Puget Sound Energy (PSE) implemented a Customer Relationship and Billing (CR&B) project to transform its customer experience and operations. The project involved migrating over 1 million customer records and implementing SAP CRM, ECC, and other systems. It included 33 business processes, over 600 users, and extensive data migration and testing efforts. The project improved customer service and visibility, established a common customer view, enabled analytics and self-service capabilities, and positioned PSE for future technologies on a lower total cost of ownership platform. Lessons learned included the importance of governance, data management, relentless testing, and change management.

1. A collaboration of:
Rex Pietzyk
Puget Sound Energy
Brett Eberlein
Deloitte Consulting LLP
Transforming the customer experience
seamlessly with CR&B

2. • Overview of PSE
• Overview of PSE Customer Program
• Scope of CR&B Project
• Timeline and Technology Landscape
• CR&B Project Key Focus Areas
- Project Governance
- Managing Data
- Testing / Cutover
- Business Processes / OCM
• CR&B Project Outcome
• Lessons Learned
• Questions
In this session, we will cover

3. 3
We serve an innovative region
Puget Sound Energy
1,000,000 Electric and 750,000 Gas customers

4. It is all about our customer!
Customer Experience
• Visibility to and Communications of outages
• Helps pave the way for customer self service
• Speed to market for new functionalities and
features
Building a foundation to grow on
• Common view of customers
• Customer analytics
• Standard technology platform
• Lower TCO
Why did PSE do the Customer Program?

5. • Software — CRM 7.0, ECC 6.0, OpenText, BOBJ 4.0, PI 7.3, BW 7.1, Web, IVR, Redwood,
DQM Address Validation, HP QC/PC, ARIS
• 33 high level business processes
• 600+ users now on CR&B
• 250,000+ PSE labor hours
• 44,693,573 Data records loaded into SAP for go live
• 1,826,286 Master data records processed
• 455 custom FRICE-W objects
• 491 Total number of integration test scripts
• 100+ servers built
• Two data centers, four call centers
Scope of the CR&B Project

6. CR&B Project Timeline

7. CR&B Technology Landscape
Other PSE SystemsBWA
Open Text
Streamserve
BW BOBJ BI CISCO CTI
CRMECC
Address
validation
BOBJ DS
Redwood Batch
scheduler
External
parties
OMS
GIS
PCAD
MDMS
myPSE.com
…
SAPPIIntegrationMiddlewarelayer
Tools
ARIS
HPQC
HPPC
Cache
Data warehouse
Printing
USPS validation
Data conversion
Batch jobs
CTI
SAP

8. • Project Governance
• Managing Data - Data is Everything
• Testing / Cutover
• Business Processes / OCM
CR&B Project Key Focus Areas

9. IT SAP COE
• Leadership structure — sponsorship
and involvement across the
organization
• Executive engagement
• Clear project structure and
escalation path
• Ownership by the business and
IT starts on day one
• Sweat the small stuff – Clear process
around risks, issues, defects,
documentation, and knowledge transfer
• Measure and report on clear metrics, deliverables, and milestones
• Use 3rd party to review design, development, and performance – e.g. SAP MaxAttention
Project Governance

10. • Profile early
• Cleanse early
• Monitor data quality
• Data governance
• Set deadlines —
Integration Cycle 2
Managing Data - Data is Everything

11. Early testing using a full load of converted data allowed us to have multiple iterations of testing
for a large breadth of data and business scenarios:
Test Relentlessly and Prepare for Cutover
• Functional unit test
• Integration test
• Performance
• Parallel bill test
• Mock Go-Live x3
• Regression testing for legacy ECC

12. Do not underestimate the effort for Process Reengineering and Organizational
Change Management!
• Focus on business process reengineering to drive efficiencies
- Vet processes / no assumptions
- Ensure they understand how it will work
• Engage all areas of the business to support early
adoption
• Commitment for whole organization this is the
top priority
• OCM must be more than “public relations”,
and must manage work practices and changes
• Users need to feel included and listen to
Business Processes / OCM

13. • All Bills have when out starting with day one
• Positions PSE to better analyze customer’s needs
• A common base for customer self service, common view of
customers and analytics
• Fully automate the billing for large customers
• Provide an integrated solution across our Outage Management,
Geospatial Maps, Customer Information and ERP to provide better
information to our customers
• Moved the customer records and system in house
• Quick adoption rate by PSE IT and Business teams
Project Outcome

14. • Do not under estimate the effort needed
• Identify scope early, defer new scope where possible & proactively manage scope
• One team (common culture) – Business/PSE IT/System Integrator – do not underestimate the
power of team building!
• Focus on business processes and ensure all business partners are at the table
• Involve IT support staff starting in Blue Print phase: Constant knowledge transfer = Ownership
• Low TCO is only achieved by Vanilla Technology
• Concentrate on what’s important
• Importance of testing – Multiple mock conversions, Parallel Bill testing, Dress
Rehearsals/ECC shutdown…..
Lessons Learned

15. Questions?

16. A collaboration of:
Rex Pietzyk
Puget Sound Energy
rex.pietzyk@pse.com
Brett Eberlein
Deloitte Consulting
breberlein@deloitte.com