20210301Suez to Staff 2nd Supplemental Response 8.pdf

-;::,;;iIi\,1F.,#
Michael C. Creamer (lSB No. 4030)
Preston N. Carter (lSB No. 8462)
Givens Pursley LLP
601 W. Bannock St.
Boise, lD 83702
Telephone: [phone]
Facsimile: (208) 388-1 300
mcc@qivenspurslev. com
p resto ncarte r@g iven sp u rslev. co m
IN THE MATTER OF THE APPLICATION
OF SUEZ WATER IDAHO INC. FOR
AUTHORIW TO INCREASE ITS RATES
AND CHARGES FOR WATER SERVICE
IN THE STATE OF IDAHO
/i'.: l:i:iirr *,-r....- I ; ii'r!\i &# l*: L9
Aftorneys for SUEZ Water ldaho lnc.
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
Case No. SUZ-W-20-02
SUEZ WATER IDAHO INC.'SSECOND SUPPLEMENTALRESPONSE TO EIGHTH
PRODUCTION REQUEST OF THE
COMMlSSlON STAFF
SUEZ Water ldaho lnc., ("SUEZWatet''or "Companf) submits the following
second Supplemental Response to the Eighth Production Request of the Commission
Staff to SUEZ Water, dated January 13,2020.
DATED: March 1,2021.
SUEZ WATER IDAHO INC.
,/ _* -_r=- -- ,r: _ Z__*
By:
Michael C. Creamer
Preston N. Carter
Attorneys for Ap pl icant
SUEZ WATER'S SECOND SUPPLEMENTAL RESPONSE TO EIGHTH PRODUCTION REQUEST OF
THE COi/IMISSION STAFF. 1
15553782_1.DOCX [3G209]
CERTIFICATE OF SERVICE
I certify that on March 1,2021, a true and conect copy of the foregoing was
served upon all parties of record in this proceeding via electronic mail as indicated
below:
Commission Staff
Jan Noriyuki, Commission Secretary Electronic Mail
ldaho Public Utilities Commission
11331 W. Chinden Blvd., Bldg. 8, Ste. 201-A
Boise, lD 83714
[e-mail]
Dayn Hardie Electronic Mail
Matt Hunter
Deputy Aftomey General
ldaho Public Utilities Commission
11331 W. Chinden Blvd., Bldg. 8, Ste. 201-A
Boise, lD 83714
[e-mail]
matt. h unter@ puc. idaho.qov
lntervening Parties
Ada County:
Lorna K. Jorgensen
John C. Cortabitarte
Ada County Prosecuting Attorney's Office
Civil Division
200 W. Front Street, Room 3191
Boise, lD 83702
I io rqen sen @ad acou ntv. id .oov
ico rta b ita rte@ad acou nty. id .qov
CAPAI:
Brad M. Purdy
2019 N. 17th Street
Boise, ID 83702
[e-mail]
lnteruenors:
Marty Durand
Piotwrowski Durand PLLC
1020 Main Street, Suite 440
P.O. Box 2864
Boise, lD 83701
[e-mail]
Electronic Mail
Boise City:
Scott B. Muir
Deputy City Attorney
Boise City Attorney's Office
150 N. Capitol Blvd.
P.O. Box 500
Boise, lD 83701-0500
boi secitvatto rnev@ citvofbo ise. o rq
Suez Water Customer Group:
Norman M. Semanko
Parsons Behle & Latimer
800 W. Main Street, Suite 1300
Boise, lD 83702
NSemanko@ pa rsonsbeh le.com
Boisedocket@pa rsonsbehle.com
ldaho Fair House Council, lnc.
Ken Nagy
Attorney at Law
P.O. Box 164
Lewiston, lD 83501
[e-mail]
SUEZWATER'S SECOND SUPPLEMENTAL RESPONSE TO EIGHTH PRODUCTION REQUEST OF
THE COMMISSION STAFF.2
15553782_'l.DOCX [30-2091
Micron Technology, lnc.
Austin Rueschhoff
Thorvald A. Nelson
Holland & Hart
555 17th St., Suite 3200
d a ruesch hoff@ ho I la nd h art. co m
tnelson@ hol land hart. com
aclee@holland hart.com
q loa rqa noa ma ri @ hol la nd hart. com
Jim Swier
Greg Harwood
Micron Technology, lnc.
8000 S. FederalWay
[e-mail]
[e-mail]
Preston N. Carter
SUEZ WATER'S SECOND SUPPLEMENTAL RESPONSE TO EIGHTH PRODUCTION REQUEST OF
THE COMMISSION STAFF.3
1s553782_1.DOCX [30-2091
Preparer/Sponsori ng Witness Cagle
REQUEST NO. 139:
Please provide business case documentation or project selection analysis
documents for all lT projects Iisted below in M&S lnformation Technology
depreciation.
a. Ring Gentralto Paramus-Attachment 1
b. Engineering - Project & Portfolio Financial Management-Attachment 2
c. Data Reservoir-Attachment 3
d. SCADA - Endpoint Security-Attachment 4
e. Stratus Cloud-Attachment 5
f. Mysuezwater.com Customer Payments (WO#:
C 1 8J908_305-00 1 )-Attach ment 6
g. Engineering - Project & Portfolio Financial Management-
Attachment 2
h. eBill to Web migration-Attachment 7
i. Headquarters Relocation (WO#: C14l<2O1-305)-Attachment 8
j. lT Storage Refresh (WO#: C18J91 1-305-001)-Attachment 9
k. IVR Call Center Upgrade (WO#: C18J904-305-001)-Attachment
10
l. PeopleSoft lmplementation (WO#: Cl4Jl06-305-001 )
m. MySU EZWater (WO#: C 1 5J 1 09-305-00 1 )-Attachment 1 1
n. mysuezwater.com Phase 2 (WO#: C16J902_305_001 )-Attachment
12
o. CCB Phase l! (WO#: C15J107-305-001)-Attachment 13
p. Hyperion lmplementation (WO#: Cl4Jl 13-305-001)
q. Hyperion Consolidation Reporting (WO#: Cl 71007-305-001)-
Attachment 14
suz-w-20-02
IPUC DR 139 Update 1
Page 1 of2
SUEZ WATER IDAHO INC.
GASE SUZ-W-20-02
EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
r Power Plan lmplementation (WO#: C14J107_30S_001 )
RESPONSE NO. 139:
Please see the attached documents. The 2014 projects related to
Peoplesoft lmplementation, (!), Hyperion lmplementation (q) and power plan
lmplementation have not been located.
Update 1
Please see the attached documents. Attachment 15 is information that
Company was able to locate related to the Peoplesoft lmplementation, Hyperion
lmplementation and Power Plan lmplementation (Project Garfield). Please note
that PwC was selected for the project after significant due diligence. The
company's decision was based upon PwC's greater experience in such projects
for utilities.
Please also note that ltem a and ltem k above, while related, are separate
projects. The IVR Call Center went live for ldaho in the first quarter of 2019 (see
Attachment 16 for the implementation timeline). The Ring Central project went
live December 2O2O.
suz-w-20-02
IPUC DR 139 Update 1
Page2of 2
Look Back
March 2016
SUEZ
suz-w-20{2
IPUC DR 139 Update 1
Attachment 15
Page 1 of 118
Executive Summary
O Project Garfield appeared to be a necessity in regard to the starting
context...
o Previous use of PeopleSoft 8.9 version was no longer supported
o Lack of sufficient financial system tools has led to inefficiencies
o Use of Budgeting / forecasting tools and reporting was outdated
O ...as well as an opportunity of enhancement:
o Upgrade Project Costing by implementing PowerPlan
o lmplement Planning & Reporting tools to improve budgeting / forecasting and reporting
capabilities (Hyperion)
o Revise and improve a!! FinancialSystem processes
o Redesign the Chart of Accounts to simpliff reporting and to uniff the businesses
O Therefore, a solution has been designed for the next decade in order
to fulfill these initial requirements
2 I Project Garfield - May 2016 IPUC 'ffiLuea
Executive Summary
O There were two milestones that led to re-assess the scope, the
timeline and the budget of the project...:
o The clean slate approach has been favored in comparison to a simple upgrade by allthe
stakeholders since it allows to achieve the project purposes.
o The project has faced unexpected complexities (data validation, PowerPlan implementation)
that urged for remediation plans (post go-live shift).
O Despite these challenges, Hyperion went live on July 22 and both
PeopleSoft 9.2 and PowerPlan on October 5:
o Communication and support have been key elements of the Go-live especially thanks to a
dedicated team that put efforts in technica! support and training
o Closely monitor implementation has been a daily task for severalweeks
O Today, the mission is to ensure Project Garfield integrity:
o Set a Governance Policy and Committee to ensure that the Project will continue to fu!fill its
initial requirements
o Measure the productivity dip (KPls follow-up) on a monthly basis
o Address lnternal control deficiencies by developing specific procedures
3 I Project Garfield - May 2016 IPUC "^ffi,Luez
Agenda
O Overview
O Why Proiect Garfield?
O Project Garfield Premises
O Project Garfield Evolution
o Asses & Design phases
o Check-Point
o Construct & lmplement phases
o Go-Live
o Post Go-Live
O Garfield Today
o Governance committee
o KPI follow-up
o lnternalcontrol
O Lessons Learned
O Appendix
4 I Project Garfield - May 2016 ",.,-mluge
Overview
SUEZ
suz-w-20-02
IPUC DR 139 Update 1
Attachmenl 15
Page5of1l8
Project Garfield Overview
Scope
ln November 20{3, two options were possible and under review:
Option 1:
a TechnicalUpgrade
o Perform Process re-engineering
after the technical upgrade
o Perform a requirements and Analyze
phase for implementing Hyperion
Enterprise Planning Suite
Option 2:
o Some process re-engineering
o To upgrade PS to version 9.2
o To roll out a new planning &
Budgeting solution
6 I Prolect (larfield - t\4ay 201o IPUC 'tffi;3uee
ln September 2014 (kick off), the scope comprised:
a technical upgrade, the implementation of Hyperion (added item) and
the process redesign (added item)
, it has been decided to switch from a technical upgrade
(option 1 ) to a full reimplementation of Peoplesoft and an
implementation of PowerPlan (and Hyperion) (i e "clean slate
approach" - slides 31-32)
ln N/arch 2015
Project Garfield Overview
Timeline
2013 Ilec Jan
oA
Boerd pas,entation
EMTWsentatidt
PSi
PP.
PeoileSoft
PowerPlan
",."-ffihuge7 I Project Garfield - May 2016
Pmjrct statu3,
cmployccs
invohramoril, Go/No
go s3c$mont,
productivity dip
Emcdiation den
Progrrss rtatu3.
M€trica Id wEck
of PS and PP.
Post Go Uve
suppon. Nod
it6pB
Proied statu8,
nod staps and
communication
fcGdb*k
Prcjrct
prerentalion:
conlod, goel,
wndor, limdinc,
tcam and prica
Go LivB 3hill for
PS and PP to
10/5. Hypcdon
launch 722. Cio
Livc prrparation
Proj.(f
3tdu3 and
ncd stcp3
Ocen slalo
apgoacfi. Go
Li\r! shifrfrom
JrIy to
Septombor
Jul
K ck oif nleetrng\ endor frnal
salect on {Pv,,Cl
Offs te Ineelinq 10
evaluale the optrons
between upgrade or
re enq n-;ettnq
Change of scope
from upgrade 10 a
clear. slale apfroaclr
:l b ds fo. vendor
-cela:ct ro n
'I brd for venclor
selecl on tor a
lechn.cal !pqracle
o nly
Project Garfield Overview
Budget
b
PWC estimate (2014 + 29151 Presented Board Presented EMT Estimated at comolelion
6,039 9,070 10,47 1 378 13o/o
Softrvare costs 1,420 1,zfi 1,250
Labor + 201 900 738 193 1 35o/o
wndors
Total 9.359 {3.O57 ,t6.998 _9941 23%_
9f/o compised of Navisite, ofrtces, consultant fees and training (Maveick So/utbns)
8 I Project Garfield - May 2016 '',",ffi,iugz
Cost 7 t16t2014 3117 t2015 11t12t201s Yaru/uVaria nc
e
Main reasons behind budoet variances:
-lmpact of clean slate approach (Go-Live postponed by 2 months) - cf Slide 32
-lmpact of change requests - cf Slide 35
-lmpac{ of additional scope and complexity (Go-Live postponed by 1 additional month) - cf Slide 43
-lmpac{ of additional post go'live support
-lmpac{ of increased and not expected SUEZ employees involvement
Why Project Garfield?
Project Gafiield: Main reasons
10 Project Garfield - May 2016 ,rr.rffiFUgZ
Garfield
Improve our
Info rmatio n
System
3. lmprove
budgeting /
forecasting and
reporting
capabilities
(Hyperion)
2. lmprove
Project Costing
system
(PowerPlan)
1. Necessary
upgrade of
PeopleSoft
Why Project Garfield?
Project Garfield: A business projecf
Garfield will simpliff and standardize many business processes:
J
(
\)
)ft
)t
11 Project Garfield - May 2016 IPUC 'ffiFuee
Analyze
Projects
Pay Vendors
Create and
Review Financial
Report
Generating
Regulatory
Response
Enter
Timesheet
Create
Expense
Reports
Creating a
Budget
Manage
Assets
Garfield
Procure
Materials
I,lrhy Project Garfield ?
Project Gartied: Key benefits
1 :' Proj;:ct (iarfreld Nlar lir'l tr "r.r"ffi,Luge
I Simplifo and Standardize
Leverage knowledge and utility
Ieading practices
Configured rather than
seamlessa userto
Turn data into informationV
Why Project Garfield?
Project Garfiel d : Vision
+
. Highly manual processes. Highly customized system. Complicated reporting &
high maintenance
. Standardize leading practices. lncreased functionality eliminates
need for customizations. More time for value addedactivities
,,."-m,Lugz13 Prolect Garfield - May 2016
Hyperion
Why Project Garfield?
Project Garfield: 1 system, 3 programs
PeopleSoft Upgrade PowerPlan and Hyperion lmplementations:
PowerPlan
nVlslon,
QuerhsgQR
Genenl
Le€Br
Pryet'Tax
lnvantory Tlme Entry
Prorocte
ml Annng AOenrec
fucounts
PryaUe
Purctr*lngf
ePro
I
1.1 Prciject Garfield - l,4av 201€r IPUC "ffi,Fuee
Hyperlon
Smartvlor
Why Project Garfield?
Main assumptions
O One Gompany, One Process
O Simplify & Standardize
O Leverage knowledge and utility leading practices
O Configure, not customize (plain 'vanilla' implementation)
O Greate a flexible and scalable business platform, (Degr6mont
Technologies)
O Turn data into information (Visible Single Source of Truth)
O Transform the way we do business
O Business will own the "what", lT will focus on the "how"
1 5 I Project Garfield - May 2016 ',,.,-ffi1Fuee
Project Garfield Premises
suee
suz-w-20{2
IPUC DR 139 Update 1
Attachmenl 15
Page 15 of 118
' '.. , 1,...i r,'.il,ii ,.-ir I! I
PwC Selecfion
' i\ .' ii.":'ritit:
I
SUEZ received 7 bids from the original RFP to identify a partner for the
Finance Function lmprovement lnitiative
After an initial review, the group of candidates was narrowed down to 4
Oracle, lnfosys, TCS, PwC
Oracle
lnfosys
TCS
PwC
3,415
3,746
1,858
3,900 a v
Project awarded to PwC based on the following:
Understanding of SUEZ's unique requirements for the initiative, deep resources and
experience.
See detailed Procurement form and comparison in Appendix
l ,i,i.'l i:-r'r,:'l'l i'1 ,' .' -r
suz-v\rzo{2
rPUc DR rseupdrtelsugz
Page 17 61 1 18
Bid amount
($x;
lndustry
knowledge
Resources
&
Capabilities
Vendor
Vendor Selection and Partnership
PwC and SUEZ working together
SUEZ Bdended Team
Advocates of
Solution
Business
Requirements
Stakeholders
181 Pro.lect Garfield - May 2016 IPUC "ffi,luee
Vendor Selection and Partnership
Organizational team
lii I Project (iarfreld - May 2016 ee
118
fEoillueStccdrlg
C-ilnrt*uee
Prolect teadershlp
Phlipe hrtenne/ttlahleu [c Borrhb, t W CFO
Ilho Ford l,rrit Sr. Dtector Info Tednohgry
Robert Youn$lmd, h^C Engagement paltner
Randy &own, PvrChperlm Patner
lennfer Koehler, fuCuttty Parher
Soludon Ardrfe.t
Bake 6oper, BrvC
Fogram llatilement
)hvler Ca*ro, uV\l Project Lead
Steve trorYn, uti, IT Pl.'l (Prdect
ltlanagnr)
Nkk tl*m, PtttCPtl
hrC Sublect ll*br Advboa
As ibedd
fechnologU lilegratbn
Man Brod<nvay, LIW Tedrnlcd
Lead
9eevaban hthmpEhrart,
hivCTedrnlcd Lead
Smrltyand
C-rntsob
SwapnI Daful, t W
Secuity Lead
Chrlsuan Le\rd, Frc
Algramt,
d nge
Hanaocm€llt
Lead
lceph Crmau
P$rC
Technkal llewlopment
Team
uW Infrasbudure, Adnh, and
Darelopers
ArC Devebpment Tearr
Trdnlru andtltmge
Karen ]5rton, uW
Trdning Lead
5a-& Hra, UW
Cunmlnk*lons Lead
Van Tobr, hrC
BudnesFoccse Tem
Karen lbrton, uW AP Lead
Sam Rff, uW furchaslng Lead
lGrry Tracy, LJW GL Lead
Scan Enth, [.N], lRl/H Lead
Iim ilkhaelson, Dadd NJuguna, uW
Prqeds/Assets L€d
Kathy Gvdi, l,rW Trarel and Expense Lead
Jay $dace, Phrc GL
D6r,ld llcRorle. Ptirc BVA& Expenses
Irlailo corrutle ePro, Rrrchalng Inv,
AP, ColFads (P2P), Trarel & Bpense
Jay l(eln, Rv€ Porrcrflan Lead
Dwid Levlrn/Abn San&dcy, PP
Tomeka Cdlhs, PP
lm lorry, PP
Kevh llOodt, PP
]ffior Plnohg
TlmGreen,tWLead
Brlan Gbson, PlvC
Lead
Project lnitial Timeline
Sept Nov.Jon.ilor. illoy Jul.sep.
Go Live
. Conducl design workshops to underctand
requiremenb / gaps. Gather and document detailed
requirements. Produce functional specifications. Conduct conference room pilots (CRP's)
. Configure and unit test system. Build and test interface and conversion
pro9rams. Perform conversion tests and validations. Develop business test cases (system
integration, performance, user acceptance,
cutover. Develop end user training materials
'*tmEueeIPUC
. Conduct business tesb (System,
integration, performance, user
acceptance, cutover). Document test resulb and update
application to resotue defecls. Develop deploynent / cut-orrer plan. Conduct end user training
. Establish project govemance tools and
templates, project plan and scope. Build development system / environments. Define COA elements and values. Develop reporting sfategy. Assess technology landscape. Develop system of record decisions
. Convert and validate system. Transferto production support. Sptem hand-over and signoff. Project closeout checklist
TEST/
IMPI.EMENT
Assess & Design Phases
Sept. Nov.Jon.tor. iloy Jul.
22 I Project Garfield - May 2016
sep.
Go live
*
IPUC 'W'uee
TEST/
IMPlTMEilT
DESIGil
' COilSTRUCT
Design & Asses$ Phases
First pfiases allows fo sef the base...
I
t
+
IMicrosoft IErcel i
I
IPUC suez
Page 18
Designing
the solution
for the next
decade
"What we
design is
what we get"
PeopleSoft PowerPlan
Sets
foundation
for the rest
of the project
Take
ownership of
the solution
- it is your
system
: I Ptoject Gatfreld" lvlav llil1tr
Design & Assess Phases
...to set the critical success factors...
Strong PMO
Etructure,
methodology, and
roaourlcBs Thorough testing
Clear and consietent
scope management
and change control
procedures
24 I Project Garfield - May 2016 IPUC '.Wi"uee
Strong project
governance
Relentless focus
on realization of
business benefits
Appropriate level of
change management,
communications and
training
Design & Assess Phases
...and to define roles and responsihilities
team membera arc t€sPonslble for:
Serving as the "experf of the business and
vocalizing the cunent state and the future state vision
behalf of SUEZ
Contributing to the timely completion of project deliverables
ldentifying and maintaining the complete inventory
business requirements for the future system
Statusing in assigned areas and ensuring that
activities are worked through to completion, on schedule
documented in required formats, including reporting to
PMO
Making timely decisions regarding the future configuration
the Solution Set
Ensuring that assigned business processes are
designed, implemented, and tested
Keeping non{esignated teammates
communication should occur in a forum oubide of
workshops
Committing support and SME support to the project
Managing the sign-off process and obtaining final sign-offs
?5 I Project Garfield - May 2016 IPUC DR SUEE
Page 8
Bring industy leading practices
Providing extensive functional, business, and
expertise in assigned business prooess areas
Providing tools and acceleratorc as needed
Working closely with corresponding SUEZ Leads to
the team memberc through the implementation process
Ensuring project tasks arc performed as
deliverables are produced on a timely basis, and both
the desired quali$ standads.
Documenting, tracking, resolving, or escalating
issues to keep everyone informed
I PP are responslble for:
Design & Assess Phases
Main activities
o conduct design workshops to understand requirements and gaps
O Gather and document detailed requirements
O Review future state process flows
O Produce functional specifications
O Conduct conference room pilots (CRPs)
O Technical design
O Develop training plan
26 I Project Garfield - May 2016 ,,,.,ffiiuge
Design & Assess Phases
Main activities - focus on Workshops
Workshops have been held to involve in the procoss all key perconnel from across the company (!T,
Accounting, Accounts Payabte, Operations, Engineering, Procurement, Payroll, FinancialPlanning and Reporting,
Controller).
Example of Agenda
o Objectives of design workshop
O Future state process overuiew, includingo Process flow overview,o Key process inputs and outputs,o Gather Requirementso Review Pain Pointso Securityo Review and document results of design decisions
o Key Outputs
o Businessrequirementso Fit / Gap identification of the solution against requirementso Changemanagementconsiderationso Business benefit considerationso Document key configurationso Updates to Reports, lnterfaces, Conversions, Extensions and Workflows listings
) Nearly 200 desion workshops conducted with 70 SUEZ emplovees
27 I Project Garfield - May 2016 ,,,."ffiiuge
ffiesigrr & Assess Fhasss
Main achievements
Achievements
Establish Project Management. Develop Project Scope and Objectives. Defined Project Structure. Staffing and OrganizationalPlan. Risk and lssue Procedures. EstablishedSharePoint
Conducted Review Workshops
Chart of Accounts
lnternal management and financial reporting
Existing technology landscape
Allocations, projects, reporting
PeopleSoft customizations
lnitiated lT Planning
Preliminary analysis of customizations
Environment and Hardware planning
Analysis of existing inlegrations
Design Tasks
Core design work shops completed, follow up meetings in progress
Requirements completed and signed off
r' , F,rc,jr,';t (]arfre ld. t\4fir 2016 ,"r.rffi,,iugz
Page 28tf 1 18
Check-Point
Scpt. Jlov.Jon.tlor iloy Jul.scp.
Go live
*
29 I Project Garfield - May 2016 IPUC *ffituee
TrsT/
IfNPIEMEilT
I
DESIGN
CHECI(.POIilT
Check-Point
A check-point was planned at the end of the deslgn phase to enable a re-
assess of timeline and budget
O,l Q1 cli!Q3
ActivlUes Oct
PeopleSoft Upgrade and
PowerPlan lmplementation If
Assecr lmpbment
Declgn fl
Conrfuc-t Go-Live
o Due to complexity of SUEZ's processes and systems, the timeline was set up as a first estimate. A check-
point was planned at the end of the design phase to enable the teams to re-assess timeline and budget according
to their findings.
O This checkpoint has led to 2 decisions:
" A clean slate approach has been favored vs. a simple upgrade plan
' The in-depth analysis of the processes by the teams has brought a series of change requests, not
included in the originalscope
30 I Project Garfield - May 2016 """ffffiflFuee
1'r estimate of
timeline and budget
Oct Nov Dec Apr May Jul Sep
Gheck-Point
Why a Clean Slafe Approach?
2 options were possible in this project:
)
)
Original Upgrade Plan
Adding new functionalities into
the old system.
No data conversioh = old
values would remain in the
syitem under old approach
User experience would be advercely impacted
as old data and new data would be mixed in the
system
Year over year reporting would be difficult and
effort intensive
Maintenance would continue to be complex
and highly manual
a
a
a
Clean Slate Approach
Achreves one Chartfield, one
purpose, the systent
configuration is redesigned
according to new Chartfield
Data conversion of sonre old
values into new ones
Simplified user experience: only active values
will be present in the system
Report layouts decrease
Data aggregation becomes simplerwith using
Chartfield for one purpose
Maintenance decreases in volume
Easierfuturetechnicalupgrades suz_\,rFzo{2
IPUC DR 139 Updatc'l
a
a
a
a
Check-Point
lmpact of the Clean Slafe Approach
*Revised go'live
o3
f Cunentgo-live
o4 o1 Q2
AcUvitlee Oct
PeopleSoft Upgrade and
Powe rPl an I mpl e me ntation
Design lmpacts
+ 1 month to complete
confi g u ration from scratch
and for data conversion
effort
Construct lmpacts
+ 1 month for extracting
old values, converting
them into new values and
loading the new
configuration
lmplement lmpacb
+ 2 weeks to validate data
loaded into new
environment
32 I Project Garfield - May 2016 IPUC uee
Pagc 18
Oct Nov Dec Jan Feb llar Apr May Jun Jul Aug sep
sNs Con truct
lmpact of the Clean Slate approach:. + 2 months, for a Go-Live date in September instead of July. + $1,7M budget
Clean Slate approach presented and validated during the EMT in March 17,
2015
Construct & lmplement Phases
Why Change Reguesfs?
O At the end of the Design Phase, an analysis has been made on the
processes that led to reevaluate the scope. To do so, a series of
change requests have been requested.
= For requirements that are not met by vanilla functionality, a change
request is developed. Change request documentation includes
business justification, functional and technical effort to implement.
O Each change request has been validated during Steering Committee
meetings.
33 I Project Garfield - May 2016 ",",ffi,Lugz
Construct & lmplement Phases
What ls a Change Request?
Team assigned priority :. HIGH - ilust be available on Go
live date, no work around
available. MEDlUii - Not required on Go
live date, temporary work
around available, needed
wlthin 3 to 6 months of go live. LOW- Nlce to haye, not
required for Go live, stil! has
quantifiable business benefit
34 I Project Garfield - May 2016
suz-\,\F20{2
IPUC DR 139 Updrnc 1
l*HlP,l;
Construct & lmplement Phases
Change Reguests impacts
lmpact of the Change Requests:. + $1,3M budget
Change request approach presented and validated during the EMT in
March 17,2015. Each change request has been validated by the Steering
Committee
35 I Project Garfield - May 2016 "'"'ffffifFuez
Construct & Implement Phases
Sept. Ilov. Jon.tor. lloy lul.sep.
Go live
*
ProjecB6lrfield - May 2016 ",",ffiLuez
IRAIl{I]{G
ASSESS
TEST/
IMPLEMENT
DESIGN
(ONSTRUCI
CHECK.POIiIT
Construct & Implement Phases
Main activities
O Base table configuration
o Conversion load routines into PeopleSoft, Hyperion, PowerPlan
O Data cleansing in legacy systems, data validation in destination systems
O Test planning, methodology, tracking, sample test scripts, sample test scenarios
O Test execution, test script development , scenario development
O Standard training materialtemplates, conduct train the trainer sessions
O Tailor standard material to meet SUEZ's requirements, conduct training sessions
O Communication plan execution including development and distribution of content
37 I Project Garfield - May 2016 ",."-m3uge
Testing
Testing timeline
n*Natp S,,tt Ffr,Id,il.r20r!t ,rn 2015 ,tl20tj AugmAt @t2015
lraT/M.nllrEffi0
Ffd Cutouc !.gar3
38 I Project Garfield - May 2016 IPUC 'ffibuez
k bpmt ,l2tml5 JI,,I,,/,
920t5
GollpqEntarld t 0l lcatlrg ,I2INE tlzol,,ts
.lrl,,!'
-
3 Conpk &rftd Codturruolr ,or lrEl.idTSf ,lfil,or'
D.nlor IGla Scfit3 alSt2o,5 SttSt,,ts
-
rl4octconrlo I al6lDE ;tuDtlt
BdES[f ErrlMrn.lt q,rl,,,Jl ,luata I
-
S[r l-PEDrtd &dltlor Jla/,Int Slsl,,,ta}lcf Co.rrcdoo 2 slz,l,,ts 6lltl2,,.5 r
SIT 2-Proprd Ecottbi 6./9I,,,'5 ,lan t5 E
STT
stzpt,o,J5 ,tumtlt I
-
6t,9t,o,/5 ,/3U?,I'
li2 GLoil.dor Y.tAdor
GL naDortDa,rbDmt
slan s 9l,a.l,,,,5
-
l:l alslmrs tol,ala,!
,a D.lf,rIl hltl,A/'IN,l o/30/20u
gf a-Prlpard hortlor Ela,o,/,alala$
-
ClhuG.Ptmll!al3l,,,,5 a,,.l,,ts
-
l,latclbus sl,{l,,,.5 sl,,.l,,,J5 It lTPnD.ndhonlflr sl,ill,,,Jl cltal,,,/5
ffiflnncaLt&aodor uulau 9nal,,,s
9la.l,,,.l 9l2il?olitnlu,,!s9l,,l,ot
Testing
Testing phases; SIT 1
O A first testing phase was completed in May:
" After defects remediation, the success rate is 99.8% on the 471 test scripts that were
executed
" 99 defects were identified, and all high priority defects have been resolved
" More than 40 SUEZ employees worked together on a daily basis in order to achieve this first
testing phase
' A'war room" has been installed in the Garfield offices, thanks to the efforts of the lT team:
39 I Project Garfield - May 2016 ,,r""ffi,Luge
Testing
Testing phases: SlTl to 4
O A second testing phase happened in June
O A third testing phase occurred in July and focused on:
o Time entry testing with integration to PowerPlan to generate ADP file
o Validating accounting entries generated from submodule transactions
o lncluding RICE items that have only been tested in one other SIT cycle
o Month-end and Year-end Close processes
o SUEZ-specific security
O A forth phase of testing happened in August and only focused on specific
areas that have had not sufficient testing in prior test cycles:
o Month-end Close
o Security
o Validate Accounting Entries
o Public Queries
40 I Project Garfield - May 2016 "'"'-ffiFuee
Testing
UAT
O The purpose of UAT is to validate the functionality of the system and obtain
user approval that the system and the procedures meet SUEZ's business
requirements
O UAT Testing:
o Represent all functional areas
o lnclude a broader business user base
o Be led by suEz leads
O UAT Timeline
o UAT Preparation 8124 - 8128
o UAT Execution 8/31 - 9/18
o UAT Remediation9l2'l -9125
41 I Project Garfield - May 2016 IPUC $iffituez
Construct & lmplement Phases
The Project has faced unexpected complexities...
O Challenges have arisen in:
o Tackling the complexity of certain areas of the project such as the converted data
validation
c Reconciling the schedule of many key resource employees
o Being able to start reporting out of the new system on a quarterly close as initially
planned
=> Go-Live date has been postponed to October 2015 (for PeopleSoft 9.2 and
PowerPlan) to accommodate business needs and secure the financial statements.
lmpact of the Go-Live shift:. + I months, for a Go-Live date in October instead of September' + $1.5 m budget (Go Live ertension + $0.9 m; additional post Go Live
support + $0.6 m)
.12 I Project Garfield - May 2016 ",",-m;Luez
Construct & lmplement Phases
...which led to postpone the Go-Live by I month
Q4 Q1 q2 Q3
Activities NovB
B
E
PeopleSoft Upgmde
and
]-
PowetPlan
implementation ope]lt
Asecr
Hyperion
lmplementation Construct *
lmpact Go-Live shift:. + $0,9M budget
43 I Project Garfield - May 2016 ,,,."ffiiuez
OctAprIrlayJunJulAugFepOctNovDecJanFebilarSept
Training
Scpt. l{ou Jon.tor. iloy Jul.Sep. 0ct.
Go live
*
Projectf6trfield - May 2016 ,rr.r-mFuge
IRAIlIIl{G
ASSESS
DTSIGN
(ONSTRUCT
TEST/
ITYIP[EMENT
Training
O 28 sessions planned in total for PeopleSoft and PowerPlan
a 12 for PeopleSoft modules
o 8 for the new CoA
o 8 for PowerPlan
O Surveys systematically sent to the trainees. Results as of 08/31:
o 105 respondents (over 197 trainees in total, i.e. 53% answered the survey)
o Main groups: 70 respondents from Hyperion, 22from GL and 8 from lnventory
o 90% consider the instructor as an expert: "very knowledgeable' (58%) and "extremely
knowledgeable' (32%)
o 42o/o rate their understanding of the subject as "quite well", 35% rate it as "average",
10% as "excellent" and 13% as "poor"
o The training materials were of 'good quality" or above for 61% of the respondents. They are
'average" for 35%, and .poof tor 4o/o
o The length and the pace of the class were "just right" for 80 - 85 % of the respondents.
45 I Project Garfield - May 2016 '',.,ffiiuge
Go-Live
Sepl Nou Jon.tor. iloy Jul.Sep. Ocl.
Go live
*
Projectl6lrfield - May 2016 IPUC "mbuez
DESIGN
(0ilSTRU$
TEST/
ITNPIEIYIEilT
Go-Live
How to prepare for Go-Live?
9lt8l201s
Cut-Off POlReceipt/Vendor Updates
Plan to Go Live:tolslzots
Go Live (PP & PS E,aeptT&t)9lLslzots
Requisition Entry Last tol,.sl2ots
T&E Go Live (Weekly, Large BFweek)9l2Ll2O1S -912s120t5
UAT Remedlation
8l3tl20ls -glt8l2ots
UAT
el3olzols
Final Go No Go
L0l9lz0ts
Go Live (Small EFweek)
9iln$9lztl?fts 9l78'l20ts tolt9ln$tol23l,5a3Lhs
9lt4l201s -
Performance T t0lLl201s - ].olslaols
Cut-overelltl2ots
Preliminary Go No Go
lnterlm Go Go LolLzlzols -toh6l20ls
GL Convercion Periods 8,9
47 I Project Garfield - May 2016
9l24l2oLs
Last Date for
Vendor Paymen ts / Project-Activity M aintena nce ',,.,ffitugz
fl*qr-L *ve
How to prepare for Go-Live?
Role of Change management in the Go-Live preparation
Purpose of Ghange Management:
Explain and promote the benefits of Project Garfield and help establish measures to track them
Engage, involve and train employees who will facilitate change from within and become
advocates for the benefits of the project through a Change Agent Network (CAN)
Balance activities that should be driven from the top with activities built upon the ideas and
successes of the work streams and the employees
Build sustainable change by embedding, to the extent possible, new ways of working into the
SUEZ culture, structure, and business processes.
Communication:. !dentify communication
requirements. Create communication strategy and
plans. Deploy communication and measure
effectiveness
Change Agent Network:. ldentiff theAgents. lnform and train the agents. Receive monthly feedback and
answer needs
Training:. Determine training needs. Create training strategy and plan to
support those needs. Deploy training to support each of
the implementations
[]r()1.:,.1 tlt";!t (:,111 P,1;1 ,1,ti{,
suz-w2-G02teucoffi,SUgZ
eaji +atfrra
Go-Live
How to prepare for Go-Live?
O Role of Communication in Go-Live Preparation
Sepl. l{ov. Jon. tor. tloy Jul.Sep. Ocl.
A
49 I Prolect Garfield - May 2016 IPUC
Pagc 18
06t23t201502t06t2015FlvlT l,,4eetrno
03t17 t2015
10t16t2015
09t09t2015
I
Go
a1t20t2015
DESIGTTI
rrsT/
rmPltttINT
Go-Live
What to expect from the Go-Live?
Per{orrnance
o
J
s I neea,ito"r" on root
Icause df issues,people! Process?
J Technology
Go;live
Performpnce
Go-Live
50 I Prolect (iarfield . May 20 l6 IPUC 'Xffi',Luee
"Productivity
Dip"
3 - 6 Months 6 - I Months I - 12 Months 12 - 18 Monthsl+
Realizing
Process
Effrciency
Utilizing
lnformation for
Deosion IVlaking
Strategic
Business
lVlanagement
Stabilization
Go-Live
Productivity dip remediation plan
O Anticipated remediation training for allthe modules
O Live support with a call center
. Metrics tracked: number of calls, average time to close defects, number of Iogon's,
password resets, etc.
O Close monitoring of system performances and identification of the need for support and
remediation training
O No training = No access to the system
Hypeion training in Paramus, NJ June 2015 IPUC 'ffi'buee51 I Project Garfield - May 2016
Go-Live
Productivity dip remediation plan
O 20 SUEZ employees are training more than 900 users during 40 sessions ono The new systems
o The new Chart of Accounts
o Training is mandatory. No training = No access in the system
o Training quality and attendance are closely monitored. As of today, feedbacks are positive, and
attendance is satisfactory (- 80Yo).
O ln order to mitigate the "productivity dip" usually experienced post
goJive, a remediation plan is prepared:
o Remediation training (new sessions, Q&A's..)o Live support with a call center
o Close monitoring of system performances
52 I Project Garfield - May 2016 ,,,.offiiuea
Go-Live
04 QI Q2 Q3
Activities Nov
PeopleSoft Upgrade
and
]-
PowerPlan
implementation
Consttuct
iOperate
Hypeion
lmplementation l*
Cut-Over: The former system has been gradually shut down. The new system start
replacing it on October 5:,/ Processes are in place to minimize the disruption.r' Gommunications are being sent out to all employees to inform and remind of
the critical dates
53 I Project Garfteld - May 2016 IPUC 'mFuea
OctJunJulAugsepJanFebMarAprMaySeptOctNovDec
Go*Live
Hyperion Launch
o Successfully launched on July 22"d
A Communication sent:
Augur I 1, 2015
HYPERION PLANNINO IS LIVE
DBrr Cdbao[ta!,
I !m plc.rcd to snflno t r.t Hyp.rim PlroninC - flr rcf, budgGtinC ed r.porting ptCtom - h nu liv6. Our
2016 budCef pm8 uilltrlr plrcG itr thir ncr ryalcm.
As !6{, moy tnoI, Hrpcrion Phnnhg impbffitdim ia ona cofirlboGnt ol tE PrcFd C$rnrE syrEm upor€dc lhal
SUEZ Notl'l Amdics ia carryho out Thi pRicct ril 8irlptt lhc ,ay w6 fiEmgG mil proBa ffiy dry by cre.lrng a
b'Bd tnan..ial phbrm, trtmlionhg ftw mdtbb @rElcr sy3trfile to r ffic sirplc .td rt.mao.d sysicm- lrvc m
rEgradh9 to lhc ncxtat ycr*bo ot Peodcsofr, mblng nfl heJ6 drd tunctG, .nd .ddhg lso w proomma:
PflcrPlan, an iMurty htding ,aocl dx, proFct.effitilg +plcilim. .nd HyDcrion Plsmirg,
Hyperin Plmning b t t6l lh.t mfirldatB dl hrdgct ilfsmalbn ooto ffi plrffm, mbfn! ur to dlEe m automt d
md cerMized Focca3 rtdEr lhao lhc highly lMml sM hbor*rtcniiE procg d thc psr{- W" r* mv! bil.rd lrom
m ExcaLSascd lytiem to 6 modcm eft*ur rpoErtbn. Hl0abn PlrdriE ns &c th.ffonagty b cdcum fffi dris-
ba3ed inputs, ao vci 88 allotr utefr !o p.ovidc hJdgct cmrrcntary ll{l rbtat. lt $ppo.l8 llw $plr*tic&d and rclbbb
ix"d o{, .Ghoc Eporthg lo ,naly:a budgrt, ioHst ild retud d{a- i ebo nGFe !s d.od.rdizc gr*a3ca rnd
Echmlogy am! SUEZ rogMB atr ddcr b diE turthcr cone$acy end cfidmy.
I would [h to thml rn ot yd hvolvad in thc proi.cq ior tmr hrrd rorft md Iu cmitmGBt to ucGf,Gne. Wc
m prurd olxtrrt f,e hsvc acEmdirhcd ro tar, u|d lhe mpc orfhb proi*l le|d Eys h.y! bffi pGabL *ilnod thc
cxc@lixrl lGyel of rliorl our empbyece have lrEm ercry day. The tffi Evcr tEritrH b do shrl he bH nccdcd
b Gaa{ve chdeog€, EcaqniziE lhh ir ao invcatrml in ow fuhrE rdl cxpdire.
Os lhc pel *mlB, f.ininq ha bGff d.lvtrcd to Hypcfin lgE Slro{rgn fiw, hllds-o.r chlcs- Op{trE| rddilimal
aaining E iom.E bGing organi?Gd, and msnu.b vd Fb eik Bn bG dflrledcd ftm Thc RESOURCE ,rfml
Plcre krGp in rind lh.t lEU mrt gttcnd tha roguicd trJnir{ - il mt you $I nct gdn asB to lhG H syrbm. It lar
ars rEt ay.ilau. m lhc bairtng dsys 8rq)ned, dce mfify Ksen l{orlm, ar Lhing lc.d. imaraatrU.
To at a qHtm, email gsrficldtecdb.dr(}uniEdrsler.sm sd yM $rcry ril bc diG.le{l tD tlE righl pem on th.
prcFct team. I loot h{u8rd to your pnrlicip.liofi and rlDgort ss ws cmil !o ProFct GrrficE'! ruccr{o b{l6thor.
Thanl tou,,rr.r-ffi'lFug?ti t I Prolect {:.arfreld - lvlar' 201rj
Go-Live
PeopleSoft 9.2 and PowerPlan Launch
t) Successfully launched on October 5
ft Communication sent:
GARFIEID IS XOW IN'EI
Proicct 6.rfr.ld b aou hrc: m hwc fusf upGr.dGd to drc ncscct vcrelm of PGoplcSoft rnd lnUlsnc*cd
Po\rae0hn Wc hld rlrcad succcrsftrlly hunchcd Hvpcrlon Phnning ln July 2015.
Your Urar lD and prseword havc not chantcd. To lccctr thr qEtcm:
. Pcopl.soft 9.2: click on thc "Pcoplesoft 9.2' link on Thc Rcsource. Eciorc lojjilg for lor thc ftrst timc,
pleere rrtdr $c tntroductbo to Pe'ophsoft9J'yldco evrlrblc on lh,e lie3q!r!i c.
. PowerPl.n is ffi Citrir:
o lf you rrc ln thc SUEZ n twork you cln acce$ d! tftD/Igitsiu4llg@BELgo@o lf you art outsidc thc SUE ncturot*: !tE$/ISUE!E !!!lfdrdts!@. Pcoplcsoft 8.9 is stlll avaihblc (link on Thc Rcrourcal for cntry and approval of timc rnd cxpensc
rcports until Mi+Octobcr, rnd rcadonly dltr rclatcd to rctMty prlot to Octob.r $t, 2015-
tfyou hava a qucstlon on thc ncw tyst€m:
o f you havc a qucstion @ plc.tr contactth. Powcr Uscr(sl of yo{r
Burincss Unit (list awilablc on Thc Reeourccl. You crn also !flail
o For othcr qugtions: support tcrm mcmbcrs wlll bc avaibble from 7 .m to 7 pm EST from Monday
10/5 to Friday 10/9. You c.n cont ct thc team by emailinl or callinl thc Helpdcsk, or itt-p€rson in the
Surquehanna RtvGr conftrcncc Rosm in our Paramut officcs.
. Plcr3c alto rc,ncmbcr thlt you crn download |ob aids and chcat shccts from thc ti | : ,: . .: : ,.
codini into the ncw ona-
ln the upcoming vuccks, you crn crpGct to rcGeiva communiEation for .ddiuonal training a: wcll at lnformation
on th. new systcmi- lf you hwr gucstions rG8lrdin8 thcac communicttionr or sny othcr Grrficld itcms, plearc
cm.il .
55 I Project Gatfield - Ma, I thank you for your coopcrdtion and rupport,'',""ffi,iuee
Post Go-Live
Scpt. llov.Jrn.tlor. f,loy Jul.Scp. Ocl
TrsT/
IMPlEMEilT
(ONSIRUCT
DTSIGil
ASSESS
IRAITIIlIG
Posl
Go-
Live
Go live
*
,',",ffiiugeProlec66lrfield - May 2016
Post Go-Live
Posf Go-Live support
o Post goJive support team has organized:
o tT: Coordination between HelpDesk and Garfield lT team - calls to be forwarded, metrics log put in place
o Business: Support team organized per module, with a specific taskforce for PowerPlan (accounting, ES, lT,
engineers)
o Accounting: Power Users in each BU and a central support team in Paramus.
O A *command center" took place in Paramus with the lT and Business support teams every
day from 7 am to 7 pm during the firstweek. Employees could walk in directly in the
rooms or call/e-mailthe Helpdesk.
O Other supporto Job aids, cheat sheets and FAQs could be downloaded from the Resource for all the modules (communication
will be sent out about this, see below communication to All Users)
o "Translatof tool has been developed to help translate formed coding into new one
o A timesheet template was prepared for M&S employees, along with a communication with the instructions
O Communications
o To All Users: preparation to go-live on 10/01, go-live announcement on 10/05, Day 3 results on 10/08 and then
updates when needed
O Other communications as needed (cut-over dates on payroll, training, accounting rules ...)
o Daily updates sent to the project team with a summary of the metrics tracked
IPUC "*Hm,Fuea57 I Project Garfield - May 2016
Post Go-Live
Posf Go-Live support
it
Power usens for General Ledger and PowerPlan in the field
General Ledger
PowerPlan
Canada
*
t{*
*fi rlu lrG
m lrl'I '1
50 wl
WY ilc
IA ql
NV ills,UT II
I
i
0{It
co t firy
GA ffo rArfi
ttE
,z (I(IiI
ttSI Aft s
ilg GA
rx -{
lr
1TA
Afi rt
HI
58 I Project Garfield - May 201€i ,'r.offi,iuee
NJ / PP: Toms
Riwr,
Haworth,
Hackensack
NJ / GL Toms
River.
Haworth.
Param us
Post Go-Live
Posf Go-Live support
Gommand center in Paramus: PwC + SUEZ teams (lT + Business)
ee
Page
Post Go-Live
What went well? (1/4)
O Able to execute core business functions
o Requisition and approve purchases.
o Pay vendors/customer refunds (Checks and ACH).
o Record employee time.
o Open and approve projectslwork orders.
o Enter and approve journals.
O Making transition to the new Chart of Accounts
o Distributed accounting support in field.
o Translation tool available derive new accounting string.
o Quick turn around on email questions.
O Quality measures
o Defect resolution rateTSo/o,92o/o if email inquiries are included
o Average time to close ticket <2 days.
60 I Project Garfield - May 2016 IPUC "sm,Fue?
Post Go-Live
What went well? @4)
O From 1015 until 12111
O 1,038 Tickets logged (99 open 939 closed, avg time to close: 4.06 days)
O 928 users accessed the system PeopleSoft (Cumulative)
O 1 19 users accessed the system PowerPlan (Cumulative)
O 10,107 payment requests entered, 296 pending approval, 9,558 vouchered
O 3,552 Checks, 5,137 ACH
O 1 ,902 requisitions entered, 24 pending approval, 1 ,775 approved
O Accounting Super-users recorded 1,202 emails related to COA
questions/Combo edits, all questions have been resolved
'mbueeIPUC61 t Project Garfield - May 2016
Post Go-Live
What went well? (3/4)
O Key Metrics comparison
Key Metrics Daily Metrics - by week
800
700
600
500
400
300
200
100
0
-week
1
rweek2
nmweek 3
rWeek4
-Week
5
rweek 6
,.an*"week 7
Jsr,&,s We€rk 8Req's Entemd Payment
Request Entered
Postable
Vouchers
Payrnenl -
Checks
Payment - ACH
62 I Project Garfield - May 2016 IPUC
18
Requisitions
Entered 38 50 46 46 36 35 34 4L 44 4t 35
Payment Requests
Entered 746 249 287 300 154 182 240 209 235 207 150
Postable Vouchers 103 245 492 478 338 325 448 355 420 3tlo 307
Payments - System
Check 77 67 51 Lt7 95 77 78 73 83 7l 57
Payments - ACH 19 40 148 t27 t44 128 118 111 119 to2 146
Post Go-Live
What went well? (4/4)
0 Ticket status:
o Total Tickets to date - 1,038
0 Total Current Open - 99 (9.54%)
o Average days to close - 4.06 days
Tld(etg
Process
Grand Total
fid(ets lrsues
lssne
Aa@unt
8trsinecg
lr8ues
EnhanaemenE
ItlflrUser
lssu€e
Total
63 I Project Garfield - May 2016 '".,ffffiflFuee
open lwattlu onHdd GrendTdalclosed lmrcroPRoo rr oev lfeed Eooroval
srl ,0 58:lsrol10ol
0nl I 680esl0ol
0nl I 3870s6al0ol
1ssl 2 1030Is3olol0
wAmNG lonxou lcrendr*alMrcTOPnODlTI}eU rggolppRovlt lomrct-ocED
ol ol 2700ol 126
0 ol s 125olol119I
0 ol 3 73olol700
0 ol 21 41olrl190
0 ol o 25ololE0
ol 7 247olol44000
42olrlx,0 0 ol L2
i*tllrlol41100ol 4
rl zl il3r930I0ol es
Post Go-Live
What challenges dld we have?
CI Change management associated with new Chart of Accounts
o Adoption of standard work flow for Requisitions and Payment Requestso Standard approval route - for each BU and Department one person is designated as first approver.o Exception process requested from HR and Legal.
O ACH issueo Defect was identified that impacted 8 ACH payments.o Has been resolved and migrated to production.
CI PowerPlan
c On-going reconciliation between PowerPlan and internal reports. Update as of March 2016:
- CR to GL - this reconciliation has been updated to include the source of the variance which will highlight
if the variance is coming to AP, lNV, Payroll...
- PC to CR - At first, it was communicated that any and all of the outstanding kick-outs that were (and still
are) currently in the system should be addressed. ln fact (and after review) most of these accounts don't
need to interface with projects and only important accounts should interface. The list of these accounts
should be communicated to PowerPlan. This will help with the reconciliation and make the process more
manageable.
0 Reports
o Due to resource availability, all reports have not been completed as of March 2016 (for Hyperion and
PowerPlan. GL reports are allcompleted). This is stillwork in progress.
6.{ I Project Garfield - May 2016 IPUC 'ffi'huee
Post Go-Live
What challenges did we have?
O One of the main chatlenges was to Go Live and still respect the Group deadlines:
O After go-live, there were two reporting periods to SE (November and December). Both of
those deadlines (November reporting - December 106, December reporting - January
12th) were met.
65 I Project Garfield - May 2016 ,,,."ffiiuge
Garfield Today
SUEE
suz-w-20-02
IPUC DR 139 Update 1
Attachment 15
Page 66 of 1 18
Garfield Today
Project Monitoring
O lt is important to continue to conduct PMO meetings during first phase of production (0-G
months)
o Frequency to be determined by need (weekly, every otherweek, monthly)
o Confirmation of govemance structure, e.9., process, forms, approval structure
o Manage and review nedchange requests
- Business prioritization and justification
- Balance of core production supporl and new requests (lT capacity)
- E.9., New reports, patch bundles, new functionalitylfeature packs, enhancements, Suez name changes, ticket
resolution
o Review and revise roles and responsibilities of the new systems
- Maintenance of COA values, Combo Edits, Allocations, Trees
- Maintenance of ProjectM/ork Orders and unit estimates
- Balancing of PeopleSoft General Ledger to PowerPlan CR
- Payroll balancing by BU, OU, by payroll account, etc., ProjectAlork order kick outs
- Spread the knowledge, avoid the single thread bottle neck
O lmpact to organization structure
o Establish and monitor productivity metrics
- Work with business to establish baseline metrics
- Establish nearflong term goals and benefits realized
- lntegrate into overall evaluation framework
67 I Projeci Garfield - May 2016 ',r""ffi,Luge
Garfield Today
Governance Commiltee & Policy
O The Governance Policy will define a process to control the defined
structure and ensure the integrity of the data within the PeopleSoft
9.2, PowerPlan and Hyperion software applications.
O The Policy is owned by lT but the Governance Committee is
comprised of 7 functional areas (representative to be identified)
O The Governance Gommittee will have four specific purposes (in
addition to documenting the decision making process):
o Prioritization of Change Requests
o Go/No Go decisions with global ERP impacts
o Decisions/Recommendations for future direction (i.e. new modules, activations of
existing functionality, etc.)
o Appeals
",.,-ffiLuge68 I Project Garfield - May 2016
Garfield Today
lnternal control (1/3)
{t Deficiencies in internal control documentation have been identified.
i ] Each Business Owner has been assigned procedures to strengthen internal
control.
ii', Procedures have been prioritized and high priority ones are:
Procedure j-own9r
Balancing of PeopleSoft General Ledger to PowerPlan CR ,Katherine A
Peyrel!!-ale!c!tg-!yp-U-,o,U..pyp?ylg-l=a999u'[.etg,,
t. ,
iB-rren P leern
lKalherre4
lOave
lDave
Y-e!:!Iet
Noorder kick outs
Develop!ng Month end schedule Yss
YesM.gnrlging enq Fp !:tj!'!g on Month end
AP /Accrual ,''* "
.B9vi
ir-g!vtrgv'Lv
. -Lq:Yes!4vertory interface
CCB interface lJoy-qg Yes
ES contract Yes
OPIX pr_oiect gpel ,Tim
.Jim
Yeg:,Pr-at
YesPrgj"#g"P-er Nekus / Engineer
r,! i lrrolect (iarfr*ld lUlag ,?01(,'",.,ffi,iuez
Garfield Today
lntemal control gg)
O Low priority procedures are:
70 I Project Garfield - May 2016 IPUC 'ffi,buea
Garfield Today
lnternal control (3/3)
O Project Garfield PMO team has launched and led this initiative until March
2016 when it has been handed over to lnternal Control Department:
o to provide better support to the business owners
o to review the compliance of these procedures
o to ensure that there is no overlap between both teams and their respective tasks
O lnternal Control Department will now take full ownership and ensure
that:
o Controls are effective
o Procedures are written according to SUEZ policy
71 I Project Garfield - May 2016 r,.*mbuge
Garfield Tnday
Did we achieve the key benefits?
I Simplifu and Standardize
tl Leverage knowledge and utility
leading practices
The Chart of Account is
simplified and common across
divisions. Processes are
simplified and controls are
tightened.
Use of PowerPIan as the Utility
leading practice. However, on-
going reconciliations.
Major customizations are
eliminated. See section
"Appendix" for detail on each
module.
Easier processes and higher
reporting capabilities allow more
flexibility for the users.
Not fully completed since reports
are still not all developed. See
section "Garfield Today".
/
/
/
/
I
7 : Pr oject (iarf ie ld - l\,,lay ItO 1 5 ,rr"*ffi,Luge
Configured rather than
to provide a seamless user
Turn data into informationV
Garfield Today
How do we measure fhese benefits? KPI follow'up
O KPls are defined for each module to track the productivity dip and the
performance of the PeopleSoft and PowerPlan upgrade.
O These KPls are followed each month and reviewed during the
Steering Committee.
O See nextslides
'*tffiFueeIPUC73 I Project Garfield - May 2016
KPI Follow-Up
Module: GL. Owner: David Altamura
teasurement
KPI Dec.
close
Jan. Feb.cloee clooe
f,arch
cloee
Aprll
close
Average
former Target
system
Comment
Month-end close (pre'tax) - # days 10 10 I 8 I 11 I January: No smart report
due
,Prepare SMART resulb - # days 5 N/A 5 4 3 5 3 January: No smart report
due
12
10
I
6
4
2
0
r December close
r January close
February close
r March close
!April close
rAverage former system
rTargel
Month-end close (pre-tax)Prepare SMART package
7;l I Project Garfield - May 2016 IPUC '$[mFuee
lmprovements in cruise speed: both KPI are betterthan target in April
KPI Follow-Up
Module: AP / SCM. Owner: Karen Norton
Easier and faster processes
Measurement
KPI Dec.
close
Jan. Feb.close close
March
close
Aprll
close
Average former
systoflr Target Comment
Average time to upload monthly P-Gard
transactions to PeopleSoft < 30 min < 30 min < 30 min < 30 min < 30 min 8 to 10 hourc < 30 min
Time saved using pre-note \,s penny test 41 37 35 45 43 8 mlnutes per
penny test
6 mlnutea per
refund check vs
I mlnute now to
mall
N/A
NA
Time saved processing refund checks in
Peoplesoft vs through Cust Srvc 535 415 585 ,166 357 0
Average invoices processed per person 2,295 1,916 '1,938 2,11s 1,967 Not
provided
5,000
4,000
3,000
2,000
1,000
0 lIIl InlE r Irn
50
40
;: IIr T IIT I# of Payment
created without
Requests
lhe need o{
Time saved processing refund Average lnvoices Processed
checks in Peoplesofl vs Per Person Average lime to upload monthly P-Card Time saved using pr+'nole vs penny test
transaclions lo Peoplesofl
rDecember close rJanuary close rFebruary close March close tApril dose
creating a Requisition and PO through Cust Srvc
rDecember close rJanuary close rFebruary close March close rApril close
75 I Project Garfreld - May 2016 IPUC '*tm,Fuea
KPI Follow-Up
Module: PowerPlan. Owner: Katherine Arp
Easier processes. However on-going reconciliations of PowerPlan data
KP!Dec.
close
MeasurementJan. Feb. tlarchclose close cloee
Aprl!
close
Average
former Target
systom
86
Gornment
Depreciation. # of
hours 7 6 6 6 6 The Depreciation is calculated the same way but the
step6 to run and post the entries are qulcker.
To manually figure out the AFUDC calculation, and
validate the systems calculation takes mor€ time, since no
reports are available. But processlng and postlng ls
quicker.
The process was tedious in PS (retire asset by asset,
within each Book) and took 1 to 2 days (depending on how
many assets were retired). Now thls prooess has been
slmpllfled.
Until we get a better understanding on the enors we are
getting each month, this prooess is very burdensome. The
procoss and poctlng ls lmproved, howeverthe steps
to get pendlng transactlons rcady to post is stlll a
work ln progress.
To be provided for nert SC
AFUDC. # of hours 8 8 8 7 7 87
Retirements. # of
hours 8 6 3 3 3 163
Unitization. # of
hours 13 12 17 14 12 t6 12
Number of enors
Follow-up and
monitorino of Caoex 1,lA Il,A NA NA NA l.lA NA Ongoing reconciliations. To be provided for next SC
20
1E
10
A
U xtxIh irf r December close
D January close
February close
r March dose
Deorecration. # of hours76 I Prolecl GarfrelC - liilay 2016 AFUDC. # of hours Retirements. # of hours Unitization. # of hours
rApril close
r Average former syslem
rrarset ,rr"o*ffiLuee
KPI Follow-Up
Module: lT. Owner: Brian Broclcway
77 I Project Garfield - May 2016 ',u","WkUge
draft
KPI Follow-up
Reporting
PS 8.9 PS 9.2 Target
PS - nVlsion
Report Requcts
Avg Report Req / BU
BU,s
Layouts
2,W
17.2
165
192
90r 1,000
18.0 20
50
100 120
78 I Prolect Garfield - May 2016 IPUC "*[m,Fuee
Qual itative lm provements
Module: Payroll
Key benefits:
O Designed a mapping configuration table which eliminated hard coded program:
- Makes changes much easier and more efficient to implement and maintain
- Provided more Payroll control of certain features - examples include, standard hours calculation, Exempt
employees pro-ratation, display on timesheet for available earnings codes, separation of codes between
PeopleSofi and ADP, etc.
O One timesheet:
- Easier for reporting purposes
c
- When there were two timesheets, the system looked at each timesheet independently which caused
issues with paid time off. With this change, improvements should be identified with the year-end paid
time off process and eliminate employees taking additional hours that have not been earned
o Finalizing pay periods:
- ln 8.9, each BU had to be processed individually which was very time consuming and risky that a BU
could have been excluded
- Finalizing €n now be completed in a group
- This change has saved approximately t hour lo 1 112 hours per month
79 I Project Garfield - May 2016 ,,,.offiiuge
Qualitative lm provements
Module: Payroll
Challenges:
O Power Plan:
- One of the improvements Payroll had hoped to accomplish in Power Ptan was the ability for specific
employees to run their own reports in a secured environment. Unfortunately, security for this is still an
open case. Untilthis is working, we cannot assess the benefits.
O Coding and BU Changes:
- Operating Unit - has caused some confusion. This is a field that is derived utilizing fields entered on
timesheets. The OU is an important field for Finance, but does not exist in the HR/Payroll
Systems. Many questions are asked which Payroll cannot answer.
- SUEZ ES consolidation of BU's - many PS BU's are now part of BU 401, but are separate on the
Payroll system. Since many different Union requirements exist within the various contracts, at this
time, it is beneficialto keep them separated on the Payroll system. This results in one system
containing consolidated BU's and another system having them separated.
- Cost Elements -
. Very detailed field that provides no benefit for Payroll. Because of this, questions are received which takes more time to
anatyze.o lncrease in completion time for reporting analysis and account reconciliation
O Set-up of new payroll codes is more time consuming
80 I Project Garfreld - lMav 2016 '"'offi,iuee
Qual itative lm provements
Hyperion
O Key benefits:
o Software designed for company\/ide standardized budgeting / forecasting process
to replace prior manual (excel based) process
o More flexible reporting capability (can choose which scenarios to view rather than
utilizing pre-existing inflexible reporting)
o Drilldowns and SmartView tools for more efficient analysis by FP&A teams
O Key Milestones:
o 2016 Budget built in Hyperion (O3 / Q4 2015)
o ES monthly forecasting conducted in Hyperion (O1 2016)
o Phase 2 (webform and other design upgrades) in place tor 2017 Budget (O2 2016)
o challenges:
rnnnino ac s.rme ,cers were "rsed" to aoino thinos manuallv Co Training is ongoing as some users were "used" to doing things manually
o Demands to utilize reporting capabilities have surpassed bandwidth of lT to deliver
reporting functionality
81 I Project Garfield - May 2016
C
'mbuezIPUC
BTS and System Reporting Status Update
O Validation of Periods I - 4 Actuals in Hyperion for all Segments
0 9 Reports and Enhancements Completed
o New Combo Edit Rule for Accounts that Should Not use a Cost Element
o "Workaround" for the Regulated Consolidated Report by Region in place untilthe
root issue (Business Unit shared by 2 Different Divisions) is resolved
o ES: Additional P-Card details made available in Pre/Post Bill Reporting
o Workshops held with Corporate on Developing |SSUZ508 schedules in Hyperion
O Activities in Process
o Preparation for Forecast and Visee3 Process in Hyperion
o Preparation for 2017 Budget Process
s PowerPlan SWAT Team
CI 3 Additional lnterfaces (CounselLink, Concur, Citibank Bank Statements)
o Report to Provide Greater Visibility for OUs charged by BU (mlsmatch
identification)
82 I Project Garfield - May 2016 IPUC 'ffibuez
BTS and System Reporting Status Update
Summary of Changes in Backlog:. 2 new items added. 9 items completed (includes the Migrate to Production, Partially Complete and Completed items). ltems marked Partially Complete are available, but either:. Additional Enhancement Requests (not originally included in Scope/Prototype) were made after delivery. Revisit after changes made to address underlying data/structure issue (BU 00301)'
i
ico.nrtof ncport ilrnc -t
Gorro.t Enhffiicllt tlypcrh htcrl* qtr! nqoq!
2
6
18
21319
2t
GrrldTotC Prbrf|ont{r Gh.nts
': &nlncrs Dcddon f,cqulr:d
,s tlc.d Prototypc/ReSdrrm:nts
,r,l{ot Startcd
,rlnPro6e
qln UAT
I
I
2
6
10
t7
3
I
t7
?
65
9
6
1t
t6
3
o
t2
5
{zl
o
trtI
o
I
5
3
r iltrdc to Prodrrtbn
rir Prrtlaly Gomplttc
oGonrplctc
[crir,ar"tr
1
3 2 tl
2
6 2
2
2
t7
tt
45
l;3 I Prolect (iarfieki ' l!4ay 2Clr;'""-ffffifrFuez
Lessons Learned
O The Change Management has a critical role throughout the project
life.
O lnvolving the business is a key element. lt is crucial to ensure that
business ownens and consultant work together toward the same
goals.
O lnvolving the employees is also a key element especially for the
training: tracking and measuring the trainings as successful use of
the system
O The project management still has a substantial role after the post Go
Live.
O The information should be cascaded: top-down and bottom-up
O The project should have a strong governance
,'r."ffi,tugZ85 I Prolect Garfield - May 2016
Lessons Learned
O Ghallenges will arise during the project life and strategic decisions
should be taken quickly to avoid deviating from the initial goals.
O Having one single contact facilitates the project management
(PowerPlan was subcontracted to PwC).
86 I Project Garfield - May 2016 IPUC "*tmbuee
Appendix
SUEE
suz-w-2042
IPUC DR 139 Update 1
Attachment 15
Page 87 of I 18
Verrdor $electiorr
Proc u rement review form
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Page88TT118
h'r i Ijroli:il(iarirrl,:1 l,1ar .;ir1i'
Vendor Selection
Procurement review form - Legal approval
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89 I Project Garfield - May 2016 IPUC '*mFuez
Vendor Selection
Procurement review form - Price comparison
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PeopleSoft 9.2
91 I Prs16g1 Garfield - May 2016 '',."ffi,iuga
PeopleSoft 9.2 Overuiew
Effiirq rpdthsremainc@for@ernd
Assotc YUtdGtr wlt b€ hl
PomrPhn hSE Fuhrt
Stale
92 Project Garfield - May 2016 IPUC "ffitunr
PeopleSoft 9 .2 - Functionalitv improvements
93 Projecl Garfreld - May 2016 IPUC 'ffi'huez
I m p rov e D e c t s i o n - ft/l a ki n g
lncrease Productivity
Tighten Controls
Automate Compliance and Controls
Accelerate the Close Cycle
PeopleSoft 9.2 - Tgshnolggy improvements
94 Prcriect Garfield - May 2016 ',,",ffiiuge
Sintplicity
Productivity
Lower Total Cost of Ownership
Flexibtlity
I ntelligent Business Execution
O pe rati o n a I Effectiv e n e ss
New Chart of Accounts Overview
No LoBerud
95 Project Garfield - May 2016 IPUC 'ffi#unp
Current State
loCacrrUnlt
186T6l
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Future State
Key Benefits
O COA and General Ledger
. Less confusion around data values and reporting structure
' Robust reporting capability that will provide additional flexibility and capability.
O Procurement
' Higher percentage of transactions are approved before goods are purchased.. lmproved cost analysis on items and item categories.
' Discipline in field will be required to get REQ's approved on a timely basis, and for
timely entering of receipts
O AR, Billing, Contracts, PeopleSoft Projects, Expenses. Enhanced aging capability. Enhanced customer reporting and hierarchy capability
* Enhanced Combination editing functionality
96 Project Garfield - May 2016 IPUC "*[m,Fuee
PowerPlan
97 I Pp6j6gl Garfield - May 2016 "'"'ffiLuee
What is PowerPlan?
O PowerPlan is not:
o Enterprise Asset Management System (EAM)
' Work Order Management & Tracking
' Permitting
' Resour@ management
' Asset planning / Maintenance Management
o GIS System
o PowerPlan is an asset accounting software that improves:
o Reporting
o Process FIow (costs to capitalize, calculation of depreciation/amortization, unitization)
o Forecasting (Timing estimates - project inception, spending, in-service, etc.)
o Data Structure / Control
o Retirement Process
98 Pro.iect Garfield - May 2016 IPUC 'ffi,Luee
PowerPlan - lmpact on Projects
As-Is
o Complex and uncoordinated project
lifecycle across the business
To-Be
o Simplified and standardized approach for
setup, maintenance and closing of
projects
o Limited project analysis and reporting
tools
o Flexible and customizable tools for
project managers
o Manual process of creating and approving
CEAs
o More automated CEA creation and
approval leads to quicker initiation of
projects
o Cumbersome time and invoice coding to
multiple activities, especially for Addition
v. COR
o Simplified coding to one Work Order with
allocation automated
99 Project Garfield - May 2016 IPUC *ffibuez
PowerPlan - lmpact on Assets
As-Is
o Lump Sum data for older assets with
minimal classification beyond plant
account
To-Be
o Asset detail will be broken out beyond
the plant account level (by size for mass
assets)
o No linkage between assets, vintage, $'s
and the quantity
o Linkage between quantity and other
asset details will be established within the
system
Q Time consuming "hunt and peck"
retirement of assets
o Catalogued, auto-retire and automatic
curue retirements
I 00 Project Garfield - May 2016 ,',",ffiLUgZ
Hyperion
101 I Project Garfield - May 2016 IPUC 'JffiFuea
,:i'l
i ,;rr' ::l r, t'..'"i*iilrlliril'. i liri-{.lii 1,
P&L Actuals
(Budget COA)
Final Budget / Forecast
P&L, B/S and C/F Actuals
(Full COA Detail)
Finalized
Budget /
Forecast
Description
1. PeopleSoft
2. UWBUD
3. UWRPT
PeopleSoft will handle actualtransactions and serve as the data source for all actuals
data sourced into Hyperion
The budget solution (UWBUD) will support budget / forecast functionality for all segments.
This is serve as the consolidated budget / forecast and the single version of the truth for
budget / forecast data.
The reporting solution (UWRPT) will support reporting functionality for all GL data. This will
provide a more flexible solution for on demand reporting that will be user driven and
support customized reports developed by each user.
SUZ.W.2GO2
'"" o*ol,11#lil",Suge
Page 102 of 1 18
i.r,.,'i.,..:1,,.i I iri;,i,' 1i,
Process Description and Objectives
The focal point for the initial Hyperion release is a foundational solution that will support budget
creation and reporting
Budget Foundation
Budget / forecast chart of accounts level of detail to optimize the budget / forecast process
Foundational solution to support the O&M budget / forecast (at the chart field level of detail)
lmproved capability to support scenario planning, operational drivers and standard input templates
Central repository and standard budget / forecast process and reporting for all segments
Reporting Foundation
Full PeopleSoft chart of accounts level of detail frequently refreshed from PeopleSoft
Integrated reporting of actuals, budget / forecast and key operational information
Reporting solution to support: budget / forecast, variance analysis, actuals (chart field level of detail), balance sheet
& cash flow and completed capitalplan
Convert data for 2014 and2015
IPUC "ffitueel,J ) Prolect Garfreld - May 20'ltr
Summary of Changes in Process and Benefits
104 I Project Garfield - May 2016 IPUC 'ffiFuee
BenefitUsers lmpactedChange
{
Technology
Related
. Bank statements for P-Card
transactions wil! be interfaced to
PeopleSoft (change request
under review)
P-Card Users
Accounts Payable
. Streamlined authorization
process and coding validation
Check printing and positive pay
file generation will be performed
in PeopleSoft(change request
under review)
Accounts Payable . Reduction of software support
(PayBase) of 13K+ per year,
better control of check stock
and bank reconciliation
CC&B Customer Refunds will be
interfaced to PeopleSofi(change
request under review)
Customer Service
Accounts Payable
. Accurately record liabilities
relate to customer refunds
. PreNote functionality will be used Accounts Payable
to validate suppliers banking
information
Reduce manual steps for
validating supplier's banking
information
. ACH Advices will be emailed to
suppliers using delivered
PeopleSoft functionality
Accounts Payable
Supply Chain
. Elimination of customization;
use delivered functionality
suz-w-20-02TPU.DRoxrf#*elsuge
Page 105 of 1 18
Users lmpactedChange Benefit
tl
..i
Business-
Process Related
. Receipts will be attached directly
to Expense Reports and
submitted for approval
Employees requesting
reimbursements
. lncrease efficiency as no bar
coding and faxing of Expense
Reportwill be needed
. Business-
Process
Related
. Payment Request will be used for
processing Non-PO I nvoices.
. Requestors. Accounts Payable
. Increase efficiency as no
requisitions or purchase order
will be required for Non-PO
lnvoices. lncrease efficiency and
accuracy using delivered
matching process
Vouchers will be entered into
PeopleSoft based on invoice lines . Accounts Payable
to utilize 3-Way Matching
; ..1, . 1 i",.,,11r,,1,i iri ,,
suz-w-2042
'""'1,111#ffi.suga
Page 106 6l I 1 I
Old Environment New Environment lmpact
Origin field included on ePro
requisition to facilitate processing
NPRs for payment
Use Payment Request to process Non-PO
lnvoices
Streamline processing of Non-PO
invoices. No ePro requisitions or PO
required
Use custom page and process to
capture Supplie/s email for sending
ACH Advices via email
Use Payment Notification on the Supplier page pay Cycle will include separate
to setup emailACH Advices for suppliers process for generating email with
attachedACH Advice
Update the accounting date on AP
transactions to the 1st of each month
once the current period has been
closed
Use Open Period Update page to preventAP
entries from posting to closed periods Allow Accounting section to control
the periods for which AP related
accounting entries can be posted
Generate and interface payment file to Use PeopleSoft for check printing
BottomLine for check printing
Reduction of software support
(PayBase) of 13K+ per year
Use lmageNow and bar coding system Use native PeopleSofr functionality to attach
to attach receipts to Expense Reports receipts to Expense Reports
Streamline processing of Expense
Reports with reduction of manual
steps
SUZ.W.2GO2
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Page 107 of 1 1 I
'tri
I r i 1r, li i
Business
Process Related
. M&J billing transactions to be
handled via contract-to-billing
interface
Billing
Fixed Assets
M&S
Eliminates manual effort in
creating and tracking GL
several journal entries and
allows ability to perform aging
analysis on M&J bills
Business-
Process
Related
. Transactions will be coded
against BU, Project, Work Order,
Cost Element
Accounts Payable
Time & Expense
Accounting
Streamlined financial
reporting, and less
complicated inputs for users
entering information
Technology
Related
. PS Project Costing will maintain Billing
only shell projects and work
orders (from PowerPlan)
. PowerPlan is source of record
for all project activities (single
source)
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Page 108 of 1 '18
BenefitUsers lmpactedChange
Majnr^ Custurvtiratieins ffilimittated - ffiilllng
PC
PC
PC
PC
Proiect Creation in PeopleSoft
LoadingADP file to PeopleSoft
Project Creation in PowerPlan
Loaded in PowerPlan
Single source of record
Leverage derivation
capability in PowerPlan;
single source
Leveraging delivered
functionality to improve
labor cost allocation
Maintain accounting rules for detailed labor
transactions
Derived in PowerPlan
Certain allocations are performed directly in
project costing
Allocations related to journal entries Alions allocations with
will occur in G/L. Allocations related sirigle sources of record;
to projects only will occur in incieased controland lessPowerPlan possibility of enor.
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Page 10981 1 18
Old EnvironmentModule lmpactNew Environment
I ch"ng"Users lmpacted Benefit
i:lri,iitt,q-rilru ', i !s;'ir[,+:,h i*l frt],,: t-i]"i':'r,iii{"j F'u{rl$trg:'fi€"=")$,
$' ti{$ i
Technology
Related
. PO change requestcan be
initiated from the ePro
Requisition
Requestors
Buyers
. tncrease accountability for
Supplier price changes
. ePro Requisitions can be
approved via email
Requestors . lmprove turnaround time on
sourcing and dispatching POs
to Suppliers
. Use Punch Out to order directly
from Suppliers (change request)
Requestors
Buyers
. lmprove turnaround time on
receiving goods from
Suppliers. lncreased control
of purchases.
. Track online changes to Suppler VendorAdministrator
Masterfile
. lncrease accountability and
oversight on Supplier creation
. Cycle/Physical inventory counts
willbe performed in PeopleSoft
Systems Office
Accounting
. Generate accounting entries
directly from inventory
counting process
. Automate supplierapproval
process within PS
Vendor administrator,
SCM
. Papenrork reduction,
increased speed of supplier
entry
. SupplierTlN will be matched to
IRS database (change request)
VendorAdministrator
Accounts Payable
. Reduce numberof B-notices
that can result in IRS fines
. Suppliers will be screened
lhq.ough OFAC list (changePtoje;tGarfieid - trtoy 2?Etuelt)
VendorAdministrator Reduce risk of doing business
with coqp4rffiyffitrS
SanCtlOnS Attacfiment 15
PagE 1 10 of 1 18
z
Summary of Changes in Process and Benefits -
SCM
111 I Project Garfield - May 2016 o""ffiLuee
I chrng"I u""r" lmpacted I Benefit
1,,, : ,r, .',. r ... +t t.r , I I I : : . L, I I I i I f , i : ir I .l + i ,1 . iI t:, i jrr
Chartfield dependence for coding
accounting distribution lines on ePro
Requisitions
Origin field included on ePro
requisition to allow NPRs and to
identify Blanket REQs
Use of SpeedChart to populate accounting
distribution
No longer having to support a
pervasive customization
Blanket REQ origin not available Blanket REQs willonly be identified
in comments. This presents a risk if
requester does not provide
comment. !f a REQ is not labeled
as a blanket, the vendor may ship
an entire year of volume to a
location.
Requester will continue to enter the
Vendor in most cases. When no
vendor is entered, SCM will
coordinate vendor selection with BU
Requester required to enter Supplier Requester not required to enter supplier
information on every REQ
SUZ-W.2GO2
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Page 1'12 of 118
Old Environment New Environment I tmpact
Financial Statement Preparation
Sunirlrary {}f $har}qes in Fr*{;**s e*}TCl ffienefits - G[-
Technology
Related
Change
Configuration and maintenance of
reports reduced. Fewer trees to
maintain, one chartfield to report
NARUC, do not need to report
across Projects and General
Ledger.
Streamlined review of genera!
ledger information. More time for
analysis versus creation of report.
Simplified data structure to facilitate
financialreview
Users lmpacted
lT and FP&A
Benelit
. Reduced maintenance and
development time for reports.. Minimalizedcomplexity
around logic used in building
reports.
Organizational Finance Group ' Greater drilldown functionality
within GL module to facilitate
revial of financial information.
. Less confusion around data
values and reporting.. lncrementaleffort to develop
new or manipulate existing
reports will decrease.
Data Rates
Change Users lmpacted Benefit
. Rules and assignments for
account reconciliation are
housed in Peoplesoft.
. Journal entries become easier
to produce with simple query
and GL drilldown functionality.suz-uhao{2truconffi,suge
eas;l tstii ta
Business-
Process Related
Organizational
Data
Elimination of offline sheets.Accounting group
Account reconciliation managed in
PeopleSoft.
Account reconcilers
r!.i I [);616,'1 {i,11iie 14. i/]ii\ rl,lli,
Account Reconciliation
Multi-Currency Processing
"br;rrl$fia['tt$ il *r;u r sh Ilr Prc*fr"ess *rtd ffi$q**lr{Nt*.{"#L-
Business-
Process Related
Change
Manualjournal entries related to
m ulti-cu rrency processing are
eliminated by using vanilla
functionality.
Offline manipulation no longer
required.
Users lmpacted
Finance Group
Benefit
. Time saved converting foreign
currenecy to USD and posting
journalentries.
Organizational Finance Group All multi-cunency transactions
and reports are handled in
PeopleSofi.
Ability to see both Iocal
currency and USD for all
applicable Bus.
Data Combination of ledgers and BU will
determ ine transactional currency.
Batch process will run to populate
USD ledger (Actuals).
Finance Group
Change
Manual approval of journal entries
replaced with vanilla approval
workflow.
Users lmpacted
Accounting Group
Benefit
Business-
Process Related
Each source associated with
user !D.
Automatic notifications sent to
approver.
Additional offline warehouse
and maintenance of list
eliminated.
Worklist and GL Dashboard =
one stop shop.
Organizational Ofiline repository of joumals to
approve disappears.
Accounting Group
Data Backup and approvaldetailstored
within the PeopleSoft system.,' : . Proje|.lGadield. I'Jlav ?O16
Accounting Group . Data integrity handled in
system anflffigffi.2m'z- 'u""ffi|;bt"c?
Journal Entry Processing
Technology
Related
. PeopleSoft Project Costing Module will
be replaced by PowerPlan Projects
Module
PlantAccounting
Rates
Engineering/Blankets
FP&A
I ncreased functionality for
entire projects lifecycle;
cleaner, more detailed level of
data
. CEAs will be performed within
PowerPlan
Engineering/Blankets
PlantAccounting
. Streamlined authorization
process; quicker initiation of
projects
. Automated derivations to CWIP, RWIP
or O&M account upon receipt of
charges
Engineering/Blankets
PlantAccounting
. Separate CWIP and RWIP
work orders will no longer be
required, leading to less setup
and maintenance
Business-
Process
Related
. Use of 106 Account for Non-Unitization PlantAccounting
Rates
Engineering/Blankets
. Accelerated timing of placing
assets in service and
commencing depreciation
. Blanket Work Orders will be redefined
through use of estimates and
automated monthly close-out process
Rates
Engineering/Blankets
. lncreased accuracy and
automation of
additions/retirements
. Charges will be estimated and
allocated within a WO (e.9. labor,
contract charges, material)
Engineering/Blankets . Time entry will be simplified
and charges to a WO and
supporting retirement units will
be more accuralsw-zooz
IPUC DR'139 Update 1
Attachment 15
Page115of118
f:iftlc: I ( l,.:li,::lrl' !'i,,rt,lr.ill,
Change Users lmpacted Benefit
f':rulir::r,:r1,' ,,f -{",lfAl}t$r.::ls i*u $'"i',q. q'rr", le ii$}{i fi:it',"P3f.'i98{5
f''*u, ,fr"r i.' I'qr\&/*:"1t'titf e
Business-
Process Related
. Retirements will be performed in
3 methods: specific, auto-retire
and curve
PlantAccounting
EngineeringlBlankets
. Streamlined process for
retiring of assets and more
accurate costs
. Gontributions and Advances will Plant Accounting
be linked to the underlying assets
in Power Plan
. Better tracking of A&C as well
as joint retirements when
assets are retired
lr Ii.'l i.-,ri,.: j I l.,i-, :'ii',
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Page1166f118
BenefitUsers lmpactedChange
Old Environment New Environment lmpact
Ll ust*mieati#ns HlirrrilratmrJ - Powerplan
Embedded logic for activity and
project
Additional PorerPlan delivered data
elements to track e.g. size, facility
code, town
CEA process will be setup and
completed within PP; sign-off of
Funding Project will lead to
automatic setup of WO
SUEZ will have common data
attributes across business units;
easier to sort and analpe data
Less involvement by Plant
Accounting in setup; shortened and
more transparent approval process
Manual CEA Completion
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Page 1178f118
Change I u""r" lmpacted Benefit
Iechnology
Related
. lmplementing Hyperion to load
and report data. Severalautomations will be
implemented (e.9. allocations,
multi currency functionality, driver
based logic)
. More user driven approach with
local finance inputting most
budgeUforecast data. Standardized salary worksheet
and process. Capture drivers in the system. Opportunity for consistency
across segments with autonomy
for each segment
. Migrating to the new PeopleSoft
based COA. Rationalized COA for the budget /
forecast (e.9. accounts
categories, pCIect type)
. More user driven approach with
budgeting and reporting. Reduced effort to complete
budget and forecast cycles
. FP&A. Budget Creators
Reduced effort to complete
the budget / forecast
Centralized repository for all
budget / forecast data
Business-
Process Related
. FP&A. Budget Creators
More standardized process
for the budget / forecast
Enhanced modeling and ad
hoc analysis capability
Greater transparency into the
operational drivers
Data
. FP&A. Budget Creators
. Single version of the truth. Standardized data model
Organizational . Budget Creators
. On demand reporting. Reduced reliance on excel
during the budget creation
process
SUZ-W.2GO2
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Page 1 18 of 1 18
q3 Q4 lanQ1Q2Q3q4q1Q2Q3Q4
Delivery
Definition
Analysis & Design
Delalare PA
Hummelstov/n PA
Lake DeFore5t NY
W€( Nyack NY
Origi Scope Extended Scope
1 I PGC-January2020
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