CC&B SMECO Success Story

John Simmins, Applications Manager, SMECO Gary Wilkinson, Solutions Delivery Manager, Wipro Technologies Vijai Krishnan, Senior Architect, Wipro Technologies Customer Care and Billing: SMECO Customer Experience

Agenda Overview of SMECO Overview of Wipro CIS Replacement Strategy Project Execution Strategy Enterprise Integration Strategy Post Go-Live Support Strategy Business Benefits Achieved Questions?

Overview of SMECO Overview of Wipro CIS Replacement Strategy Project Execution Strategy Enterprise Integration Strategy Post Go-Live Support Strategy Business Benefits Achieved Questions? Agenda

Overview of SMECO Southern Maryland Electric Cooperative provides electric service to all of Charles and St. Mary's counties, all but the northern tip of Calvert County, and the southern portion of Prince George's County. The past few years have presented numerous challenges to SMECO – some related to weather, others resulting from technology and operational upgrades. In 2002, SMECO and its customers endured the worst tornado in recent history, and 2003 brought Hurricane Isabel which devastated the communities in SMECO’s service territory. Although there were no natural disasters in 2004, SMECO still had its share of challenges to overcome. Many of those challenges provided opportunities to improve the way SMECO does business. New corporate goals were developed for 2005. These new goals focus on improving customer service, employee performance, and SMECO’s use of technology. Our Service Territory

SMECO Growth Southern Maryland is the fastest growing area in Maryland. This reflects SMECO’s steady increase in the number of customers.

SMECO Growth The following chart of the number of meters per employees demonstrates that SMECO is attempting to compensate for growth though improved employee productivity rather than simply increasing employee head-count.

Wipro - Global IT Services Provider Headquarters USA Mountain View, Seattle, Detroit, Chicago, Dallas, Minneapolis, Manchester, New York, Boston, New Jersey, Reston Europe UK, Germany, France, Finland, Switzerland, Portugal, Romania Brazil UAE, Saudi Arabia More than 10,000 people More than 5,000 people 53 countries, 46 GDCs, 24 global near-shore centers More than 1000 people More than 100 people Canada Australia Japan Taiwan Singapore Egypt China Australia Mexico < than 100 people

Wipro Service Offerings Infrastructure Solution Architecture Support & Maintenance Testing & QA Infrastructure Services Application development & support: Legacy, client-server, e-commerce/e-business ERP: Implementation, integration, rollout and support EAI & B2Bi integration : SOA Analytics: BI/DW IT Strategy Consulting IT Strategy & Architecture Portfolio assessment & management IT Business Management & Governance Technology evaluation & selection Technology Infrastructure Consulting Remote Infrastructure Mgmt Security & Risk Management Applications Services Testing & QA Test Process Consulting Managed Testing Services Configuration & release mgmt Apps Development, Integration Technology Strategy Business Process Solutions Broad spectrum of offerings across Processes, Applications, Infrastructure Business Process optimization & re-engineering Customer Care : helpdesk, billing, email/chat Back-office :HR, F & A, procurement processes Quality: ISO,CMM, Sigma Six Standards & Compliance: ITIL, BS 7799, SOX Business Process Solutions Revenue Breakup – Service Lines Gartner in its vendor rating report states that, “Wipro seeks to “break away from the pack” of other Indian IT service providers by focusing on industry depth, portfolio of services, global workforce and brand equity.”

Wipro Growth Global Development Centers Employees (in thousands) Revenues (in $ Mn) 2006-07 2005-06 2004-05 2003-04 Sustained Growth CAGR of 36% in last 5 years Part of NYSE’s TMT (Technology-Media-Telecom) Index, NSE Nifty Index and BSE Sensex Global Footprint - 53 countries Listed on NYSE Presence in 53 countries 12,700 employees onsite across geos 24 near-shore development centers Diverse Talent Pool 49 nationalities 2600 domain consultants High gender and cultural diversity More than 72,000 employees as of June 30 ’07. 2989 2180 1697 1216 34 40 44 46 29 42 53 68 2007-08* 3552 46 72 * Annualized fig ;( Q1 actuals)*4

Primary Business Drivers SMECO had six primary drivers that influenced the team’s decisions and selections as they progressed through the CIS selection process. The new CIS will be a customer-centric product software solution. The new solution will be technically and functionally upgradeable. Retail Choice may require some modifications to ensure compliance with Maryland laws, with the goal that the system be flexible and the vendor be responsive to requests for changes. The project would procure all necessary hardware, software and services required for a successful installation effort. SMECO would minimize product modifications allowing SMECO to quickly implement the new product and take advantage of regular product releases. All non-critical go-live enhancements/interfaces will be placed into subsequent project phases. SMECO will initiate a Business Process Redesign or change management effort as part of the installation process focusing on the redesign of critical business functions.

SMECO CIS Project Approach Identify and leverage strategic partners Identify SMECO’s strengths and weaknesses Develop project strategy and execution approach that capitalizes on strengths and mitigates weaknesses Established a numerically based rating system for choosing vendors (procurement partners, software, implementation and integration).

SMECO Strengths Excellent work ethic Eagerness for change from old CIS system (buy in) Highly educated employee base Computer literate managers Executive buy-in on project management methodology

SMECO Weaknesses Communications – tendency toward silos and geographically dispersed departments Requirements definition – traditionally SMECO has been poor in articulating requirements History of owning highly customized software and changing software as perceived requirements changed Poor contract negotiation skills

Strategic Sourcing Partner Key success factors: Must fill in where SMECO is weak Adequately determine SMECO’s requirements Adequately convey SMECO’s requirements to vendors Establish correct rating structure of requirements Accurately rate CIS vendors to show differences

Selection Criteria: Large client base Demonstrated competence in ELECTRICAL utilities Established, proven methodology Provide a starter-set of typical requirements Can meet aggressive time frames Vendor independence Strategic Sourcing Partner

CIS Vendor Selection Criteria: Demonstrated ability to perform on time Demonstrated ability to work within established budget Ability to deliver Coop-specific accounting, such as Capital Credits Ability to comply with retail choice requirements

CIS Vendor RFP Process Survey the current market Only deal with Tier 1 vendors Requirements analysis Requirements rating RFP solicitation RFP response “Trade Show” multiple vendor demonstrations Vendor scoring Short list Vendor demonstrations Reference checks/site visits Selections/communication to vendors

Oracle|Utilities Oracle|Utilities (formerly SPL) is a recognized industry leader as indicated by the Meta Group’s 2003 and 2004 CIS rankings. Entering 2005, Oracle|Utilities is recognized as a top market leader, ranking highest in overall vendor performance: META Group CIS Ranking 2003 Oracle|Utilities META Group CIS Ranking 2004

Vendor & Product Assessment App x App y CC&B

Integration Partner RFP Process Survey the current market Only deal with Tier 1 vendors RFP solicitation Vendor scoring Technical capabilities Track record Comfort/fit with the organization Integration Vendor Selection Alternatives Dual Vendor CIS System Implementer CIS System Integrator Single Vendor Ensure analysis and optimization of E2E business processes Reference checks/site visits Selections/communication to vendors

Project Strategy Obtained clear mandate and sponsorship from Senior Executives Established Executive Steering Committee for project governance and control Instituted a PMO to facilitate project execution and communication Planning following a rolling wave approach Achieved strategic value from end-to-end integration as opposed to only tactical implementation Established an effective communications strategy: Co-located resources to a common work area Project Website Weekly reports Periodic and frequent status meetings with stakeholders, sponsors and project team leaders

Project Governance Business procedures Testing User training Change management Interfaces Reports Conversion Technical support Project Sponsor Project Sponsor Project Manager Implementation Team Functional Team Technical Team Oracle|Utilities SMECO Steering Committee Project Manager Training System design Extensions Interface support Conversion support Technical support

Project Management Staffed the project using the “A” team – the best and brightest managers and employees were used (backfill with temp staff) CC&B implemented out of box – adapt business processes as appropriate and follow rigorous change management Established and clearly communicated roles and responsibilities (these changed for each phase of the project) Assigned key areas of responsibility to the business units (configuration, data definition, reports)

Project Management Tracking and Control Areas Tasks Change Register Change Management 3. Issues Register Risk Register Risk Management 5. Key Stakeholders Report Back to: Resource Management 6. Staff changes Project Schedule Financial Management 7. Project Director Quality Management 2. Rework Issue Management 4. Delivery Management 1. Deadlines & Milestones Update

Implementation Plan and Methodology Oracle|Utilities has a project framework that was deployed at SMECO: Seven strategic phases (18 month implementation for SMECO) Each phase has several steps and requires a work breakdown structure Major decision points at each step “ Plan – Prepare – Do” philosophy Live Support (10 days on-site & 110 days off-site) Start Up Discovery SMECO Orientation Process Analysis Assembly Acceptance Deployment

Plan Overview – Ongoing Tasks Start Up Discovery SMECO Orientation Process Analysis Assembly Acceptance Deployment Change Management Technology Support Training Business Process Transformation Project Management

The Project Plan and Staffing Proper staffing is key to a successful implementation. The following is essential: Integrated and united team Clear roles & responsibilities Efficient decision making and resolution process Best qualified people for the job Extensive knowledge transfer Effective reporting and communication The right people at the right time in the right place

SMECO Application Portfolio Customer Information System Metering & Consumption Itron MVRS, Hunt (Turtle) & MV900 Outage Management System CGI Marketing Management Incorporate in CIS Customer Relationship Incorporate in CIS Remittance Processing NDP 250 Financial Management Lawson Bill Production Utilitec Data Warehouses Geographic Information System ESRI Meter Inventory & Testing Incorporate in CIS Retail Choice Incorporate in CIS Customer Interaction IVR/CTI (Avaya PBX) Customer Data Access IVR & Incorporate in CIS Credit Card Payments, Check by Phone EBPP Refund & Capital Credit Checks Lawson Cashiering System Incorporate in CIS or Stand Alone Cooperative Resource Center Address Standardization EDI for Retail Choice Work Management Logica

Integration Best Practices High Level Design Goals Move from a batch schedule-based approach to a Real Time event-based approach Automate manual steps in business processes Design interfaces for change Create reusable common utility services for Error Handling Alerts and Notification Auditing and Logging Duplicate Check Collect data formats and samples early on in the project Standardize data formats using Canonicals Use iterative and incremental (vs. waterfall) approach

Integration Best Practices Consider purchasing an EAI/ESB/BPM solution

Design-Time View of Payment Processing

Run Time View of Payment Processing

Oracle|Utilities Support Roles & Skills Oracle|Utilities supported SMECO through the following roles: Customer Help Desk End-user questions Issues with customer environment Reports product issues to Oracle|Utilities Skills: CC&B functional knowledge, understanding of SMECO’s business CC&B Level 1 Analysts Functional guidance Problem re-creation and logging in English Skills: CC&B functional knowledge, Oracle, UNIX, CC&B Implementation Tools Customer Help Desk Level 1

Oracle|Utilities Support Roles & Skills CC&B Level 2 Analysts Product configuration Database issues Base Product Performance problems Skills: Oracle, UNIX, BEA, CC&B tools, CC&B functional knowledge Product Development Maintains product and provides fixes for all core product issues Designs new product enhancements or components Provides upgrade and implementation tools Responsible for resolution time on base product issues Level 2 Product Development

Support Oracle|Utilities provided SMECO with the following implementation support and post implementation support: Global Delivery or Operational Support Services Maintenance for custom development (plug-ins, interfaces, reports) New release training New release upgrade services Database administration Performance tuning Skills: Oracle, UNIX, BEA, CC&B Developers’ Tool Suite, CC&B functional knowledge Post-Implementation Team

Support and Maintenance for CC&B The following diagram depicts what SMECO received from Oracle|Utilities for support and maintenance of the CC&B product: SMECO’s Help Desk Post-Implementation Support Custom Code Issues Core Product Issues Oracle Solution Strategy Review Enhancement Requests Product Development Level 1 Level 2 Customer’s Product

Business Benefits Achieved Adding 4,000 new customers a year Payment plans far less time consuming and much more accurate Billing system complaints to the PSC greatly decreased Two days after going live with CC&B, the demeanor and mood of the Call Center was very upbeat 80% of the information needed to address most customer questions is available on the first screen. Customer billing was immediate post go live.

CC&B SMECO Success Story

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