ERCOT Nodal Project Kick Off ERCOT Nodal

Project Kick Off

November 23, 2009

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High Level Project ScopeHigh Level Project Scope

The objective of this project is to meet the new requirements of the ERCOT Nodal market utilizing existing infrastructure and information systems where possible in order to keep cost and timeline minimal.

Specific technical deliverables include the following:

• webTrader to GCSS – Ancillary service schedules by unit

• PI to webTrader – base points

• webTrader to ODS - replace Base Power Schedule with Energy Trade, Self Schedule, and Output Schedule

• 3rd Party Checkout modifications to replace Base Power Schedule

• Off-System Invoicing to manage the replacement of Base Power Schedule

• New schedule report in webTrader for FPA daily processes

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Plan Phase StrategyPlan Phase Strategy

Project Budget• The total Capital amount approved is $813,155 • The total O&M amount approved is $59,376• Quoted dollar amounts include IT, BU, Fringes, and Incentives

Plan Phase Execution

• Document Business Processes• Develop Requirements• Develop System Design• Develop Component Design• Begin Detailed Designs• Ongoing testing with ERCOT

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Program TeamsProgram Teams

Steering Committee Members: • David Hesser• Mike Sullivan• Rick Bale• Julie Standley

Core Team Members:

• Mark Boggs• Lori Mahood• John Napier• Rezaur Rahman• Bhooma Raghunathan• Ashutosh Tewari• Krishna K Somisetty• Shane Aleksic• Michele Seward• Susan DeMoen• Jeff Rice• Meera Vijayalakshmi• Kent Feliks• Dale Woodruff• Mark Diggs

ERCOT Liaisons:

• Trina Molnar• Richard Ross• Bob Bradish

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Steering Committee Role Steering Committee Role

• Provides strategic direction, vision and goals to the project

• Supports the team in tactical decision making, resolution of issues that go beyond the scope and duration of the project and spans multiple business areas

• Approve, endorse and support combined projects governance process

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Core Team RoleCore Team Role

What We Need From You!

• Provide necessary issue resolution and clarification

• Ensure effort and time expectations are appropriate to steering committee expectations

• Remove barriers across business functions for optimal project and program performance

• Escalate to steering committee as needed

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Project TeamProject Team

Planning • IT PM – John Napier• TSO – Rezaur Rahman• BSA – Lori Mahood

Development & Support• Lead Developers – Bhooma Raghunathan,

Ashutosh Tewari, Krishna K Somisetty• Support – Krishna K Somisetty, Shane Aleksic,

Andy Kellett• Tech Writer – TBD• Test Coordinator - TBD

Resource Managers• Comm Ops Planning – Julie Standley• Support – Nalini D Selvaraj, Zachary Van

Tassel• Development – John T McCrystal, Rod Boswell,

Dennis P DeVendra• QA – Evelyn McElhaney

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BSA – Business System Analyst

BSA – Business System Analyst

• Define and manage scope of project

• Gather and document business requirements and process changes

• Champion business interest within project

• Develop system test cases and assist with system test execution

• Assist business unit with user acceptance testing

• Provide general coordination between the functional and the technical teams.

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TSO - Technical Solution Owner

TSO - Technical Solution Owner

• Accountable for end to end technology solution for the project.

• Ensure execution of the technical solution across project’s technical contributors

• Resolve technical project issues/risks or escalate to the Project Manager

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Lead DevelopersLead Developers

• Responsible for detailed design based on approved requirements

• Provide development input to Project Plan

• Responsible for development commitment estimates - hours and dates

• Responsible for delivering coded requirements

• Identify/mitigate changes, issues, and risks

• Coordinates technical team• Main interaction with PM, BSA,

TSO, Support Lead, and Business Unit as needed

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SupportSupport

• Responsible for technical environment setup and maintenance

• Provide support input to Project Plan

• Responsible for support commitment estimates - hours and dates

• Contribute to the design process

• Identify/mitigate changes, issues, and risks

• Responsible for migration to production

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QAQA

• Responsible for IT test strategy development

• Provide QA input to Project Plan

• Responsible for QA commitment estimates - hours and dates

• Coordinates the efforts of the project team and BU in the development and execution of IT test cases

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Project ActivitiesProject ActivitiesPhase Task Responsible Secondary

Plan Document Business Processes BSA

Plan Document Requirements BSA

Plan Project Plan PC PM

Plan Project Charter PM PC

Plan System Design TSO

Plan Detail Design Lead Developer  

Plan Test Strategy QA Lead

Plan Quality Plan PC PM

Plan Deployment and Transition Plan TSO Lead Developer

Construct Coding Lead Developer  

Construct Unit Testing Lead Developer  

Construct Create Test Cases BSA Support Lead

Test System Testing Support Lead BSA

Test Regression Testing Support Lead Lead Developer

Test Stress Testing Support Lead Lead Developer

Test Performance Testing Performance Architect Test Lead

Test User Acceptance Testing BU BSA

Deliver Migrate to Production Support Lead  Lead Developer

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Project TimelineProject Timeline

11/2/09 - 12/4/09Requirements

12/7/09 - 12/18/09System Design

Component Design

12/28/09 - 2/19/10Detailed Design

CodeUnit Test

2/22/10 - 3/5/10Integration Test

3/8/10 - 3/26/10System Test

3/29/10 - 4/16/10UAT

4/19/10IT

Complete

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Communication Communication

Type of Communication Recipients Responsibilities Update frequency

Status report which includes issues and risks

Steering Committee, CORE Team, Project Team

John Napier Bi-Weekly

Admin

Update to Core Team Core Team Mark Boggs Bi-Weekly

Scope change control Steering Committee, CORE Team, Project Team

Lori Mahood Immediately

Issues Project Manager ALL Immediately

Risks Project Manager ALL Immediately

ERCOT Activities AEP Corporate Trina Molnar As needed

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Guiding Principles to Project Success

Guiding Principles to Project Success

1. Remember it is what is right, not who is right.

2. Candid feedback is always

helpful feedback.

3. Work and Communicate across teams when needed to make a process work effectively.

4. Each member is representing their entire organization (not just their group) and should take the ownership of gaining input from all applicable groups in that organization.

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QuestionsQuestions

• Issues?

• Concerns?

• Comments?