1. A collaboration of:
How to Successfully Implement SAP AMI
Annemarie Groenewald
City Of Cape Town

2. • The Cape Town Journey
• Project AMI Background
• SAP AMI Implementation
• Success Factors
• Project Closure
• Key points to Take Home
• Questions
What I’ll Cover

3. Cape Town – South Africa
Significant Political Events in South Africa during the
past decades have changed City administration.
 Pre- 1994: South Africa internationally isolated and
communities segregated on racial grounds.
 Cape Town administered by 64 local municipalities.
 April 1994: first democratic election and government of national
unity established.
 3-Tier government structure: National, Provincial and Local
Government – Consolidation of Local Authorities.
 December 2000: Restructuring Local Government cont:
 Mergers of 7 previous autonomous Municipalities into a
single Metropolitan Uni-City for Cape Town.

4. TODAY:
Population: 3.7 million
Share of National GDP: 15.9 %
Share of Provincial GDP: 82 %
Area: 2461 km2
Rateable Properties: 933 608
Employees: 23 579
City of Cape Town annual budget 2013/14:
Operating: R26 billion ($3 491 103 548.86)
Capital: R 5.45 billion ($731 789 013.13)
The City of Cape Town was established in 2000

5. City of Cape Town Achievements
• Winner of the Computer World Honors 21st Century Achievers Award as the Best IT
Project in Government and Non Profit Organization –Washington DC – June 2004.
• The City received an Impact Award for Innovation in the Public Sector at the AFSUG
2010 conference for the C3 Notification system - an internal process that is used to
record, track and report complaints and requests from residents and ratepayers
• Cape Town maintains clean financial record - 9th consecutive unqualified audit opinion
from the Auditor-General of South Africa (2011/2012 Annual Report)
• City receives highest municipality credit rating from Moody's International (2013)
• Special Achievement in GIS (SAG) award at the 2013 ESRI International User
Conference whereby they recognized outstanding work with GIS technology

6. ECC6 and
IS-U/CCS
FI
Financial
Accounting
CO
Controlling
AM
Fixed Assets
Mgmt
WF
Workflow
IS
Industry
Solutions
MM
Materials
Mgmt.
HR
Human
Resources
SD
Sales &
Distribution
PM
Plant
Maintenance
GIS
AM/FM
Work
Clearance*
CAD
Field
Service
Support
PS
Project
System
PP
Production
Planning
QM
Quality
Management
EDI
SCADA*
SM
Service
Mgmt
IS-U /
FERC
IS-RE
IS-U/
CCS
- Financial Accounting
- Management Accounting
- Asset Management
- Procurement &
Inventory Management
- Project Accounting
- Billing to sundry debtors
- Real Estate
Management
- Industry Solution for Utilities
- Customer Care & Revenue
Management
- Human Resources &
Payroll
- Plant Maintenance
ERP Programme – largest SAP implementation in
Local Government in the world
SAP ECC6 & ISU Foot Print - 2003

7. SAP Fact Sheet
 420 end-to-end Business Processes
 Cost: R354mil (2001-2003)
 Single Instance
 10 000 Users
 > 500 SAP Sites City Wide
 3,2 mil ISU contracts
 1,2 mil consolidated invoices per month
ERP Programme – largest SAP implementation in
Local Government in the world
SAP ECC6 & ISU Foot Print - 2003

8. SSM
1
6
4.7 Upgrade
Benefit
Realisation ERP6 Upgrade
CRM
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Corporate
Performance
Management
Business
Warehouse Flexible
RE
ESS
E-Leave
MSS
AMI
PSRM
BObj
The SAP Journey: 2002-2013
LUM
ITSM
Citizen Portal

9. SAP Production System Landscape
Solution
Manager
SAP ECC6
Public Sector
Records Mng
Business
Warehouse
Internal
Portal
Business
Objects
Citizen Portal
(eExternal
Services)
TREX /
MAXDB
Content S
MAXDB
Custom
Relationship
Mng
e-Recruitment
Strategy
Management City of Cape
Town External
Portal
ISIS
Integration
Hub
Mobile Assets
for Utilities
SAP GRC
Supplier
Relationship
Mng
Business
Planning &
Consolidation

10. Database
Slide 12
• Oracle 11
• Netweaver Stack 7.3
• EHP5 (Upgrade in November to EHP7)
• BW 7.3 (Upgrade in November to 7.4)
• ECC6 - 22 Terrabyte
• BW - 5 Terrabyte
• 11 Production systems
• Overall 100 systems – eg DEV, QA, Training

11. Project AMI Background
Slide 13
• Maximise the current investment in “Smart Meters
• Efficiently manage energy usage and cost by providing
commercial and industrial consumers with relevant
and accurate information timeously
• Comply with the legal requirements, access to
information requirements, as well as the requirements
specified by SANS 474: Code of practice for electricity
metering, as prescribed by NERSA.

12. Slide 14
• Phase 1: Standard functionality and enhancements
• Device processes – installation, removal, creation
• New Connections
• Move-in/out
• Meter Reading processes
• Phase 2: New functionality
• AMI Event Management
• AMI Monitoring
• EASIM (Rate comparison)
• Portal Integration
• Device Location information
SAP AMI Implementation

13. CCT High level Landscape
E-Services Portal
IS-U
PSRM
BRF+
SAP Netweaver
E-Services Custom Built Link
IS-U Outbound Integration
IS-U Inbound Integration
Event Management Inbound Integration
Event Management Outbound Integration
PSRM Inbound Integration
Meter Events
Meter
Meter Commands
Meter Responses Meter
Meter Event
Filters
Consumption
Graph
Illustrations
Meter Data and
Consumption
Meter Responses Meter Events
Meter Commands
SAP Environment MDUS Environment AMI Environment

14. SAP AMI Benefits
• Establishment of two way communication of the meter and SAP and free flow of
information
• More reliable communication through AMI and SAP
• Automation of the entire meter reading process without any manual intervention.
• Provide commercial and industrial consumers relevant and accurate information timeously,
regarding electricity costs and usage, in order for them to efficiently manage energy usage
and cost
• Automate time-consuming and expensive manual tasks such as disconnecting /
reconnecting a meter, uploading profile data from a meter and uploading discrete meter
readings
• Read meters remotely – thus eliminating issues of premise access, travel time, incorrect
readings
• Offer billing services based on actual consumption data and meter reading
• Connect real-time consumption data to electronic customer self-services
• More effectively identify faults and rapidly restore service on the basis of real-time
readings
• Improve the service delivery for City of Cape Town Energy consumers

15. Scope mgmt
 Proof of Concept approach worked well
 Having processes defined as input into Blueprint
worked well
 Initial assessment/alignment workshops between
SAP and business worked well
 Scope changes were well managed and agreed
Quality
 AMI Solution Architect was involved onsite and
remotely for support and QA
 Great commitment by all team members and
stakeholders
 Constructive attitude to conflict
Timeline, execution
 Start date was delayed by 2 months
 Project activities/processes were always ahead
of the next milestone
 Testing involved ESC teams (regression)
 Solution Manager could not be used due to City-
internal constraints
 Project went live one month ahead of schedule!
AMI Project Scorecard
Planning, Governance
 Project plan included 3rd party activities
 Signoff processes worked well
 Due to shortened timeline, only one steering
committee meeting was held
 Document development and review process
work well
Resources,
Stakeholders
 Central location at ESC together with business,
SAP, MDUS, PI worked well
 Team was away from day-to-day activities
 Improvement areas: additional knowledge transfer
to ESC and business team
 Decision makers and implementers worked well
together
Budget
 Original approved SAP budget was tight and
had to be extended
 MDUS worked as part of tender
Risks
 Risk assessment was part of Project
Preparation and then included in ongoing
governance, reporting and communication
Communication
 Updates happened as part of status meetings and
informal discussions
Procurement
 City procurement processes delayed start date

16. Data
 Serial numbers had to be standardised - impact is
on procurement of devices (MM)
 Serial number conversion became part of cutover
 AMI uncovered unknown manual interventions
Support
 ESC support team received knowledge transfer
early on
 Support team was involved in document
reviews, testing and cutover
 Assisted users on the live system during go-live
End user training
 Overview and subsequent one-on-ones worked
well
 Doing training in their environment worked well
 No specific tools used
 MDUS online help provided
 Train closer to go-live
AMI Functional and Data Scorecard
Testing
 Test landscape management was complex in
order to include 3rd party system (MDUS)
 Functional Sign Off must be extended to
additional stakeholders
Resources,
users
 Users could have been brought in earlier, even to
verify processes or design
 Project manager with functional background in IS-U
worked really well
 ESC support team received knowledge transfer
Infrastructure
 Various elements had to be considered and
managed – early identification of action items
was crucial:
 Network
 Firewall
 Telecommunications
 Service provider issues
 MDUS
 SAP...
 Disaster Recovery
Authorisations
 Technical roles (PI was new) were more
complex than business roles
 Business users tested with their real profiles
Development
 Manual meter reading entry for AMI devices had to
be created
 For integration, standard Enterprise Services were
used
Configuration
 AMI was setup from scratch
 Device management had to be enhanced (and
then tested to compatibility/regression)

17. Project Closure
 Established platform for future phases (EDM)
 Good acceptance by the users
 ESC self-sufficient with support for the solution
 Delivery/overall satisfaction rated as 9 out of 10
 2412 AMI devices live
 Found and resolved some issues with previous processes/readings
 Very few functional queries, no solution issues
Overall
satisfaction
with delivery
Live operations
 Objectives achieved:
• Manual process automated (bi-directional communication with meters) – reduced workload
for Validations and Master Data departments (moving in/out, device installation/removal)
• Automated creation of Service Notifications for Meter Events
• Electronic Storage of Electricity documentation on PSRM
 Implementation of Customer-facing Portal with Integration
Value delivery

18. Key Points to Take Home
1. Business involvement and ownership:
 Constructive scope discussions and attitude towards conflict
 Project team co-location: ESC team, business, MDUS, PI, SAP and support – all sitting close
together. Most team members allocated full time
 Decision Makers and Implementers worked closely together, clarified/standardized
2. Scope “Crimp” instead of Scope Creep
 If it is not in scope it is out
 New requirements moved to Phase 2/ Roadmap
3. Project Planning and Execution:
 Planning happened ahead of team mobilisation
 Execution/governance was always ahead of milestones - pre-empting next steps
Bottom line: Project Success Factors have not changed over the years.
If a project is set up for success, managed with appropriate governance
and with joint commitment to one goal – it will be a success.

19. Questions
Slide 22

20. A collaboration of:
Annemarie Groenewald
City of Cape Town
annemarie.groenewald@capetown.gov.za