© 2012 Autodesk Autodesk® Utility Design (AUD): Effective Change Management at Southern California Edison Debra Brooks Project Manager John Blokzyl Project Manager

© 2012 Autodesk Class Summary This class will take you through the challenges and opportunities of change management from a utility perspective, including a discussion of SCE’s:  Managing the implementation of SAP and Bolt-On applications  Process to leverage AUD as the center of the graphical designing and engineering  Challenges faced when creating significant culture change

© 2012 Autodesk Learning Objectives At the end of this class, you will be able to:  Understand SCE’s approach to change management  Engage key personnel with the correct activities  Identify areas where technology impacts organizational culture  Apply lessons learned from SCE's AUD Implementation

© 2012 Autodesk Southern California Edison Delivering Service Takes  16 utility interconnections  4,900 transmission and distribution circuits  365 transmission and distribution crews  Over 12,000 TDBU employees One of the Largest U.S. Electric Utilities  50,000 square-miles of service territory  Nearly 14 million people served  Providing electric service for more than 125 years  Operating Revenues: $12.4 Billion

Why do I need to change? What is going to change for me?

© 2012 Autodesk Context: Business Drivers for ERP Old Systems New Systems Customer ExpectationsSmart Connect EIX Capital Projects

© 2012 Autodesk Pre-ERP: Planning & Design Scheduling

© 2012 Autodesk Avanti 12 kV Shandin S/S GIS Layers Streets Parcels Elevation Land Usage Soil Condition Imagery Weather Demographic Municipal Traffic Asset Layers: Asset Attributes Network Connectivity Engineering Analysis New Designs As-builts Smart Grid: Advanced Automation Schemes Integration of Automation Strategy Advanced VAR systems Thermal Duct Management IPSEC Work & Asset Management Smart Grid GIS SAP AUD Autodesk ClickSoft Smart Connect SCADA / EMS CMS GIS Enabled Future

© 2012 Autodesk Vision: IPSEC Work Management Model I P S E C 1. Initiate 2. Plan 3. Schedule 4. Execute 5. Close 1.Initiate Actions to document the need to perform work Customer Service, Design Manager, SAP 2. Plan Actions to establish accounting, resources and work instructions Design Manager, Autodesk Utility Design 3. Schedule Committing resources to perform required work Click Schedule 4. Execute Perform work and report completion Mobile Field Tool 5. Close Actions to update status, asset and equipment records and finalize accounting SAP

© 2012 Autodesk End State Vision – System & Process Alignment Initiate Plan Schedule CloseExecute eMobile SAP SCE’s DM Order CUDesign SCE’s DM CSS SAP Internal / External Customers Optimized Scheduling Software Mobile Ruggedized Notebooks Integrated Design Process Close & Feedback S A P GIS Click Soft eMobile SAP AUD CMS In-Flight

© 2012 Autodesk End State Vision: Technical Architecture SCE’s DM Scheduling/ Forecast Customer Service System Fixed Asset Accounting AUD Bolt-On Systems Work Mgmt Supplier, Services Mgmt Finance Project Systems Reporting BI Payroll / HR Portal SAP Total of 16 Different (non- SAP) Systems  SAP is now at the core of our operations  Through our ERP Blue Print, SAP integrates with our Bolt-On Systems to create end-to-end solutions FinanceMapping Telecomm Mobile Field Tool Outage Mgmt System

© 2012 Autodesk GDT Project Vision & Objectives Vision Deliver an integrated design solution across Transmission, Distribution & Substation by combining asset and compatible unit information with tabular and graphical design capabilities Objectives & Benefits Improve planner productivity through engineering automation Enable material and crew efficiencies through standardized work order designs Minimize re-mapping efforts during work order reconciliation (e.g. quicker reflection of as-built information on the FIMs) Link engineering and construction standards to the design process, improving consistency and accuracy in design Long term architecture to include a comprehensive GIS

© 2012 Autodesk AUD - Project Timeline April 2007: Contract Awarded to Autodesk April 2007: Contract Awarded to Autodesk April – Sept 2007: Requirements Gathering Sep 2008 – Dec 2010: Testing Sep 2008 – Dec 2010: Testing June - Dec 2011: Development and Implementation of U.I. Project Jan 2009: Deployment to Distribution Oct 2007 – Nov 2010: Development Oct 2007 – Nov 2010: Development Nov 2010: Deployment to Transmission May 2010: Integration with SAP May 2010: Integration with SAP and beyond: Continuous Improvements

How do we change?

© 2012 Autodesk Key Factors to Drive Successful Change  Articulate the case for change throughout all levels of the organization  Establish a clear vision, and always maintain alignment  Utilize process mapping to identify change impacts: As-Is/To-Be  Engage the stakeholders and end users early on and frequently  Manage scope and align expectations  Communication, Communication, Communication!  Drive down communication to all levels  Communication the right level of information to the right target audience

© 2012 Autodesk Driving Change - High Level Approach Define major impacts Validate impacts with business areas Identify potential options Identify pros and cons Validate options with business areas Blueprint Realization Propose Option Review and approve with business Interfaces & Systems Business process changes Testing and training Process & Technical Mapping & validate with business Define End-State Vision Identify business impacts Identify options for each business area Propose Options Execute Deliverables The solution was arrived at using input from: Key Operational Areas Distribution Transmission Substations Finance Supply Chain BP&TI Executive Leadership

Workforce challenges facing electric power Center for Energy Workforce Development

© 2012 Autodesk Generational Difference in workforce Four generations currently in the workforce  Traditionalists ( )  Characteristics include:  Hard working  Respect authority  Self sacrificing  Baby Boomers ( )  Characteristics include:  Optimistic  Idealistic  Social change  Anything is possible

© 2012 Autodesk Generational Difference in workforce  Generation X ( )  Characteristics include:  Skepticism  Suspicious of authority  Work-Life balance  Millennials ( )  Characteristics include:  Tech savvy  Global views  Flexible  Collaboration

© 2012 Autodesk Generational Difference: Why does it matter?  One size does NOT fit all when it comes to change management  Recognize and be aware of the make up of the change audience  Adapt style based on this awareness  In large groups, multiple approaches will be necessary  Communication Styles  Social media  s from Sponsors  Knowledge transfer sessions  Roadshows  Motivation  Define benefits – these may not be the same for all groups  Answer the question…”WIIIFM?”  The answer will be different depending on who is in the audience  The key will be finding the right motivation for the target

© 2012 Autodesk Observations about the Differences  Traditionalists & Baby Boomers  Can be resistant to technology changes  Technology “replacing” experience  Culture Change - “This is how we used to do it…”  “Old” methods worked better  Gen X’ers & Millennials  Exposed to technology from very early age  Seek technology to enable success  Gaining experience while utilizing technology  May lack detailed understanding

© 2012 Autodesk Change Management – Additional Considerations  Involve the “right” people early in requirements development  Decision makers – must be in the room  It’s just as important to include adversaries as it is advocates  Well defined scope enables well defined change management strategy  Assess your impacts - know what your requirements will change  Process changes are just as important as technology changes  Change management in an unstable requirements atmosphere can lead to chasing your tail

© 2012 Autodesk How Do I Support This Change??? Who Will Do All Of This Work??? Where Do I Start???

© 2012 Autodesk A Phased Business Engagement Approach User Experience will provide an opportunity to strategically transfer solution knowledge to the Business during the various stages of the project ERP Project Team Business Partners & Business Line Advisors Business Line Key Employees Business Line Super Users Solution Exposure Blueprint Build & Realization Deployment & Go-Live Business Line Employees Solution Understanding/Ownership

© 2012 Autodesk Stakeholder Roles & Responsibilities

© 2012 Autodesk Super User Strategy  Super User profile  Has experience required to be an “expert”  Has credibility with peers  Advocates for change & shares information well  How to utilize?  Involved from requirements through stabilization  Kept aware of the progress / changes  Review contributes to design documentation  Training  Receive training directly  Responsible for end user training of their group  Local “go-to” person for questions / immediate support

© 2012 Autodesk Super User Strategy  Benefits  Obtaining end-user feedback early in development process  Building skillset of SU’s  Creating initial support resource that is local  Better connection to end-user during training  Can utilize relevant examples or “real work”  More 1-1 individual attention  Assists with identifying Change Impacts End Users Super Users Project Team

© 2012 Autodesk Understand the “As-is” vs the “To-Be”

© 2012 Autodesk Project Impact Assessment  High - Use new transaction; extensive training required; critical activity; significant down-stream impact to workforce.  Medium – Viewing new transaction; medium training required; moderate downstream impact; involves a moderate number of employees.  Low – Optimizing capabilities; minimal training; few employees impacted; non-critical transaction.

© 2012 Autodesk Change Impacts of AUD From/ToImpactBenefits/Change Impacts 1. Visio / AUD will be standard product for work order designs H Adherence to design standards /Planners/Designers will be required to utilize DM / AUD for all designs. AUD will have automated material capabilities via design. 2. Excel / AUD engineering approved functionality H Consistent calculations / AUD Integrates engineering capabilities (voltage drop, wind loading and cable pulling) with a CAD based system design. 3. DPIS/Design Manager (DM)H DM will allow search/retrieve data, equipment records, TLM and structures. Does not exclude access to Google Earth for additional information. 4. Inability to / Ability to import Customer drawings and FIM H Less time creating maps. FIM drawings filed centrally and auto converted for quicker FIM updates from actual construction. H H H H

© 2012 Autodesk Organizational Change Impacts  Utilize visualization methods (“Heat Maps”) to assess overall organizational impacts and volume of change  Bottoms-Up (worker level) perspective  Include Change Management activity impacts for Leadership Role Q4Q1Q2Q3Q4Q1Q2 Dist PlannerProject 1 (I) Project 1(A) AUD (I)AUD (A) Dist DesignerProject 2 (I)Proj 2(A) Trans EstimatorProject 1 (I) Project 1(A) AUD (I)AUD (A) Trans EngineeringProject 1 (I)Project 1(A) Leadership Planning SupProject 1 (I) Project 1(A) District ManagerProject 1/2(A) Transmission Manager (I) = ImplementationHighMediumLow (A) = Absorption

© 2012 Autodesk Transition Process Engagement Utilization of SMEs Super User Engagement Leadership Engagement Implementation Installing the software and processes Training Absorption The time it takes the organization to return to the same of greater level of performance People ROI: Adoption Utilization Proficiency

© 2012 Autodesk Proficiency and Utilization After Changes  With significant change, not all users will be fully proficient immediately  Set realistic utilization and proficiency goals  Must have leadership support to “make it stick”!  Put controls in place to support & measure utilization  Training MUST be aligned to support both utilization and proficiency  Training and support are both critical and must be ongoing

© 2012 Autodesk Define Success: AUD Proficiency Levels 1-4 Level 1 Level 3 Level 2 Level 4 AUD Designing To Scale with Full Engineering AUD Drawing Not to Scale AUD Drawing To Scale AUD Designing To Scale & Simple Engineering Information in systems is connected Not yet utilizing AUD’s engineering functions On the road to future GIS vision Follows AUD Design Process Uses AUD’s working engineering functions Allows tool to select, order,& upload material Auto material selection utilized for AUD calculations Peripheral engineering tools still in use Supports future GIS vision Basic introduction to draft 1 st step towards supporting the vision of system connectivity and a GIS enabled future Reduces redundant work Leverages full capability Fully supports future GIS vision

© 2012 Autodesk Lesson Learned  T&D is a complex set of businesses that requires a thorough understanding of the work flows and handoffs  Strong leadership is necessary to drive the solution home:  Early, frequent, and intense engagement at all levels  Highly targeted readiness and communications efforts  Phase implementation of technology, process changes, or both  Establish clear utilization expectations & continue to sustain change post stabilization  Identify metrics early on and ensure supporting data will be available  Acknowledge that productivity dips are a natural part of the process  Culture change is much more difficult than technical change

© 2012 Autodesk Autodesk, AutoCAD* [*if/when mentioned in the pertinent material, followed by an alphabetical list of all other trademarks mentioned in the material] are registered trademarks or trademarks of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document. © 2012 Autodesk, Inc. All rights reserved.