ActewAGL’s Business Process Transformation by Re-implementing

Oracle E-Business Suite R12

Julie Vrkic

Business Implementation Manager

ActewAGL

Shoba Sivanesan

National Practice Manager

Vijay Kakade

UXC Red Rock Consulting

ACTEWAGL'S BUSINESS PROCESS TRANSFORMATION

BY RE-IMPLEMENTING ORACLE E-BUSINESS SUITE R12JULIE VRKIC, BUSINESS IMPLEMENTATION MANAGER, AAGL

SHOBA SIVANESAN, NATIONAL PRACTICE MANAGER,

VIJAY KAKADE, GLOBAL SERVICES, MANAGER,

UXC RED ROCK CONSULTING

5TH MARCH 2014

ABOUT ACTEWAGL

• ActewAGL was set up in October 2000 when the then Australian Gas Light

Company (AGL), and ACTEW Corporation, an ACT Government owned

enterprise, entered into Australia's first utility joint venture.• 888 staff

• ActewAGL supplies reliable essential services to Canberra and the region• Electricity distribution

• Over 177,000 customers

• 2,400km overhead lines

• 2,700km underground cables

• 583MW net peak demand

• Natural gas distribution

• 130,000 customers and connections

• 4,800km mains lines

• 10,000TJ gas/pa

What we do

• ActewAGL is made up of two partnerships:• ActewAGL Retail is owned equally by ACTEW Corporation and AGL Energy via subsidiary

companies.

• ActewAGL Distribution is owned equally by ACTEW Corporation and SPI (Australia) Assets

Pty Ltd via subsidiary companies.

CHANGE MANAGEMENT

• Several IT business Transformation Projects running in parallel

• Recognition of the impact on organisational ‘Change Capacity’

• Reduce risk of project fatigue and failure

Recognised Change Management Methodology

ABOUT THE FIMS PROJECT

• ActewAGL initiated the Financial Information Management

System project in March 2013.

• Objectives of the FIMS Project• Re-implement Oracle E-Business on Release 12.1.3 using out-of-the-box

functionality

• Retire customisations added over the last 7 years

• Simplify the current business systems and processes

Overview of the FIMS Project

Why Re-Implement

Factor Detail

Supportability • Out of support life

• Financials system is not patched to minimum critical

patch levels

• Large number of customisations

Stability • Application of the required patches is currently made

difficult by number and complexity of custom forms,

processes and workflows

Reduce Maintenance Costs • Minimise customisations

• Latest version of Oracle E-Business Suite

• Executive mandate to use standard functionality

• Stable and supportable environment

BUSINESS TRANSFORMATION

Business Process Changes

• Redesigned to cater

for:

• Operational

• Financial

• Regulatory

• Statutory

• Governance for CoA

maintenance

• Timesheet entry

• Labour burdening

• Quotations and Project

Billing

CHART OF ACCOUNTS PROJECTS

• Punch-out

• Requisitions

• iProcurement

• Workflow Approvals

PURCHASING

• Adoption of OOTB

functionality

• Minimise

customisations

INVENTORY

ORACLE E-BUSINESS SUITE MODULES

Oracle E-Business Suite Modules

General Ledger

Accounts Receivable

Accounts Payable

Fixed Assets

Cash Management

iExpenses

Project Foundation

Project Costing

Project Billing

Project Management

Mobile Supply Chain

FINANCIALS PROJECTS SUPPLY CHAIN

Inventory

Order Management

Purchasing

iProcurement

PROJECT FOCUS

• Reduced total customisations from

187 to 60 through workshop process

that• Leveraged enhanced standard functionality

in Release 12.1.3

• Cost focus

• Business Process Changes

• Custom reporting to be performed primarily in Oracle Business

Intelligence

• Business made accountable to the Executive for justification of

every re-implemented customisation

Reduce Customisations

13 x Alerts 43 x Interfaces

5 x Forms 9 x Workflows

79 x Reports 14 x Conversions

24 x Ad hoc

PROJECT DELIVERY MODEL

• Prepare Technical Design Documentation

• Develop the 60 customisations

• Unit Test scripts

• Production Migration and Installation Documentation

• Testing Support and Defect Fixing during SIT and UAT

• Post-Production support

Offshore Delivery Requirements

• Documentation templates and standards

• Reporting Frequency, Structure and Meetings

• Daily technical catch-up meeting

• Weekly Status Meeting• Status Review

• Risk review and rating

• Mitigation Strategy

• Support required

• Onsite QA process — to overcome any miscommunication

Offshore Work Processes

ActewAGL / UXC Red Rock Model

• Team work with strong emphasis on open communication

• Understanding and bridging the cultural differences

• Bridging the time zone differences

• Onsite Technical Manager with• People management skills

• Experience in managing cross-geographical and cross-cultural teams

• Strong Technical and Functional landed offshore consultants

• Having the right split of onsite and offshore work

Succeeding with Offshoring

TESTING

• UXC Red Rock worked alongside the Program level with overall

testing activities

• Systems Testing (ST) jointly executed by SMEs and Functional

Consultants• Co-Location

• Knowledge Transfer to SMEs by Functional team

• Knowledge transfer is complimentary to formal training scheduled later in the

project

• Re-use of test scripts IP developed by the functional consultants; • SMEs added business process flows

• Test script reviewed

• Quality Centre tool was administered by UXC Red Rock

Early Engagement in Testing

LESSONS LEARNED

• Business• Minimise program projects and interdependencies

• Environments• Configuration Management

• Design Phase• Critical Phase - Allow as much time as possible

• Have an environment

• CRP • Allow for 3 Conference Room Pilots with the Business

Lessons Learned

Q & A

PRESENTATIONS WILL BE AVAILABLE

TO DOWNLOAD SOON

Download from the ‘Red Rock’ App or

visit www.uxcredrock.com