John Simmins is the Applications Manager for Southern Maryland Electric Cooperative. He has over 15 years of experience in IT and project management, including experience in manufacturing, supply chain management, and the electric utility industry. He holds a B.S. and Ph.D. in engineering.

2. John J. Simmins
John Simmins is currently Applications Manager for Southern Maryland
Electric Cooperative and is responsible for IT strategic planning and
oversight of operational IT platforms.
He has over 15 years of consulting experience in IT and Project
Management. He has over 75 published papers and presentations and
holds two patents. His experience spans manufacturing, supply chain
management, industry and national laboratory experience as well as
several years focused on electrical utilities.
John Simmins holds a B.S. and Ph.D. in engineering.
2

3. About SMECO
Southern Maryland Electric Cooperative
provides electric service to all of Charles and
Our service Territory
St. Mary's counties, all but the northern tip of
Calvert County, and the southern portion of
Prince George's County.
The past few years have presented numerous
challenges to SMECO – some related to
weather, others resulting from technology and
operational upgrades.
In 2002, SMECO and its customers endured
the worst tornado in recent history, and 2003
brought Hurricane Isabel which devastated the
communities in SMECO’s service territory.
Although there were no natural disasters in
2004, SMECO still had its share of challenges
to overcome. Many of those challenges
provided opportunities to improve the way
SMECO does business. New corporate goals
were developed for 2005. These new goals
focus on improving customer service,
employee performance, and SMECO’s use of
technology.
3

4. SMECO Growth
135,000 Southern Maryland is the fastest growing area in Maryland. This
reflects SMECO’s steady increase in the number of customers.
130,000
125,000
120,000
115,000
110,000
1999 2000 2001 2002 2003
Customers
4

5. SMECO Growth
300 The following chart of the number of meters per employees
demonstrates that SMECO is attempting to compensate for growth
though improved employee productivity rather than simply
290 increasing employee head-count.
280
270
260
250
240
230
1997 1998 1999 2000 2001 2002 2003
Meters per Employee
5

6. Wipro Technologies
Wipro Technologies is a global services provider delivering
technology-driven business solutions that meet the strategic
objectives of our clients. Wipro has 40+ ‘Centers of Excellence’
that create solutions around specific needs of industries. Wipro
delivers unmatched business value to customers through a
combination of process excellence, quality frameworks and service
delivery innovation. Wipro is the World's first CMMi Level 5
certified software services company and the first non-USA based
company to receive the IEEE Software Process Award.
- Source: www.wipro.com
6

7. Business legacy
1945 1991 2000 2003 2006 2007
Incorporation of Western India Vegetable Products Limited
Wipro enters the Global IT services business
Wipro listed in the NYSE
Enters the league of the 10 IT companies in the world by MCAP
Wipro among the World’s Top 25 ‘Most Innovative Companies’ -
BusinessWeek
Premji listed as Greatest Entrepreneurs of all time by BusinessWeek
During our 6 year relationship, Wipro has consistently demonstrated superior technical competency, commitment to
quality and the drive to complete challenging assignments.
- Stephen L Diamond,
President, IEEE Computer Society
7

8. At a glance
2003-04 2004-05 2005-06 2006-07 2007-08* * Annualized fig ;( Q1 actuals)*4
2989 3552
Sustained Growth
2180
Revenues 1697
 CAGR of 36% in last 5 years
 Part of NYSE’s TMT (Technology-Media-
(in $ Mn) 1216
Telecom) Index, NSE Nifty Index and BSE
Sensex
Global Footprint - 53 countries
Global 46 46  Listed on NYSE
44  Presence in 53 countries
Development 40
34  12,700 employees onsite across
Centers geos
 24 near-shore development centers
72 Diverse Talent Pool
68
 49 nationalities
Employees 53  2600 domain consultants
42
(in thousands) 29
 High gender and cultural diversity
 More than 72,000 employees as of June
30 ’07.
8

9. Length and breadth of services – Enterprise
FINANCIAL ENTERPRISE
SERVICES 22.7% SOLUTIONS 42.7%
Healthcare
Banking
& Life sciences
Energy
Insurance
& Utilities
Securities Retail
An
organization’s Manufacturing
IT requirement Technology
Media, Travel &
Transportation
360 Degree Service Portfolio Across Enterprise Industry
9

10. Globally diversified service
portfolio
R&D services North America
23% 53% APAC and others
Products Infrastructure
19%
11.2% Outsourcing
12.9%
Testing
Services
9%
Europe
Japan 25%
Package
Implementation Application Development 3%
BPO Consulting
11.2% 1.2% and Maintenance
6.9%
24.7%
Global IT Service line composition Geographical distribution
• Largest independent R&D services provider in the world • 53+ development centers across
with 15,000 employees in R&D and $0.5+ Bn in revenues the globe
• Largest India based Remote Infrastructure Management • 24 near – shore development
service providers ($605Mn revenue 2006) centers globally, largest Indian tech
• #1 third party BPO Company in the prestigious Best service provider in Europe and
Employers in India 2007 study conducted by Hewitt Japan
Associates
• Largest offshore testing services provider ($164.2 Mn
revenue- 2006)
• Largest Indian Telecom software company with market
share of 18.5 % - ‘Voice and Data’
10

11. Global footprint
Canada
Europe China
UK,
Germany, Headquarters
France,
Finland,
Japan
Switzerland,
Egypt Singapore
Mexico Portugal,
USA Romania
Mountain View,
Seattle, Detroit,
Chicago, Dallas, UAE, Saudi Taiwan
Minneapolis, Arabia
Brazil
Manchester, New
York, Boston, New
Jersey, Reston
< than 100 people Australia
More than 100 More than 5,000
people people
53 countries, 46 GDCs, 24 global near-shore centers More than 1000 people More than 10,000
people
11

12. SMECO CIS Project Initial Steps
 Evaluate SMECO’s strengths and weaknesses.
 Evaluate SMECO’s weaknesses
 Develop project management structures, processes and tools
that would build on strengths and offset weaknesses.
12

13. SMECO Strengths
 Excellent work ethic
 Eagerness for change from old CIS system (buy in)
 Highly educated employee base
 Computer literate managers
 Executive buy-in on project management
methodology
13

14. SMECO Weaknesses
 Communications – tendency toward silos
and geographically dispersed departments
 Requirements definition – traditionally
SMECO has been poor in articulating our
requirements
 History of owning highly customized
software and changing software as
perceived requirements changed.
 Poor contract negotiation skills
14

15. Project Management Tools
 Established a PMO and structure to facilitate
control and communication.
 Co-located resources to one area.
 Established several communications media:
 Website
 Weekly reports
 Weekly status meetings with stakeholder,
sponsors and project team leaders
15

16. Project Management Tools
 Established and communicated the roles and responsibilities (these
changed for each phase of the project).
 Pushed much of the configuration, data definition, reports
specification and writing to the team leads.
 Put the “A” team on the project – the best and brightest managers and
employees were used.
 Established a rigorous change management process for the project.
16

17. Project Management Tools
 Established a numerically based rating system for choosing
vendors (procurement partners, software, implementation and
integration).
 Used a procurement partner in requirements analysis, vendor
selection and contract negotiation.
17

18. SMECO Engaged Advisory Services
 Key success factors:
 Must fill in where SMECO is weak
 Adequately determine SMECO’s
requirements
 Adequately convey SMECO’s
requirements to vendors
 Establish correct rating structure
of requirements
 Accurately rate vendors to show
differences
18

19. Engaged Advisory Services – CIS Selection
Criteria
 Large client base
 Demonstrated competence in ELECTRICAL utilities
 Come to the table with a methodology
 Come to the table with typical requirements
 Can meet the tight time frames
 Vendor independence
19

20. Product RFP Process
 Survey the current market
 Only deal with Tier 1 vendors
 Requirements analysis
 Requirements rating
 RFP solicitation
 RFP response
 “Trade Show” multiple vendor demonstrations
 Vendor scoring
 Short list
 Vendor demonstrations
 Reference checks/site visits
 Selections/communication to vendors 20

21. Integration RFP Process
 Survey the current market
 Only deal with Tier 1 vendors
 RFP solicitation
 Vendor scoring
 Technical capabilities
 Track record
 Comfort/fit with the organization
 Reference checks/site visits
 Selections/communication to vendors
21

22. Product Key Success Factors
 Ability to perform on time
 Work within established budget
 Ability to comply with retail choice requirements
22

23. Project Governance
Steering
Committee
S MEC O
Project Sponsor Project Sponsor
O r a c le / S P L Project Manager
Project Manager
Functional Technical
Team Team
Implementation
Team Business procedures Interfaces
Testing Reports
User training Conversion
System design
Change management Technical support
Extensions
Interface support
Conversion support
Training
Technical support
23

24. A Comprehensive Application Architecture
SMECO is moving to implement a comprehensive CIS application architecture. EAI is the integration
philosophy.
Customer
Marketing Customer
Interaction
Management Data Access
EDI for Retail IVR/CTI
Incorporate IVR &
Choice (Avaya PBX)
in CIS Incorporate in
Customer CIS
Work Relationship
Management Outage Incorporate
Logica Management in CIS Remittance
System Processing
CGI NDP 250
Geographic
Meter Information Credit Card
Inventory & System Payments,
Testing ESRI Check by
Incorporate Customer Phone
in CIS Metering & Informatio EBPP
Consumption n System Cashiering
Itron MVRS, System
Hunt (Turtle) Incorporate
Refund & & MV900 in CIS or
Capital Credit Stand Alone
Checks
Lawson
Financial
Bill Production
Retail Choice Management
Cooperative Utilitec
Incorporate in Lawson
Resource
CIS
Center Data
Address
Warehouses
Standardizati
on
24

25. Current Wide Area Network
SMECO’s current WAN is as
shown. SMECO's WAN is
comprised of four nodes with
the Hughesville campus serving
as the data center. Each
Regional office has its own
domain controller / file server,
but relies on the WAN to provide
access to SMECO's business
applications.
25
1

26. Start-up Sept
Discovery Oct
2005
Orientation Nov
Dec
Jan
Process
Feb
Analysis
Mar
Apr
CIS Project Schedule
May
Jun
2006
Jul
Assembly
Aug
Sept
Oct
Nov
Acceptance
Dec
Test
Jan
Deployment Feb
Mar
2007
Post go-live Apr
support May
26
Jun

27. Primary Business Drivers
SMECO had six primary drivers that influenced the team’s decisions and
selections as they progressed through the CIS selection process.
1. The new CIS will be a customer-centric product software solution.
1. The new solution will be technically and functionally upgradeable.
1. The project would procure all necessary hardware, software and services
required for a successful installation effort.
1. SMECO would minimize product modifications allowing SMECO to quickly
implement the new product and take advantage of regular product
releases. All non-critical go-live enhancements/interfaces will be placed
into subsequent project phases.
1. Retail Choice may require some modifications to ensure compliance with
Maryland laws, with the goal that the system be flexible and the vendor be
responsive to requests for changes.
1. SMECO will initiate a Business Process Redesign or change management
effort as part of the installation process focusing on the redesign of critical
business functions.
27

28. Vendor & Product Assessment
App x SPL App y
28

29. SPL WorldGroup
SPL is a recognized industry leader as META Group CIS Ranking 2004
indicated by the Meta Group’s 2003 and
2004 CIS rankings. Entering 2005, SPL is
recognized as a top market leader,
ranking highest in overall vendor
performance: CIS Ranking 2003
META Group
SPL WorldGroup
29

30. The CIS Hardware Solution
1 2 3 4
Produc tion Tape
Users Drive
(Clustered)
E te
x rnal
Storage
HTTP
Clie W
nt orks tations
(W b B s r
e row e Application & Database Failover
Ac e s
c s) W b S rve
e e r S rve
e r S rve
e r
Network 5
R porting
e De lopm nt
ve e
Environm nt
e Environm nt
e
S rve
e r S rve
e r
6 7
30

31. Integration Approach
SMECO installed SPL using primarily Enterprise Application Integration tools.
Point to Point Interfaces EAI EAI Based Interfaces
webMethods
Meter
GIS Order
Inventory
Input Only Dispatch
GIS
Output Only
Power Billing
WMS
System
OMS
Collection Agency
Address
Validation CIS
G/L
A/P
Print Extract Debits /
File Rejects Bank & EDI Payments
Meter Reading
Statement Telepay
Formater
IVR
Use EAI to
Route
EDI Bridge 31

32. CC&B Integration
SMECO EAI Technology Stack
webMethods Fabric v 6 .5.2
Monitoring
webMethods Administrator
(Operations Portal)
My webMethods
(Business Process Portal)
Integration Design – Build
Layer Integration Technologies
Clients
webMethods
Web Services
Modeler
Web Browser
webMethods
Java / EJB
Developer
webMethods
Oracle Stored
Trading Networks
Procedure
Console
Email
webMethods Oracle Staging
JDBC Adapter Table
webMethods EJB Oracle Advanced
Adapter Queuing (AQ) Mobile Devices
(Blackberry, Cell
Phone )
webMethods Flat File System
File Adapter (FTP FTP
, -S)
Integration Runtime Layer
webMethods Broker
webMethods Integration Server
My webMethods Server (Portal)
webMethods Trading Networks Server
webMethods Process Runtime
webMethods Adapter Runtime
Operations Platform
Windows Server 2003
32

33. Graphical Interface Development
33

34. Application Interfaces
Interface Description Category Complexity
13. RCS To CIS - Customer Status Updates - RCS sends request for customer status updates to Interface (Batch) Simple/
CIS Moderate
•SMECO / SMECO Contractors will translate document and populate CC&B staging tables.
•SPL CC&B Implementation Team will develop program to initiate internal process
14. RCS To CIS - Choice Customer Charges Posting (billable charges) - RCS sends request for Interface (Batch) Simple/
Customer Charges to CIS/supplier charges (miscellaneous adjustments) placed on accounts. Moderate
•SMECO / SMECO Contractors will translate document and populate CC&B staging tables.
•SPL CC&B Implementation Team will develop program to initiate internal process
15. CIS To RCS – Enrollment - CIS responds back to RCS with enrollment process. We send Interface (Batch) Simple/
master file and status file back for each account. Moderate
•SPL CC&B Implementation Team will develop program to populate staging tables.
•SMECO will translate document from CC&B staging tables.
16. CIS To RCS - Customer Updates - CIS responds back to RCS with customer updates process Interface (Batch) Simple/
•SPL CC&B Implementation Team will develop program to populate staging tables. Moderate
•SMECO will translate document from CC&B staging tables.
17. CIS To RCS - Customer Status Updates - CIS responds back to RCS with customer status Interface (Batch) Simple/
updates process Moderate
•SPL CC&B Implementation Team will develop program to populate staging tables.
•SMECO will translate document from CC&B staging tables.
18. CIS To WMIS - Customer Information (Field order extract) - Service Order information is Interface (Batch) Moderate
extracted from interface tables and opens a work order in WMIS with Work Request details.
•SPL CC&B Implementation Team will enhance the interface (Field order extract) provided with
base to cater for SMECO requirements/fields.
•SMECO Contractors will develop program to extract information from staging table for WMIS.
19. CIS To WMIS - Customer Payment - Once contribution payment received, batch program Interface (Batch) Moderate
populates interface table with CIS Service Order Number, CIAC Work Request Number and the
amount accepted. This information is extracted and WMIS Work Request is released.
•SPL CC&B Implementation Team will develop interface to cater for SMECO
requirements/fields.
•SMECO Contractors will develop program to extract information from staging table for WMIS.
34

35. Application Interfaces
Interface Description Category Complexity
20. WMIS to CIS - Work Request Complete (Field activities upload) - WMIS initiates a "Complete" Interface (Batch) Moderate
Work Request status in interface table and triggers an AQ in CIS to alert regional services
service order may be completed.
•SMECO Contractors will develop program to populate the staging table for WMIS.
•SPL CC&B Implementation Team will enhance the interface (Field activities upload) provided
with base to cater for SMECO requirements/fields.
21. CIS To Bank - Auto-Payment/Electronic Fund Transfer extract - CIS transmits BDA file to bank Interface (Batch) Moderate
for processing
•SPL CC&B Implementation Team will enhance the interface (Auto-Payment/Electronic Fund
Transfer extract) provided with base to cater for SMECO requirements/fields.
•SMECO Contractors will develop program to extract information from staging table for WMIS.
22. Online Address Validation - Validation of on-line addresses (mailing and property) Interface (real- Moderate
•SMECO will purchase and install validation software. time)
•SPL CC&B Implementation Team will develop the interface to cater for SMECO
requirements/fields.
23. Bill print extract file produced and sent to outsourced bill print provider (UtiliTec) Interface (Batch) Simple/
•SPL CC&B Implementation Team will enhance the interface (Bill Print extract) provided with Moderate
base to cater for SMECO requirements/fields.
•SMECO Contractors will develop program to extract information from staging table for WMIS.
34. On-line bill image - On-line bill image - Capability for CSR to view UtiliTec's bill print image on- Interface (real- Simple/
line. time) Moderate
•SMECO will determine where the images will reside and will be responsible for developing
process to place images in directory.
•SPL CC&B Implementation Team will develop URL link to images to cater for SMECO
requirements/fields.
25. Equipment Receipt - Inventory Items - Upload files with various equipment types with sequential Interface (Batch) Moderate
or non-sequential numbering schemes.
•SMECO Contractors will develop program to populate the staging table or flat file.
•SPL CC&B Implementation Team will develop the interface to cater for SMECO
requirements/fields.
35

36. Application Interfaces
Interface Description Category Complexity
26. Retail Choice -Provision of customer historical usage data to an alternate energy Interface Difficult
supplier utilizing EDI 814 and EDI 867 transactions. Data must include billed and (Batch)
measured usage over last twelve months, including both usage and demand. The
alternate supplier will send in a request for the data and the CIS must respond to
the EDI tool with the required data elements. Usage information must be provided
for both interval and monthly-metered customers.
•SPL CC&B Implementation Team will develop program to populate staging tables.
•SMECO will translate document from CC&B staging tables.
The following interfaces were not included in this implementation project:
Interface Description
1. Billing Dept sends Cycle 11 readings file to CIS (Interval Meters). Meter Dept places Excel file on network drive,
which billing selects using a VB application creates flat file, which is uploaded into OV for billing.
•SMECO will write routine in Excel to input summarized usage into meter read upload staging tables (or will be
included in the SMECO Contractors)
•No SPL CC&B Implementation Team effort included for this requirement.
2. Customer Data Mart - Update information in CC&B. Customer Data Mart will publish customer data real-time.
•Database Triggers created for certain information i.e. DNP, Telephone Number Update
•CIS updates customer telephone numbers from IVR database
•OMS updates customer telephone numbers
o SMECO Contractors will develop triggers/programs that will call CC&B API’s to update CC&B information.
o No SPL CC&B Implementation Team effort included for this requirement.
3. e-Complish (Phone)
36

37. The Project Plan and Staffing
 The proper staffing is key to a successful implementation.
 The following is essential:
 Integrated and united team
 Clear roles & responsibilities
 Efficient decision making and resolution process
 Best qualified people for the job
 Extensive knowledge transfer
 Effective reporting and communication
The right people at the right time
in the right place
37

38. Implementation Plan and
Methodology
SPL has a developed implementation methodology that was
Start Up
deployed at SMECO:
 Project Management
Discovery
 Seven strategic phases (17 month implementation for SMECO)
 Each phase has several steps SMECO
 Major decision points at each step Orientation
 “Plan – Prepare – Do” philosophy
 Live Support (10 days on-site & 110 days off-site) Process
Analysis
Assembly
Acceptance
Deployment
38

39. Project Management
The following overall tasks/tools that used in project management.
Controls Tools
 Project Planning
 Status Reporting
 Contingency Plan/ Risk Trakker
Mitigation SRTS
 Document Management SPLIS
IV&V
 Quality Assurance
PMM SM
Conversion
 Scope Change/Change Order
Management Methodology
 Issue/Problem Management MS Project
 Sub-Contractor Management CATALYST
 IT Configuration Management
 Production Control
39

40. Project Management
SPL provided project management services to coordinate its activities and responsibilities.
This included ongoing liaison with SMECO and preparation of status reports from
SPL's activities, as well as on-going planning and status assessments with SMECO, as
required. It was SMECO’s responsibility to manage its obligations, and those of outside
vendors and suppliers. SPL Project Management duties include:
Attendance at all agreed upon planning and reporting meetings scheduled by the SMECO project manager.
Regular status reports outlining progress against SPL target deliverables, the status of issues, change requests, risks
billings against the project, resource status and the disposition of future, pending tasks.
As the project progresses, any changes, whether they reflect budget / costs or not, are formally documented and tracked
by the SPL project manager.
Each Phase of the Project is managed according to standard accepted project
management processes through the life-cycle described above:
Plan
Execut
e
Initiate Close
Track &
Control
40

41. Project Management
Tracking and Control Areas
1.
Delivery
Management Project
Director
2.
Quality
Management
3.
Change
Management
Deadlines & 4.
Rework Issue
Milestones Management
5.
Risk
Management
Change Register 6.
Resource
Management
Issues Register 7.
Tasks Financial
Management
Risk Register Staff
changes
Project Key
Update Schedule Stakeholder
s
Report Back to: 41

42. Plan Overview – Acceptance Phase
Start Up
Deliverables
Acceptance testing:
Discovery
Configured system
Interfaces (Base) SMECO
Orientation
Conversion (SMECO)
Reports Process
Analysis
Business procedures implemented
Training completed Assembly
Cut-over plan to ensure successful go-live with the new system
Transition plan for ongoing support in place Acceptance
Go / No Go decision
Deployment
42

43. Plan Overview – Ongoing Tasks
Start Up
Business Process Transformation
Discovery
Change Management
Project Management
Technology Support
SMECO
Orientation
Training
Process
Analysis
Assembly
Acceptance
Deployment
43

44. SPL’s Support Roles & Skills
SPL supported SMECO through the following roles and skills:
Customer Help Desk
 Customer Help Desk
 End-user questions
 Issues with customer environment
 Reports product issues to SPL
 Skills: CC&B functional knowledge,
understanding of SMECO’s business
 CC&B Level 1 Analysts
 Functional guidance
 Problem re-creation and logging in
English
 Skills: CC&B functional knowledge,
Level 1 Oracle, UNIX, CC&B Implementation
Tools
44

45. SPL’s Support Roles & Skills
 CC&B Level 2 Analysts
Level 2 Product configuration
 Database issues
 Base Product Performance problems
 Skills: Oracle, UNIX, BEA, CC&B tools,
CC&B functional knowledge
 Product Development
 Maintains product and provides fixes
for all core product issues
 Designs new product enhancements or
components
 Provides upgrade and implementation
Product Development tools
 Responsible for resolution time on base
product issues
45

46. Support
SPL provided SMECO with the following implementation support
and post implementation support:
SPL Global Delivery or
Post-
Operational Support
Implementation Services
Team
 Maintenance for custom
development (plug-ins, interfaces,
reports)
 New release training
 New release upgrade services
 Database administration
 Performance tuning
 Skills: Oracle, UNIX, BEA, CC&B
Developers’ Tool Suite, CC&B
functional knowledge
46

47. Support and Maintenance for CC&B
The following diagram depicts what SMECO received from SPL for
support and maintenance of the CC&B product:
SPL Solution Strategy
Level 2
Level 1 Review
Enhancement
Requests
Core Product Issues
Custom Code
Issues
Post-
Implementation
Support
Product Development
SMECO’s Help Desk
47
Customer’s Product

48. Business Benefits Achieved
 Adding 4,000 new customers a year
 Payment plans far less time consuming and much more accurate
 Billing system complaints to the PSC greatly decreased
 Two days after going live with CC&B, the demeanor and mood of the
Call Center was very upbeat
 80% of the information needed to address most customer questions is
available on the first screen.
 Customer billing was immediate post go live.
48

49. Any Questions?
49

50. 50