Appendix F - Solution Definition Details

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Appendix F

Solution Definition Details

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SOFTWARE, VENDOR, AND SOLUTION INTEGRA TOR DESCRIPTION

SAP is one of the world's leading application software providers, employing approximately 22 000

people in more than 50 countries. Founded in 1976, its products now support over 700 utilties

world-wide. The SAP Utilties Solution now bils over 20 milion contracts globally with license commitments

that wil grow this number to just under 130 milion. The SAP Utilities Solution, developed from its

inception to be packaged software, brings BC Hydro advantages in terms of durabilty, continual investment and performance.

The SAP Utilities Solution is:

Configurable to provide the necessary business process flexibility Offered in upgradeable releases

Supported by SAP with multiple layers of on-call resources

Innovative and continuously improving because of SAP' s considerable emphasis on R&D In 1999 SAP invested more than C$ 1 Bilion in research and product development. Each utility using the SAP Utilities Solution has a voice in future developments through user group

participation. BC Hydro wil benefit from the requests made by all Customer Care and Service (CCS) clients in addition to driving our specific enhancement preferences.

SAP has made a strong commitment to the global utility industry and has actively provided industry

specific solutions for utilities since the late 1980's. The SAP vision for the Utilty Industry is to support

the international utilty industry with best-in-class solutions designed to provide the competitive

advantages required to succeed in today s challenging market environment. Utilties have to be nimble to

respond to a rapidly changing market and require flexible solutions that support evolving business needs.

SAP has met the challenges of a changing industry through the development of SAP's Utilties Solution.

Specifically the CCS solution has a strong track record with the references checked: GPU and New

Brunswick Power. Both of these utilities are currently in the process of upgrading to a new

softare

release.

For SAP CCS implementations, our references gave a very positive endorsement of SAP. More specifically, SAP was rated very highly in the following areas:

Softare

Configurability/Flexibility Software Scalability

Software Functionality

SAP Responsiveness/Problem Resolution

For functionality and configurability we conducted very in-depth and intensive seven-day workshops/labs

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In terms of the client base that SAP serves, we found a close fit with the scale and composition ofBC

Hydro (I.6M electric customers). We found that SAP met requirements of this size/scope better than other CIS respondents did. For example some ASPs or other vendors have less experience with this size and scope. More specifically the reference sites of GPU (2M+ customers) and Energy Australia (1. customers) matched the critical scale requirements ofBC Hydro. Additionally, SAP has the strongest user group of the CIS vendors who responded to our RFP. The user community meets once each year to prioritize the list of enhancements. The enhancements are requested by the industry and SAP then focuses their efforts around priorities developed e user community.

At the time of response to the proposal, SAP indicated the following facts: 580 installations world-wide, serving over 700 Utilties

102 Utility installations in North America

150 Utilities companies using the current SAP Utilty Solution

North American customers productive with the SAP Utilties Customer Care and Service solution include:

o NB Power (New Brunswick) Canadian Niagara Power (Ontario)

Sacramento Municipal Utility District (California)

o GPU

, Inc. (Pennsylvania)

o OGE Energy Corp. (Oklahoma) Reliant Energy Inc. (Texas)

Imperial Irrigation District (California)

Metropolitan District Commission of Hartford (Connecticut)

In terms of the combined Accenture (solution integrator) and SAP (vendor) team selected there are a number of factors about this allance that are important to BC Hydro.

The combination of Accenture and SAP have been involved in 22 CCS projects since 1998 with 10 major implementations that are live in production

There has been joint Accenture/SAP product development at SAP's head offce in Walldorf

Germany. Current areas of focus are CRM, Meter Data Management, and Deregulation. Accenture is a preferred implementation partner for R/3 and CCS solutions

Accenture and SAP form local alliances ensuring strong delivery expertise

Three proposals to provide solution integrator services of the SAP product were reviewed. Accenture was selected for the following reasons:

Accenture provided an overall lower cost solution than the second place finalist (Omnilogic/PWC)

Accenture provided the most recent implementation experience with the CCS solution including, the successful implementation of CCS in a very similar utility to BC Hydro (Energy Australia Crown Corporation, electric only implementation, 1.3 M customers)

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Accenture provided a stronger and more experienced implementation team

FUNCTIONALITY DESCRIPTION

The SAP Utilities Solution provides mission-critical functionality to support customer facing and back

offce activities. A later section in this business case more specifically outlines the scope of the first

phase. A number of the following capabilties wil be mission critical to BC Hydro as we continue to

develop our customer service capabilty.

Customer Interaction and Care -

provides a powerful and flexible workplace for the Customer

Service Representative, incorporating a search engine, contact management, and integration to inbound/outbound CTI/IVR technology.

Revenue Management - supports activities related to financial dealings with customers. This

includes recording revenue and receivables, administering creditworthiness, managing security

deposits, processing payments, dunning activities, and write-off of bad debts.

Biling and Invoicing - provides key advantages in the area of biling and invoicing. It supports flexible business rule-based usage calculations, rates and pricing, as well as a variety of charge calculations. All types of utility services are supported (with some set-up and configuration). In addition, rate structures ranging from bundled through unbundled to multi-company, and

non-energy goods and services can be accommodated.

Device Management - supports requirements related to the acquisition and life-cycle

management of measuring related equipment. Device Management supports meter reading, meter installation and inspection/certifications of the meters.

Service Order Management - covers scenarios to initiate, manage and complete customer-facing fieldwork.

Workflow Routing - at sign on users are presented with a specific list of scenarios (comprised of processes and workflows configured to accomplish specific business events) based on their role(s) within the organization.

Operational CRM -

business processes include many of the traditional high-volume batch

activities (e.g. meter reading upload and download, bil calculation, invoicing, payment lot

processing, etc.

Business-to-Consumer Internet Self-Service - the solution supports self-enrolment, changing

personal data, viewing account and consumption information, move- , move-out, meter reading

entry, invoice presentment, and electronic bill payment.

Energy Data Management - acts as a repository for the utilty to store interval- based metering and load profiling data.

Automated Communication Protocols for the Deregulated Market - provides an inter-company data exchange, which acts as a communication engine between service providers working in a deregulated environment.

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FUNCTIONAL FIT DESCRIPTION

The solution selected provides us with customer care functionality that is both deep and broad. The SAP

Utilties Customer Care and Service System (CCS Release 4.63) is a product that is proven in the

industry, providing full functionality and built using up-to-date technology.

Our Request for Proposal phase received twenty responses with a good mix of very strong proposals covering various scenarios: In-house product implementation, out-source/application service provider and partnership proposals. A short list of potential solutions was developed, followed by extensive

reviews of products against our functional, technical, and vendor requirements.

An extensive list of functional requirements was used in the evaluation of products. Vendor product features were verified against the functional checklist. The SAP product scored a total fit of94%; the highest fit percentage of reviewed products (see Appendix G for the final evaluation summary). For each of the major areas , the functional fit of the SAP product to BC Hydro requirements was as follows:

Account Management 98%

Biling

98%

Credit & Collections 96%

Customer Choice _92%

Customer Management 98%

Customer Service 86%

Financials 90%

Inventory (e. g. meters) 99%

Portfolio Management 95% Rates Management 93% Service Address 92% Service Orders 93% System Mechanics 91% Usage Management 97%

It was clear that the SAP product emerged as the winner in terms of match with our requirements.

TECHNOLOGY DESCRIPTION

The following principles guided the selection of technology:

Provide a cost effective computing environment that meets known business and performance requirements , yet is scaleable to support growth in customers, products and services

Ensure proven robustness and suitability of the platform chosen Comply with our corporate IT standards

The technical platform that SAP is built on fits our GTA (Goal Technology Architecture) and received the highest rating in our evaluation of technology when compared to other respondents.

SAP's track record in the technology arena is very good. Currently their systems have moved away from

proprietary to open systems technology and they have implemented a constant upgrade path to newer

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the average of once every twelve months. On average, CIS installations upgrade to the next release of the

CCS softare once

every twenty-four months. Minor enhancements are released automatically every

quarter and companies are free to apply or make use of them as needed.

The SAP product is built on a proven three-tier client/server architecture comprised of 1) a presentation layer, 2) an application/business logic layer, and 3) a database layer. To ensure our solution wil have the best possible fit with our existing technology and future technical directions, the configuration wil be fully compliant with our IT standards.

Three distinct architectures wil be developed and rolled out at appropriate stages of the project:

A development architecture wil provide the infrastructure, tools, standards and procedures

required to configure and test the solution and convert historic data

Execution architecture wil provide hardware, operating softare, maintenance, and training

environments necessary to support production services.

An operations architecture wil provide application support tools_{, skils, procedures and}

service management tools to ensure the required degree of service availability and responsiveness

The new CIS wil be established on a UNIX/RDBMS platform. This approach will provide multiple benefits to BC Hydro, including:

Flexibilty and scalabilty of the distributed architecture Easy integration with Internet service elements

Fit with our corporate IT direction moving to a fully distributed computing environment Support the corporate direction to move away from the BC Hydro mainframe

Appendix G: Northstar Operating Assumptions

General

. BC

Hydro wil continue to operate

its own Customer Information and Biling system

until the new Northstar CIS is implemented.

The new Northstar CIS wil be required to

bil for electric consumption and other

non-commodity products for electric customers only.

The new Northstar CIS wil be designed to support a variety of business structures

but wil initially be

implemented to support the current BC Hydro business structure.

The CIS solution wil be based on SAP CCS version 4. 64 and there are no plans to upgrade the version during the Implementation Phase.

The new Northstar CIS wil be implemented as close to the "

vanila

_{" (i.e.}, as

delivered) SAP CCS v4.64 product as possible.

Cutover, or go live, is assumed to occur in late December 2003.

Business requirements wil continue to evolve during this project. However all

changes, once project scope and budget are approved in Blueprint Confirmation

(August 31 2002), will be funded outside this Business Case.

Moved to out of scope.The Field Service Order System (FSOS) wil be

decommissioned prior to, or at the same time

, as the current CIS. Functionality

supported by FSOS wil be provided mainly by the new "

Portal" system with some

functionality being provided by the new Northstar CIS. Specific details

wil be

worked out and system requirements defined during the design phases of both projects.

The project budget includes provision for back-fill of full or part-time resources for project staff only.

The project wil pay for project -related training (e.

, SAP ABAP training) for BC

Hydro only. Accenture, Westech and NCS are responsible for the costs associated

with their team members.

For the full-time BC Hydro resources

, Northstar wil pay for salary increases

, '

days, annual vacation and benefits.

The development Service Level Agreements (SLA) between Customer Services operator of the Northstar SAP solution, and any third part wil be developed and

managed by business representatives outside the project jurisdiction.

Scalability of the SAP CCS infrastructure ensures that the technology solution wil be

able to support BC Hydro s core customer service business well into the foreseeable

future. The selected infrastructure wil not restrict the

support of a multi-company or

multi-service configuration. The current infrastructure sizing takes into account the

current BC Hydro s business requirements.

CIS Decommissioning - the legacy CIS wil be decommissioned to the point of

in RO mode for up to a year after SAP CCS goes live. When the legacy system is no

longer needed

, the business unit wil have to plan for the decommissioning of the

system completely as a separate project.

FSO must be decommissioned with the initial implementation of SAP, as the system

cannot exist without the legacy CIS. Service order scheduling, dispatching, permit

management and contract management functionality, currently performed in FSO,

wil be supported by the Passport Portal project (scheduled to go live in Q2 2003).

SAP CCS wil support issuance and completion of customer-

facing service orders

which is reflective of industry best practices. This change is under negotiations between the two projects and any changes to Northstar interface requirements or functional requirements wil be approved via the change request process.

Current project locations include Edmonds OC2-209, OC2-213, OC2-214, OC2-219. Mobilization of the project to a different location is out of scope.

Proposed changes to existing or new systems that are not currently in production and

would impact the new Northstar CIS wil be agreed between both projects in advance.

Costs for these activities are out of scope and wil be handled via

the Northstar

Change Control process

Process

The new N orthstar CIS Process Model assumes only existing CIS processes wil be

addressed in the first release, i.

, the current scope ofthis project.

Processes that could be used in the future have been identified and marked as 'Future

, and wil be

addressed in future releases.

The new Northstar CIS Process Model only addresses those processes that in some

way require direct interaction with the CIS system. Processes and steps that are

performed from other systems have not been included and are assumed out of scope.

Any changes to the complexity ofthe business processes or the addition of newly

identified business processes wil be handled through the Change Control process.

Dollar estimation wil not be used

, rather a reading estimation (standard SAP)

wil

occur.

Existing low volume manual processes wil remain manual processes in SAP.

A non-energy invoice is not required from the new Northstar CIS in the current release, as all non-standard specific charges wil be handled and invoiced through

PeopleSoft ( note this may change if a change request is raised in the next phase).

PeopleSoft wil be responsible for the biling

of non-energy charges not currently

handled by CIS.

Standard non-energy charges currently

biled in CIS wil

continue to be biled in the

new Northstar CIS system.

BCC and BCQ systems representing the payment funnel wil not be replaced.

Technology & Infrastructure

NCS operators will join the project without backfill and continue to charge their home cost center.

The new Northstar CIS wil re-use the

mainframe printing capabilities currently

provided, e. , CSF, printers, etc.

Data Archiving - Northstar

wil ensure backup and restore of the entire system, and

wil provide procedures to purge high-volume non-essential data (e.

g. data that wil

not compromise any reporting or on-line query capability from the system (help manage disk storage usage). Full data archiving and retrieval capability however is outside Northstar s scope.

The technology team is not responsible for the support of the EAI infrastructure. It is

assumed that the OCIO wil play this key role.

Bil Format and Print

- The present system for bill format and print on the mainframe

will be used. The high-speed printers and any other hardware or

softare required

for bil printing after the generation of the flat file in SAP is out of scope.

The project wil not provide the additional

hardware and/or infrastructure equipment

necessary to implement a site failure recovery strategy.

The Technology Strategy

addresses the back-up and recovery facilities.

Network traffic estimates have confirmed that BC Hydro s existing LAN and WAN infrastructure is sufficient to handle the incremental data communication caused by

SAP CCS. Upgrade or changes in the network infrastructure wil be handled through

the project change request process and draw on contingency if necessary. If the

infrastructure proves to be insuffcient for CCS , Northstar wil assess the upgrade

requirements and escallate if necessary for approval via the Change Request process to be funded by the project contingency.

Developments, including Interfaces

Changes in business requirements within in-scope developments that are identified

after the blueprint phase are considered out-of-scope. These changes must flow

through the change control process to assess impacts to the development and other teams. Any existing interface or other entity which the team missed during Blueprint and Blueprint Confirmation

, will be assessed by the project team and escalated if

necessary for approval via the Change Request process to be funded by the project contingency.

Unless otherwise indicated(e.g. EAI), all interfaces are assumed to operate in the

same manner as today, including fie formats

, platforms, and communication

protocols.

SeeBeyond, BC Hydro s corporate Enterprise Application Integration (EAI) tool

, wil

be used for a subset ofthe Northstar SAP CCS interfaces. Specific criteria wil be

developed and jointly agreed with the BC Hydro Common Interface team. Northstar will be able to leverage the experience, tools, and common EAI

and hardware/software environment and support resources. These tools and resources

wil be provided at no

cost to Northstar.

Field service orders wil be created in SAP but dispatching and costing

wil occur in

other systems, e.

g., WMS/Passport. A combination of manual and automated

interfaces wil exist between the new Northstar

CIS and WMS/Passport.

The new Northstar CIS will contain all devices in inventory (via interface from EMRS), but EMRS will continue to be the system of record (i. , responsible) for the maintenance of the inventory, procurement, retirement, certification, etc. of all devices.

Atlas wil continue to handle all external credit issues, e. , interaction with collection

agencies.

BC Hydro wil utilize the complaint

management functionality in SAP and eliminate

the current complaint management system.

CCS will interface with the ARCs and MRMS solution that was implemented in mid 2002.

SYMCOR wil continue to handle the processing of

payments.

EIGEN will continue to process Credit Cards and pre-authorized payments.

Outages wil be reported through

the new Northstar CIS, but the outage management

functionality (e. , network location, problem identification

, resource management of

skils and equipment, dispatching, etc.) wil remain within

PowerOn.

Power On Trouble calls for all areas wil now be all processed through PowerOn.

Technical Development

All user id' , authorizations and developer keys

wil be created for

the technical

development team. The technology team wil inform the

development team ofthe

application of any OSS notes, upgrades and hot packs.

The developments are dependent upon the configuration and customizing of their

associated processes and sub-processes. The development schedule wil be structured

to account for configuration dependencies.

The SAP CCS interface development is dependent upon the completion of any required code changes/modifications to the connecting 3rd party systems. The

Northstar development team wil work closely with the 3rd

part developers to define

and document all required modifications to the 3rd part systems.

The SAP CCS interface development is dependent upon the creation and connectivity

to the SeeBeyond EAI infrastructure. The development team is assuming that the

EAI infrastructure and all required SAP connectors are set up prior to the

implementation. The CCS Northstar Project

wil ensure that

all outstanding SAP 'Hot Packs' and AOP (Add On Patches) will be applied to the solution (up to the

integration test freeze date).

Several of our sponsors have changed since December 200

1. We expect to receive

full support from our new sponsors throughout the life of the project

No significant organization design/consolidation is in scope for this project. The

organizational alignment activities are limited to role/responsibility alignment and sizing the number of positions required in specific functional areas

No changes to reporting relationships or management processes are included in the scope of the project

A limited number of jobs outside of Customer Services wil be impacted. We have

assumed that these jobs

wil be expected to use CCS, but that there wil not be a shift

in responsibility

Direct customer communication wil be handled by the current group/individuals

External communication requests wil be handled by the Corporate Communications

Business Policy changes wil be developed by the business

and coordinated by the

Business Integration Team

Learning

There is no apparent or well-defined overall learning or training strategy in Customer

Services. If a strategy is defined during the project, the Learning team wil strive to

align to the overall strategy as much as possible without severely affecting project timelines, resourcing, and deliverables.

The learning and performance support effort

wil be complimented by the delivery of

effective communication, the change network, and sponsorship by the Business Integration Team and Customer Services Management Team.

Users have the necessary prerequisite skills and knowledge (computer orientation

non-

CIS application skils

, and BC Hydro knowledge) to perform their current jobs

and wil not be trained in these areas during CCS Learning. This includes BC Hydro

policies and procedures and computer applications, such as Microsoft Office and Email.

Northstar wil develop Learning materials

to transition users from the existing CIS to

CCS

, this wil incorporate information on process and system changes. While

re-usability wil be a key objective the

materials. The Northstar materials wil be inputs

to the 6 week induction training, however they wil not be designed for new

employees and wil not replace the current 6-week

induction training.

Any staff who is newly recruited to related business areas will receive the necessary training and coaching in their new roles prior to receiving CCS training.

Temporary and/or retired employees wil backfill Customer Services up to the Go

Live datewhile employees are trained. Backfill

, temporary, and retired employees

may need to be trained in the current CIS system. The project has budgeted for 30

resourcesfor 4 months at a group 6 level.

CSMT members (or representatives from the business) wil be responsible for the

new forms within their business unit. These changes will be incorporated into the performance support tool and learning activities if received prior to the Learning Pilot.

Existing Call Centre training facilities in Edmonds, Vernon, Prince George, and

Nanaimo wil be used to deliver learning. Additional facilties and equipment wil be

required to deliver learning prior to go-

live. Participants from other locations (e.

CCS offices, meter readers, etc.) wil travel to the closest training facility in order to

receive training.

Maximum capacity of existing Call Centre training rooms are 16 users per course at Edmonds and 8 users per course at Vernon, Prince George, and Nanaimo respectively

(due to infrastructure and room capabilties).

Learning wil be conducted during normal

working hours. Any negotiations

regarding overtime will be the responsibility ofthe business and

wil be agreed upon

in advance.

The business wil fully sponsor learning

activities and integrate learning requirements

into individuals ' work schedules as required.

The Learning team wil work with the Technology team to define User Profies. _The

Technology team wil be responsible for the

creation and maintenance of User

Profies.

Learning Delivery will require a large number of resources to deliver training in

multiple locations and multiple business units. Suitable business resources _{wil be}

seconded to deliver classroom training. This

wil help to

_{create skilled users within}

the business.

Following go-live the responsibility for all Learning and performance support

activities will be formally handed over to the responsible business units; this includes the delivery of all Refresher training.

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Organizational Impact

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1.

ORGANIZATIONAL IMPACT

INTRODUCTION

The Change Management portion of the SAP CIS project wil form an integral part of the overall

solution. As such, it takes a holistic approach to the organizational impact arising from the

implementation of a new system and new business processes in an established environment. The Change Management portion wil include the following five segments:

1.

Organizational Change: this includes an organizational impact assessment, which analyses

the business change events. These are defined as planned actions resulting in a change to the way Customer Services and other Business Units perform their business. The other aspect covered in this area is organizational alignment, which ensures that jobs are aligned with the environment so that people are working on the right things, the right way.

2. Communication and Involvement Strategy: the strategy seeks to generate three types of

communication: awareness, involvement and education activities. Awareness activities

wil

assist in convincing employees of the need for this project by explaining the business rationale and benefits of the proposed efforts. Involvement activities wil encourage leaders

and employees alike to take ownership of the change. And finally, education activities

wil

facilitate the implementation of change, when formal training is not required.

3.

Sponsorship: this is a key element to the successful conclusion of the SAP CIS project, as

change will not create sustainable business benefits over time without effective sponsorship. Sponsorship and leadership activities are planned to support employees as they transition to a

new way of doing business, using SAP.

4.

Training: please see following page for details.

5.

Transition Plan: this involves the planning of employee activities during the transition to the

new CIS solution.

INTERNAL IMPACT

There wil be a significant impact to Customer Services staff(Call Centres, Biling, Credit and

Collections and Community Customer Services). Other internal stakeholders wil include Marketing and Sales, and Transmission and Distributions ' Customer Projects and Installations group.

The change management and training stream of the project wil manage change issues concerning employees and their duties.

EXTERNAL IMPACT

The major external stakeholders identified by the project teams are BC Hydro s customers. The Offce and Professional Employees International Union (OPEIU) is also a key stakeholder.

As a project principle, customer impact will be constrained to a minimum. Customer impact wil be assessed and the right mechanism to communicate with the customer wil be employed.

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Partnering with the union throughout the project wil be critical to the success of the project and in implementing organizational changes. Involvement wil likely be concentrated in the Organizational Alignment, Organizational Impact, and Core Solution work. The union wil be involved at the earliest possible time in order to reduce the impacts of the project and wil be invited to self-select the level and frequency of their involvement.

Overall, the project does not expect a major impact to external stakeholders.

TRAINING REQUIREMENTS

Customer Services within BC Hydro puts an emphasis on learning. The training strategy strives to

enhance learning by building on current training methods and evolving them into a goal-based learning

environment. This wil allow traditional classroom instructors to become coaches who teach users the business context in which SAP transactions wil be performed and the tools available to support them. This shift in training wil promote learning as a continuous process.

Training wil be provided to primary, secondary, and casual users based upon their need and usage of

CIS. Training wil take on a holistic approach where educating users wil encompass teaching users the

new application_{, the business processes, and the business context in which the system wil be used. Users}

will be trained using various methods in order to achieve the goal of ' speed to proficiency ' where they will be able to perform independently minimising the time required away from their jobs.

SUPPORT REQUIREMENTS

Existing support structure/staff for Training, the Help Desk, CIS Systems, and Computer Operations wil be re-trained and utilsed for the project.

To further support users, a central repository for documentation wil be built for Customer Services. This repository wil provide the first "port of call" for information relating to business processes, policies procedures , application help, and relevant information from other business areas, such as Marketing &

Sales, which Customer Services needs to run their business. During the training process, users wil

practice using SAP and the performance support tools at their own pace while coaches are in the room assisting users on a one-on-one basis. This setting promotes end users to be actively involved in their own learning process.

Appendix I

Summary of Risks and Mitigation Strategies

Risk Mitigation

Resources:

The project wil demand very significant Westech is keenly aware of the

participation ITom the SBUs (especially Customer requirements and have committed to meet

Services), Westech, the solution integrator and the resource requirements and time lines. They

softare vendor. This is of some concern, as three _{are in the process of hiring the necessar}

other projects (Joint Meter Reading, MRMS and resources.

BC Gas Conversion) wil be occurring during the CIS implementation.

SBU resources and especially subject _{SBU projects are being prioritized to ITee}

matter experts are completely committed _{up experts to work on the project.}

on present initiatives. Additionally, the project budget provides

for back-filling many of these resources

(see assumptions).

Solution Integrator and Softare Vendor Key vendor and solution integrator

resources are often inexperienced. candidates wil be interviewed at the

discretion ofBC Hydro

It can be difficult to ensure quality when The selection of people who have the

business decisions are delayed appropriate expertise and ensuring that they are empowered to make business

decisions

Interfaces:

Some interfaces may be complex and Westech currently supports interfacing

support for the interfacing system may be systems. Westech wil be involved in

less than optimal. For example, the mobile writing the interfaces and they have

dispatch system (MDS) is rather complex extensive experience building interfaces to

and becomes more so due to the fact that it the existing CIS. Westech is an integral

is being re-defined. part ofthe CIS project plan and wil have

about 25 people on the project.

Changes in the new CIS may affect a

The BluePrinting wil investigate all significant change in programming logic

possible changes and develop a migration and business processes in the interfacing

and implementation plan.

systems.

Change Management:

New CIS system wil necessarily change _{The project plan recognizes this significant}

many business processes and provide a _{risk and has allocated 17% ofthe budget}

completely new user interface. Many _{on Change Management.}

employees working with the CIS may have

diffculty adapting.

The CIS project wil have a team with a

Significant changes always affect defined budget and plan to proactively

employee morale. manage the change. Strong sponsorship

and ITont line management support wil ensure the success

Some long-term employees are not very _{It wil be a pre-requisite for the user}

PC literate and new CIS user-interfaces _{community to have mid-range PC skils.}

demand significant PC skils.

Risk Mitigation

Most CIS implementations have to work Confirm and Approve assessed the quality

with decades old data in the legacy system. of the data and allowed for data related

Often the data is inconsistent (some fields issues in the project plan. Some data wil

are missing or used for multiple purposes), have to be cleansed and converted

which can adversely impact the data programmatically using data cleansing and

conversion effort. conversion tools provided by the vendors and elements requiring manual intervention wil be converted by Customer Services employees starting immediately after the

BluePrinting phase. Scope Control:

Given the length of the project, there is the Implement a thorough change request process; any

potential for scope changes to arise. potential changes to scope wil be brought forward,

documented and put through a decision-making process to determine its necessity and source of

funding.

Soft and hard cut-off dates for the change request process wil ensure that scope changes wil take place only within an agreed-upon framework.

Time Line:

The project plan shows a time line of 19 The project timeline has been compressed

months for the blue print, build and to a "most realistic" time ITame. Given the

implementation, and another 3 months for all-consuming nature of the CIS

post go live support. In this time business implementation on the business units, the

priorities can change, customer business priorities wil be focused on CIS

expectations can shift and employee and and the project has the full support ofthe

project team member enthusiasm and Customer Services management team.

support can diminish.

Customer expectations are not expected to

shift significantly in this time ITame.

New System:

The new system introduces new softare All technology introduced by the new

and operating procedures in BC Hydro. system fits the Corporate GT A guidelines.

The skils required to operate the new

Resources needed to implement the system

system are different ITom those currently

required. are being confirmed. BC Hydro wil be

provided with the necessary training as well as knowledge and skil transfer on the

job. This wil be critical given the learning

curve that wil be associated with the new

SAP CCS system.

Data volume wil be spread across the

CIS systems create significant data growth appropriate number of disc units to ensure_{response and mirror all production data to}

which can pose a risk for system integrity _{ensure integrity. A later project should be}

and response. _{undertaken to develop data archiving}

Project Management:

Sponsorship is detached and employees do Sponsorship forms a key piece ofthe

not pay attention. _{Change Management strategy.}

Capacity for Business Change - there are _{CIS wil be phased in to mitigate this risk;}

Risk Mitigation

concurrently (MRMS and BC Gas also replacing only core functionality.

Conversion), which increases the amount of change the business must absorb in a given time and may cause inefficiencies for the implementation of CIS or delay CIS

roll-out which means increased cost, the

longer the delay

Confirm and Approve conducted a

The budget may be at risk if project scope _{significant analysis to explicitly define}

is not controlled or well-defined _{scope; project budget and therefore}

timeline and resources are developed based

Vendor project management may not be on this definition.

experienced posing undue risks. _{There wil be a project management offce} with experienced representation ITom BC

Hydro, Westech, the Solution Integrator

and the Vendor.

Vendor candidates have been interviewed and the relevant candidates have been specified in the contract.

The Project wil adhere to established project management methodology, and wil report to Project Directors and the

executive Steering Committee.

Conversion:

The "downtime" wil be minimized by

There wil be a very short period of time in

planning Go Live over Easter 2003 and which neither CIS nor SAP CIS will be

ensuring that high volume and high impact available to users during the conversion

business processes are either completed in

process. This "downtime" could adversely

advance or delayed as appropriate.

affect customer service and biling

Very detailed cutover planning (to the hour

operations.

each day) wil mitigate this risk.

The conversion process wil be performed There is a risk that data may not be

for the entire customer base. Several mock

converted accurately and on a timely basis.

conversions wil be done to verifY all

Biling and other data related errors could

aspects of conversion before going live occur post-implementation with an adverse

with the new system. A separate data impact on the business.

verification effort wil review converted data for accuracy and completeness.

Post Go Live Support: _{A system of expert users and power users}

wil be in place at go live to support all

Service levels in call centres and biling

online users. This intensive system of operations wil be impacted immediately

support wil be in place for the first two

after go-live because the system wil be

weeks after go-live with the goal of new to all users, even though all users wil

restoring regular support levels over a

have been trained.

period of two to three months.

Additionally, all users wil be trained for

their respective jobs, and additional

training wil be available as refresher

courses immediately before and after

Appendix J - CIS Scope Inclusions and Exclusions

1. CIS Implementation Scope Inclusions

The goal of the design and development effort is to provide a customer centric and flexible system using the functionality SAP/CCS offers. Five key areas have been identified as the drivers for the scope of the project:

Processes

A list of 122 business processes have been identified:

Customer Care - 23 processes including customer enquiries, interactions movements and contracts.

Biling - 29 processes including

customer billng, exceptional biling,

non-energy biling for non-energy customers, biling plans and billng follow-up

and

rate maintenance. Duplicate billng, reversals and re-

biling as well as

consolidated billng functionality are

included.

Account Management - 36 processes including payments

_{, payment}

adjustments, credit management, credit management follow-up and a variety of financial transactions

Device Management - 34 processes

, including meter reading, meter reading

follow-up, device management, customer projects and installations, and service order management.

Systems

The existing CIS wil be replaced with the

new CIS using the CIS Vision and Guiding

Principles outlined in Appendix J. The new CIS will also perform the functionality of the

following systems:

Field Service Order System (FSOS) Complaint Management

Interfaces

A dedicated Interfaces team wil ensure that communications between the new CIS and existing systems outside of CIS run smoothly and effciently. Currently, 56 interfaces have been

identified. These interfaces comprise:

. 4

impact external, third part systems_{, such as the Canadian Banking}

Association

52 interact with BC Hydro systems

, such as the Electric Meter Record

System

11 of the 56 interfaces have been added since the RFP process began

Implementation and Data Conversion

A great deal of data is stored in the current CIS. In order to balance the requirements of

quality data with time and financial cost, the Implementation effort for the new CIS

wil

take a "

_{Long Bang" approach. Here, the information is brought into the new system in}

(e.g. meter reading) data. This allows for maximum assurance of clean data and minimal risk of customer-facing business impacts.

Data Conversion - this major Implementation activity refers to data cleansing

and data migration areas

Quality Assurance and Acceptance - this refers to the processes that

wil be

put in place for testing and corrections

Cutover - this major implementation activity entails provisions for the actual

decommissioning of the current CIS and the commencement of SAP CIS Change Management & Communications

The implementation of a new system as comprehensive as SAP/CCS brings with it significant adjustments for the business and its employees. The Change Management effort for the implementation of the new CIS wil include many activities encompassing the entire business:

Impact Analysis - this activity entails readying the organization for the

change effected by the implementation of the new CIS and includes investigating role and job alignment

Communication and Involvement - communication of key messages

regarding the change to the end-user community through face-to-face sessions and involvement activities

Sponsorship - development of action plans so that ownership ofthe new

system cascades from the executive level to the larger business organization

Training and Performance Support Strategy - this refers to the plan to train

and educate end-users in the business processes and application changes, as

well as the support tools which wil help increase comfort with the change and

provide information over the long-term to the business

Business Performance Metrics - this entails aligning key performance

indicators with the new business process to ensure the metrics support the

business strategy

Transition Plan - this refers to the change management activities during

cutover which wil further provide

practice to the end-user community and

create the training schedule

2. Scope Exclusions

The scope of Project Northstar is defined in detail in the Blueprint Confirmation materials. (Dated Aug. 30

, 2002) Below are indicative highlights of key scope

items. As a general principle

, new business requirements, which are not supported

by the current CIS, wil be considered a new scope item

and require business

sponsorship and additional funding (if approved). Contingency

wil be used, at the

discretion of the Operating Sponsors and PMT, to fund unforeseen cost overruns (which may be the result of incorrect assumptions or estimates).

This project covers a comprehensive range of processes to meet today s business requirements. The SAP CCS solution is capable of a variety of other functionality,

currently utilized will remain in place but may be replaced in subsequent phases.

These systems are:

11 Electric Meter Records System (EMRS)

II Atlas system for agency management

II Sundry Accounts Receivable _{(expected to be subsumed by PeopleSoft}

II Financials)

II Account Online

(AOL) for electronic bil presentment and payment

II Sales and Marketing Information _{(SAMI) for customer management}

Additional areas that are out of scope include:

II Redesign Service Bill- To avoid any unnecessary customer impact during

go-live (which could result in operational impacts), we are adopting the current

service invoice format. Our goal is to avoid any visible change in service

including the bil format

, at go-live.

Customer Data Warehouse - The present CDW will not be recreated with new data ITom the new CIS. Much of the data currently requested through the CDW will be supported via on-line and customer ABAP reports (see above reporting section). Strategically, we endorse the subsequent implementation of the SAP Business Warehouse (BW) which is included in the BCH SAP

softare

agreement and responds to ad-hoc requests in the most efficient long-term

manner.

Customer Relationship Management - While we

wil place a

significant amount

of attention on developing a customer-centric solution

, Northstar wil not include

the implementation of sales, marketing or advanced segmentation included in the CRM module.

II

Industrial Billing - Complex biling for industrial customers

wil not be

implemented in the new CIS. A separate project could enable this capability and replace BC Hydro s LodeStar system.

I! Energy Data _{Manager - EDM for management of interval data} wil not be

implemented by this project.

1& Time of Use - TOU rates and offerings are not included in this project.

II Changes/updates to

core SAP code are not in-scope. The technical developments

identified by Northstar are all customizations required to satisfy business

requirements. No changes to core SAP code are to be done by the development

team.

II Changes _{in business requirements within in-scope developments that are}

identified after the blueprint phase are considered out-of-scope. These changes

development and other teams. Anything existing interface or other entity which the team missed during Blueprint and Blueprint Confirmation

, wil be assessed

the project team and escalated if necessary for approval via the Change Request process to be funded by the project contingency.

II Only _{historical data required for accurate meter reading estimation, validation and}

biling wil be converted. Also, the minimum amount required by the regulatory

commission wil be converted. (See section 3.

1 for details) All other historical

data is out of scope.

II Closed and written-off customer account information are out of scope unless a

debit/credit balance exists, which is in scope. .

II Some

data that exists in the legacy systems wil

_{not be converted based on age}

relevance

, etc. An archiving strategy wil be required by

BC Hydro to handle such data. The archival may be in the form of transferring the data to data fies or

printing and storing the hard copies of the data. The archiving strategy and

archiving is not in scope, however the project will complete a Archiving White

Paper.

ii Changes as _{a result of a multi-company or multi-service configuration} wil require

a new sizing exercise to define the hardware requirements and are not in scope.

II Business Continuity - Northstar wil ensure complete recovery and restore

capability for CCS. Current Customer Services BCP procedures wil be updated

where impacted by the CCS implementation. However, business continuity tasks

for systems and inuastructure not directly related to CCS and its operations are

outside the scope of North star. The project is, however, committed to supporting

a Customer Services led initiative to resolve with broader business BCP

requirements as outlned by the CIO offce and

wil include a review of the 14

Appendix K - Issue

Management

Issues wil arise throughout

Northstar and must be resolved in order for the project to

advance. The issue management

process provides a tool and a structured approach for

capturing, managing and resolving issues in a timely manner.

The Create and Resolve Project Issue process

has two main components:

11 The definition of a project issue and when it is appropriate to raise and track an issue

11 The Issue Resolution Process and the PVCS Tracker issue tracking application

What is an Issue?

Team members wil create an issue in

PVCS Tracker when the following situations arise:

II In-scope _{functionality or business principles cannot be adequately implemented or}

executed given the existing set of business requirements. When this occurs

, the issue

management process wil be used to ensure that the right person(s) analyze the issue

and develop a solution that fits within the overall scope of the project.

11 The existing project infrastructure is impeding project team productivity. For example

if a project management process, such as status reporting, is confusing and time-consuming, and issue would be raised in order to have the PMT review the process and formulate an appropriate solution.

II

It is expected that every team member will run into issues throughout all phases of

Project Northstar. It is not anticipated that all issues wil be entered into the tool.

If a

team member has a question or request for clarification that can be handled quickly within a team

, then it may not be necessary to go through the entire process. However

issues that require a high-

degree of visibilty, or require the intervention of multiple

teams, or escalation to the PMT, should be immediately entered into the tool for tracking and eventual resolution.

Process Responsibilties

While all individual team members can create and issue, the process of resolving the issue resides with different individuals, depending on their respective roles.

An Originating Team Member (any

project team member) identifies and initiates the

issue management process by creating an issue in PVCS Tracker. Originating Team Members are ultimately responsible for ensuring that their respective issues are resolved

as per the identified resolution noted in PVCS Tracker. Additionally, these individuals

are responsible for escalating issues to the PMT and for initiating other corrective processes (like the Change Control and OSS Processes), when necessary.

Workstream Managers are

responsible for ensuring that the appropriate team is assigned to a given issue, and that the issue is assigned to the right project team member

for research and resolution. Additionally, the Workstream Manager should contribute to

the resolution of the issue by providing initial recommendation and guidance to the team

member(s) whose job it is to resolve the issue. Workstream Managers are the only

people who can change the status of an issue to be 'closed'

The PMT is responsible for resolving issues that require their

specific intervention during

the escalation process. Issues escalated to the PMT usually have cross-project impacts or impacts which could hamper the progress of the entire engagement.

The Northstar issue management process flow is shown below:

Northstar Process 001 - Create and Resolve Project Issue

Version: 3.0 Created 9/1112001 Assign Yes Responsibility to a Team Member Review Pending Resolution ve.

-(

Clo.e Iss,e Review with PMT Yes

Yes Initiate 055_Process

Reassign Issue to Appropriate Team

Review New Issue

Initiate Change Control Process

Create Issue and Assign to Workstream Manager Resolve Issue, Document Resolution, Set Status to ' Pending

for Final Review

Risk Management

Successful management of projects always requires informed

, proactive management of

issues, problems

, and risks. Risk is defined as the

cumulative effect of the changes of an

uncertain occurrence that will adversely affect program or project objectives. It is the

degree of exposure to negative events and probable consequences.

Contingency, risk

, and issue management are closely related but distinct. Risks describe

what might happen; issues describe what has already occurred. Contingency represents

management reserves set aside or float built into the program and project planning to account for unforeseen factors.

To enhance the probabilty of success for a risk management

_process:

. Do

not treat risk management as an adminstrative task;

. Do obtain commitment ITom everyone who is involved in managing the program and its projects;

. Do be clear about how risk management procedures will be implemented and maintained;

. Do not try to identify everything that can go wrong; focus on the risks that can have a significant impact on the project

. Do focus on risk-reduction responses that can be implemented;

. Do recognize the ongoing proactive nature of any successful risk management program, and require the program team to revisit and report on risk issues regularly Northstar manages risk on a weekly basis and considers the following aspects:

Staffing

Business Ownership Business Decisions . SAP Product Stability

Technical Infrastructure

Project Infrastructure

Scope and Issue Management Solution Integrity

Executive Sponsorship

Each week these risk areas are assessed on a scale of 1-15 (Low=1; Very High =15). This

assessment is done by the Project Management Team and reflected in the Dashboard

Appendix L - Change Control Management

During the project, there may be instances when out-of-scope functionality or

enhancements may be brought back in scope if the perceived benefits ofthe scope change

substantially outweigh the costs. Accordingly, a process has been established to ensure

that any recommended scope change be properly estimated, and that the proposed change is validated within the solution architecture.

The Create and Resolve Change Control Request process has two main components:

!I The _{definition of a change request and when it is appropriate to raise and track such a}

request.

II The Create and Resolve _{Change Control process and the PYCS Tracker application}

What is a Change Control Request?

Team members should initiate a change control request when

compellng arguments exist

for reconsidering out-of-scope application functionality and/or business processes. The

request will ultimately include an estimate of the work required to implement the change in scope, along with a detailed breakdown of the costs and corresponding benefits.

Because change requests have a high degree of visibility inside and outside ofthe project

it is expected that each W orkstream Manager will carefully coordinate each change request with the member of the team initiating the request.

Change requests are the logical evolution of issues in PYCS Tracker. That is

_{, all change}

requests start as issues that are deemed to impact the scope of the project significantly.

Process Responsibilties

The process of resolving change requests resides with different individuals_{, depending on} their respective roles.

An Originating Team Member

in consultation with their

Workstream Manager

identifies and initiates the change request process by documenting the request in PYCS Tracker. Originating Team Members are responsible for ensuring that their requests are adequately documented prior to submission of the request

The Solution Architect is responsible for reviewing the change request and for making

the decision to allocate project resources to estimate the costs, effort, and benefits associated with the change request.

The Workstream Manager is responsible for analyzing the change request requirements

and for estimating the costs, effort

, and benefits associated with the change request. The

Workstream Manager wil update the Change Request to include a detailed

resource/budget allocation and the justification for hislher estimation.

The Operating Sponsors are responsible for reviewing the estimates associated with the

change request, and for making the final decision to implement, defer, or reject the

The Integration Manager is

responsible for integrating approved change requests into

the project's budget, work estimates

, and statistics. Additionally, the Integration Manger

insures that the project' s financial reporting is properly updated. The Project Northstar change control process is shown below:

Northstar Process 002 - Create and Resolve Change Control Request

Version: 1.0 Created: Snl2001 c: - OJ OJ c: Q) '" Review Change Request Update Project BUdget and Statistics c: Q) OJ r-'" Q) (; -1 '" Analyze Change Request Requirements Present Change No Request to Design Control Team '" E Q) Q) r- :; Create Change Request

Figure Error! No text of specified style in

ApPENDIX M - ROLES & RESPONSIBILITIES

This section defines the various committees and individual roles performed by Northstar.

Executive Sponsors (Meet Monthly)

-,

Senior Vice President Distribution

-,

Executive Vice President Finance and Chief Financial Officer Role Description- Decision Making

Executive Sponsor and Champion representing Chair and CEO;

Demonstrates BC Hydro s executive commitment through active participation in the project;

Approves the project business case and CAR; Approves the Business Benefit Realization Plan;

Appoints Steering Committee and Operational Sponsors;

Keeps informed of project progress (review progress against budget and key

milestones, accomplishments, and key issues). Receives biweekly written reports and

meet monthly;

Communicates project status to Chair, Chair s Committee and Board of Directors; Provides final issue resolution (e.g. Approves out of scope items that are escalated by Operating Sponsors see issue resolution process);

Monitors governance structure (e.g. possibly modifies or appoints additional

representatives based on the outcome ofthe RFEI negotiations).

Operational Sponsors (Meet Weekly)

, Manager Business Knowledge and Information

..,

Chief Information Officer , Vice President Customer Service Reports to: Executive Sponsors

Role Description- Decision Making Common Responsibiltes

Demonstrates BC Hydro s senior management commitment through active participation in project-wide activities;

Participates in weekly review and approval process of project budget, milestones

deliverables, change requests, risks and issues with Project Manager; Approves all change requests (including requests which draw on project contingency);

Manages sponsorship and issue resolution with key stakeholders (CSMT

, Office of

the CIO, and Distribution);

Approves biweekly written progress reports for Executive Sponsors an Manages SAP commercial relationship

(softare);

Provides oversight and approval of non-labour project costs (such as

softare,

hardware and facilities);

Provides oversight and approval on BC Hydro labour concerns (such as staffng,

reward! incentive programmes, etc.

Defines and assesses measurements of project success;

Identifies BC Hydro issues that may impact the project and communicates them to the Project Manager;

Reviews bimonthly Quality Assurance Reports (both IT and Finance); Approves project charter, time lines, work plans, and strategies;

moved to Owners ' Rep Individual Accountability;

Makes policy decisions that may change BCH project governance, project scope or allocation of project funding;

Resolves escalated project issues (see issue resolution process);

Approves project completion report including evidence of acceptance of each completion criteria and the minimum deliverables list.

Note: this moved to Owner s Rep and Customer Services Rep individual responsibilites. Approvals and issue resolution require all sponsors support. consensus cannot be reached the issue is escalated to the Executive Sponsors.

In

addition to the common operating sponsorship responsibilties each member has

individual accountabilities, that are outlined below:

BC Hydro Owner

s Representative

Chairs the Steering Committee Meetings and Operating Sponsor Meetings;

Reviews the biweekly Executive Summary Progress Reoprt with Executive Sponsors

and submits report

tc4;

Approves and monitors Northstar budget, approvals all financial documents and work orders.

Recommends approval of benefit realization report to Senior Vice President of

Distribution, after Customer Services approves and ensures the desired business results are delivered on time and on budget.

Approves system functionality and quality from a system owner s perspective and

ensures the solution is capable of supporting BC Hydro and Distribution

s business

strategies.

BC Hydro Chief Information Offce Rep

Ensures the solution meets the acceptable level ofBC Hydro IT standards through the

application ofOCIO policies

, guidelines, architecture, methodologies, standards and

architecture, and other IT industry common practices. Ensures EAI issues related to Northstar are resolved.

Customer Services and Shared Services Representative

Ensures the solution meets Customer Services ' and our clients business needs (e. Customer Services is able to deliver on appropriate Service Level Agreements); Ensures the solution is capable of supporting Shared Services/potential Newco

business strategies;

Approves Customer Services

' related benefits in the benefit realization plan;

Monitors and assesses impact of the Northstar implementation on Customer Services and proactively identifies operational issues that may impact the project;

Develops and signs-off on Customer Services Implementation Strategy and impacts

(e.g. proactive customer communications plan).

Steering Committee (Meet Monthly)

Chairs- Operational sponsors

Executive Sponsors

-CIS Project Manager (Accenture Partner)

Westech

-PowerS mart,

Role Description- Recommending Project champions;

Demonstrates BC Hydro s senior management commitment through active participation in the project;

Reviews and monitors project progress (review progress against budget and key milestones, accomplishments, and key issues) monthly;

Reviews bimonthly Quality Assurance Reports (Distribution, IT and Finance); Removes obstacles to meeting critical success factors (e.g. solicits appropriate resources from business unit for the project);

Creates the environment and management process for cultural change; Recommends Executive or Operational Sponsors investigate issues.

Quality Assurance Managers (Meet Monthly)

IT-

Audit-Finance - TBD

Accenture - Bob Delves

Reports to Operational Sponsors

Role Description- Advisory

Establishes and enforces quality assurance standards; Monitors methodology for quality assurance reviews;

Completes bimonthly Quality Assurance Reviews (written) and report findings to Project Manager, Operational Sponsors and Steering Committee;

Determines whether action is required to address quality or integrity issues;

Ensures the team and project results and activities meet applicable quality standards; Participates in Project Management Team Meetings as appropriate.

Distribution rep also:

Ensures functionality and capability of developing system has the capability to support Hydro and Distribution Strategies;

Reviews system functionality and quality from a system owner s perspective;

Customer Services Management Team (Meet Weekly) via Eric _Janes

Project Champions;

Works with Business Integration Managers, to ensure the CIS solution meets

Customer Services ' and our clients ' business needs (e. g. are able to deliver on Service Level Agreements);

Participates in the selection of project resources and signs-off on resources at pre-defined milestone dates;

Participates in NS Breakfast Briefings;

Signs-off on CS-related benefits realization plan by Dec 31st 2002;

Monitors and assess impact of the CIS implementation on Customer Services and proactively identifies operational issues that may impact the project;

Provides necessary Customer Service resources as required by the resource plan; Actively participates in project-wide activities;

Project Manager

Reports to: Operational Sponsors

Role Description

Overall responsibility for successful delivery of the project; Ensures the project objectives are achieved;

Provides overall leadership and direction to project team;

Reviews and monitors project progress- milestones and budgets and report to

Operational Sponsors;

Determines all project time lines, work plans, budgets and strategies;

Resolves project issues and as required escalates issues;

Resolves issues and concerns raised in weekly status meetings with Operational Sponsors;

Develops bi-monthly project 'briefings ' for CEO

Larr

Bell;

Ensures quality issues are addressed as raised in monthly meetings with Quality

Assurance members;

Coordinates staffng for Accenture

, SAP, Westech, NCS and BC Hydro (with their

respective resource managers);

Develops quality principles for managing the project; establishes procedures for conducting periodic quality reviews;

APPENDIX N

-

PROJECT

ACCEPTANCE

AND COMPLETION

COMPLETION

CRITERIA

All functional and technical designs for developments are reviewed and signed-off by

all appropriate parties.

All technical development program codes are signed-off by the appropriate parties:

process team, development team, and testing team as satisfying the documented

business requirements (unit testing).

All critical and high priority SIRS (defects) related to developments are corrected,

closed, tested and signed-off by the appropriate parties.

The functionality and performance of all medium and high priority enhancements

is

signed-off during the business integration test and user acceptance test.

All tested and signed-off program code is migrated to the production environment.

Completion Expectation

Hardware and Components

Software environments

Evidence of Acceptance

The hardware environments are reviewed and

signed-off by all parties. Any changes to the

hardware environments are approved via the

change management process.

Reference document: Infrastructure Blueprint

Confirmation Final

Reference: Appendix G

The software environments are reviewed and

signed-off by all parties. Any changes to the

software environments are approved via the change

management process.

Reference document: Infrastructure Blueprint

Confirmation Final