ORACLE’S PRIMAVERA

PORTFOLIO MANAGEMENT (OPPM)

AT AMEREN

DAVID BULLARDManager, Project Controls, Ameren Missouri Power Operations Services

JANUARY 19, 2016

2

• Ameren overview and webinar expectations

• Demand for portfolio management tool

• OPPM overview

• Due diligence and selection basis

• Initial implementation and adoption

• Next steps and best practices

Agenda

Ameren Overview

3

Ameren• Ameren Missouri, Ameren Illinois, Ameren Transmission

• 64K-square mile service area in Illinois and Missouri

• 2.4M electric customers, 900K gas customers

• Net generation capacity of nearly 10,200 MW

• More than 7,500 circuit miles of transmission lines

Ameren Missouri• 1.2M electric customers – 63 counties, 500 towns

• (1) nuclear energy center

• (4) coal energy centers

• (3) hydro energy centers

• (2) renewable energy centers (landfill gas, solar)

• CTG fleet

4

• Focus is Ameren Missouri Power Operations

• Will cover due diligence and implementation

• Will not cover details of calculations or business processes

• Information indicating future outage timing is hidden

Expectations

5

Power Ops’ selection and implementation of OPPM was

driven by our company’s culture and need for

Continuous Improvement.

OPPM’s configurability by users (not IT, not Oracle)

have made it a perfect fit for multiple use cases at

Ameren, both financial-based and non-financial-based.

Demand for Portfolio Management Tool

6

• Excel-based project justification and prioritization (ISP)

o Heavy user input of data stored in other Ameren repositories

o Snapshot perspective

o Configuration by external resources

o Optimizer readiness and logic

Demand for Portfolio Management Tool

7

• Portfolio decomposition and capital allocation

o Limited availability of attributes in corporate budget tool

o Iterative Excel-based activity

o Data memorialization

o Accessibility of reports, presentations, etc.

Demand for Portfolio Management Tool

8

• What we did NOT want!

Demand for Portfolio Management Tool

9

• OPPM = Oracle’s Primavera Portfolio Management

o Web-based analysis platform

o Configurable

o Process-driven

OPPM Overview

10

• Scorecards

o Spreadsheet-like

o Easy export

o Configurable

Sorting

Indicators

Columns (categories)

OPPM Overview

11

OPPM Overview

• Forms

o Automatic compilation

o Multiple field types

Inputs

Calculations

Imported

o Configurable

Field width

Edit security

12

• Investor Maps

o Visual decomposition

o On-the-fly adjustments

Status change

Portfolio removals and additions within scenarios

o Dimensions

X and Y axes

Bubble size, color, and status indication

Portfolio and bucket compliance

OPPM Overview

13

• Processes / Guide Pane

o “Bookmark” views and data sets

o Layout organization-specific processes

o Flexible sequencing

o Provide explanations, definitions, etc.

OPPM Overview

14

Due Diligence and Selection

iProcure

PowerPlant

UIP

PCM, IMR MO Gen

EDTS

Nuclear

AIC

ATX

Corporate

Reporting

MO Gen

ACCOUNTING PROJECT CONTROLS

PORTFOLIO

MANAGEMENT

Bridge

15

• Existing Oracle footprint at Ameren

• Collaborative, web-based platform supports mobility

• Minimal long-term dependence on IT and Oracle

• Out-of-the box bridge to P6

• Flexibility across business lines

• Data memorialization

• Simple sharing via e-mail links

Due Diligence and Selection Basis

16

• Critical pre-purchase activities

o Define and document process(es) and calculations

o Leverage Oracle Solution Consultants

o Implementation workshop

• Maximize value of training

o Need for Java expertise can be minimized during this phase

o Work to get one “go-by” category of various types

Initial Implementation and Adoption

17

Start small, KISS, and get some early wins

• Replace ISP

o Behind-the-scenes complexity and stakeholder buy-in

o Simplify justifications without sacrificing key inputs and calculations

o Provide multiple perspectives simultaneously

Safety

Customer

Shareholder

Initial Implementation and Adoption

18

• Replace ISP (input form)

Initial Implementation and Adoption

19

• Replace ISP (scoring results)

Initial Implementation and Adoption

20

• Support capital allocation / budget process

o Process guide pane (“script”)

o Minimal workflow supports on-the-fly adjustments

o Investor Maps and pre-defined scenarios expedited process

o Instantaneous outputs to support capital request

Initial Implementation and Adoption

21

• Support capital allocation / budget process

Initial Implementation and Adoption

22

• Support capital allocation / budget process

Initial Implementation and Adoption

23

• Support capital allocation / budget process

Initial Implementation and Adoption

24

Initial Implementation and Adoption

• Support capital allocation / budget process

o Category trend / data memorialization

25

• Outage planning

o Communicate current and proposed unit outage schedule

Initial Implementation and Adoption

26

• Resource utilization

o Dynamic capital spend data for engineers and managers

o Utilize data from corporate budget tool

o Organization chart appearance

o Minimal manual updates

Initial Implementation and Adoption

27

• Resource utilization

Initial Implementation and Adoption

28

• Risk management

o Manual data import from enterprise BRM tool

o Associate capital projects to risks they mitigate

o Exploring project risk integration in Primavera P6

Initial Implementation and Adoption

29

• Risk management

Initial Implementation and Adoption

30

Implementation Timeline: IT’S A JOURNEY!

Q2 2014 Q3 2014 Q4 2014 Q1 2015 Q2 2015 Q3 2015 Q4 2015 Q1 2016

Spreadsheet

Go-By

Oracle-Led

Demos

Power Ops

Requirements

Gathering

Issue

Purchase

Order

Initial

Oracle

Config.

Training

Initial

Power

Ops

Rollout

AM ED

Implementation

AM Nuclear

Due Diligence

Data Automation

Expand user set

Power Ops Uses• Budget

• Justification

• Resources

AM ED Due

Diligence

Develop Data

Automation

31

• Complete data automation, expand user set

• Continue to identify use and need cases

o Innovation Action Teams

o New users’ requests

• Ongoing due diligence and implementation across Ameren

o Ameren Missouri: Energy Delivery, Nuclear

o Ameren IT

Next Steps

32

• Thoroughly understand and document needs before purchasing

o Processes and calculations

o User groups and needs

• Make the most of Oracle training

• Start small, get some early wins

o Minimize automation and workflow

o Minimize initial connection to other systems

Best Practices

33

Best Practices

• Deep-dive inter-application data transfer

• Maintain dialogue with Oracle resources

o Be a part of continual OPPM improvements

o Tap into network of users, consultants, and developers

34

Q & A