing information
at point of
performance and
uploading to back-end
systems can improve
reporting data
accuracy
WHAT ARE UTILITIES DOING? - FUTURE
Pre-Pay
• RT Usage / Billing Display
• Reload Pre-Pay Meter
Demand Response
• Enrollment
• Event Notification
• Service Call Reminder
• Settlement
Outage Crew Call-Out
• First Responders
• Alert Acknowledgement
• Dispatch / Routing / Job Site
Arrival
• Job Completion / Available
Status
Customer Engagement Alerts
• Outage
– Restoration status
– Information
• Credit & Billing
– Missing payment
– New bill
• Usage & Energy Efficiency
– Threshold notifications
Mobility Work Management
• CIS functionality delivered via
mobility instead of another
system.

• Introductions
• Questions
CONTENTS

Technical Options Customer Service / CIS Integration
• Extend Existing CIS Web Interface for Optimized Mobile Web
Presence
– HTML5 and responsive design
– Browser fragmentation and support implications
– Offline device functionality
• Create or Extend Web Services Layer for Mobile Integration
– RESTful
o Lighter weight protocol
o Uses HTTP/HTTPS
o Any Message Format (developer Defined)
o Stateless Operations
– SOAP
o More standardized than REST but with additional overhead
o Generic Transport (HTTP, HTTPS, JMS, etc.)
o XML message format, can be verbose and requires
overhead to parse
o Stateful Operations
• Beware any promise
of any “one size fits
all” tool
• Good user experience
on mobile depends on
the design of back-
end business services
as well as software on
the device
• Use standards-based
technologies where
they are sufficient for
your needs
• Continually reassess
the state of HTML5-
related technologies
because the
ecosystem is evolving
at a rapid pace
TECHNICAL OPTIONS

Common
Integration
Services
Mobile
IVR/VRU
Internal
Systems
(CIS, OMS,
etc.)
Customer
Portal
(website)
Mobile apps require integration
with back-end IT systems….
MOBILE INTEGRATION
By leveraging a common service
integration layer, consistency is ensured
across all customer channels.
This allows for shared security and other
common architecture components
across all interfaces (if you can report
through IVR, you can report same
manner through mobile, etc…)

• Introductions
• Questions
CONTENTS

User Experience & EngagementReach & Efficiency
Sales, Marketing and Customer-
facing teams prefer the richer
user experience and device-
enabled capabilities of native
apps
IT Operations and Support groups
prefer lower cost, simpler
deployment and “instant update”
features of web apps
Hybrid apps use 3rd party
software frameworks and are
popular with users who want most
native apps features with shorter
development time
Web Apps Hybrid Apps Native Apps
Business teams, particularly in Sales, Marketing and Field Operations, are
increasingly demanding mobile applications, while IT groups may be hesitant to
invest without a defined strategy and operating model
Web Apps
• Reach
• Cheaper
development
• Ease of
distribution
• Instant update
• No offline access
• Not App Store
friendly
Hybrid Apps
• One code base
• Leverage most
device features
• Shorter learning
curve
• Slower response
time
• 3rd party
dependency
• App Store
accessible
Native Apps
• Always “on”
• Deeper
engagement
• Brand building
• On-device features
(faster UI, camera,
GPS, audio/video)
• App Store
accessible
NATIVE APPS OR WEB?

Native
Apps
Hybrid
Apps
Web
Apps
Does not requires device-specific programming skills
Device agnostic; write once and run on multiple
platforms
Apps are upgradeable in real time
Strong version control capabilities
Full access to all device features
(camera, audio/video, GPS, etc)
Advanced data synchronization and
offline/disconnected functionality
Technology supported by multiple software vendors
Can be affected by slowness or perform erratically with
intermittent data connections
High level of capability
Some level of capability
Little or no capability
MOBILE APPS DECISION FRAMEWORK

0
5
10
0.00 5.00 10.00
ValueAssessment
Risk Criteria / Ability to Deliver
Scorecard Results
Native App
Hybrid App
Mobile Website
Other Options
Virtualization
All of Above
Value to IT
ValueToBusiness
Some
Low Hanging
Fruit
Fund
These
Projects
Look for
Other
Opportunities
Outsource
These
Projects
Business Value Criteria Weight
Financial Investment
Emphasis on lower development cost 12.00%
Emphasis on lower QA testing cost 10.00%
More of a simple app or service, less ongoing investment expected 15.00%
Customer or User Experience
Provide a "wow" factor with emphasis on high usage frequency 8.00%
Must work offline 15.00%
Must be very fast, emphasis on smooth scrolling or image loading 8.00%
Likely to use device features like camera, gps, acceleromator, etc. 5.00%
Discovery & Awareness
Must be available from one of major App Stores 10.00%
Must have "instant update" or be updateable in near-real-time 8.00%
Must be accessible by widest variety of mobile devices 9.00%
IT Value Criteria Weight
Maintainability
Must be developed/supported by existing skills portfolio 15.00%
Must have strong version-control capabilities 10.00%
Must be developed with common code base 15.00%
Requires customized or more advanced UI controls 15.00%
Security & Management
Sensitive data does not persist on the device 11.00%
Likely to require 3rd party support or mgmt tools like MDM 6.00%
Must be constantly up-to-date with latest mobile OS release 5.00%
Core technology must be supported by multiple vendors 15.00%
Must meet specific technical or industry standards 18.00%
Many organizations are uncertain whether to invest in native applications, cross-platform “hybrid”
applications or mobile websites. To assist this decision process, we created a decision framework and
scorecard process to rationalize mobile architecture investments
MOBILE ARCHITECTURE DECISION MATRIX

What made previous mobile projects successful?
• Focus on user experience
– Working with experienced mobile UX team
– Willingness to think „mobile first‟ and resist „shrink to fit‟
– Sorting out “noise” from the good stuff with product/solution vendors
• Flexibility
– Chunking up long term roadmaps into iterative, frequent deliverables
– Creative workarounds for back-end system integrations
– Good listening skills get you to the right finish line, not just across the
finish line
– Adapting deliverables based on what we discovered along the way
• Engagement from key stakeholders
– Trusted partnership between business and IT teams
– Design prototypes, interactive demos, webcasts, weekly product reviews
to sustain momentum and excitement
– Take a strategic perspective, this is bigger than a „mobile application‟
User Experience,
Flexibility and
Engagement are
critical success factors
for mobile projects
• Starting with business
design that is snappy,
simple and built
around an “action
button”
• “Atomized” business
processes to divide
them into small chunks
that intended
audiences care about
• Empowering clear
ownership for mobility
decisions and
investment priorities
LESSONS LEARNED

What would have made previous mobile projects more
successful?
• Avoid the tendency to treat mobile like just another project
– Comparing cost of mobile apps to core enterprise apps
– Immature testing tools and automation
– Gaps in existing services partner‟s ability to deliver and support mobile
projects
– Having a solid, easy distribution mechanism in place for apps not bound
for the iTunes store
• Define the “what” of business strategy before the “how” of
IT delivery strategy
– Working with a roadmap that is flexible and designed for change
– Understanding random acts of mobile across the organization
– Measuring the right stuff (hint: not apps downloads)
– Never too early to start planning the next phase
What have we learned
so far?
• Mobile software projects
follow Agile / Iterative
approach, which can
challenge more
traditional IT delivery
models
• Mobility projects that
take on too much will
often fail to meet
expectations
• Mobility projects will
challenge existing
application, middleware,
security and deployment
models
• Building and managing
mobile software likely to
be outsourced to
partners with mobility
credentials
LESSONS LEARNED

• Introductions
• Questions
CONTENTS

QUESTIONS?

• Who Owns Mobility for the Enterprise?
• How Well Do We Truly Understand User
Behavior?
• BYOD?
• Mobile Application Platforms?
• Security and Management?
• Developing a Mobile Strategy?
• Integrating with Backend Systems?
• Prioritizing Mobile Investments?
Let‟s select a few
topics for group
discussion
• What mobility topics
is your company
most interested in
exploring?
• Are there particular
questions you are
struggling with?
QUESTIONS NEEDING ANSWERS

CONTACT US
Jason Miller
National Mobility Solutions Practice Lead
jason.miller@centricconsulting.com
Pat McMillin
Director – Energy and Utilities
Pat.mcmillin@centricconsulting.com
Russ Dixon
Director – Energy and Utilities
Russ.Dixon@centricconsulting.com

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