1. Case Study on Selection of a Work and Asset Management System

2. In 2007 South Jersey Gas underwent an internal management audit.
One of the findings from the audit recommended replacing SJG’s paper based system and implementing a Work and Asset Management System.
Accepting the recommendation from the audit, SJG decided to move forward in researching and selection of a WMS.

3. So, how do you get started??

4. Business Processes
The first step was to document our business processes. With the aid of a consulting firm, SJG started the documentation.
As-Is -- All business processes were documented.
Key business representatives were charged with verifying existing processes.
All processes were validated by the business owners as correct.
To-Be – Processes were developed as to how they could be automated and improve efficiencies.

5. Requirements A team was constructed to write the system requirements.
Core team was comprised of:
Utility Department
Operations Department
Construction Department
Compliance Department
Design/Engineering
Permit Department
Scheduling Department
Sales/Marketing Department
Finance/Accounting Department
Process Management
Requirements need to be very detailed in what was expected from the new system – vague requirements such as “system should be able to”… leaves the intent of the requirement open to interpretation.

6. Selection of Vendor/Product
SJG sent out Requests For Information requests from many vendors to demo their product. We had seven vendors show interest resulting from the RFI. By the time we went out for RFP, only three bid on the project.
After the demos, SJG invited those whose product was most suited for our business to do a “scripted demo”.

7. Selection of Vendor/Product
After the selection of the software it was important to select the right implementer.
The group you select can make or break your implementation.
References were gathered from other similar utilities that had installed a similar system.

8. Selection of Vendor/Product
Detailed scripts based on our requirements were created in an effort to verify that the system/vendor could deliver what they claimed.
Multiple days were set aside to run through the scripts with all of our SME’s present.

9. System Build
Draw a balance between “Out of the Box” and “Configuration Required”
No system will fit all of your needs out of the box.
Try to keep configurations to a minimum, but keep in mind, they will be necessary.

10. System Build
A “Full Time” team from SJG was put together to work with the consultants. Part Time involvement did not work. The team had to be dedicated full time to the project.
Write your “To-Be” processes. They will be your road map to how you will do business in the future.

11. Sample To-Be Process

12. System Build
DO NOT allow the project to become an IT project. IT has to play a major role, but this is a business system built for the business.
Do not allow “scope creep”. As we moved through the project, end users continually came up with new requests. If not in scope, keep a parking lot of the requests for future consideration. If the project scope is not locked down, the system will never be built.

13. Change Management
From the very start of the project, a strong “Change Management” plan is required.
If you don’t have a trained Change Management Professional, get one.
Full support from Executive Management Team is a necessity.

14. Change Management
Don’t fall into the trap that the “end users” will be the road block in rolling out a new system.
Mid-level management and First line supervision can make or break the successful implementation of a new system

15. Testing
The general objective of testing is to systematically exercise and prove the business functionality, using data and business process scenarios. The testing is done in stages to progressively build on successful results, thus providing a manageable way to validate core business functionality and reduce the risks in the system prior to placing it in production.
Data Conversion
Integration
Unit Testing
Functional Testing
Reports
User Acceptance
End to End
Defects
Regression

16. Training
Training needs to be more than navigation of system. Changed business processes need to be thoroughly covered in the training sessions.
It is imperative that consistent training is given to all employees. Do not train one group one way and another group differently.
Train first line supervisors first. This empowers them in the assistance of their direct reports by understanding the new software and processes.
The training manuals should be in a format in which they can be used for future reference by the end users.

17. Post Production Support
The core team needs to be kept for a period of time for support of the program after implementation.
Have a proper sized support team.
EXPECT DEFECTS. No matter how well built or tested, there will be issues.
End users will start requesting enhancements of the system.

18. Questions???